This document outlines an agenda and presentation on structuring cross-sector partnerships. It discusses identifying partnership goals and outcomes, establishing formal representative roles and structures, building trust through problem-solving cycles, and accounting for differences in power, authority, and expertise among partners. The presentation emphasizes the importance of clarity on results and intentionality on partnership vision, accountability, and processes to support success.
Success is the right tool meeting the right problem. Here's an overview of the principles of one of those tools, Collective Impact, and how it can be applied towards systems change. Read more about the definition of Collective Impact: http://bit.ly/1qL9Yku.
Collective Impact: The “New Normal” in the Greater Cincinnati Regiongcfdn
A presentation at the "Collective Impact in the Greater Cincinnati Community" event on September 24, 2012 hosted by The Greater Cincinnati Foundation and United Way of Greater Cincinnati
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this keynote presentation from Lalitha Vaidyanathan of FSG, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
Ending Violence Against Women and Children means learning how to have a Collective Impact (CI). This presentation draws from CI literature to show how the BBW Network is evolving using the CI model.
The Road Map Project uses collective impact to improve educational outcomes in Washington State. It brings together 7 school districts, over 120,000 students, and over 185 individuals from 78 organizations to work toward common goals of doubling college degrees/credentials and closing achievement gaps by 2020. Key components include establishing a shared agenda and measurement system through a steering committee, implementing mutually reinforcing activities like action plans through work groups, and continuous communication via a backbone organization, the Community Center for Education Results.
This document discusses different approaches to social impact measurement and finding a middle ground. It outlines direct and indirect outcome measures, and the use of standardized tools to assess indirect outcomes. The Outcomes Star is presented as one such tool that brings objectivity to subjective assessments. The document also discusses standardized versus case-by-case approaches, experimental versus exploratory evaluation methods, and comprehensive versus pragmatic measurement. Throughout, it advocates considering the strengths and appropriate uses of differing mindsets and finding a balanced approach between extremes.
Many organizations are using advocacy strategies to meet their missions. Just like any other work that foundations and nonprofits engage in, advocacy needs to be continually assessed, tweaked, and strengthened through a process of evaluation and learning.
In this webinar with the National Committee for Responsive Philanthropy, Johanna Morariu and Will Fenn shared the nine steps of advocacy evaluation. The webinar is based on Innovation Network's report titled "Pathfinder: A Practical Guide to Advocacy Evaluation." The webinar took place on Wednesday, June 26, 2013.
Innovation Network is a nonprofit evaluation, research, and consulting firm. We provide knowledge and expertise to help nonprofits and funders learn from their work to improve their results. To learn more, visit www.innonet.org.
Welcome to the New Era of Public Health Training: How the Public Health Learn...Communications At NNPHI
On July 14, 2016 we hosted a Dialogue4Health Web Forum about the state of today’s public health workforce and how the Public Health Learning Network (PHLN) is building and sustaining a national system for outstanding public health training.
Leaders from the PHLN’s National Coordinating Center for Public Health Training and regional public health training centers discussed:
The evolution and future of the public health training system
An exemplary public health training course as an example of what the PHLN can do for learners
How training centers are working with health departments to bring the best training and resources together for the public health professional.
Our panelists:
Nor Hashidah Abd-Hamid, PhD, Lead Instructional Designer, Institute for Public Health Practice,, University of Iowa College of Public Health (UI CPH) and the MPHTC
Jennifer McKeever, MSW, MPH, Director, Public Health Practice and Training, National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI)
Mikhaila Richards, MS, Communications Strategist, NCCPHT at NNPHI
Tanya Uden-Holman, PhD, Associate Dean for Academic Affairs and Clinical Professor, Department of Health Management and Policy, University of Iowa College of Public Health
Our moderator:
Christopher Kinabrew, MPH, MSW, Chief Strategy Officer, NCCPHT at NNPHI
Dialogue4Health is a community that conceives, builds, and shares strategies to improve the public’s health. They partner with local, national and global organizations to host Web Forums and share critical resources.
Success is the right tool meeting the right problem. Here's an overview of the principles of one of those tools, Collective Impact, and how it can be applied towards systems change. Read more about the definition of Collective Impact: http://bit.ly/1qL9Yku.
Collective Impact: The “New Normal” in the Greater Cincinnati Regiongcfdn
A presentation at the "Collective Impact in the Greater Cincinnati Community" event on September 24, 2012 hosted by The Greater Cincinnati Foundation and United Way of Greater Cincinnati
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this keynote presentation from Lalitha Vaidyanathan of FSG, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
Ending Violence Against Women and Children means learning how to have a Collective Impact (CI). This presentation draws from CI literature to show how the BBW Network is evolving using the CI model.
The Road Map Project uses collective impact to improve educational outcomes in Washington State. It brings together 7 school districts, over 120,000 students, and over 185 individuals from 78 organizations to work toward common goals of doubling college degrees/credentials and closing achievement gaps by 2020. Key components include establishing a shared agenda and measurement system through a steering committee, implementing mutually reinforcing activities like action plans through work groups, and continuous communication via a backbone organization, the Community Center for Education Results.
This document discusses different approaches to social impact measurement and finding a middle ground. It outlines direct and indirect outcome measures, and the use of standardized tools to assess indirect outcomes. The Outcomes Star is presented as one such tool that brings objectivity to subjective assessments. The document also discusses standardized versus case-by-case approaches, experimental versus exploratory evaluation methods, and comprehensive versus pragmatic measurement. Throughout, it advocates considering the strengths and appropriate uses of differing mindsets and finding a balanced approach between extremes.
