Collective Impact and your Community Action Network (CAN):Developing a Common Agenda

Kimberly Bradley, EPIC Center Regional Meeting

September 2, 2015

Agenda

I. Welcome II. Today’s ObjectivesIII. Safe Space for our Discussion

TodayIV. Check-In re CI familiarity

I. Overview of CI mindshift

II. Revisit CI Conditions andPre-Conditions (helpfulTools)

V. Overview Common Agenda & Shared Measurement

VI. Share and Discuss Tools fordeveloping Common Agenda

VII. Wrap-Up & Resources

Today’s Discussion Objectives

• Ensure that all participants develop a deeper understanding of Collective Impact, specifically the Common Agenda condition and the role shared measurements plays in establishing a common agenda.

• Share collective impact tools & resources that may help your CAN reach consensus in defining scope and how to begin to take action toward achievement of common agenda goals.

• Engage in peer sharing and exchange with respect to CI successes and challenges within the HS context

• Ensure grantees know how to access and utilize the CI resources provided by the Healthy Start EPIC Center

Creating a Safe Space

We agree to: • Listen with attention

• Speak with intention

• Contribute to the well-being of the group

We commit to: • Keep the stories we share in our community confidential

• Listening with compassion and curiosity

• Asking each other for what we need and offer what we can

• Pausing, from time to time, to re-gather our thoughts or focus

About your project…

1. Please share a bit about your CAN ▪ What is the history of the group (start-up or

existing) ▪ If existing, how has your experience been

transitioning the group to CAN/CI?

2. What do you most hope to get out of this session today?

The Phases of Collective Impact Components for

Success

Phase I Phase II Generate Ideas

1 . . A .

d D.

1 mt1ate ct1on

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: ~ l Governance l. and Convene community Identify champions and Create infrastructure Facilitate and refine .. ~ Infrastructure stakeholders form cross-sector group (backbone and processes) . . : \ l ..............................................................................................................................................................................................................................................................................................

.......................................................................................................................................................................................................................................................................................................................... ( . j Strategic ~ Planning

Hold dialogue about issue, community context, and

available resources

Map the landscape and use data to make case

Create common agenda (common goals and

strategy)

Support implementation (alignment to goal and

strategies) I

·.. : .... , ........ , .................. , ..................................................................................................................... , ................................... ,,,,,, .............................................................................................. , ................................................................................................................................................................................................................................. -.............................................................. ..

... j

Community Facilitate community Facilitate community Engage community and Continue engagement and l Involvement outreach specific to goal outreach build public will conduct advocacy I . .

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( ............................................................................................................................................................................................................................................................................................ 1

~ Evaluation Determine if there is A 1 ba r d tat ID Establish shared metrics Collect, track, and report ! !: And consensus/urgency to na yze se me a 0 (indicators, measurement, progress (process to learn l

key issues and gaps · ~ Improvement move forward and approach) and improve) ~ .. .

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Phases of Collective Impact

Review of Collective Impact

Approach & Collective Impact

A Definition of Collective Impact

“A disciplined, cross-sector approach to solving complex social and environmental issues on a large scale.”

- FSG: Social Impact Consultants Slides Adapted from Sylvia Cheuy – Director at Tamarack Institute

Collective Impact Mindset Shifts

Buy-in

Programs

Content

Positional Leadership

Ownership

Systems

Context

Shared and Adaptive

Leadership

11

The Five Conditions of Collective Impact

Common 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

Collecting data and measuring results consistently Shared across all participants ensures efforts remain aligned and Measurement 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

Creating and managing collective impact requires a Backbone dedicated staff and a specific set of skills to serve as the Support backbone for the entire initiative and coordinate

participating organizations and agencies

Source: FSG

Pre-conditions for Collective Impact

▪ Influential Champion(s)

▪ Urgency of issue

▪ Adequate Resources

Adapted from Sylvia Cheuy – Director at Tamarack Institute

Pre-conditions of Collective Impact Influential Champion(s) • Influential stakeholders that are already engaged in CAN • Who are the champions that should be engaged in your CAN? • Organizational and Individuals • Suggested Tool: Stakeholder Engagement Wheel Worksheet and Mapping

Our collective Impact Roles

Urgency of Issue • Conduct a formal or informal environmental scan of priority issues impacting

your CAN • Suggested Tool: Assessing Our Community Context Worksheet

Adequate Resources • Does your CAN have the necessary inputs to take action? • Suggested Tool: Stakeholder Engagement Wheel Worksheet and

Assessing Our Community Context Worksheet

Group Discussion

1. What stage is your CAN/CI initiative at now? (e.g. preconditions, common agenda, shared measurement, etc.)

2. What tools, resources, etc. have you used to help work through your current stage?

Tools – Influential Champion(s) Suggested Tool: Top 100 Partner Tool

Overview of Common Agenda & Shared Measurement

11

Common Agenda and Shared Measurement

Common 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

Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable

Source: FSG

Collective Impact – Framing Questions

• Do we aim to effect―needle- change (i.e., significant and measurable progress) on a community-wide metric?

