Fostering a Culture                  of Collective ImpactMichael R. Wood   Director, Partnerships & U.S. Network Engagemen...
Today’s Agenda   Welcome and Introductions   Why Pursue Collective Impact?   What is Collective Impact?   What does it loo...
What issue is causing yourcommunity the most pain        right now?
Why pursueCollective Impact?                     4
Isolated vs. Collective Impact          Isolated impact                    Collective Impact  • Funders select individual ...
WHAT IS COLLECTIVEIMPACT?                     6
Collective Impact Defined    ―The commitment of a group of    important actors from different    sectors to a common agend...
The Five Conditions of Collective Impact                 All participants have a shared vision for change                 ...
FSG.ORG Keys to Launching a Collective Impact Initiative                                                           Influen...
Phases of Collective Impact  Components                        Phase I                Phase II               Phase III  fo...
COLLECTIVE IMPACT IN THEEVERYDAY WORLD                           11
Discuss at your table:  1. Share an example of Collective Impact     work in your community  2. What phase of development ...
United Way of Greater MilwaukeeTeen Pregnancy Prevention InitiativeOver 50 partners, including representatives from the bu...
The Farmer’s Market Story                            14
Kirkwood Pathways forAcademic Career Education andEmployment (KPACE)    The Issue:     66% of new and replacement positio...
Kirkwood Pathways forAcademic Career Education andEmployment (KPACE)Note:
You Can Be a Piece to theSolution
Collective Impact in Action  • Strive has brought together local leaders to tackle the    student achievement crisis and i...
MOVING FROM BANKERTO BACKBONE                     19
FSG.ORGCharacteristics of Successful Backbones   • Have high credibility   • Seen as neutral convener   • Have dedicated s...
FSG.ORGSuccessful Backbone Organizations Tendto Manage Six Key Functions Function                             Description ...
Backbone Organizations Types of                  Description           Examples                   Pros                    ...
Backbone Organizations     Is your United Way a backbone organization?     If not, would you be willing to serve in that r...
Break(10 minutes)               24
PRACTICES THAT FOSTERTHE CULTURE                        25
What do we need?   Inspiration   Dense networks (connectivity)   Trust   Collaboration & Innovation   Fierce Conversations...
Hope fuels        our first stepstoward uncertain destinations.
Sinek’s Golden Circle    ―People don’t buy what you do,      they buy why you do it. The goal      is to do business with ...
A NETWORKED COMMUNITY                        29
Creating the network for change:    – Map the players    – Find your gaps    – Find your nodes    – Build a dense network
31
FSG.ORG          Actors In the New York Juvenile Justice System                                                           ...
Characteristics of strongnetwork partnerships  •   Communication  •   Commitment  •   Equality  •   Skills  •   Trust  •  ...
A CULTURE OF TRUST
How does trust impact our work?T =S             &C
What is the effect of trust on results?       (S x E)T=R
Covey’s Organizational Trust AuditThe 7 Low Trust Organizational    The 7 High Trust Organizational  Taxes                ...
The 4 Cores   Integrity   Intent   Capabilities   Results
At your tables…What’s your trust quotient?  United Way?  Around this issue?                       40
CULTURE OF COLLABORATION& INNOVATION                           41
Midnight Lunch: The 4 Phases ofTeam Collaboration Success    Build capacity in your team structure    Practice discovery l...
A guide for your discovery learning…   Principles for Building Effective Community   Impact Strategies   1. Establish your...
Fierce ConversationsInterrogate realityProvoke learningTackle tough issuesEnrich relationships                       44
ASSESS YOURSELF                  45
Are you ready? Ir = T x CRd x Vc x Kht                           46
BUILDING STAYING POWER                         47
Balance the Tensions    • Patience versus urgency    • Data driven versus      innovative    • Digital versus relational  ...
Questions for you…   What will you do?   What supports do you need to do    this work well?                               ...
Great Resources:The Answer to How is Yes    Peter BlockThe Abundant Community      John McKnight and                      ...
Midwinter collective impact session 2.28.13
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  • Everyone intro with name, role, 1 question about CI and above
  • Large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizationsCollective impact is not just a fancy word for collaboration, but represents a fundamentally different, more disciplined, and higher performing approach to achieving large-scale social impact.