Many organizations are using advocacy strategies to meet their missions. Just like any other work that foundations and nonprofits engage in, advocacy needs to be continually assessed, tweaked, and strengthened through a process of evaluation and learning.
In this webinar with the National Committee for Responsive Philanthropy, Johanna Morariu and Will Fenn shared the nine steps of advocacy evaluation. The webinar is based on Innovation Network's report titled "Pathfinder: A Practical Guide to Advocacy Evaluation." The webinar took place on Wednesday, June 26, 2013.
Innovation Network is a nonprofit evaluation, research, and consulting firm. We provide knowledge and expertise to help nonprofits and funders learn from their work to improve their results. To learn more, visit www.innonet.org.
Welcome to the New Era of Public Health Training: How the Public Health Learn...Communications At NNPHI
On July 14, 2016 we hosted a Dialogue4Health Web Forum about the state of today’s public health workforce and how the Public Health Learning Network (PHLN) is building and sustaining a national system for outstanding public health training.
Leaders from the PHLN’s National Coordinating Center for Public Health Training and regional public health training centers discussed:
The evolution and future of the public health training system
An exemplary public health training course as an example of what the PHLN can do for learners
How training centers are working with health departments to bring the best training and resources together for the public health professional.
Our panelists:
Nor Hashidah Abd-Hamid, PhD, Lead Instructional Designer, Institute for Public Health Practice,, University of Iowa College of Public Health (UI CPH) and the MPHTC
Jennifer McKeever, MSW, MPH, Director, Public Health Practice and Training, National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI)
Mikhaila Richards, MS, Communications Strategist, NCCPHT at NNPHI
Tanya Uden-Holman, PhD, Associate Dean for Academic Affairs and Clinical Professor, Department of Health Management and Policy, University of Iowa College of Public Health
Our moderator:
Christopher Kinabrew, MPH, MSW, Chief Strategy Officer, NCCPHT at NNPHI
Dialogue4Health is a community that conceives, builds, and shares strategies to improve the public’s health. They partner with local, national and global organizations to host Web Forums and share critical resources.
The document discusses developing a shared measurement toolkit to measure the impact of rehabilitation services on offenders' family relationships. It describes:
1) Conducting a literature review to identify key outcomes and existing toolkits, then consulting providers and commissioners to select outcomes to focus on.
2) Developing and piloting a standardized toolkit of 25 scales measuring outcomes across five areas: partner, child, wider family, parenting, and peer relationships.
3) The toolkit will be piloted with an intervention and comparison group design to allow pre- and post-measurement and comparison of results. Initial pilot feedback identified areas for refinement.
Terms, Tips, and Trends: Evaluation Essentials for NonprofitsInnovation Network
Want to launch an evaluation, but not sure where to start? Wondering how much you should budget for it, or who should be involved? Although 90% of nonprofits are engaged in evaluation, it continues to be one of the most mysterious and misunderstood functions of nonprofit management.
In this evaluation 101-level webinar on October 3, 2013, Johanna Morariu and Ann Emery introduced key evaluation concepts, approaches, and methods. We also explained the four stages of the evaluation lifecycle (planning, data collection, analysis, and action).
These slides are an excerpt from the fuller webinar.
The document discusses an innovative vision for liaison services in an academic health sciences library. It outlines several areas for innovation, including technologies, services, collections, outreach/marketing, and relationships/collaboration. Some specific innovations proposed are utilizing tools like PubMed, developing subject-specific wikis and readers, building an integrated podcast/video repository, and maintaining visibility through various in-person and virtual channels to foster effective relationships and collaboration. The document emphasizes the importance of both innovative approaches and traditional in-person liaison services.
Integrating Community-Based Strategies into Existing Health Systems_Will Stor...CORE Group
This document presents a conceptual framework for how international non-governmental organizations (INGOs) can catalyze the integration of community-based health strategies into existing systems. The framework identifies three pathways - "learning for leverage", "thought leadership", and "joint venturing" - through which INGOs influence institutional norms and facilitate collective action to achieve impact at scale. Six case studies from different countries and interventions illustrate how INGOs have applied these pathways. Feedback is sought on how to improve the framework and depict the integration process, as well as the implications and limitations of this approach.
The document discusses the RAPID Outcome Mapping Approach for influencing policy change. It provides an overview of the typical policy process and different approaches for influencing policy, such as through cooperation, evidence-based advocacy, or activism. It then outlines the six steps of the RAPID Outcome Mapping Approach: 1) start by defining policy objectives, 2) use tools like the AIIM matrix to map actors and influence, 3) conduct a force field analysis to assess positive and negative forces, 4) create a SWOT analysis to evaluate strengths, weaknesses, opportunities and threats, 5) identify appropriate strategies like developing networks or conducting research, and 6) monitor and evaluate progress using tools like outcome mapping.
Welcome to the New Era of Public Health Training: HRSA Region VII Midwestern ...Communications At NNPHI
Finding online training is easy. Finding the right training can be tough. While multiple funders and organizations support online training, these systems and services are not yet fully coordinated. To ensure the nation’s 500,000 public health professionals can respond rapidly to critical and ever-evolving needs, the National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI) has partnered with 10 Regional Public Health Training Centers (RPHTCs) and 40 local performance sites (LPS). The partnership represents a unified, national network of public health training and educational resources—the Public Health Learning Network (PHLN).
