building capacity for collaborative action: can collective impact help advance urban forestry?

Building Capacity for Collaborative Action: Can Collective Impact

Help Advance Urban Forestry?

Paul D. RiesOregon Department of Forestry

Oregon State University

Presentation Outline• Explore the concept of capacity building in urban

forestry• Introduce Collective Impact as a framework that

can advance your urban forestry effort• Explain how Collective Impact was applied to the

Portland/Vancouver Regional Urban Forestry Strategy Project

What keeps us from makingBETTERFASTERLARGER

MORE EFFECTIVEprogress in Urban Forestry?

What works against us?

LACK OF TIMELACK OF MONEY

IGNORANCEAPATHY

The Need to Focus on Capacity Building

• We must acknowledge that we compete for people’s attention

• We need to build our capacity to make a difference

Capacity Building• The process of developing and strengthening the

skills, abilities, processes and resources organizations and communities need to survive, adapt, and thrive

• The methods of enhancing an organization’s effectiveness at accomplishing its mission

Capacity Building in Urban Forestry• Leadership• Strategic Thinking• Evaluation and

Assessment• New Approaches

COLLECTIVE

IMPACT

Origins of Collective Impact• First described in Winter 2011 • Large scale social change • Attracts attention from:

– Foundations– Researchers/Think Tanks– Federal Government

• Proliferation of related work

Collective Impact• Multiple players working together to solve complex

issues• All working toward the same goal and measuring

the same things• Cross-sector alignment with government, non-

profit, philanthropic and businesses as partners• Organizations actively coordinating their action

and sharing lessons learned

The nature of Impact• Isolated Impact

• Collaborative Impact

• Collective Impact

Characteristics of Collective Impact• All players bring their unique skills to work toward

same goal• Organizations actively coordinate their actions,

measure same things, and share lessons learned• Cross-sector alignment occurs with government

and corporate sectors as essential partners

Common Agenda

Shared Measurement

Mutually Reinforcing

Activities

Continuous Communicati

on

Five Conditions of Collective Impact

Five Conditions of Collective ImpactCommon Agenda All participants have a shared vision for change including a

common understanding of the problem and a joint approach to solving it through agreed upon actions

Shared Measurement Collect data and measure results consistently across all participants ensuring efforts remain aligned and participants hold each other accountable

Mutually Reinforcing Activities

Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action

Continuous Communication

Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and appreciate common motivation

Backbone Organization

Requires a separate organization(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies

Phases of a Collective Impact Approach

1. Assess Readiness2. Initiate Action3. Organize for Impact4. Begin Implementation5. Sustain Action and Impact

Can it work in Urban Forestry?

Portland/Vancouver Regional Urban Forestry Strategy

• Funded by a USDA Forest Service Western Competitive Grant awarded to OR & WA

• Builds on the Vibrant Cities and Urban Forests Recommendation #6

• July 2012 – December 2015

Portland, Oregon/Vancouver, Washington, USA region

• Includes 2 states, 4 counties, 30 cities

• 776,000 residents in the two city limits; 2.25 million in the region

• City covers 145.1 sq. miles (375.8 km²); region covers 6,684 sq. mi.(17,310 km2)

Collective Impact Element

Portland/Vancouver Regional Urban Forestry Strategy

Common Agenda

• Increase tree canopy;• Foster regional collaboration • Expand capacity

Shared Measurement• Needs assessment• Compile ecosystem analysis data• Increase participation

Mutually Reinforcing Activities

• Summit meetings, • Content workshops• Forums and “un-forums”

Continuous Communications

• Email and website• Steering committee meetings• Listening sessions/stakeholder forums

Backbone Organization • The Intertwine Alliance

Perceptions of value of urban forestry program components

Program components of most importance | success

• a healthy tree population (94.8% | 75.8%)

• a structured tree maintenance program (91.9% | 59.9%)

• managing trees for environmental benefits (88.2% | 61.1%)

• public awareness on the benefits of trees (83.8% | 56.0%)

Program components of least importance | success

• a certified arborist (46.9% | 46.5%)

• a tree board or commission (43.3% | 29.6%)

• an urban forest management plan (74.0% | 29.6%)

• designated program funding (70.6% / 39.1%)

Summary• Collective impact can help

you build capacity for advancing your urban forestry effort

• Collective impact should be another tool in your tool box for urban forestry success

Read more about Collective Impact at the Stanford Social Innovation Review

http://ssir.org/articles/entry/collective_impact

http://www.oregon.gov/ODF/Documents/ForestBenefits/RegionalUCFGuidebook.pdf

Visit the ODF webpage to download Cultivating a Greener

Collective Impact- a guidebook for applying collective impact to your urban forestry efforts

Paul D. Ries Oregon State University

Oregon Dept. of ForestryEmail: paul.ries@oregonstate.edu or

paul.ries@Oregon.govPhone: 503/945-7391