convergence

www.convergencepolicy.org


Deep Divisions and Partisan Gridlock Stand in the Way of Progress


Our Mission

We convene people and groups with conflicting views to

build trust, identify solutions, and form alliances

for action on critical national issues.


What Makes Us Unique

Pro-activeEmploy a proven process that brings conflict

resolution best practices to public policyCreate a safe space for deeper conversation

and trust buildingFocus on engaging diverse and influential

stakeholder groupsFacilitate processes beyond talk to create

unlikely alliances for actionGenerate leverage for stakeholders by

unifying efforts on shared interests

4


Board of TrusteesBill Belding

School of International Service, American

University

Kelly Johnston Campbell Soup

Company

Rich AlperAttorney/Mediator

Maja Ramsey, RockRose Institute

Stuart ButlerThe Heritage Foundation

Dave Lipsky,Scheinman Institute on Conflict Resolution, Cornell University

John JacobAkin Gump

Louise Phipps Senft Baltimore Mediation

Jessica DibbInspiration

Community, Inc.

Rich Korn, Korn Consulting Group

www.convergencepolicy.org 6And growing!

Leadership Council


Our Projects

U.S.-Pakistan Leaders

Forum

Long-Term Care

Financing Collaborativ

e

Project on Nutrition and Wellness

Re-imaginingEducation Project


Principles Guiding Our Work

No one group or individual has all the answers

The creative tension among those who disagree can generate breakthrough ideas

By pooling knowledge and resources, unlikely stakeholder coalitions create leverage to achieve not-otherwise possible results

By working together, diverse and divergent interests groups (stakeholders) can create breakthrough solutions

National issues can be addressed through public policy and private sector action

Relationships and trust are essential to changing the environment from win-lose negotiation strategies to achieving higher order, win-win solutions


Focus on key stakeholders

• Influential• Positions across the

spectrum• Deeply affected by

outcomes• In it for long haul• Possible alignment

of interests

Enabling deep engagement

• Safe space• Quality of

conversation• Centering on values

not positions• Deep relationship

building

Deliberate (but flexible) process design

• Dialogue at the center• Collaborative setting• Reinforces civility• Concentric circles of

engagement• Active facilitation • Experiencing a different

way of working together

Creates opportunity for transformative ideas

Creates the environment for problem solving

Creates possibility for breakthroughs

Theory of Change


1. Identify an issue

2. Map the players

and positions

3. Frame the issue

4. Build trust and

agreement

5. Create alliances

for action

A national issue where division or the failure to pool knowledge stands in the way of progress.

Conduct extensive research and interviews to map the key players, their positions, and their underlying interests.

Stakeholders develop a shared action plan to implement the solutions they recommend.

Identify a unique framing that will encourage diverse stakeholders to come to the table.

Organize stakeholders for a sustained and professionally facilitated dialogue that builds trust and relationships, clarifies differences, and surfaces areas for cooperation.

AssessmentDialogue Leading to

Action

Our Process


Gather intelligence and information

Build trust; establish neutrality

Generate interest in collaboration

Paint a picture of possibilities

Hypothesis test issue frames

Transfer knowledge

Gauge potential for participation

Identify key stakeholders

Barriers to progress

Adversarial positions

Possible areas of common ground

Framing hypothesis

Potential funders

ResearchOutreach / Interviews

Stakeholder map

Framing of the issue

Core stakeholder participant group

Funding

Milestones

The Essential Phase: Assessment


Framing the Issue

ENTER BULLETS THAT DESCRIBE HOW TO BUILD A FRAME or WHAT ARE THE KEY QUESTIONS WE CONSIDER


Current Projects

Project on Nutrition and WellnessK-12 Education ProjectFinancing Long Term CareU.S.-Pakistan Leaders Forum

13


PROJECT UPDATE

Project on Nutrition and Wellness

PNW


What is at Stake

Approximately 35.7% of adults and 17% of children and adolescents in America are obese; many more are overweight.

An estimated 79 million Americans are pre-diabetic with 1.2 million new diagnoses each year.

Type 2 diabetes, once believed to affect only adults, is increasingly being diagnosed among young people.

Obesity, diabetes and other nutrition-related health outcomes cost the U.S. an estimated $190 billion a year in medical expenditures, $4.3 billion in business losses, and pose a threat to our nation’s future.


The Problem and the Opportunity

The major interests work in silos. There is miscommunication. They have seemingly irreconcilable interests. Public health can’t solve this alone. Insurers, employers, and other businesses have a

bottom line interest in helping.

PNW brings together the different sectors to create a new dynamic in the marketplace that will increase consumer demand for healthier diets.


Project Vision and Mission

We envision a transformed culture of eating where accessible, affordable and healthful dietary choices bring enjoyment, improved health and vitality for all Americans.

To realize this vision, PNW will create cross-sector collaboration that catalyzes and accelerates a shift in consumer demand.


Accomplishments to Date

Unifying frame of the issue

Organized key stakeholders

Building trust and agreement

Developing common knowledge

How to increase consumer demand for healthier diets – a unifying framework developed over 125+ interviews with stakeholders and experts.

