The First 2000 Days Network Strategic Development Plan ... · PDF fileThe First 2000 Days...

First 2000 Days Network Evaluation Plan DRAFT- Jan 2016 1

The First 2000 Days Network

Strategic Development Plan

2015-2016

Written by: Blythe Butler First 2000 Days Network Weaver [email protected] Updated January 11, 2016

mailto:[email protected]


Contents Foreword ..........................................................................................................................................3

Ethos .................................................................................................................................................4

Purpose .............................................................................................................................................5

Context .............................................................................................................................................5

The First 2000 Days Network – Overview ..................................................................................... 10

Network’s Mission and Vision: ...................................................................................................... 11

Network Structure: Backbone Functions ...................................................................................... 11

Network Structure: Link to Governance ........................................................................................ 13

Network Process: Collective Impact and Network Theory ........................................................... 14

Collective Impact ....................................................................................................................... 14

Network Theory ......................................................................................................................... 16

Strategy Overview ......................................................................................................................... 18

Evaluation and Impact ................................................................................................................... 22

Shared Measurement ................................................................................................................ 23

Engagement & Facilitation ............................................................................................................ 25

Workplan & Results ....................................................................................................................... 27

Workplan ................................................................................................................................... 27

Project Results ........................................................................................................................... 28

Risk Management .......................................................................................................................... 30

Stewardship & Approvals .............................................................................................................. 33

Appendices .................................................................................................................................... 34

History of the Network .............................................................................................................. 34

Network Charter ........................................................................................................................ 35

First 2000 Days Interview Template .......................................................................................... 37

Learning & Evaluation Plan ........................................................................................................ 38

Network: Roles and Responsibilities ........................................................................................ 52

Network Participant Alignment Sheet (historical): ................................................................... 59


Foreword

This document is intended to provide an overview of the First 2000 Days Network’s strategies,

nested within the history and context within which the Network exists. We encourage the

reader to see this document as an outline of an approach that will continually adapt over time

based on changing capacity, needs and opportunities.

Part of the Network’s function is to guide the Network’s development based on the successes

and failures of the past, and to recognize the work being done by so many in our communities to

advance Early Childhood Development. The opportunity ahead is to increase alignment and

impact of those efforts.

You think that because you understand “one”

that you must therefore understand “two”

because one and one make two. But you forget

that you must also understand “and”.

- Sufi teaching story


Ethos It is essential for those interested and involved in the First 2000 Days Network’s journey to have an understanding of the dynamics of social change, innovation and systems. The following statements help to articulate those ideas to some degree. We put them here to help ground this document as they underpin the ethos of the First 2000 Days Network. On Early Childhood Development: “We know that when children thrive, they are likely to become adults who thrive and this contributes to the collective well-being of the province, now and into the future.1”. It is important to note that the First 2000 Days Network takes a systemic approach to understanding Early Childhood Development (ECD) and we recognize the importance of supporting ECD along a spectrum – from child and caregiver supports, all the way to an integrated ECD system at a provincial level. We do not see quality ECD resulting only in ‘school readiness’, but more broadly as the development of wise, responsible, resourceful human beings.

On Systems and Systems Change2: “Complex problems involve multiple factors and diverse partners that continually shape and re-shape one another. Consequently, these problems can never be fully or finally solved” [Leviten-Reid 2006]. An emerging body of scientific knowledge on complex adaptive systems uses the analogy of living eco-systems versus machines to describe the behaviours of people working on complex versus simple problems – “system-level behavior cannot be reduced to the behavior of individual parts… The focus shifts from what is to what is coming, from structure to dynamics” [Laszlo and Laugel 2000:26]. . . In general, all living systems will innovate (change), become more complex and deal with complexity by creating more order (converging). This is seldom a smooth or linear process and tends to speed up as more changes are introduced in the system. Eventually, a major new pattern will emerge and the system will fork off into a new direction [Laszlo and Laugel 2000:28]." “Systems thinking transcends disciplines and cultures and, when it is done right, overarches history as well. The behaviour of a system cannot be known just by knowing the element of which the systems is made.”3 “Systems change is….a fundamental change in policies, processes, relationships, and power structures, as well as deeply held values and norms.” (Kania, Gopal. 2015) In order to increase an understanding of systems change, focus on: “Build on existing trends and momentum in the system; Pay greater attention to connections and interdependence; Employ rigor after the strategy has been developed; Be systematic about measuring systems change; “Be the change” by building internal adaptive capacity”.4

1 Together We Raise Tomorrow. An Alberta Approach to ECD, 2013. Government of Alberta

2 Action for Neighbourhood Change articles, quotes provided by Iris Spurrell, Ready4Learning and First 2000 Days Backbone team member.