In our July 14 Web Forum, we shared how the PHLN is building and sustaining a national system for outstanding public health training. Midwestern Public Health Training Center shared its approach to engaging adult learners, as well as an overview of its recent workforce development activities.
Learning Objectives
At the end of this presentation, you will be able to:
Discuss the use of adult learning theory in eLearning courses for public health professionals
Identify innovative interactive strategies that engage learners, stimulate motivation, and increase learning retention
Discuss evaluation results of the eLearning courses
This project showcases the development of a communication plan to implement change in the security process for a hospital and its branches in light of the recent events across the nation.
Instead of impacting a few thousand families, we will impact millions by putting all the elements of collective impact into action. We are ready to implement solutions that fit the size of the problem!
Searching for outcomes in rural Tanzania: Harvesting directly from those infl...John Mauremootoo
The benefits and challenges of using Outcome Harvesting to evaluate a short-term intervention are explored using the example of an 18 month social change project supported by the UK Department for International Development in Tanzania. The project was that was highly ambitious: it sought to influence changes in gender attitudes and behaviour of the general public in Tanzania. Challenges included the lack of outcome indications in project document and the lack of knowledge of outcomes among project personnel. Outcome Harvesting was adapted to allow the harvesting of outcomes using focus groups of those the project sought to influence directly. The concept of ‘proto-outcome’ was used for suggestions of attitude changes that may lead ultimately to behaviour changes. Substantiation of outcomes involved not only third parties but direct observation. The resulting descriptions of outcomes and the evaluation findings proved valuable for learning in the organisation, Search for Common Ground.
This document discusses a partnership program in Essex County that uses predictive risk modeling and data from multiple organizations to identify communities at risk of poor outcomes. Specifically, it examines a pilot project that aimed to predict which children in the town of Vange would not be school ready. The project used anonymized data from the county council, city council, and police force matched at the household level. The results identified neighborhoods in the city of Basildon most likely to have children unprepared for school. The model correctly identified half of the children not known to services as being at risk, double the rate of random chance. Future work will use these insights to target interventions and develop additional risk models to tackle other challenges through early prevention.
Tackling issues earlier through smarter use of dataPredictX
Objectives
To share the ambition and work of The Essex Data Programme
To bring to life with a working model – predicting school readiness in Basildon
What we are doing
The results
To highlight future opportunities and learning to date
Q&A and group discussion
The document discusses knowledge sharing on social protection policies between developing countries. It outlines three pillars of social protection policy - processes, tools/methodologies, and political engagement. It argues that broader policy dialogue is a missing fourth pillar. Examples are provided of South-South learning events and collaborations between Brazil, India, China, and South Africa on social protection programs and health policies to facilitate exchange of knowledge and experiences.
This document provides an overview of integrated working in children's services. It discusses key terminology, elements of integrated working including assessment, information sharing, and multi-agency teams. It also outlines the legislative and policy background supporting integrated working. The document then discusses concepts like family support, the relationship between families and the state, and policies aimed at increasing childcare and supporting working parents like the Children Act 2004 and Every Child Matters. It describes tools for integrated working including the Common Assessment Framework, National Occupational Standards, and the Common Core skills and knowledge. Finally, it discusses frameworks for classifying levels of need like those proposed by Hardiker and the windscreen threshold model.
NCE Symposium The Alberta Family Wellness Initiative - Where Science Meets Re...KBHN KT
NCE Symposium - The conditions for impact June 27, 2016. Michelle Gagnon introduced the Alberta Family Wellness Initiative (AFWI), and a summary and considerations for moving knowledge to impact.
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
NIDOS Effectiveness Tool Presentation for Board MeetingsNIDOS
The document introduces an effectiveness tool to help small organizations assess their performance and areas for improvement. The tool is based on five principles of accountability, sustainability, learning orientation, good governance and efficiency, and partnerships. It provides benchmarks and self-assessment questions for each principle to help organizations document strengths, identify weaknesses, and develop action plans. The overall goal is to support continuous learning and effectiveness for international development organizations.
2018 Education Ambassador Program: One-to-One InstituteFujitsu America
The document discusses strategies for implementing successful one-to-one computing programs in schools. It emphasizes that the goal of such programs should be personalized learning focused on the needs of individual students. It outlines key factors for implementation including integrating technology into instruction, principal leadership on change management, online collaboration and assessments. The document also summarizes research finding improvements in student outcomes associated with proper implementation of one-to-one computing programs.
2012 carnegie foundation the accidental revolution-teacher accountability val...Christopher Thorn
This document discusses the accidental revolution in teacher accountability and value-added measures in the American school system. It describes how the use of student test scores and observations to evaluate individual teachers has expanded far beyond initial federal programs and grants. It also explains how shifting accountability to teachers has accidentally broken down silos, changed interactions within districts and between districts and states, and created new organizations. The document analyzes case studies of collaborations in Arizona and a teacher preparation network in order to understand how these accountability shifts are changing roles, players, and the education system as a whole.
About the Baltimore Integration Partnership 2.0abagrantmakers
The Baltimore Integration Partnership is a collaborative partnership of anchor institutions, funders nonprofits and public organizations focused on establishing economic inclusion as the business culture of norm in the Baltimore region.
Integrating Immigrant Workers into the U.S. EconomyLiving Cities
Living Cities is beginning to learn learn about what it takes to better prepare low-income people for quality jobs. On September 17, we took our learning one step further by hosting a webinar with other organization also exploring approaches to help immigrant job-seekers access opportunity and integrate into the US economy. Presentations by the National Skills Coalition, CASA de Maryland, the Workers Defense Project, and Casa Latina in Seattle.
