Bridging the Opportunity Gap - Corporate Volunteer …cvcofatlanta.org/resources/Documents/FSG...
Transcript of Bridging the Opportunity Gap - Corporate Volunteer …cvcofatlanta.org/resources/Documents/FSG...
1 © FSG |
Bridging the Opportunity Gap:
The Power of Collective Impact
FEBRUARY 29, 2016
2 © FSG |
Agenda for session
1 Introduction
2 Overview of Collective Impact
3 Small Group Sessions
4 Report Outs and Call to Action
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FSG is a mission-focused consulting firm that
works across sectors to drive social change
Hands On Consulting Idea Generation Communities of Practice
We conduct about 100
consulting projects per year.
We are experts in strategic
planning, learning and
evaluation, implementation
and organizational change.
Through papers, articles,
blogs and webinars, we
influence more than 250,000
people per year. Recent
groundbreaking ideas from
FSG include Collective
Impact and Shared Value.
With the goal of advancing
knowledge and practice, we
currently host communities
for community foundations,
as well as for practitioners of
Shared Value and Collective
Impact.
Sample Clients Sample Content Partners Current Communities
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We have worked with over 100 large companies and
have observed a real shift in societal engagement
• Wide range of
issues and
approaches
• Responsive to
local and
stakeholder
needs
• Large number
of small grants
Clustered Concentrated Ecosystem
Change Confetti
• Focus on a few
“buckets” of
issues
• Issues typically
aligned to
company or
employee
interests
• Focused, multi-
year signature
initiative in one
theme
• Leverages a
range assets
such as
funding,
volunteers, and
core business
• Structured
cross-sector
collaboration to
affect systems
change
• Addresses
complex social
problems
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Why ecosystem change? – A myriad of actors
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Why ecosystem change? – A myriad of factors
Parental
approval
Family
history
of abuse
Low perception of
parental monitoring
substance
free after-
school
activities
Family
involvement in a
child’s life
Laws and ordinances are
consistently enforced Availability- Retailers are
willing to sell to minors
Availability- Use in
social situations
Parental
attitudes
against abuse
Pro-Use
culture
Physician
interactions with
patients
Positive youth
dev. goals
Risk-taking
behaviors
Availability-
access at
schools
Availability-
Household
Low academic
performance
Education /
awareness
Places for disposal
of substances
Community
awareness of
abuse
Caring
parents
Stable
household
Unstable
household
Parent-
child
dialogue
Household
use of
substances
Having
friends
who
abuse
Family provides
structures, rules,
limits
Early age of
onset Delayed age of
onset
Policies exist to limit
use and availability
Adequate resources for
treatment and recovery
Positive
teacher
expectations
Partnership
between schools
and families
Youth
involve-
ment
School
counseling
Peers
disapprove
of use
Schools
have high
rates of
academic
failure
Low family and community
engagement with schools
Leadership
opportunities for
students Afford-
ability of
substance
Availability-
prescriber practices
Media
advertise-
ments
Peers accept
substance use
Inconsistent policy
enforcement
Low academic
performance
and motivation
Positive
media
messages
Norms
against
abuse
Clear
rules and
messages
around
substance
use
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Why ecosystem change? – A labyrinth of processes
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To be able to apply systems change strategies to
complex systems challenges – what has to be true?
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Agenda for session
1 Introduction
2 Overview of Collective Impact
3 Small Group Sessions
4 Report Outs and Call to Action
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The five conditions of collective impact
What do they mean, really?
Common
agenda
All participants share a vision for change that includes a
common understanding of the problem and a joint
approach to solving the problem through agreed-upon actions
1
Shared
measurement system
All participants agree on how to measure and report on
progress, with a short list of common indicators identified
and used to drive learning and improvement
2
Mutually
reinforcing activities
A diverse set of stakeholders, typically across sectors,
coordinate a set of differentiated activities through a
mutually reinforcing plan of action
3
Continuous
communication
All players engage in frequent and structured open
communication to build trust, assure mutual objectives, and
create common motivation
4
Backbone
support
An independent, dedicated staff (with funding) guides
the initiative’s vision and strategy, supports aligned
activities, establishes shared measurement practices, builds
public will, advances policy, and mobilizes resources
5
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The five conditions of collective impact
For the visual learners in the room
partner-driven
action
strategic guidance
and support = community
partner (e.g.,
nonprofit, funder,
business, public
agency, parent) Community partners
working on strategies
Backbone
support
• Guides strategy
• Supports
aligned activities
• Establishes
shared
measurement
• Builds public will
• Advances policy
• Mobilizes
resources
Steering
committee
Work
group
Work
group
Work
group Work
group
Chair Chair
Chair
Chair
Chair
Chair
Chair
Chair
Common agenda and shared metrics
* Adapted from Listening to the Stars: The Constellation Model of Collaborative Social Change, by Tonya Surman and Mark Surman, 2008.
