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Building Capacity though Collaboration
The document presents a report on enhancing organizational capacity and collaboration within the Anglophone community, emphasizing the need for collective impact and strategic priorities. Key findings highlight the importance of increasing collaboration, communication, and funding sustainability among organizations, alongside strategies for improving inter-organizational partnerships. Future steps include continuing partnerships, organizing learning events, and exploring innovative workshops for community development.
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Building Capacity though Collaboration
- 1. Building Capacity throughCollaboration Presentation by Aurelia Roman November 28, 2014 Report by Don deGuerre, Aurelia Roman, and Emma Legault In collaboration with Andy Malolepszy Presentation by Aurelia Roman November 28, 2014 Report by Don deGuerre, Aurelia Roman, and Emma Legault In collaboration with Andy Malolepszy
- 2. University-Community Partnership 21 CenturyCatholic Community Campaign Concordia University Human Systems Intervention MA Program Centre for Human Relations and Community Studies 21 Century Catholic Community Campaign Concordia University Human Systems Intervention MA Program Centre for Human Relations and Community Studies
- 3. Authors of thisreport Community- based research by Emma Legault, MA Aurelia Roman, MA, PhD( in process) Under the supervision, guidance and support of Dr. Don de Guerre Community- based research by Emma Legault, MA Aurelia Roman, MA, PhD( in process) Under the supervision, guidance and support of Dr. Don de Guerre
- 4. Today’s presentation AboutS.O.A.R. and Appreciative Inquiry Summary of research findings Can we create collective impact? About S.O.A.R. and Appreciative Inquiry Summary of research findings Can we create collective impact?
- 5. S.O.A.R. Strengths-based approach tostrategic planning Powerful intervention in itself Increases capacity to identify organizational strategies Focuses on individual organizations Strengths-based approach to strategic planning Powerful intervention in itself Increases capacity to identify organizational strategies Focuses on individual organizations
- 6. Purpose of thereport Create a conversation and further exploration Is there an opportunity for collective impact? “The dream is to have an umbrella network” “Anglophone community needs more togetherness” Create a conversation and further exploration Is there an opportunity for collective impact? “The dream is to have an umbrella network” “Anglophone community needs more togetherness”
- 7. What did wefind? 1.Need to increase organizational capacity 2.Need to increase collaboration with other organizations 3.Need to focus on strategic priorities What did we find? 1.Need to increase organizational capacity 2.Need to increase collaboration with other organizations 3.Need to focus on strategic priorities
- 8. Organizational capacity Many commonalitiesacross organizations Increased need to re-align the organization to the demands of multiple stakeholders, community members, and granting agencies. Find better ways to reach out to those that are hard to reach Secure resources Many commonalities across organizations Increased need to re-align the organization to the demands of multiple stakeholders, community members, and granting agencies. Find better ways to reach out to those that are hard to reach Secure resources
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- 10. Organizational Capacity Perceived needfor internal changes Organizational identity and continuity Improve day to day operations Adaptive programs and improved communication Secure resources (human; financial; etc.) Perceived need for internal changes Organizational identity and continuity Improve day to day operations Adaptive programs and improved communication Secure resources (human; financial; etc.)
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- 12. Inter-organizational collaboration Optimize useof resources Multi sectorial alliances; Strategic partnerships; Trade/share technology, expertise, or any other resources. Share knowledge & learning Organize events, conferences, webinars, networking events, webinars; Share best practices, etc. Communication Create common opportunities such as outreach& marketing campaigns; market research; Optimize use of resources Multi sectorial alliances; Strategic partnerships; Trade/share technology, expertise, or any other resources. Share knowledge & learning Organize events, conferences, webinars, networking events, webinars; Share best practices, etc. Communication Create common opportunities such as outreach& marketing campaigns; market research;
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- 14. Inter-organizational collaboration Why isimportant? Stronger sense of belonging Greater inclusion and accessibility of programs and services Creates new opportunities for action Why is important? Stronger sense of belonging Greater inclusion and accessibility of programs and services Creates new opportunities for action
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- 16. Strategic priorities “Changing fundingmodel; We need new strategies, new directions, new sources; Create alternatives; New model for fundraising, etc.” “Information exchange for many networks; Establish networks; Become a resource to other organizations; Create social change; social larger connections etc.” “Campaigning, advocacy work; work with others; Community Network Table; etc.”- “Evaluate expertise; see what resources can be shared and exchanged; Establish connectivity so we can tie our projects& resources together; etc.” “Need an inventory of organizations; what are we doing and what are the common needs?” “The idea of incubator is great; Understand other services and netowrk so we don’t duplicate services” etc. “Changing funding model; We need new strategies, new directions, new sources; Create alternatives; New model for fundraising, etc.” “Information exchange for many networks; Establish networks; Become a resource to other organizations; Create social change; social larger connections etc.” “Campaigning, advocacy work; work with others; Community Network Table; etc.”- “Evaluate expertise; see what resources can be shared and exchanged; Establish connectivity so we can tie our projects& resources together; etc.” “Need an inventory of organizations; what are we doing and what are the common needs?” “The idea of incubator is great; Understand other services and netowrk so we don’t duplicate services” etc.