The document discusses developing a shared measurement toolkit to measure the impact of rehabilitation services on offenders' family relationships. It describes:
1) Conducting a literature review to identify key outcomes and existing toolkits, then consulting providers and commissioners to select outcomes to focus on.
2) Developing and piloting a standardized toolkit of 25 scales measuring outcomes across five areas: partner, child, wider family, parenting, and peer relationships.
3) The toolkit will be piloted with an intervention and comparison group design to allow pre- and post-measurement and comparison of results. Initial pilot feedback identified areas for refinement.
Terms, Tips, and Trends: Evaluation Essentials for NonprofitsInnovation Network
Want to launch an evaluation, but not sure where to start? Wondering how much you should budget for it, or who should be involved? Although 90% of nonprofits are engaged in evaluation, it continues to be one of the most mysterious and misunderstood functions of nonprofit management.
In this evaluation 101-level webinar on October 3, 2013, Johanna Morariu and Ann Emery introduced key evaluation concepts, approaches, and methods. We also explained the four stages of the evaluation lifecycle (planning, data collection, analysis, and action).
These slides are an excerpt from the fuller webinar.
The document discusses an innovative vision for liaison services in an academic health sciences library. It outlines several areas for innovation, including technologies, services, collections, outreach/marketing, and relationships/collaboration. Some specific innovations proposed are utilizing tools like PubMed, developing subject-specific wikis and readers, building an integrated podcast/video repository, and maintaining visibility through various in-person and virtual channels to foster effective relationships and collaboration. The document emphasizes the importance of both innovative approaches and traditional in-person liaison services.
Integrating Community-Based Strategies into Existing Health Systems_Will Stor...CORE Group
This document presents a conceptual framework for how international non-governmental organizations (INGOs) can catalyze the integration of community-based health strategies into existing systems. The framework identifies three pathways - "learning for leverage", "thought leadership", and "joint venturing" - through which INGOs influence institutional norms and facilitate collective action to achieve impact at scale. Six case studies from different countries and interventions illustrate how INGOs have applied these pathways. Feedback is sought on how to improve the framework and depict the integration process, as well as the implications and limitations of this approach.
The document discusses the RAPID Outcome Mapping Approach for influencing policy change. It provides an overview of the typical policy process and different approaches for influencing policy, such as through cooperation, evidence-based advocacy, or activism. It then outlines the six steps of the RAPID Outcome Mapping Approach: 1) start by defining policy objectives, 2) use tools like the AIIM matrix to map actors and influence, 3) conduct a force field analysis to assess positive and negative forces, 4) create a SWOT analysis to evaluate strengths, weaknesses, opportunities and threats, 5) identify appropriate strategies like developing networks or conducting research, and 6) monitor and evaluate progress using tools like outcome mapping.
Welcome to the New Era of Public Health Training: HRSA Region VII Midwestern ...Communications At NNPHI
Finding online training is easy. Finding the right training can be tough. While multiple funders and organizations support online training, these systems and services are not yet fully coordinated. To ensure the nation’s 500,000 public health professionals can respond rapidly to critical and ever-evolving needs, the National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI) has partnered with 10 Regional Public Health Training Centers (RPHTCs) and 40 local performance sites (LPS). The partnership represents a unified, national network of public health training and educational resources—the Public Health Learning Network (PHLN).
In our July 14 Web Forum, we shared how the PHLN is building and sustaining a national system for outstanding public health training. Midwestern Public Health Training Center shared its approach to engaging adult learners, as well as an overview of its recent workforce development activities.
Learning Objectives
At the end of this presentation, you will be able to:
Discuss the use of adult learning theory in eLearning courses for public health professionals
Identify innovative interactive strategies that engage learners, stimulate motivation, and increase learning retention
Discuss evaluation results of the eLearning courses
This project showcases the development of a communication plan to implement change in the security process for a hospital and its branches in light of the recent events across the nation.
Instead of impacting a few thousand families, we will impact millions by putting all the elements of collective impact into action. We are ready to implement solutions that fit the size of the problem!
Searching for outcomes in rural Tanzania: Harvesting directly from those infl...John Mauremootoo
The benefits and challenges of using Outcome Harvesting to evaluate a short-term intervention are explored using the example of an 18 month social change project supported by the UK Department for International Development in Tanzania. The project was that was highly ambitious: it sought to influence changes in gender attitudes and behaviour of the general public in Tanzania. Challenges included the lack of outcome indications in project document and the lack of knowledge of outcomes among project personnel. Outcome Harvesting was adapted to allow the harvesting of outcomes using focus groups of those the project sought to influence directly. The concept of ‘proto-outcome’ was used for suggestions of attitude changes that may lead ultimately to behaviour changes. Substantiation of outcomes involved not only third parties but direct observation. The resulting descriptions of outcomes and the evaluation findings proved valuable for learning in the organisation, Search for Common Ground.
This document discusses a partnership program in Essex County that uses predictive risk modeling and data from multiple organizations to identify communities at risk of poor outcomes. Specifically, it examines a pilot project that aimed to predict which children in the town of Vange would not be school ready. The project used anonymized data from the county council, city council, and police force matched at the household level. The results identified neighborhoods in the city of Basildon most likely to have children unprepared for school. The model correctly identified half of the children not known to services as being at risk, double the rate of random chance. Future work will use these insights to target interventions and develop additional risk models to tackle other challenges through early prevention.