  • UW funding - : In 2011, United Way is funding 15 programs for a total of $631,000Key partnersCommunity Based Organizations and ProgramsColleges and Universities:The Faith Community: over 40 adults have been trained as facilitators of "Keeping it Real“University of Wisconsin Center for Urban Population Health Local Media: SERVE Marketing. The Milwaukee Journal Sentinel ClearChannel Outdoor, Marcus Theaters, CW18 and My 24
  • Unemployment trends by education attainment Overall unemployment rate- 8.5%Unemployment rate for individuals with less than a high school diploma- 14.3%Unemployment rate for individuals with a high school diploma- 8.7%Unemployment rate for individuals with a Bachelor’s degree- 4%
  • Academic SupportsGED Academy- Adult Basic Education (reading, writing and math) refresher trainingGED Training and TestingAcademic Connections to support transition from non-credit to credit classesSocial Service SupportsConnection to community resources and servicesUse of financial assistance in the event that all community resources have been exhausted
  • Role of Backbone organization – Creating and managing collective impact requires a separate organization and staff with a very specific set of skills to serve as the backbone for the entire initiativeFunders, community foundations, government agencies and United Ways can all fill the backbone roleThe backbone organization is not necessarily the lead organization for the initiative
  • What is a dense networkPassionate focusInspirational leader(s)Use of symbolsLink to an institution (concept or an entity)James Davison Hunter – wrote the book “To Change the World”
  • What's the purpose of your networkLearnAlign efforts = mutually reinforcing activities versus those that fragmentFocus – start somewhere small enough!MobilizeWe use circles when mapping to reflect our desire to get a 360 degree view of the issues
  • Ready by 21 example
  • Capacity = connectivity = reduce social distance – build trustDiscovery learning = individually = together = nodes then large group new context within which to frame the issue – broader, multi-dimensional, additive versus competitive,Micro culture ask what are the parts of culture beliefs – both liberating and limiting… need to examine them, formalize them how we “be” together – the safety of challenge, examination I will give you a couple of suggestions for this in a minute.inspiration, purpose, progress and debate
  • Midwinter collective impact session 2.28.13

    1. 1. Fostering a Culture of Collective ImpactMichael R. Wood Director, Partnerships & U.S. Network Engagement / United Way WorldwideLeslie Wright Vice President, Community Building, United Way of East Central Iowa
    2. 2. Today’s Agenda Welcome and Introductions Why Pursue Collective Impact? What is Collective Impact? What does it look like in our communities? Backbone Organizations Break Creating the Culture: Skilling up Assessing your current state What’s your plan and what do you need? Adjourn 2
    3. 3. What issue is causing yourcommunity the most pain right now?
    4. 4. Why pursueCollective Impact? 4
    5. 5. Isolated vs. Collective Impact Isolated impact Collective Impact • Funders select individual • Funders understand that grantees that offer the most social problems and their promising solutions. solutions arise from the • Nonprofits work separately interaction of many and compete to produce the organizations within a larger greatest independent impact. system. • Evaluation attempts to isolate • Progress depends on working a particular organization’s toward the same goal and impact. measuring the same things. • Large scale change is • Large scale impact depends assumed to depend on scaling on increasing cross-sector a single organization. alignment and learning among • Corporate and government many organizations. sectors are often disconnected • Corporate and government from the efforts of foundations sectors are essential partners and nonprofits • Organizations actively coordinate their action and share lessons learned. 5
    6. 6. WHAT IS COLLECTIVEIMPACT? 6
    7. 7. Collective Impact Defined ―The commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem.‖ 7
    8. 8. The Five Conditions of Collective Impact All participants have a shared vision for change including a common understanding of the problem and Common Agenda a joint approach to solving it through agreed upon actions. Collecting data and measuring results consistently across Shared all participants ensures efforts remain aligned and Measurement participants hold each other accountable. Mutually Participant activities must be differentiated while still being Reinforcing coordinated through a mutually reinforcing plan of action. Activities Consistent and open communication is needed across the Continuous many players to build trust, assure mutual objectives, and Communication create common motivation. Creating and managing collective impact requires a Backbone separate organization(s) with staff and a specific set Support of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies. 8
    9. 9. FSG.ORG Keys to Launching a Collective Impact Initiative Influential Champion • Commands respect and engages cross-sector leaders • Focused on solving problem but allows participants to figure out answers for themselves Financial Resources • Committed funding partners $ • Sustained funding for at least 2-3 years • Pays for needed infrastructure and planning Urgency for Change • Critical problem in the community • Frustration with existing approaches • Multiple actors calling for change • Engaged funders and policy makersSource: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews 9 © 2011 FSG
