Presentation at the 2012 annual conference of the National Guild for Community Arts Education by Andrea Temkin and Christopher Keevil.
Multi-Organizational Alliances: Maximizing Impact
Thursday | 2:30 PM - 3:45 PM
Topics covered: Collaboration / Partnership
In communities across the country, nonprofits are forming multi-organizational alliances to overcome common challenges, leverage economies of scale and increase their collective impact. Recent research described in the Stanford Social Innovation Review reveals that high functioning alliances share common practices and are guided by a consistent set of principles that generate powerful results. In 2009, Wellspring Consulting helped the Alameda County Alliance for Arts Learning Leadership revise its governance structure so that it could better serve its members’ individual and mutual interests. Today, more than 50 organizations and 90 individuals collaborate through the Alliance to carry out arts integration projects and advocate for public support of arts education. Presenters will share research findings and practical real-world examples you can use to build effective alliances and generate large scale change in your community.
3. CORE PRINCIPLES
Alliance for Arts Learning Leadership
Builds on the strengths that every
child brings to school and provides
tools for teachers to differentiate
Quality Arts instruction and connect to diverse
Learning learning styles so that every child can
be successful in school TODAY
Every child
Educational Cultural
Equity Competency
Requires that arts learning strategies Comprehends that every child enters
must be aimed at important learning and school with experiences from their
educational goals identified by teachers, homes and communities that are
administrators, and community members assets and must be acknowledged,
so that every student is successful as recognized, and built upon
they advance through grade levels in
school and later in life 3
4.
5.
6.
7. KEY STRATEGIC QUESTION
Used to Guide our Project
What governance structure should the
Alliance for Arts Learning Leadership
put in place now that will be effective
in the present, and also position the
organization well for the future?
– Across the network of partners and
organizations who interact with and through the
Alliance; and,
– In the context of our role as a social change
organization – going beyond the teaching of
dance, drama, music, and visual arts, to
responding to issues of equity
8. OLD STRUCTURE NEW STRUCTURE
• There is a lack of clarity on • Defined partnership roles and
individuals’ roles responsibilities
• Meetings and engagements are • Organizations, groups, and
not focused on the most individuals make explicit
valuable content for attendees commitments to participate as
• The decision making process is members in the Alliance
unclear • Clearly articulated programs
• There is a lack of consensus with agreed upon goals and
around the implementation of objectives
the Alliance’s work • Information and
• The loop is often not closed on communication flow can be
open issues better targeted to those who
• Some groups are need them
underrepresented • Defined and visible paths of
decision making
9.
10. Mapping the
Next
10 Years
An Emerging Roadmap to
Transform
Public Education through the Arts
August 2012
Presented by the
Alliance for Arts Learning Leadership
11. A Different Approach to
Planning
Conversations
Collective
(Building Outreach
Impact
Muscle)
Phase 1: March – July 2012 Phase 2 Phase 3
―I believe we can change the world if we start listening to one
another again. Simple, honest, human conversation. Not
mediation, negotiation, problem-solving, debate, or public meetings.
Simple, truthful conversation where we each have a chance to
speak, we each feel heard, and we each listen well.‖
—Meg Wheatley, Turning to One Another
12. Our Organizing Framework
How can we
collectively
transformpublic
educationthrough
the artsto createa
better futurefor
everyone?
13. Phase 1: Conversations (Building
Muscle)
Catalyze strategic
conversations.
Self-organized, strategic
conversations using
―Conversations-In-A-
Leave a trail.
Box‖ as guidance.
Key takeaways from
conversations were
shared in a blog.
Synthesize.
Volunteers synthesized what
they heard and
fed summaries
and provocative
questions back
into the community.