• Do we believe that a long-term investment (i.e., three to five-plus years) by stakeholders is necessary to achieve success?

• Do we believe that cross-sector engagement is essential for community-wide change?

• Are we committed to using measurable data to set the agenda and improve over time?

• Are we committed to having community members as partners and producers of impact?

Shared Measurement Mapping

The process requires commitment from all CAN stakeholders to a greater level of consensus with each step

Common Agenda Statement

• Describe the problem • Clear goal for change • Portfolio of strategies that focus on large scale change • Principles that guide group behavior • Approach for evaluation • Aspirational ▪ “Making Hamilton the best place to raise a child”

A Framework for Change is…

A collaborative group’s shared working hypothesis of how a group intends to

reduce poverty.

Elements of a Framework for Change

VC Framework for Change Questions

Area Questions to Address

Understanding of Poverty and Poverty Reduction

• How does your collaboration define poverty? Why this definition and not another one? • What does your collaboration see as the key factors contributing to poverty in your

community? • What changes need to be brought about in order to achieve substantial, deep and

durable poverty reduction in your community?

Goals and Strategies

• What are the major goals of your initiative? • What specific strategies will your initiative pursue in order to achieve these goals? Why

have you chosen these strategies rather than others? • How many low-income households do you expect to benefit and in what ways? Will you

be seeking to assist any specific target groups? If so, which ones and why have you chosen to focus your efforts in these areas rather than others?

• How will your collaboration contribute to the work of poverty reduction in your community? What are the key roles that your collaboration will play?

• What does your collaboration mean by ‘comprehensive,’ and why is this approach important for achieving substantial, deep and durable reductions in poverty?

• What does your collaboration mean by ‘sustainability’ and what do you see as the key factors contributing to achievement of this goal?

Signs of Progress • How will you know if you are making progress? What are some key indicators of progress that you anticipate seeing as your initiative unfolds? What would be signs that your initiative is not making the progress you desire?

Underlying Approach

• Stepping back from the details of your plan, how would you sum up in a phrase or two the essence of your approach to generating substantial, deep and durable poverty reduction in your community?

Aspiration Statements

Example: Theory of Change – provided by Tamarack Institute

Pathway to Potential

Example: Theory of Change – provided by Tamarack Institute

Collective Impact Forum – Tools for Steering Committees

Sample Steering Committee Meeting Agendas

TJ..tJt meetmgs are /titendtd to ~rn after tlie Steer mg Cmimutee tXJ has been/. hln-e canm1ned to participation. Nale thot 11 ojlen tot.es c:ammmi11zs $£\·eral mom Commirtee members m ath-ance of beginning this prows.

~letting 1 O~ectn-es: Bwld rapport, ur.dmtand the proposed 1mtram-e, Wld derek;p !I share Dwrahon: Bellreen 4 lrmrs arJ a fi11/ day retreat. Thrs agenda is des1grr!d for 4.5 J

Vote: It is good poct1ce fOI' tJ:e backbone (OI' fac1/itator :f 1/..e backbone rs nol )'fl 1

Olie-on-one mtemews with all Steering Commltlee members prior to r/:e first meet. Steering Ccmmirtee meetings may be held in a consister.t location, or can rotate so rf tlie X "hast - the meeting each month and hare mi q>p0rt11nity to share their p1 11 ert \kdm I' ,e Jnd T1r1"

<In:.crt .\ddr.:" ol \l.:ctin2 l OCJ!IOn

I.

11.

m.

1\1.