    10. 10. Phases of Collective Impact Components Phase I Phase II Phase III for Success Governance Identify champions Create infrastructure Facilitate and refine and and form cross- (backbone and Infrastructure sector group processes) Map the landscape Create common Support Strategic and use data to agenda (goals and implementation Planning make case strategy) (alignment to goals and strategies) Facilitate community Engage community Continue Community outreach and build public will engagement and Involvement conduct advocacy Analyze baseline Establish shared Collect, track, and data to identify key metrics (indicators, report progress Evaluation and issues and gaps measurement, and (process to learn Improvement approach) and improve) 10
    11. 11. COLLECTIVE IMPACT IN THEEVERYDAY WORLD 11
    12. 12. Discuss at your table: 1. Share an example of Collective Impact work in your community 2. What phase of development is this work in? 3. What is your United Way’s role in the work? 4. What’s working? 5. What is challenging? 12
    13. 13. United Way of Greater MilwaukeeTeen Pregnancy Prevention InitiativeOver 50 partners, including representatives from the business, faith, academic, social service, and funding communitiesGoal: Reduce births to teens by 46% by 2015 In March of 2006, the Teen Pregnancy Prevention Advisory Committee released its results at the United Way Women’s Initiative luncheon in the report If Truth be Told: Teen Pregnancy, Public Health and the Cycle of Poverty. This report resulted in nine core recommendations, including creating a collaborative funding strategy to create a strategic and effective community response to teen pregnancy. 13
    14. 14. The Farmer’s Market Story 14
    15. 15. Kirkwood Pathways forAcademic Career Education andEmployment (KPACE) The Issue:  66% of new and replacement positions in the region will require education beyond a high school diploma through 2014 (Skills 2014)  90% (N-5,700) of the available workforce (members of IowaWORKS) do not have a college credential—11% No GED; 53% HS Diploma; 26% Some College
    16. 16. Kirkwood Pathways forAcademic Career Education andEmployment (KPACE)Note:
    17. 17. You Can Be a Piece to theSolution
    18. 18. Collective Impact in Action • Strive has brought together local leaders to tackle the student achievement crisis and improve education throughout greater Cincinnati and northern Kentucky. • A core group of community leaders decided to abandon their individual agendas in favor of a collective approach to improving student achievement. • These leaders realized that fixing one point on the educational continuum--such as better after school programs--wouldn’t make much difference unless all parts of the continuum improved at the same time. • Strive focused the entire educational community on a single set of goals. 18
    19. 19. MOVING FROM BANKERTO BACKBONE 19
    20. 20. FSG.ORGCharacteristics of Successful Backbones • Have high credibility • Seen as neutral convener • Have dedicated staff • Build key relationships • Frame issues • Create a sense of urgency • Promote learning • Balance inclusivity vs. expediency 20 *These skills can exist within a single organization or within another organization in the effort. 2011 FSG ©
    21. 21. FSG.ORGSuccessful Backbone Organizations Tendto Manage Six Key Functions Function Description Strategic Oversee strategic direction Coherence Analyze landscape, identify gaps Data Collect, house, analyze, and disseminate dataManagement Manage process of defining and refining common indicators Manage meetings and logistics Facilitation Act as neutral arbiter between players, as necessaryCommunica- Identify communication strategy to reach stakeholders tions Manage frequency, content, and delivery of messages Community Support meaningful cross-sector community engagement Outreach Help develop policy agenda and coordinate advocacy Coordinate grant writing among initiative partners Funding Seek and manage new grants Possible: Re-grant, serve as fiscal agent 21 © 2011 FSG
    22. 22. Backbone Organizations Types of Description Examples Pros ConsBackbones One funder initiates Calgary Ability to secure start-up funding Lack of broad buy-in if CI effort seen asFunder- CI strategy as Homeless and recurring resources driven by one funderBased planner, financier, Foundation Ability to bring others to the table Lack of perceived neutrality and convener and leverage other funders New entity is created, Community Perceived neutrality as facilitator Lack of sustainable funding stream and often by private Center for and convener potential questions about funding prioritiesNew funding, to serve as Education Potential lack of baggage Potential competition with local nonprofitsNonprofit backbone Results Clarity of focus Established nonprofit Opportunity Credibility, clear ownership, and Potential ―baggage‖ and lack of perceivedExisting takes the lead in Chicago strong understanding of issue neutralityNonprofit coordinating CI Existing infrastructure in place if Lack of attention if poorly funded strategy properly resourced Government entity, Shape Up Public sector ―seal of approval‖ Bureaucracy may slow progressGovernment either at local or state Somerville Existing infrastructure in place if Public funding may not be dependable level, drives CI effort properly resourcedShared Numerous Magnolia Lower resource requirements if Lack of clear accountability with multipleAcross organizations take Place shared across multiple voices at the tableMultiple ownership of CI wins organizations Coordination challenges, leading toOrganization Broad buy-in, expertise potential inefficiencies Senior-level Memphis Broad buy-in from senior leaders Lack of clear accountability with multipleSteering committee with Fast across public, private, and voicesCommittee ultimate decision- Forward nonprofit sectorsDriven making power 22
    23. 23. Backbone Organizations Is your United Way a backbone organization? If not, would you be willing to serve in that role? What are the barriers or challenges to taking this on? 23
    24. 24. Break(10 minutes) 24
    25. 25. PRACTICES THAT FOSTERTHE CULTURE 25
    26. 26. What do we need? Inspiration Dense networks (connectivity) Trust Collaboration & Innovation Fierce Conversations 26
    27. 27. Hope fuels our first stepstoward uncertain destinations.