3 Thinking in Systems. A Primer. Donella H. Meadows, Edited by Diana Wright. 2008. The Sustainability Institute. 4 Kania, John and Srik Gopal, SSIR blog, November 20, 2015

http://ssir.org/articles/entry/fostering_systems_change?utm_source=newsletter&utm_medium=email&utm_content=Fostering%20Systems%20Change%2C&utm_campaign=20151202fsgfalldigest


On Innovation: “…The levels and types of innovation are as varied as the levels and types of tasks or challenges that individuals and communities face where some type of new capacity, resource or approach would be useful Developments that address problems or opportunities the group can readily identify and agree on, and don’t threaten existing interests, require only modest levels of combined innovation and leadership capabilities. Development is harder when what most needs doing is not readily seen or understood by the group, and much harder yet when what most needs doing is not only not seen, but runs counter to the group’s existing habits, interests and the way they think about themselves, their situation and their responsibilities. The highest levels of innovation and leadership focus not just on solving pressing problems or pursuing significant opportunities, but also on developing the adaptive capacities of the group with which they are engaged. Effective social innovation is really a dynamic ecology of influences working together, not a single process.”5

Purpose

The purpose of the First 2000 Days Network is to increase coordination and collaboration

between parties involved with Early Childhood Development (ECD) in order to ensure that

children aged 0 to 5 meet their optimal development before they enter kindergarten.

Stakeholders include provincial and municipal government, non-profit agencies, private sector

organizations, individuals, and community members all with an interest in creating more

effective ways to improve the ECD learning outcomes of children.

Context

The Issue

The latest EDI (Early Development Instrument) data released by the Government of Alberta

(April 2014)6 indicates that only 46.4% of Alberta’s kindergarten-aged children are developing

appropriately in all five areas of development; and a higher percentage of young children in

Alberta are experiencing developmental difficulties as compared to the Canadian norm.

The Urgency

Never before have we had such a clear picture of how the youngest members of our society are

faring. Investing in early childhood development is an act of prevention: prevention of investing

in additional supports in schools, prevention of drop-out rates, prevention of future crime rates.

If even a fraction of the current investments in those areas were made in early childhood

development, society could save billions of dollars over time.7

5 Definition of innovation and leadership taken from Action Studies Institute, Ken Low, 2015. See Human Venture Institute.

6 www.ecmap.ca 7 As an illustration of this point, it is estimated that by just improving the high-school completion rate in Canada by 1% would save $7.7 Billion annually in social assistance, costs of crime, lost earnings, tax revenues, employment insurance and other public expenditures. Park, D.E. (2010). Economic Aspects of Development and Prevention of Criminality Among Children and Youth.

http://www.ecmap.ca/


The Landscape

Although the Network’s outcomes are currently focused geographically on Calgary and area; we

are aware that we are nested in a broader system and changes to that system have potential

deep impacts on our local approach. We also hope to model the behaviour and collective

action approaches necessary for system-level change at a local level, so that those can be scaled

up over time.

An essential component to being able to work effectively within the ECD landscape is having an

understanding of the past and current political climate in which the Network is operating. After

44 years of Conservative leadership in the Province of Alberta, in May 2015 a New Democratic

government was elected. All existing ECD initiatives are under review and likely subject to

changes given the shift in power.

In addition, the economic landscape in Alberta has drastically shifted at the time of writing,

reducing revenues for the Province due to low oil & gas prices globally. This will no doubt have

an impact on investments in the social sector and could negatively impact the ongoing

investment in ECD generally and the Network specifically

In particular, the efforts of the following systems-level initiatives and organizations are crucial to

understanding the context within which the First 2000 Days Network is operating. Table 1 lists

some of these initiatives, it is not exhaustive:

Table 1: Sample of Systems-Level Initiatives & Organizations Impacting ECD

Resource/Organization Explanation Link Together We Raise Tomorrow: An Alberta Approach To Early Childhood Development, document created by the Early Childhood Priority Initiative Team (Human Services, Education and Health)

Early Childhood Development Provincial Strategy document, prepared by the Tri-Ministry of the Government of Alberta.

http://earlychildhood.alberta.ca/

Early Childhood Mapping Project (ECMAP)