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Collective impact in practice
Juvenile Justice Reform in Douglas County, NE
Across Douglas County, our vision is a comprehensive, coordinated, and community-wide
approach to juvenile services that eliminates the need for youth involvement with our justice
system while maintaining public safety. For all youth who do enter our justice system, our goals
are to provide effective, compassionate and individualized support that empowers youth
and their families to succeed and to build an environment of mutual trust and accountability.
Backbone Executive Director | Program Manager | Data Analyst
Steering
committee
20 leaders from
• County government
• Juvenile court
• Legal community
• Probation
• Detention
• Law enforcement
• Service providers
• Philanthropy
• School system
Youth Council
15-20 former or
current system
involved youth
(“Juvenile Justice
League”)
Work
group
Chair
Chair
7 Work Groups with a
total of over 120 people
• Families
• Schools
• Prevention
• Case processing
• Equity
• Data
• Policy
Community
300+ stakeholders
engaged through
• Interviews
• Focus groups
• Community events
• Site visits
• Online forum
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Collective impact is getting results
o In five years…
Track K-readiness, 3rd grade reading, HS graduation
By year five, 40 of 53 tracked student outcome indicators
moving in right direction
In Education
o 5,000 public housing
residents in new jobs
in five years
In Workforce Development
o 45% fewer youth
entering systems, no
decline in public safety
In Juvenile Justice Reform
o In eight years…
46% reduction in binge drinking
44% reduction in smoking
28% reduction in marijuana use
In Youth Substance Abuse Prevention
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There are many nascent and established collective
impact efforts and supports in Atlanta and in Georgia
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Collective impact only makes sense under certain
circumstances
Influential Champions
• Champions are respected by and have
ability to engage cross-sector leaders
• Government leadership is engaged
Urgency for Change
• Critical, complex problem in the
community
• Frustration with existing approaches
Availability of Resources
• Committed, potential funding partners
with sustained funding for 3 – 5 years for
the collective impact infrastructure
Basis for Collaboration
• Trusted relationships among cross-
sector actors
• Existing collaborative efforts
READINESS APPROPRIATENESS
Addressing the issue will require
leaders and organizations from
multiple sectors or systems,
including “strange bedfellows”
Addressing the issue will require
different kinds of interventions
or strategies (e.g., data, policy,
awareness, coordination,
identifying new solutions, etc.) at
the systems level and not just
replication of programs and
services
The issue impacts a significant*
part of the population and does
so in varied geographies
* Defining “significant” is more art than science
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The key for success in collective impact is
understanding these mindset shifts
Technical solutions
to problems
Adaptive solutions
to problems
Silver bullet Silver buckshot
Credit hoarded Credit as shared
currency
Focus on evidence Focus on evidence
and relationships
Source: Channeling Change: Making Collective Impact Work, 2012; Essential Mindset Shifts for Collective Impact; 2014.
Content expertise Content and
context expertise
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Agenda for session
1 Introduction
2 Overview of Collective Impact
3 Small Group Sessions
4 Report Outs and Call to Action
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Set-up
• Since Robert Putnam was with us this morning, we will
continue on the topic of OUR KIDS…
• Creating a better system for our kids will take many puzzle
pieces coming together – today we will suspend disbelief
and IMAGINE SUCCESS in metro Atlanta on four of these
1) A comprehensive
system from prenatal
to kindergarten
2) A seamless network
of in-school and out-
of-school support
3) A smooth pipeline
from high-school to
college and career
4) An engaged and aligned cadre of advocates for education reform
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Specifics
• Read your custom vignette
• Then discuss the following
questions as a small group…
dare to dream!
– What were the key elements,
however surprising, in securing this
dramatic positive progress?
– What measures of progress were
identified and tracked along the way?
– What was the unique contribution of
the business community?
– What other sectors were at the table
and what role did they play?
– How were they convinced to join the
effort?
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Agenda for session
1 Introduction
2 Overview of Collective Impact
3 Small Group Sessions
4 Report Outs and Call to Action
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Report outs
What did your small group determine as the
key recipe for success in getting to the
breakthrough described in your vignette?
What did your small group determine the unique
role of the business community to have been?
What new insights about collective impact did
this small group experience trigger for you?
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