14. AEP Forum
Alameda County Arts Commission
Alameda County Board of Education
Alameda County Office of Education
Berkeley Unified School District
CSU East Bay
CSU Northridge
Cal Performances
California Academy of Sciences
California PTA
Castro Valley High School
Civicorps
De Young Museum
Dublin Unified School District
Envision Learning Partners
Exploratorium
Hearst Museum of Anthropology
Hewlett Foundation
IMSS
ISKME
Jefferson Elementary
Justice Matters
KQED
Leslie University
MOCHA
McKinley Elementary
Mills Teacher Scholars
Muir Middle School
Oakland Leadership Academy
Oakland Museum
Oakland Unified School District
Oakland Youth Chorus
Peralta PTA
Performing Arts Workshop
Rex Foundation
SFMOMA
SLANT
San Francisco Ballet
San Francisco Boys Choir
San Francisco Brown Bag Collaborative
San Francisco State University
San Francisco Unified School District
San Jose Unified School District
San Leandro Unified School District
San Mateo County of Education
More than 280 people representing 50+ Streetside Stories
Sunol-Glen Unified School District
organizations from 8 counties participated in Teaching Artists Organized
University of San Francisco
Vida Studios
self-organized, face-to-face conversations from Visual Thinking Strategies
West Ed
March through June 2012.
15. We created an open blog for
participants to share key insights
from their conversations and to
“build muscle” for online
engagement.
80 blog posts from 36
different people.
63 comments from 17
different people.
Several community members went
beyond sharing their face-to-face
conversations and began an active
http://allianceforall.wordpress.com/ dialogue online.
16. Mindset Shifts Required
Focus on
integrated, project-
Focus on discreet standards
and narrow curriculum based, interdisciplinary
learning that supports
the Whole Child
Whole Community
Siloed that works in intelligent
organizations, events, projec and intentional
ts coordination to assure
that every child learns
Strategies that
Strategies that address address issues from a
issues in isolation Whole System
perspective
17. The Result
A resilient and
responsive network
to ensure a complete education
for thesuccess of every child.
18. Phase II
Key Questions
What shifts will this require?
How will this reshape our relationships?
What will our benchmarks for success be?
Who should take responsibility for the
work that emerges, and how will this
happen?
What role will you play in creating this future?
Editor's Notes
Last spring undertook a strategic planning process. Decided to be more visionary than series of annual workplans. Been here ten years, reasonable to assume will be around for another 10. Influenced by writings on Collective Impact.
A new approach to working together was developed, inspired by the work of Margaret Wheatley, and her book, Turning to One Another: Simple Conversations to Restore Hope to the Future. The approach was to catalyze self-organized, strategic, values-based conversations as a means for creating a shared vision and a collective roadmap to the future. The entire process was informed by Collective Impact theory, as articulated by John Kania and Mark Kramer in the Stanford Social Innovation Review issue (month, date) where they argue that large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations, and that five conditions are necessary for collective success: a common agenda, shared measurement systems (what constitutes success?), identification of mutually reinforcing activities and complimentary expertise, continuous communication, and back bone organizations to guide the collective efforts.
This was a strategy to interrupt business as usual and to encourage and empower individuals interested in this common agenda to convene conversations with personal networks, within and across organizations, workplaces and at Alliance for ALL meetings to listen deeply, understand multiple perspectives, and identify shared values.
Between March and June, there were self-organized conversations representing 50+ organizations, 280 individuals across an 8 county region. They shared what they discussed on the blog allianceforall.wordpress.com - a virtual hub that was established to support ongoing communication across organizations, institutions and individuals
These individuals connect across schools, organizations and projects, and are connected by a shared desire to do more than accomplish good work, but to populate a social change movement to transform public education. The Alliance for ALL Steering Committee plus volunteer community members met monthly to make sense of the conversations that were happening and to reflect this back to the larger community for further dialogue and synthesis.
Thinking and Acting Together sums up a mindset shift that we must all undergo:From a focus on discreet standards and narrow curriculum TO a focus on integrated, project based and interdisciplinary learning that engages and supports the Whole Child, From a series of successful organizations, events and projects TO a Whole Community that works in intelligent and intentional coordination to assure that every child learns, grows and develops to their greatest potential and makes their full contribution to the common goodFrom strategies that address issues in isolation, to strategies that acknowledge that issues of a robust, healthy and safe environment, economy, and community are interdependent issues that must be addressed from a whole system perspective The ability to solve social, environmental and economic issues is dependent on assuring that our nation’s children all have access to a complete education that prepares then to find new solutions to these challenges
Where we are now -- Phase II determining benchmarks, identify additional backbone organization(s),