Project undertaken to support the collection of EDI data and support local community responses by the Government of Alberta

www.ecmap.ca

The Muttart Foundation Private foundation supporting the development of a framework for early learning and care in Alberta.

http://www.muttart.org/early_childhood_education_and_care

Palix Foundation (formerly Norlien) and the Alberta Family Wellness Initiative

Private foundation dedicated to bringing together leading scientists, policy makers and health care professionals in the related fields of early brain development.

http://www.albertafamilywellness.org/

Justice Board of BC and the Vancouver Board of Trade. P.56. Early Childhood Development is a prevention factor in high-school completion rates.

http://earlychildhood.alberta.ca/

http://www.ecmap.ca/






Let’s Talk about the Early Years: Chief Medical Officer of Health

Document to support understanding and engagement regarding the importance of early childhood development in Alberta.

http://www.health.alberta.ca/documents/CMOH-Lets-Talk-Early-Years-2011.pdf

Early Years interventions of the United Way (Edmonton & Calgary)

Both major urban United Ways support early childhood development and agencies who support the early years. Past initiatives include Success by Six (Edmonton), as well as Upstart (Calgary).

www.calgaryunitedway.org/ myunitedway.ca/

Work of the Early Years research, training and accreditation bodies

University of Calgary

Center for Child Well-Being, Mount Royal University

Alberta Child Care Association

Accreditation of Early Learning and Care Services

Child and Youth Care Association of Alberta

ARCQE

Work of the Alberta Centre for Child & Family Research

The Alberta Centre for Child, Family and Community Research (The Centre) exists to improve child wellbeing by conducting, funding and mobilizing research for evidence-informed policy and practice.

www.research4children.com

Calgary Healthy Families Collaborative

The Calgary Healthy Families Collaborative (CHFC) promotes positive childhood outcomes, healthy child development, effective parenting skills and community connections through strength-based home visitation services

http://www.calgaryhealthyfamiliescollaborative.ca/

Calgary and Area RCSD The Calgary and Area Regional Collaborative Service Delivery (RCSD) is one of seventeen regions that are part of a provincial initiative to support the integration of services for children and youth.

http://www.calgaryandarearcsd.ca/who-we-are/

Vibrant Communities Calgary: Enough For All Poverty Reduction Strategy

The poverty reduction strategy recognizes affordable, accessible, quality childcare as a key lever to reduce poverty.

http://www.vibrantcalgary.com/vibrant-initiatives/enough-for-all-strategy/

The most recent EDI results come at a time when the number of provincial and local ECD efforts

has increased, and progress has been made on many fronts. The Network is one mechanism to




http://www.calgaryunitedway.org/

http://www.research4children.com/




build on this momentum. Figure 1 lists some of the ECD initiatives that have taken place in

Alberta in recent history8.

Figure 1: History of ECD Initiatives in Alberta

8 Benzies, K. (2013). Backgrounder for a Provincial Approach to Alberta Early Childhood Development Research and

Innovation. Calgary, Alberta: University of Calgary.


A Response:

One response to this landscape and to the current EDI results is the creation of the First 2000

Days Network. The Network is focused on improving integration between existing and potential

future interventions in the ECD system. The Network does not have ECD programs of its own; it

is not a funder. The Network is a collective response to improving outcomes for children, by

focusing on how we work together in order to improve systems-level change.

A comprehensive, integrated approach to interventions and services has

greater potential to improve outcomes in multiple domains.9

What Do Effective Community Early Childhood Systems Look Like?10 “Community-based early childhood systems… is more than just “connecting the dots.”… early childhood systems need to be grounded in a core set of values and strategies that guide their work. The most effective early childhood systems:

Support the importance and role of families in raising healthy and resilient children.

Use intentional developmental activities to increase parental skills and capacities and build the full range of conditions research has shown to improve outcomes for children.

Align and integrate multiple sectors and systems critical to early childhood development (e.g. parenting, health, mental health, early learning and development and family leadership and support).

Share accountability for results across multiple sectors.

Use data to inform continuous system, program and practice improvements and innovations.

Strengthen social networks, a sense of community and opportunities for leadership and collective action among residents.”