Introduction - 15 minutes a. \\·elcoming Statements h. O.'CIVicw of the Day

\\'by Ifs lmporunt for Me to Ile llere Today 35 minutes • &e ass0C1ated Ducu.mon Guide on pag? /0

Setting Our Intention - 30 minutes a. Discussion of Proposed lnitiali\'C and SW1ll1Ul)' of pre-meeting inti b. 01en·ie11 oflhc C'ollecti\c Impact Appn>J~h and f."<31!1plcs

c. lniliati,·c Structure and Planning Timeline

Scanning the &mr(!lllllCnt 35 minutes • See assooated Ducumon Guide on pag? I I

1: Break 15 minutes

\l Emisioning the Future 2 hours

• Su assoc1«ted DisC1Lmon G111de on page I 2

VII. Summary and Nc.\1 Steps IS minutes

Scinning the Emironment (Sample from a 11cdfo1ce de\'clopmen1 inilialn-e)

II is JanllM)'2023. and you hal'C been asked lo5pcal. at a pre\'l confcraiccabout the~ orlhe initiJti, nnd how it

Cumnt .\ sstts

\\ liat etnent strmgth.. met. and ma1"Jtions should 11e build on~

• Other initia1n -cs

• ~t prlldicc:s • Exis1ing partnerships colbbor.itions • Sector Strategies

Challenges and Oppor1tutilil'$

What are the major tn:nds, challenges and opportunities in the political, cc technological context? ·1 his i! a auc:ial foun<blion for our crafting a share

Pica c jot down a rc:w key ideas: l'rompt a

• Needs popub

• Policy constt coll ab p«fon

• \\'orlJ 1rencli

• lns1i1u • Social

childc • Policy • Fundi1

What does s~ look like and feel like for our region? What m: the lllljor outcomes and ~ulls \IC\'C ~C\"Cd?

What 11 ere some or the key improl'cmcnls we made lo achie\·e this success?

\\'bat was our role as the leadas of rt 1

• ~mo, ~ ·r ..,.~ in creating or inspiring tbcse outcomes and

• Tcchn changes? • Servic

prncli< • Dains

Consider 0111coma and mccess for:

• T • get population group • R.:ceiving community members • Busines~es

• The provid.:r S) tern • Conununit} \itality • Public support • Economic heahh

Consider $/T(lfegieslpriorilies re/awl

• Program design and innoration • Collaboration and system alignm. • Funding • Technology • PoliC)' change • Human f<'Sotm.'cs and d~wlopme1 • Oltreach and awareness • Support sm-M

Considtr areas rud1 as:

• Innovation • Communication and a11ar~nes • Sustainability • Implementation • Advocacr

Sample Meeting Agenda #1

I ,an1e Group Discussion

• As a group discuss the following questions: I. \\ liat themes are emerging? 2 \\ 1iere are the areas of conscmus? 3. \\ 1tere do we need further discussion?

• Through this conrersaliOll. the group u-iU come together to work toward constnstli on a \ision Meeting 2 and generate a List ofoutoomes.

Objectives: identify t11e prmc1ptes oj tile m1t1atrve and dejme the ()Jmmon Agenda. Duration: 3 hours <Insert ~leetmg Date and rime'> <Insert Addre s onleeting Location>

I. Welcome and Introduction - 10 minutes

II.

m.

IV.

V.

a. Welcoming Statement~

b. Overview of the Day

Collective Impact Review - 15 minutes

Identifying Our Principl~ 20 minutes

• me objective is to lead the group in a discussion to articulate guiding principles for the initiative, answering the question, "What are the core beliefs that will senie as the

fozmdation for oiu work?"

Defining Our Cmnmon Agenda - 2 hours

• The ubjel'live is tu reaffirm the group's understanding uf the problem, define a vision fur the initiative, and begin to name specific outcomes.

• See Resozuces for Defining a Common Agenda on page 13

Summary and Next Steps - 15 minutes

Ueveloplng a Common Agenda The framnr~k below pro11des a sample template m1ctro·e for a Collective lmpllCI Com moo Agenda, supported by o ~ision statement, specific 011tco111es, stroJegies to acl11ere those 0t1tc0111es, 011d principles /Q guide the ll'ork It ran tokf srvrrol momhs to rnmt to rot1sc11S11S Oii

this /111/ ut of co111p0t1ti11S, but providing this s/JlJc/JJrt 11p ft-0111 c011 help pnl'tldp0111S 111 tl1e co/laborolire see tl1e framework that will be created m-er the course of a serits of pla1111/11g meetings.

Vision Stiiemert: Wllil is our "PISS!oNle Pwpose"?

Common Agenda Strucbm.•

~:Wh~ o~comes

~wouldwtwllll to see to know tlTal our vision wil become a reility1

~: Whii striiegles can our coUaborative undertake thii will lead to the desired o~comes?