    28. 28. Sinek’s Golden Circle ―People don’t buy what you do, they buy why you do it. The goal is to do business with people who believe what you believe.‖ Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action http://www.youtube.com/watch?v=OVnN4S52F3k
    29. 29. A NETWORKED COMMUNITY 29
    30. 30. Creating the network for change: – Map the players – Find your gaps – Find your nodes – Build a dense network
    31. 31. 31
    32. 32. FSG.ORG Actors In the New York Juvenile Justice System 32Source: FSG interviews and analysis; State of NY Juvenile Justice Advisory Group, ―State of NY, 2009–2011:Three-Year Comprehensive State Plan for the JJ and Delinquency Prevention Formula Grant Program.‖32 © 2011 FSG
    33. 33. Characteristics of strongnetwork partnerships • Communication • Commitment • Equality • Skills • Trust • Respect
    34. 34. A CULTURE OF TRUST
    35. 35. How does trust impact our work?T =S &C
    36. 36. What is the effect of trust on results? (S x E)T=R
    37. 37. Covey’s Organizational Trust AuditThe 7 Low Trust Organizational The 7 High Trust Organizational Taxes Dividends1. Redundancy 1. Increased value2. Bureaucracy 2. Accelerated growth3. Politics 3. Enhanced innovation4. Disengagement 4. Improved collaboration5. Turnover 5. Stronger partnering6. Churn 6. Better execution7. Fraud 7. Heightened loyalty (The opposites of the 7 Organizational Taxes are also Dividends). 38
    38. 38. The 4 Cores Integrity Intent Capabilities Results
    39. 39. At your tables…What’s your trust quotient? United Way? Around this issue? 40
    40. 40. CULTURE OF COLLABORATION& INNOVATION 41
    41. 41. Midnight Lunch: The 4 Phases ofTeam Collaboration Success Build capacity in your team structure Practice discovery learning • Create a new context • Provocative questioning • Unreasonable hypotheses • Solution scenarios • Inquire and reflect Create a coherent micro culture Create the structures for speed and scale • Collective intelligence • Smart layers 42
    42. 42. A guide for your discovery learning… Principles for Building Effective Community Impact Strategies 1. Establish your target outcomes 2. Uncover the underlying issues 3. Choose strategies and approaches that create lasting change 4. Create a plan for implementing those strategies 5. Decide how to measure, communicate and improve results
    43. 43. Fierce ConversationsInterrogate realityProvoke learningTackle tough issuesEnrich relationships 44
    44. 44. ASSESS YOURSELF 45
    45. 45. Are you ready? Ir = T x CRd x Vc x Kht 46
    46. 46. BUILDING STAYING POWER 47
    47. 47. Balance the Tensions • Patience versus urgency • Data driven versus innovative • Digital versus relational 48
    48. 48. Questions for you… What will you do? What supports do you need to do this work well? 49
    49. 49. Great Resources:The Answer to How is Yes Peter BlockThe Abundant Community John McKnight and Peter BlockThe Medici Effect Frans JohanssonFierce Conversations Susan ScottMidnight Lunch Sarah Miller CaldicottStart with Why Simon SinekReinventing Social Change David Gershon socialchange2.comTo Be Fearless Case Foundation 50

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