9 Benzies, K. (2013). Backgrounder for a Provincial Approach to Alberta Early Childhood Development Research and Innovation. Calgary, Alberta: University of Calgary. References 10, 11 in document. 10 Center for the Study of Social Policy, accessed November 2015. http://www.cssp.org/reform/strengtheningfamilies

http://www.cssp.org/reform/strengtheningfamilies


The First 2000 Days Network – Overview

The First 2000 Days Network acts as a catalyst for linking, aligning and leveraging efforts in the

Early Childhood Development system to enable collective action toward improving ECD

outcomes. The Network’s approach is guided by two main frameworks:

Collective Impact: Collective Impact is a framework to tackle deeply entrenched and

complex social problems. It is an innovative and structured approach to making

collaboration work across government, business, philanthropy, non-profit organisations

and citizens to achieve significant and lasting social change.11

Network Theory: A framework for understanding how to cultivate a network mindset

to effectively build the capacity of networks to support social change.12

Using collective impact language, the First 2000 Days Network has a “backbone” structure which

provides strategic direction to the Network, coordinates organizations undertaking activities

aligned with the Network’s strategy, works with the community to develop shared outcome

measurements and report on results, raises awareness about Early Childhood Development,

advances policy changes, and helps identify funding to support strategy implementation. The

Network’s Backbone facilitates, coordinates and guides unique contributions from individuals,

coalitions and organizations, and acts as a catalyst for learning, connecting, and collaborative

action with the ultimate goal of supporting children to reach their optimal development.

Participation in the backbone is open and welcome, based on the participant’s willingness to

commit to the Network’s Guiding Principles and ability to contribute energy, resources, ideas and

time to this function on behalf of the entire Network.

The Network’s aim is to focus on how we work together to improve ECD outcomes, as much as

on the what.

The fundamental philosophy that guides the Network is a commitment to continuous

improvement, fostered by a culture of adaptive learning. The Network evaluates its activity on a

number of different fronts: considerations about what it means to be successful, internally, as a

network & collective impact initiative, but also what impact the existence of the Network is

having on improving ECD outcomes.

11 www.fsg.org/CollectiveImpact Accessed November 2015 12 http://www.geofunders.org, Monitor Institute: Catalyzing Networks for Social Change http://www.geofunders.org/resource-library/all/record/a0660000008GpukAAC Accessed November 2015

http://www.fsg.org/CollectiveImpact

http://www.geofunders.org/

http://www.geofunders.org/resource-library/all/record/a0660000008GpukAAC



Network’s Mission and Vision:

Vision: Children from conception to six are supported by family and community in order to reach their optimal development in the following five areas13:

• Physical health & well-being; • Emotional maturity; • Social competence; • Language & thinking skills; and • Communication skills & general knowledge.

Mission:

To enable unique contributions from a diverse group of individuals and organizations to achieve the vision of the First 2000 Days Network by acting as a catalyst for learning, connecting, and collaborative action.

Network Structure: Backbone Functions The “Backbone”14:

The First 2000 Days Network has a Backbone structure that performs the following key

functions:

Guides vision and strategy

Supports alignment & leveraging of activities

Establishes shared measurement practices

13 These five areas of development are based on the Early Development Instrument developed by Offord Center at McMaster University: https://edi.offordcentre.com/ 14 http://www.collaborationforimpact.com/collective-impact/the-backbone-organisation/

“…change goes beyond any specific program; it is a broad concept that includes

beliefs and norms, institutional structures and practices, social structures,

comprehensive policies, leadership, engagement, social interactions, power

dynamics, and so on. Social change is also long-term endeavour, any enterprise

aimed at social change must consider the dynamic flow of progress and setbacks.” Impact, Influence, Leverage and Learning Outcomes Framework, ORSimpact.com

https://edi.offordcentre.com/


Facilitates communication & engagement

The Backbone serves to provide logistical support, strategic direction to the Network, have a

broader view of what is happening within the Network, and to continuously learn about the

Network and communicate with Network participants with the goal of continuous improvement.

It supports a number of activities that help the Network work toward its ultimate goals of

sharing, aligning and leveraging amongst Network participants. To be a successful Backbone the

Network must strike a balance between coordinating, maintaining accountability and providing

leadership, while supporting the community to embrace collective ownership.

Figure 2 is an illustration of the core functions of the First 2000 Days Network’s Backbone. It

illustrates the Backbone acting as a convenor between larger system-level interactions and

organizations, and the organizations that connect directly with parents and children. As the link

between clusters of activity – or nodes -the First 2000 Days Network’s Backbone will build the

structures necessary to support communication, measurement and activities within and

between players.