Tackling issues earlier through smarter use of dataPredictX
Objectives
To share the ambition and work of The Essex Data Programme
To bring to life with a working model – predicting school readiness in Basildon
What we are doing
The results
To highlight future opportunities and learning to date
Q&A and group discussion
The document discusses knowledge sharing on social protection policies between developing countries. It outlines three pillars of social protection policy - processes, tools/methodologies, and political engagement. It argues that broader policy dialogue is a missing fourth pillar. Examples are provided of South-South learning events and collaborations between Brazil, India, China, and South Africa on social protection programs and health policies to facilitate exchange of knowledge and experiences.
This document provides an overview of integrated working in children's services. It discusses key terminology, elements of integrated working including assessment, information sharing, and multi-agency teams. It also outlines the legislative and policy background supporting integrated working. The document then discusses concepts like family support, the relationship between families and the state, and policies aimed at increasing childcare and supporting working parents like the Children Act 2004 and Every Child Matters. It describes tools for integrated working including the Common Assessment Framework, National Occupational Standards, and the Common Core skills and knowledge. Finally, it discusses frameworks for classifying levels of need like those proposed by Hardiker and the windscreen threshold model.
NCE Symposium The Alberta Family Wellness Initiative - Where Science Meets Re...KBHN KT
NCE Symposium - The conditions for impact June 27, 2016. Michelle Gagnon introduced the Alberta Family Wellness Initiative (AFWI), and a summary and considerations for moving knowledge to impact.
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
NIDOS Effectiveness Tool Presentation for Board MeetingsNIDOS
The document introduces an effectiveness tool to help small organizations assess their performance and areas for improvement. The tool is based on five principles of accountability, sustainability, learning orientation, good governance and efficiency, and partnerships. It provides benchmarks and self-assessment questions for each principle to help organizations document strengths, identify weaknesses, and develop action plans. The overall goal is to support continuous learning and effectiveness for international development organizations.
2018 Education Ambassador Program: One-to-One InstituteFujitsu America
The document discusses strategies for implementing successful one-to-one computing programs in schools. It emphasizes that the goal of such programs should be personalized learning focused on the needs of individual students. It outlines key factors for implementation including integrating technology into instruction, principal leadership on change management, online collaboration and assessments. The document also summarizes research finding improvements in student outcomes associated with proper implementation of one-to-one computing programs.
2012 carnegie foundation the accidental revolution-teacher accountability val...Christopher Thorn
This document discusses the accidental revolution in teacher accountability and value-added measures in the American school system. It describes how the use of student test scores and observations to evaluate individual teachers has expanded far beyond initial federal programs and grants. It also explains how shifting accountability to teachers has accidentally broken down silos, changed interactions within districts and between districts and states, and created new organizations. The document analyzes case studies of collaborations in Arizona and a teacher preparation network in order to understand how these accountability shifts are changing roles, players, and the education system as a whole.
About the Baltimore Integration Partnership 2.0abagrantmakers
The Baltimore Integration Partnership is a collaborative partnership of anchor institutions, funders nonprofits and public organizations focused on establishing economic inclusion as the business culture of norm in the Baltimore region.
Integrating Immigrant Workers into the U.S. EconomyLiving Cities
Living Cities is beginning to learn learn about what it takes to better prepare low-income people for quality jobs. On September 17, we took our learning one step further by hosting a webinar with other organization also exploring approaches to help immigrant job-seekers access opportunity and integrate into the US economy. Presentations by the National Skills Coalition, CASA de Maryland, the Workers Defense Project, and Casa Latina in Seattle.
Advancing Racial Equity through Community Engagement in Collective ImpactLiving Cities
This document outlines an agenda for a panel discussion on advancing racial equity through community engagement in collective impact work. The agenda includes an overview, four panelists from different organizations, and a question and answer session. The panelists discuss their experiences engaging communities and advancing equity in their collective impact work, including lessons learned and advice for other practitioners. They emphasize the importance of relationship building, disaggregating data, youth engagement, and addressing power imbalances to do this work effectively.
The document provides information about two office locations for the company LP Engineers:
- Northern California: Roseville
- Central California: Clovis
It then provides an agenda that includes information about the firm history from 1983 to present, professional services offered, office staff and locations, key team members, portfolio of projects, BIM experience, sustainability practices, and a Q&A section.
The document discusses urgent care centers and transactions involving them. It provides background on what urgent care is and how it differs from emergency rooms and primary care. It then summarizes key points about the urgent care industry, including its growth in recent years, typical locations and payor mixes, the fragmented nature of ownership, and drivers of mergers and acquisitions. Transaction multiples are also reviewed, with strategic and private equity buyers prominent. An example acquisition of MedExpress is highlighted. The remainder of the document covers considerations for structuring and preparing a business for an exit transaction in the urgent care space.
Healthcare Business Survival Through RestructuringElijah Ezendu
Application of various restructuring methods for ensuring survival of healthcare business such as hospital, clinic, maternity, trauma center, wound care center, cancer center, heart center and other specialist health centers
Basic concepts on the management of a physical therapy service organizationJuanito 'Jiggs' Lim III
This document discusses the management of physical therapy services. It outlines several key points:
1) Physical therapists can specialize in different areas and practice in various settings, including hospitals, outpatient clinics, schools, and homes.
2) Physical therapists provide services to patients with impairments or disabilities to address their condition, prevent issues, and promote health.
3) A director oversees the physical therapy service and staff, and sets guidelines while physical therapists remain responsible for patient care, evaluations, treatment plans, and outcomes.
