Collective Impact Principles Overview
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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.
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Collective Impact Principles Overview
- 1. Collective Impact Principles Overview Tynesia Boyea-Robinson Director of Collective Impact
- 2. Collaborative Change Collective Impact Cross-Sector Collaboration Cross-Sector Partnerships Sustainable Change Sector Strategies Cooperative Action It doesn’t matter what you call the tool
- 3. Success is the right tool meeting the right problem
- 4. Collective Impact Core Elements Cross-sector table(s) Shared result Commitment to change behavior to achieve shared result Feedback loops that signal progress toward shared result
- 5. What Should The Cross-Sector Table Do? BUILD MEASURE LEARN Hypotheses, Bets, Tests, Proofs of Concept, Hunches, Promising Practices Progress using feedback loops What’s working, what’s not, and most importantly WHY *Lean Start Up Method
- 6. PIVOT What Should The Cross-Sector Table Do? MEASURE LEARNBUILD Away from what doesn’t work Towards what does *Lean Start Up Method SWARM
- 7. What Enables The Collective Impact Elements? MEASURE LEARNBUILD Feedback Loops Feedback CultureData Infrastructure
- 8. • Reinforces shared identity • Builds muscle for change • Develops connective tissue • Ensures long term sustainability Importance Of Feedback Culture A table that is engaged is more powerful than a table that just exists
- 9. Elements of the Feedback Loop Key Drivers 3-6 Year Outcomes Shared Result 6-10 Year Outcomes The Driver/s data is available most frequently. They give you info/feedback fast enough to course correct. The Shared Result shows whether you are achieving needle- moving Enduring Change. It may move the slowest but it is hard to deny the scale of impact when it moves. The outcomes allows you to gauge how you are performing in relation to the Shared Result. The data you collect should be specific to the strategy you believe will have the biggest impact on the shared result. The information will be at a slower frequency than the key drivers, but will still allow you to course correct. The process decision makers use to evaluate progress toward their Shared Result with data and learn what’s working, what’s not working, and most importantly: why
- 10. Key Drivers 3-6 Year Outcomes Shared Result 6-10 Year Outcomes Feedback Loop inAction Your strategy should align your efforts with the shared result you seek to achieve
- 11. Prioritized StrategyArea: Employment in high growth industry Aligning strategies and data with shared result allows cross-sector table to achieve enduring change by pivoting away from what’s working and swarming toward what is. % of AA men with degree or industry credential Community College programs aligned with high- growth industries The labor force participation rate of African- American working age men is increased by X% 1000 previously unemployed or out of labor market African- Americans placed in a job
- 12. Data Infrastructure: The Final Frontier • Allows systems to “talk” seamlessly • Includes local and national data from various sources • May require additional resources if software solutions are required • Often results in a change to “business as usual” Investing in data infrastructure helps operationalize enduring change
- 13. • A group working towards the same outcome, • Looking at the same data, • To continuously improve practices over time • Individual practitioners working on specific issues • Collecting qualitative and quantitative data • To demonstrate impact with individual students • A group working on the same issue, • Sharing information about what they do • To better coordinate efforts Collective Impact Coordinated Impact Individual Impact Strategy Comparison
- 14. Collective ImpactCollaboration Convene around Programs/Initiatives Work Together to Move Outcomes Use Data to Prove Use Data to Improve Addition to What You Do Is What You Do Advocate for Ideas Advocate for What Works
- 15. Tools • Mapping • Leverage Points • Technical Assistance • Evaluators • Facilitators • Books o Tribal Leadership o Switch o Moving Beyond Icebreakers Using Data And Tools To Improve, Not Prove
- 16. APPENDIX
- 17. Always asking and understanding WHY • Resources • Policies • Processes • Practices, etc. Thoughtfully Replace What Doesn’t Work With What Does Over Time At All Levels Of Impact Away from what doesn’t work Towards what does PIVOT SWARM Enablers Facilitate Behavior Change
Editor's Notes
- PRESENTATION PURPOSE STATEMENT
- Explain that this is just a preview- the rest of the presentation may not address each principle directly but each of the slides is about something that ENABLES and SUPPORTS effective use of the prinicples
- Ty to first principle of collective impact:
- Imagine the green circles represent strategy
- EXAMPLE: Detroit’s goal was to decrease the average number of days a child is in foster care. When doing mapping, they discovered that the Dept. of Corrections system and Dept. of Family Services system didn’t talk to each other which was causing a huge delay because when parents were getting released from jail/prison, the Dept. of family services didn’t know and children would be stuck in the system waiting. Correcting the INFRASTRUCTURE issue…i.e. getting the systems to talk….enabled a more effective feedback loop for a city that was trying to develop a feedback culture.