Figure 2: The First 2000 Days Network – Backbone Function

The Network’s collaboration efforts are currently focused geographically on Calgary and area in

terms of the participants involved. There is an opportunities broaden its impact by supporting

other regions by offering lessons learned and tools that have been developed so others can take

ownership and adapt to their own needs and resources.

Backbone Functions:


Network Structure: Link to Governance The First 2000 Days Network’s structure is designed to match the way social networks function, and to support our mission of acting as a catalyst for learning, connecting, and collaborative action in alignment with the elements of a collective impact framework. Networks are made up of various nodes, each of which contributes to the overall strength of the network in different ways15. The role of the First 2000 Days Network’s Backbone is to provide the coordination, organization, leadership and associated structures and processes so that all of the nodes in the Network can contribute to the Network’s goals. This will require developing guided processes that will enable the Network to manage complexity, leverage resources and measure results.

Various nodes of resources and the connections between them makes up a complex milieu of the Network (Figure 3). Contracted staff and Backbone members (termed ‘Catalyst Team’ in this image) are responsible for coordinating, organizing, and leading the processes that build the capacity of the Network. Their activities are grounded in Network Theory which provides a framework for understanding how to cultivate a network mindset to effectively build the capacity of networks to support social change.16

15 Inter-Organizational Networks A Review of the Literature to Inform Practice, IBM Center for The Business of Government. Janice Popp et al. and research by Danielle Varda, University of Colorado, Denver. 16 Monitor Institute: Catalyzing Networks for Social Change http://www.geofunders.org/resource-library/all/record/a0660000008GpukAAC Accessed November 2015

“Working closely with others to achieve a

common goal can be very challenging given that

values, beliefs and ways of working are often

entrenched. It requires time to develop

relationships and trust.” Community Investments & Collaborations: Guide for Evaluating

Collaboratives United Way of Calgary & Area




Figure 3: The First 2000 Days Network – Structure linked to Governance

Note that Network Participants can be: Coalitions, Organizations, Initiatives, Individuals, etc.

Network Process: Collective Impact and Network Theory

Collective Impact

The Collective Impact framework forms the foundation for the approach that the Network uses to get stakeholders to work together on common issues. This is an innovative method because the intent is to influence large-scale social change through better cross-sector coordination with the assumption that more progress to addressing complex social problems will occur when government, business, philanthropy, non-profit organisations and citizens are brought together.17

In order to understand the nature of the Network’s activities, a basic understanding of the Collective Impact framework is required. The Collective Impact framework will not be

17 www.fsg.org/CollectiveImpact

http://www.fsg.org/CollectiveImpact


described here in detail, however, those wishing to contribute to the Network will be required to be well-versed in Collective Impact.

As an overarching view, the five components of Collective Impact are:

Figure 4: Five Conditions of Collective Impact

The most important part of collective impact is not the five conditions, but how the five

conditions are created and sustained by the participants in the Network. The Network takes a

“Show, Don’t Tell” approach to Collective Impact: we demonstrate and model the behaviours

required for Collective Impact to be sustainable.

In our case, the Collective Impact framework is demonstrated in Figure 5:

Figure 5: Collective Impact Mapped to the First 2000 Days Network

Collective Impact According to The First 2000 Days Network Common Agenda All participants in the network have a shared vision for change,

which includes a common understanding of the problem and a joint approach to solving it. This shared vision is captured in the First 2000 Days Network’s vision & mission.

Shared Measurement The Backbone team will collect information on various indicators that help us understand whether we are successful in working towards achieving our common agenda. The Strengthening Families framework, developed by the Center for the Study of Social Policy, is a key piece to this shared measure approach.

Mutually Reinforcing Activities

Network participants will continue to work in unique ways across the sector. As a result of the Network, participants will work


together to ensure activities are more intentionally coordinated and reinforce one another.

Continuous Communication Network participants not only communicate with each other but also back to the Backbone. The Backbone works to consolidate this information and share it back in a continuous feedback loop with network participants.

Backbone Support The Backbone provides the logistical support to the network along with more specific supports such as an approach to evaluation and communication. (See Network Structure - Backbone Functions)

Collective Impact - Maturity Scorecard

The Network will evaluate its progress toward collective impact using the following Collective

Impact Maturity Scorecard (developed internally)18. This scorecard will be updated and adapted

as new research in the field of collective impact emerges, and will also serve to provide as a

feedback loop into the developments of the First 2000 Days Network as it progresses through

the Phases of Collective Impact. The ongoing development of this scorecard will also inform the

developmental evaluation being undertaken by the Network.