- 17. Strategic priorities Funding ;Communication; Networks Financial sustainability Communication Networks/ Better connections Funding ; Communication; Networks Financial sustainability Communication Networks/ Better connections
- 18. Strategic priorities How arewe going to improve communication, create funding opportunities and better connections with each other? Create new models for inter-organizational collaboration New models for inter-organizational collaboration? How are we going to improve communication, create funding opportunities and better connections with each other? Create new models for inter-organizational collaboration New models for inter-organizational collaboration?
- 19. Strategic priorities Financial sustainability Significantlack of funding Strategies identified: joint ventures, encouraging corporate participation and researching successful fundraising models used in the business sector. Social economy models Self-financing models Shared platforms Financial sustainability Significant lack of funding Strategies identified: joint ventures, encouraging corporate participation and researching successful fundraising models used in the business sector. Social economy models Self-financing models Shared platforms
- 20. Strategic priorities Communication Increase onlinepresence (website development; e- newsletters; Social media profiles such as Facebook, LinkedIN, Twitter, others) Storytelling Repository of resources Dissemination of information Communication Increase online presence (website development; e- newsletters; Social media profiles such as Facebook, LinkedIN, Twitter, others) Storytelling Repository of resources Dissemination of information
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- 22. What’s next? Continuethe partnership with Concordia university Series of learning events (Asset Mapping) Consider cutting edge-innovative workshops to create the conditions for innovation (Positive Participative Innovation Workshop developed by Dr. Don deGuerre and other leading experts in the field) Continue the partnership with Concordia university Series of learning events (Asset Mapping) Consider cutting edge-innovative workshops to create the conditions for innovation (Positive Participative Innovation Workshop developed by Dr. Don deGuerre and other leading experts in the field)
- 23. Thank you forlistening
Editor's Notes
- #3 21 Century Catholic Campaign Andy Malolepszy Human Systems Intervention Program, Graduate Program at Concordia University Masters candidates, consultants and recent MA graduates provided design and facilitation of strategic planning sessions Centre for Human Relations and Community Studies Don de Guerre, Chair, Applied Human Sciences Department
- #6 SOAR: A different APPROACH TO STRATEGIC PLANNING SOAR- Strengths, Opportunities, Aspirations and Results A more strength-based spin than SWOT (Strengths, Weaknesses, Opportunities and Threats) A strategic planning framework that… Focuses on strengths Seeks to understand the whole system by including the voices of the relevant stakeholders. Helps organizations focus on: What they are doing well, What skills can be improved and What is most compelling to stakeholders. Inspires organizations to develop strategic plans that are more dynamic, creative and optimistic.
- #8 How can we improvement the overall capacity of our organization? How can we reach out to those that are hard to reach?
- #11 Organizational Identity. While a sense of religious identity varied across organizations, participants expressed shared core values with respect to the importance of helping others. Similarly, many participants described their work and work environment as personally rewarding and expressed feeling valued and connected to their communities. Participants also expressed a great sense of pride in their respective organizations’ history and heritage. Program development. Participating organizations expressed a need to develop more individualized services covering a variety of psycho-social and environmental needs (counselling, camps, youth development, environment, etc.), including specialized services for immigrants. It was noted that new programs should be launched outside the government’s mandated service areas and be offered to children, adults and seniors alike. Resources. To meet existing and future needs, participants frequently expressed a need for more staff and/or for more skilled volunteers. Time constraints also surfaced as a related challenge. Likely as a consequence, some participants described working in a consistently reactive rather than proactive fashion. For many, these circumstances make it difficult to invest an appropriate amount of time in initiatives such marketing/communications, outreach or fundraising (which was sometimes described as particularly labour intensive).
- #19 New Models A number of participants from different organizations mentioned the need to explore and create new models for inter-organizational collaboration. Some of these participants expressed a desire to help other groups or community organizations that have limited resources and are at risk of ceasing their programs and services. Some expressed a desire to explore the creation of a ‘community-based social innovation incubator’ that provides strategic and developmental assistance to community organizations (Governance, Strategic Planning, Resource sharing e.g. Accounting, Fundraising, Grant Making & Writing).