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Collective Impact – an overview Kerry Graham Collective Impact consultant 5 th June 2014

Collective Impact – an overview Kerry Graham Collective Impact consultant 5 th June 2014. A wicked problem is a social or cultural problem that is difficult or impossible to solve. Incomplete or contradictory knowledge; The number of people and opinions involved;

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Collective Impact – an overview Kerry Graham Collective Impact consultant 5 th June 2014

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  1. Collective Impact – an overview Kerry Graham Collective Impact consultant 5th June 2014

  2. A wicked problem is a social or cultural problem that is difficult or impossible to solve Incomplete or contradictory knowledge; The number of people and opinions involved; The large economic burden; and The interconnected nature of these problems with other problems.

  3. Cynefin (Kin-ev-in) Education and Training Collaboration Cooperation Rules for intervention. Technical expertise valued. Complex probe – sense – respond Emergent Practice Complicated sense – analyse – respond Good Practice Flexible interventions around emergent properties. Technical expertise insufficient. Chaotic act – sense – respond Novel Practice Simple sense – categorise – respond Best Practice Standard operating procedures Coordination http://www.youtube.com/watch?v=N7oz366X0-8 Cynefin Framework by Snowden & Kurtx

  4. Setting the Stage: The Collaboration Continuum What do all these “co” words mean? Collective Impact Compete Co-exist Communicate Cooperate Coordinate Collaborate Integrate Competition for clients, resources, partners, public attention. Inter-agency information sharing e.g. networking Org’s systematically adjust and align work with each other for greater outcomes. Can mean co-location. Fully integrated programs planning, funding. May mean org’s merge, co locate, share common staff, systems etc. Longer term interaction based on shared mission, goals; shared decision-makers and resources. Alignment of common agenda & measures for a shared vision – across sectors – focused on systems change – may adopt all / some ‘Co’ or integration activities. No systematic connection between agencies. As needed, often informal, interaction on discrete activities or projects. Turf Trust

  5. Collective Impact Framework Common agenda Shared measurement Mutually reinforcing activities Continuous communication Backbone Organisation

  6. Common Agenda

  7. Shared Measurement

  8. Shared Measurement

  9. Mutually Reinforcing Activities

  10. Continuous improvement Rapid prototyping This is not easy work…

  11. ContinuousCommunication

  12. Backbone Organisation Guide Vision and Strategy Support Aligned Activities Establish Shared Measurement Practices Build Public Will Advance Policy Mobilise Funding Backbones must balance the tension between coordinating and maintaining accountability, while staying behind the scenes to establish collective ownership. Source: FSG Interviews and Analysis

  13. Three Prerequisites1. Influential Champion2. Financial resources3. Urgency for change

  14. If You Are Thinking About Catalyzing Collective Impact You Should Consider the Following: • Readiness for Collective Impact

  15. Collective Impact Efforts to Transpire Over Four Key Phases • Phase IV • Sustain Action and Impact Components for Success Phase I Generate Ideas and Dialogue Phase II Initiate Action Phase III Organisefor Impact Governance & Infrastructure Convene community stakeholders Identify champions & form cross-sector group Create infrastructure (backbone & processes) Facilitate & refine Hold dialogue about issue, community context and available resources Facilitate community outreach specific to goal Determine if there is consensus/urgency to move forward Map the landscape and use data to make case Analyse baseline data to ID key issues and gaps Facilitate community outreach Engage community and build public will Establish shared metrics (indicators, measurement, and approach) Create common agenda (common goals and strategy) Support implementation (alignment to goal and strategies) Continue engagement and conduct advocacy Collect, track, and report progress (process to learn and improve) Community Involvement Evaluation and Improvement Strategic Planning

  16. Shifting from isolated impact to collective impact requires a different approach on the part of service providers & funders The current approach of many service providers & funders is less conducive to solving complex problems In a Collective Impact context services & funders shift their mindset to an ‘adaptive’ approach more aligned with complex issues

  17. Mindsets needed to do this work…

  18. If you want to go fast go alone.If you want to go far,…go togetherAfrican Proverb

  19. “Working at the edge of our competence and at the height of being uncomfortable” Dr Michael McAphee; Promising Neighbourhods USA

  20. Thank You Questions? kerry@kerry-graham.com 0401 198 823

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