4) Physical therapists can utilize assistants and other personnel but are responsible for supervising care and treatment plans.
Sustaining Harmony in Workplace the New FrontiersElijah Ezendu
This document discusses various approaches for sustaining harmony in the workplace, including establishing effective dispute resolution mechanisms, promoting labor-management cooperation, and implementing international standards. It outlines new frontiers such as ethical compliance, online alternative dispute resolution, social experimentation, participatory leadership, and connective heuristics. Examples are provided of international standards like SA8000 and how participatory evaluation can influence leadership and harmony. The document is authored by Dr. Elijah Ezendu, an award-winning business expert and management consultant.
This document discusses joint venture partnerships in real estate. It explains that sponsors seek partners for capital, expertise, and credibility, while investors seek investment opportunities. Typically, a limited liability company or limited partnership is formed, with the sponsor as general partner and investors as limited partners. The sponsor takes on development risk and does day-to-day work, while investors provide capital. Rewards are structured based on risks taken and value added by each party, with the goal of optimizing the transaction's financial success.
The document outlines key terms in both a Private Placement Memorandum (PPM) and Limited Partnership Agreement (LPA) for a generic venture capital fund. The PPM would describe the fund's investment strategy, market opportunity, management team experience, and targeted returns. The LPA establishes the fund's legal structure, investment period, management fees, carry allocation, and other standard terms like an expected 10-year term with the ability for extensions. It provides commentary on what language might be used for common terms and industry norms.
Structuring and Financing a Partner BuyoutGreg Tobben
Buying Out a Business Partner or Shareholder: Structuring and Financing the Deal
When an entrepreneur starts a new business, planning for a buyout of a business partner years in the future is rarely a top priority- but maybe it should be.
As businesses grow and evolve, so too do ownership or shareholder groups. The same partners or investors who took a company from startup to $20 million in revenues aren’t necessarily the right people to grow the company from $20 to $50 million, or $50 to $150 million, and so on.
Layer in retirements, partnership disputes and absentee or non-strategic owners receiving generous compensation, and making changes in ownership becomes increasingly more important (and costly) as the business grows.
On the next few pages, we’ll discuss:
1. When a Partner Buyout is a Solution
2. Valuing the Business
3. Structuring a Partner Buyout
4. Financing a Partner Buyout
5. Questions a Business Owner Should Ask When Raising Capital
6. Using an Investment Banker to Raise Capital for the Buyout
About Access Capital Partners:
Access Capital Partners is a middle market investment bank that provides strategic advisory services, raises capital for companies (growth, refinancing, restructuring, acquisitions, partner buyouts, management buyouts, leveraged buyouts), and helps business owners sell or recapitalization their companies.
We are shareholder centric and have deep experience in the middle market. With over 100 transactions representing over $8 billion in volume, business owners leverage our experience as they navigate through inflection points and ultimately achieve personal liquidity.
OPD is the mirror of the hospital, which reflects the functioning of the hospital being the first point of contact between the patient and the hospital staff.
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Cross-Sector Partnerships 101: Structuring Your Cross-Sector Partnership So...Alison Gold
This document provides guidance on structuring effective cross-sector partnerships. It discusses identifying representatives and structure, aligning on goals and level of intervention, building trust through problem-solving cycles, and accounting for differences in power, authority, and expertise among partners. The document emphasizes that partnerships are more likely to succeed with clarity on desired results and an intentional approach to partnership structure, vision, accountability, and trust-building. It recommends collaborating rather than "co-blaming", and developing a structure tailored to each partnership's unique context and goals.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Cross-Sector Partnerships 101 for National Guild of Community Arts Education ...Alison Gold
Cross-sector partnerships can help arts education organizations achieve goals and impact far beyond anything they can accomplish on their own. We'll be exploring the structures and behaviors that support a partnership's success at the National Guild for Community Arts Education Conference, on Friday, November 21, 2014 from 2-3:30 pm PT.
Is it time to change your chapter structure? According to our Chapter Performance & Benchmarking Report, 1/3 of associations have made substantial chapter structure changes, while 1/3 are considering implementing changes.
We understand that change can be daunting. That’s why we’ll share various approaches, from small incremental adjustments to bold, transformative measures. Join us for an insightful webinar as we explore ways to adapt your chapters to meet the evolving needs of your members!
This webinar is hosted by Billhighway & Mariner Management.
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Fostering an agile culture requires understanding why agile processes are used and how they interconnect. It also requires embracing metaphors to explain teamwork, hiring for cultural fit over just skills, using metrics that don't encourage unsustainable work, and incentivizing growth and learning over short-term gains. Developing an agile culture centered around collaboration, adaptation, and sustainable pace will lead to better software development outcomes.
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Businesses meet stakeholder needs by buying inputs like raw materials and labor to produce outputs like goods and services. They focus on efficiently using resources to generate profit. A business's strategy shows what it wants to achieve and how, including its purpose, goals, and plans to achieve goals through resource allocation. Strategy involves determining long-term goals and adopting methods to achieve them. Culture refers to shared beliefs and values in an organization that influence behaviors. Organizational culture can be vitalized, encouraging innovation, or bureaucratic, emphasizing rules compliance.
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Join us for an action packed session on how to incorporate corporate social responsibility (charity) into your training sessions. With a proven experiential model and a bit of planning you will be able to drive engagement and participation in your sessions.