Dralostormlog the Prfod~cs, \llslon. and Outromts

SmaU Oroup Dlscuss1cn

• Break into small grmpi

• Recap oflhe fr\lblem (10 min11es) o Re~iew lhe irootem cl.~sed la.'l meq

• Visim (20 rriruies)

V1S10n J

o Euch pmo11 will write thcirvisim for lllv:rs to see and we will chscuss. worki11g l~lld consensus in the snWI goop on a vision staemert

• Otlromes (15 mimtes)

o Gcncnie a fut of outcomes, organized by outcomes for the English IC11m:r, Employers, and System olicomes

• Swtunary and Prepare for Re pat Back ( 5 minutes)

i ii

Sample Meeting Agenda #2

Sample Meeting Agenda #3

1. What population data would you consider bringing to the forefront?

2. How would you get your partners involved in sharing/presenting the data?

3. What role does this data play in your initiative’s Shared Measurement?

Group Discussion

1. Have you used other tools/processes to get at your common agenda?

2. What is your greatest challenge/fear with regard to establishing a common agenda?

3. Who here has (or has faced) the same challenge/fear?

The Phases of Collective Impact Components for

Success

Phase I Phase II Generate Ideas

1 . . A .

d D.

1 mt1ate ct1on

an 1a ogue ••"••••U••••••n111111t1111u11111uu1111u11uu11111111uu11uu11•t111u1u11t11u1111u111u1111u1u1uuu1u111u1uuuu11111111u10111u•1t•n11111u1tuuu1u1u1u1u1u111uuu11uu1u1u11u111uu111uu11111uuuuuuu111u1u1111111111u1uuu1u1u1u11u1 .. .

: ~ l Governance l. and Convene community Identify champions and Create infrastructure Facilitate and refine .. ~ Infrastructure stakeholders form cross-sector group (backbone and processes) . . : \ l ..............................................................................................................................................................................................................................................................................................

.......................................................................................................................................................................................................................................................................................................................... ( . j Strategic ~ Planning

Hold dialogue about issue, community context, and

available resources

Map the landscape and use data to make case

Create common agenda (common goals and

strategy)

Support implementation (alignment to goal and

strategies) I

·.. : .... , ........ , .................. , ..................................................................................................................... , ................................... ,,,,,, .............................................................................................. , ................................................................................................................................................................................................................................. -.............................................................. ..

... j

Community Facilitate community Facilitate community Engage community and Continue engagement and l Involvement outreach specific to goal outreach build public will conduct advocacy I . .

1 tlllllltl f llllll l llllllllllfll111t.lll llllllllllltllll l l llllll t 1Uftl tlllllt0 1 111 111 1111111 11Hllllllllllltlllll l llll l lllllll0111111 111tl ttllllll llllllllllllttllllllllltllllllll l lltlllllfl0111tllllllllll l ll0111111 1 1 11111 1 1 11111111111 1 1 11111-.1ttlltlllllltlllOllllllllOlllllllllllltll llllllt1

( ............................................................................................................................................................................................................................................................................................ 1

~ Evaluation Determine if there is A 1 ba r d tat ID Establish shared metrics Collect, track, and report ! !: And consensus/urgency to na yze se me a 0 (indicators, measurement, progress (process to learn l

key issues and gaps · ~ Improvement move forward and approach) and improve) ~ .. .

1 t11111•••ttttl•ltlttt•11111t111011ttttllllttttttltttt"tttttllfltftttttlttt11111111ttttltttt11011111111111111111101111111111111111111111111ttlttnt101t111111111111111111011111111111011111101111111 1111010101111111111110011111111111111111011111111111111111011111ont1tftt11111t111111t1/ I

Phases of CI

Questions & Reflections?

▪ Questions?

▪ Thoughts or reflections?

Roadmap

1 Building Relationships & PLN Goal Setting

2 Exploring the CI Pre-Conditions

3 Common Agenda

4 Shared Measurement

5 Mutually Reinforcing Activities

6 Year 1 Collective Impact Implementation Plans

7 Continuous Communications & Backbone Infrastructure

8 Reflecting On Our Learning Journey

September CI PLN Call: Shared Measurement

Check in w/ me for more information on how to join a CI PLN

Kimberly Bradley, MPH, MNM

Technical Advisor – Community Engagement Healthy Start EPIC Center

ZERO TO THREE