The community-wide appreciative strategic planning initiative was designed around a positive inquiry approach that focuses on identifying strengths and opportunities to build commitment and momentum for change. It is based on the direct involvement of a broad representation of stakeholders and encourages participants to co-create the future of their organizations through collaboration, shared understanding and a commitment to actions. Usually the change that results from such process targets the implementation of short term and long-term strategic actions.

1. Building Capacity through Collaboration
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 Century Catholic 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 this report
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
 About S.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 to strategic 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 the report
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 we find?
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 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
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

9. Organizational capacity

10. Organizational Capacity
Perceived need for 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.)

11. 5 min discussion

12. Inter-organizational collaboration
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;
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;

13. Inter-organizational collaboration

14. Inter-organizational collaboration
Why is important?
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

15. 5 min discussion

16. Strategic priorities
“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.
“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 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?
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
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
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 online presence (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

21. 5 min discussion

22. What’s next?
 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)
 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 for listening