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Join us for an action packed session on how to incorporate corporate social responsibility (charity) into your training sessions. With a proven experiential model and a bit of planning you will be able to drive engagement and participation in your sessions.
Learn the balancing act between objectives, charity and fun. Your sessions need to ensure that learning is applied back in the work environment and that the charity is incorporated into the session in a way that appropriate for your culture.
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Design their own sessions that could incorporate a charity angle
Understand how to design training that connects to the community and the organizational culture
Ensure the skills practiced connect to the workplace and are not seen just as games!
Learn 5 tested CSR training solutions for team building, leadership and communications
Facilitate sessions based on a proven experiential education model
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Cross-Sector Partnerships 101: Structuring Your Cross-Sector Partnership So It Can Support Your Success
1. Cross-Sector Partnerships 101:
Structuring Your Cross-Sector Partnership
So It Can Support Your Success
Alison Gold
Assistant Director of Knowledge & Impact, Living Cities
For the Presidio Institute Cross-Sector Leadership Fellows
@AKGold11
@Living_Cities
#xsector
2. Today’s Agenda
1. Ideation Exercise
2. Living Cities’ thinking on cross-sector partnerships
3. Individual Exercise: Shaping your Partnership’s Structure
4. Pair Exercise: What questions does the group exercise
raise for you?
5. The Room is Your Panel!
6. Commitments
7. Wrap Up!
3. 1. What has worked well in cross-sector
partnerships you have participated in in the
past?
2. What hasn’t worked in cross-sector
partnerships you participated in in the past?
Ideation Exercise
8. Co-blab-oration vs. Collaboration
Source: Chris Thompson’s Regional Physics Blog
http://regionalphysics.blogspot.com/2013/11/coblaboration-vs-collaboration-for.html
Co-blab-oration Collaboration
Focused on assigning blame or
taking credit
Focused on outcomes
Stakeholders participate to
protect
Stakeholders participate to
generate value
Opinions rule Data is king
Talk exceeds action
Actions emerge from
engagement
Informal process Intentional, rigorous process
14. Cross-Sector Partnership Bermuda Triangle
Matrix of Alignment and Misalignment
Result Charge Level of Intervention Alignment?
General Thinking Program/Project Delivery Aligned
General Thinking Systems Change Misaligned
General Doing Program/Project Delivery Aligned
General Doing Systems Change Misaligned
General Thinking & Doing Program/Project Delivery Aligned
General Thinking & Doing Systems Change Misaligned
Specific Thinking Program/Project Delivery Misaligned
Specific Thinking Systems Change Misaligned
Specific Doing Program/Project Delivery Aligned
Specific Doing Systems Change Misaligned
Specific Thinking & Doing Program/Project Delivery Aligned
Specific Thinking & Doing Systems Change Aligned
Shaded boxes indicate crux of misalignment
22. Individual Exercise
What are 3+ strategies or activities that you
commit to doing before the next Fellows convening to
strengthen your cross-sector partnership?
23. Final Round Robin!
What is one thing that you commit to doing to
strengthen your cross-sector partnership’s
structure/behaviors before the next Fellows
convening?
24. 3 Closing Thoughts
1. Collaboration, not co-blab-oration
2. There’s no recipe, you’re going to have to
develop one that works for your context and
goals.
3. Your partnership is more likely to succeed if
you’re clear about results, and intentional about
structure, representatives (and their differences),
vision, accountability, trust, & problem-solving.
25. Alison Gold
Assistant Director of Knowledge & Impact
Living Cities
Phone: 646-442-2238
Email: agold@livingcities.org
Twitter: @AKGold11, @Living_Cities #xsector
Web: www.LivingCities.org
Editor's Notes
Anecdote about the Greater Washington Health Care Workforce Alliance
One story, of a partnership working on achieving one result, in one place.
And if you walk away from these sessions knowing three things I hope that it’s:
1. Cross-sector partnerships are really different than organizations. Whereas organizations are clear about who’s in charge, and employees can’t just stop showing up and be considered part of an organization, these things are muddier in cross-sector partnerships. And thus they need to be structured and behave differently if they are going to be successful.
2. There’s no right way to build a partnership—I can’t give you a recipe. It’s dependent on the place and the people and culture and the problem that you’re trying to solve and the result you’re trying to achieve.
3. There are structural and behavioral things, that if you embed them into your partnership, they will help support your success. So, I think this session is really about introducing you to those, and generating possible ways that site teams could take home and try out to see if it works to get their partnership to the place where it does have trust, it does have a problem-solving orientation.
This session has 2 parts.
Part 1 is going to focus on introducing you to what Living Cities has been learning about high-performing cross-sector partnerships, and give you a chance to work in your site teams try and figure out how those ideas apply to you.
Our hunch is that as you go through thinking about how this applies in your work—you’ll have lots of questions about how to do things.
Then we’re going to try an experiment—as session called “The Room is Your Panel.” It’s a chance to ask questions about how you might try to do things in your own site. An example—what types of activities have you found are helpful for building trust among representatives in your partnership? For all the questions, you’ll have the panelists, or anyone else in the room, as your thought partners to generate some ideas.
There will be a second group exercise and then some wrap up.
DIRECTIONS:
Take 5 minutes and on the sticky notes in front of you, write down at least 5 answers—1 per sticky--to each of the questions below.
When you are done, take your sticky notes to the wall, and take a couple of minutes to see what others wrote. (10 minutes)
If your idea is similar to someone else’s, put your sticky note near theirs.
If you like someone else’s idea, star it and keep it in mind!