We have brought together over 40 stakeholders with national profiles, representing diverse fields and interests. They are committed to this project’s success.

Our meetings focus on building trust and relationships among participants so that they are able to see that cooperation is both possible and desirable.

Developing a common level of understanding and knowledge about the barriers to cooperation and surfacing promising areas for cooperation.

Food IndustryCommunity and Civic Groups

Insurers Health and Medicine

Academics, Experts, and Foundations

And many more!

Over 40 Stakeholders Including…


Stakeholder Reflections

“The gathering was impressive and it’s clear the participants are geared toward real solutions. We applaud you for bringing together such a diverse and focused group.” ~Public Interest Advocate

“The dialogue was, indeed, open and honest and much progress was made since last July's meeting. I am excited to report the highlights to my manager and VP.” ~Food Retailer

“I personally found the meeting extremely valuable. It afforded me a number of new insights and new ways to think about engaging with others.” ~Food Industry Leader

“…You delivered a provoking and helpful conversation that holds promise for changing the landscape of the food and health market.” ~Foundation Leader


Levels of OutcomesAlign financial incentives for

producing, marketing,

and consuming

healthier foods

Collaborative activities

among actors in many sectors

Partnerships among

participating

organizations

Trust and understanding


Project on Re-Imagining PK-12 Education


K-12 Education Project

Engaging teachers’ union leaders, technology companies, school reformers, educators, parents and community groups, administrators and policy makers.

To re-imagine a 21st century education system that works for children, parents, teachers, and the society at large.

23


The End Game

Create systemic and sustainable solutions to urgent challenges

facing PreK-12 education in the United States.

24


Accomplishments to Date

Unifying frame of the issue

Organized key stakeholders

Building trust and agreement

Cultivating space for re-imagining

What do we want our education system to produce today, with our 21st century needs and tools? Developed over 125+ interviews with stakeholders and experts.

We have brought together over 40 stakeholders with national profiles, representing diverse fields and interests. They are committed to this project’s success.

Our meetings focus on building trust and relationships among participants so that they are able to see that cooperation is both possible and desirable.

Next retreat will be process-oriented to help participants surface hidden assumptions about our system and what we have inherited, and begin to explore new possibilities.


Potential Questions to Explore Under Frame

In what ways are students now learning? What might a day, week and year in a student’s life look like as we consider models that go beyond the walls of school buildings? What constitutes student success? School success? What would we measure?How can technology transform how students learn and what teachers are able to accomplish?In the context of this new vision, how do we prepare, identify, and retain great school leadership?How do we attract and retain the most talented teachers? How do we support their continuing development and bring out their highest and best contribution? And how do we fairly evaluate their performance to ensure accountability? How do we create a collaborative school culture? How do we create an environment that harvests a child’s intrinsic motivation to learn?


The Stakeholders

Students

Parents

School and District Employees

Unions

Out of School Support

Innovators

Teacher Training

Policy Makers & Advocates

Businesses and

Universities

Outside Perspectiv

es

School Support and Venders

28


Historical Eras of U.S. Education

I. The Puritans, 1630-1700s

II. The American Revolution and creating schools in the new republic, 1770s-1820s

III. Common School Reform Era, 1820s-1860s

IV. The Progressive Era, 1890s-1940s

V. The Civil Rights Movement, 1950s- 1970s (and Excellence Movement 1950s-)

VI. Current Wave of Reform, 1983-29


For Example: The Puritans, 1630-1700s

Viewed Children as Sinful and DepravedWorried about Mortality Rates, Weakening

Family Role, and Juvenile DelinquencyEducation for Salvation

30


Challenges for the New Republic

How to create new citizens?

What materials should students read?

Who should be educated?

How to balance order and liberty?

How to educate a diverse population?

31


Common School Reform Agenda

Get children into schoolIncrease the length of the school yearConsolidate rural districts into town

systemsDevelop mechanisms for state supervision

and regulationImprove efficiency and teacher qualityCreate uniform textbooks, curriculaImprove school buildings

32


New Challenges/Problems of the 1890s and early 1900s

ImmigrationIndustrializationUrbanization New Types of Students Entering

SchoolsIQ Testing, Administrative

Reorganization, Efficient Management of Schools

33


Summation of Progressive Era, 1890s-1940s

“Meet the needs” of the whole childDifferentiation of curriculum and

school tasksExpertise in leadershipEmergence of Teacher Unions as a

protection against excesses of authoritarian control

34


Progressive Era:School organization should be built on a corporate

model

35

19th Century Industrial Model

36


Changes after WWII

Increase in High School EnrollmentIncrease in College AttendanceMassive Technological ChangeNuclear AgeCold WarNew Roles for the Federal Government

37


Some main themes of the 1950s-2000s

The Push for Educational ExcellenceDesegregation and Civil RightsThe School Curriculum Reform

MovementEqual Educational Opportunity and the

Alleviation of Poverty

38


Current demographics and trends

Bulge in old people (2020 – 2050)More HispanicsAn increasing poverty gapLess two-parent families More childhood disabilitiesGrowth in innovation Trend toward social and emotional

learning39


FIRST MEETING: Project Goals

Mobilize an exceptionally diverse, influential, experienced, and creative group of leaders who are passionate about the future of education in America and committed to creating that future in partnership with others.