Popcorn Questions
This is a facilitation technique where the facilitator asks participants a barrage of questions, seeking short-quick answers, rather than long-winded responses. Popcorn questions are a good technique to get ideas flowing, to encourage wider participation from members of the group who are less likely to speak up and to build energy as a big group at the beginning of a session.
Complex social and economic problems are not the product of one sector, but of complex systems made up of actors and institutions from across sectors. As a result, solving these problems is dependent on these actors and institutions working together.
Building a cross-sector partnership where there is trust, resilience, and an ongoing commitment to problem-solving – the kind of cross-sector partnerships necessary to achieve their goals – is really hard work. And while while there aren’t graduate programs in it (yet) there are other examples and people to learn from.
The term cross-sector partnership is often used to describe an array of activities involving representatives from multiple sectors.
These diverse activities have all been labeled with the term “cross-sector partnership” not because they share strategies or goals, but rather because of who is involved with them: representatives from two or more sectors including business, government, nonprofits, philanthropy, labor, and/or communities.
Often, partnerships are viewed like Noah’s Ark, you need 2 of every animal!
We’d like to offer a different way to think about the membership of cross-sector partnerships, which we call the interest-based frame.
Instead of thinking about these efforts as alliances of organizations that require representation from different sectors, they should be thought of as alliances of organizations that together have a role in solving a problem and achieving a shared goal.
Example
In addition to using the interest-based frame to help you identify who should be involved in your work, it also is a useful tool to help you think about what model of cross-sector partnership you should be employing.
So, this is something that I think is really important to point out—there are many models of cross-sector partnership. Some have been named and described—like collective impact (which you heard about from Jen Juster when you got together in SF) and some haven’t.
But, we’ve been thinking a lot about what distinguishes these models—and there are many things—but two have jumped out that I want you to keep in mind today.
How much the partners have to change their own behavior
And where the benefit of achieving the result accrues.
No matter the model of cross-sector collaboration you’re employing, it can be done well or not not (as we saw during the ideation exercise).
Once you’re partnership is starting to come together, there are two ways that things can go.
And I think that our ideation exercise really reflects the difference between these two concepts: Co-blab-oration vs. Collaboration.
I love this idea—and I stole this chart from a guy named Chris Thompson who is helping build the capacity of folks in Northeast Ohio to take on complex social and economic problems.
So, by a show of hands, how many folks have been in a meeting that you’d characterize as co-blaboration? That’s a lot of us.
That’s a lot of the experience and not-so-great-associations and mindset, that your cross-sector partnership is going to have to overcome, reset, or set up differently.
And your cross-sector partnership is the place you can do it. So, we’re going to run through a couple of ideas and strategies.
These are patterns and behaviors that we’ve seen in other cross-sector partnerships which if you are conscious of from the beginning, are going to make the work a lot stronger in the long run.
Focused on outcomes!
Similar to building and maintaining trust, problem-solving is a necessary behavior that cross-sector partnerships must practice to advance their work.
In reality, though, we’ve observed that almost all partnerships are strong in some stages of the cycle and weaker in others. The tough work that the partnership has to do is to build the muscles and practices so that it is able to exhibit all the problem-solving cycle behaviors strongly. So what are these muscles and practices:
Problem-defining—what do we think is wrong? (these are assumptions or hypotheses that you are testing
Interpreting & hypothesizing—what do we need to change?
Solution-finding-implementing potential solutions
Analyzing & reflecting—determining if these solutions are reflective? And if not, what does this tell us about how we defined the problem?
One pattern we’ve observed in all types of cross-sector partnerships is weak “analyzing & reflecting” behaviors. It seems that relatively few partnerships have applied their time and intellectual rigor to determining if solutions are effective; if so, how they can be improved; and how that insight feeds back into their understanding of the problem they are trying to address. This behavior is imperative for the work of cross-sector partnerships implementing the principles of collective impact, because analyzing and reflecting are the foundation for continuous improvement.
So this one is a bit different than the other pieces, but it is something we’re beginning to explore more in our work.
In a cross-sector partnership, the reality is that you are going to have representatives with different levels of power, authority, and expertise.
Some of the work of the partnership might be to help build expertise, or authority, but there will be many decisions that get made within the partnership where these differences in power, authority & expertise mean that it will require different levels of involvement in the decision-making process.
This could be a whole 3 hour session unto itself, but I wanted to bring it up, to get you thinking about this. Because it begs 2 questions:
-how will your partnership figure out the appropriate level of involvement in decision-making?
-who decides what that level is given any particular decision?
So, I just threw a lot of ideas at you, and now I want you to wrestle with it in your team. But before we do that, I want to see if there are any questions.
You will have ~45 minutes to work on this exercise which will focus on mapping out a structure, talking through how it will support the behaviors and alignments I just shared, where representatives plug in.
Your site team is empowered to choose if you want to use this exercise to start building your cross-sector partnership structure from scratch, or build on the existing structure you already have.
There might be things that you don’t have the answer to yet. Don’t worry—this is a chance to identify those things. Please capture them as questions, or even take time as a group to do some brainstorming about potential ideas. Even if you know where something will get done, but you’re looking for ideas of how to do it, write it down as a question!
Don’t forget to select a scribe and a timekeeper. Be sure to capture your team’s answers on your easel pad!
If you have other questions—now is a great time to write ‘em down! We’re going to have a chunk of time to raise and discuss them with some special guests and others in the group in the next session!
Invitation to participate in this work as we continue to learn and develop the tools that staff and participants need to do this work.