Create a shared, powerful vision of extraordinary education for the next generations of American children.

Map key pathways to realize the vision.

Define the essential actions and actors needed to begin moving forward.

Launch a partnership of leaders committed to realizing the vision together.

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FIRST MEETING: Guiding Principles

We seek to envision a future where children experience extraordinary education. This will require rethinking the purposes of education and reimagining teaching and learning.

Our task is not to fix the current educational experience but to invent something new.

Creating extraordinary education for future generations will require us to move beyond our commitments to, and critiques of, the current system.

With a compelling vision, clear pathways for change, and committed partners, the leaders in this group can transform the future of education.

41


What Struggles to Get In

Early Childhood

Technology

InnovationPersonalized

Learning

New Systems Learning

Social Emotional

Learning

Partnerships

42


People Headed in Different Directions

College-Ready

Happy, Health

y

Children

Prepared Citizens

Equal Opportunities

Building the Leaders of Tomorrow

High Test Scores

High School

Graduation

43

TimeR

eso

urc

es

Tale

nt

Accountability

Current Debates

Extended Instruction

Time

Aligned Assessments

Student Testing

NCLB Waivers

Ali

gn

ed

C

urr

icu

lum

Inte

gra

tin

g

Tech

nolo

gy

Hirin

g

Pra

ctices

Teach

er

Pre

para

tion

E

valu

atio

n,

an

d P

D

More, Better, Different

44


Setting Course: A shared vision of success

45

Re-imagining Learning for the 21st Century

Collaborati

on

Teacher Preparation

Quality

Leadership

Early

Childhood

Blended

Learning

46


Vision of Success: Outcomes

47


U.S.-Pakistan Leaders Forum


To create a safe space where Pakistani and American leaders can build trust and launch partnerships that create value for both countries while improving mutual respect and understanding between the two societies.

To demonstrate that cooperation between American and Pakistani society can occur despite challenges in the inter-governmental relationship.

To shift perceptions among policy leaders in both countries in order to facilitate constructive policy making and greater stability in the overall relationship.

Project Mission


Increase bi-lateral cooperation

Form new partnerships

Identify shared interests

Build mutual understanding and respect

Engage diverse leaders

Advocate for policy reform

A Strategic Approach to Cultivating New Levels of Cooperation

Creating a Durable Platform for Cooperation

2011

2012

2013

2013

2013

2013

US-Pakistan Dairy Working Group

US-Pakistan Interfaith Consortiumwith Intersections International

Platform Extension and Partnership Building

Tim

e

US-Pakistan Higher Education Forum

Lahore Forum

Education and

Agriculture

Potomac Forum

Media, Arts and

Culture

2010

White Oak Planning Retreat

US-Pakistan Business Consortiumwith Atlantic Council

2013US-Pakistan Arts and Culture Working Groupwith Asia Society


3 Days 40+ Participants 3 Working Groups 15 Partnership Projects Identified

U.S.-Pakistan Leaders Forum - Feb 17-19, 2011


U.S.-Pakistan Leaders Forum on Media & Culture – June 17-19, 2012

3 Days 55+ Participants 2 Working Groups 18+ Partnership Projects Identified


2011 2012Number of US-Pakistan Sister

School Pairings:

7 11

2013 Goal25

Partnership of N.A.I.S and CAREPATXCAVAMDMOAZFLIANJ

CAWVMDNYALGAIN

2011 StatesParticipatin

g

2012 StatesParticipatin

g

Partnership Example: Sister Schools


U.S.-Pakistan Interfaith Consortium

2011 - 2012 2012 - 2013

Intersections

International Center for Religion & Diplomacy

Intersections

Lahore University of Management Sciences

International Islamic University of Islamabad

10 Participants 20 Participants

Town Halls

Media Coverage

Part

ners

Scop

e

Partnership Example: UPIC


1. Identify an issue

2. Map the players

and positions

3. Frame the issue

4. Build trust and

agreement

5. Create alliances

for action

A national issue where division or the failure to pool knowledge stands in the way of progress.

Conduct extensive research and interviews to map the key players, their positions, and their underlying interests.

Stakeholders develop a shared action plan to implement the solutions they recommend.

Identify a unique framing that will encourage diverse stakeholders to come to the table.

Organize stakeholders for a sustained and professionally facilitated dialogue that builds trust and relationships, clarifies differences, and surfaces areas for cooperation.

AssessmentDialogue Leading to

Action

Our Process


Exercise Slide 1

A national issue where division or the failure to pool knowledge stands in

the way of progress.


Exercise Slide 2


Exercise Slide 3


CONVERGENCE CENTER FOR POLICY RESOLUTION

1101 17 t h Street NW, Suite 1350Washington, DC 20036

TEL: (202) 973-4671 EMAIL: info@convergencepol icy.org

Fol low us on Twitter or fi nd us on Facebook: ConvergenceCtr

Thank You!

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