Network Theory

One of the main drivers for applying a Network approach to the First 2000 Days Network was due to its focus on relying on a different culture and mindset as outlined in the image below19, as well as the focus on collaborative approaches that support components of the Collective Impact approach. In addition, the network theory and research links outcomes to the process outcomes of collaborative initiatives20. Figure 6: Network Mindset vs. Traditional Organization

18 For a copy of the Collective Impact scorecard please contact [email protected] 19 Monitor Institute: Catalyzing Networks for Social Change http://www.geofunders.org/resource-library/all/record/a0660000008GpukAAC Accessed November 2015 20 Evaluating Collaborative Processes Presentation May 2015 Network Leadership Symposium and November 2015 by Dr. Darrin Hicks, University of Collorado, Denver




By using a network approach to development, a major challenge for the First 2000 Days Network is how to partner with “other organizations, agencies, and groups to collaboratively address its social and political goals while effectively maximizing resource sharing of the partners involved”21. In order to gather data on the quality of the First 2000 Days Network’s collaborative approach, a network analysis process has been used analyze the collaboration amongst Network participants to determine whether efforts to focus resources on partnership or collaborative development are working. Various key aspects of a healthy network such as levels of trust, collaboration, resource contributions and congruence to the common agenda are analyzed22. Merging Collective Impact and Network Theory: The following image shows how the First 2000 Days Network thinks about how to merge both Collective Impact framework with network theory. Essentially, the Collective Impact framework largely guides ‘what’ the Network does in terms of functional requirements, and network theory guides the “how”. Both have impact on the Network’s structure and culture. Figure 7: Merging Collective Impact and Network Theory:

21 http://www.partnertool.net/ Dr. Danielle Varda, Assistant Professor at the School of Public Affairs, University of Colorado Denver 22 To see Network Analysis results please contact [email protected]

http://www.partnertool.net/


Strategy Overview The Network has identified four strategies that it will focus on to influence social change within the ECD system through its Collective Impact process. These include:

1. Behaviour Change: Build relationships and trust among network participants by convening participants on a regular basis in meaningful ways.

2. Collective Action: Provide a framework through which network participants can start to understand their work in a common way and to have a larger view of what is happening across the city so that intentional alignment can be supported.

3. Systems Change: Increase understanding and collaboration with provincial-level activities related to ECD in order to inform local action.

4. Adaptive Learning: Continuously learn what is working and what can be improved so that the best practice emerging from the field can be leveraged.

Each of these strategies has specific objectives that will be met by implementing associated action items as outlined in the Network’s Evaluation Plan. Table 2 illustrates both functional and implementation strategies associated with the Network’s Theory of Change and Learning & Evaluation process23.

23 See Appendix for the full Learning and Evaluation plan.


Table 2: First 2000 Days Network Strategy Table

First 2000 Days Network Strategy Table

Vision Mission Guiding Principles24

Children from conception to six are supported by family and community in order to reach their optimal development in the following five areas: • Physical health & well-being; • Emotional maturity; • Social competence; • Language & thinking skills; and • Communication skills & general knowledge

To enable unique contributions from a diverse group of individuals and organizations to achieve the vision of the First 2000 Days Network by acting as a catalyst for learning, connecting, and collaborative action.

Trusting: a focus on building trusting relationships Collaborative: shared responsibilities amongst the group to lead and contribute Participatory: many voices heard & opportunities to engage Authentic: planning, process and implementation are in-line with vision and purpose Transparent: access to information is shared, decision-making processes are known, status of actions is visible Adaptive: Revisions are encouraged based on learning, changes in the environment and people involved.

Goals

• The short-term goal of the First 2000 Days Network is to create backbone structures to support community, organizational and family contributions to support early childhood development in Calgary and Area. (2 years)

• The medium-term goal of the First 2000 Days Network is to create a sustainable, respected, influential voice for Early Childhood Development in the Province of Alberta. (5 years)

• The long-term goal of the First 2000 Days Network is to significantly reduce the number of children who are struggling in one or more areas of development. (10 years)

Theory of Change

If we are able to build on the momentum in the Early Childhood Development space in Calgary through sharing, aligning, and leveraging what is working, we will have better outcomes at the system, agency and community level, which will ultimately mean better outcomes for children.25

Backbone Functions to

support

Strategies Implementation Focus Areas & Activities

Outcomes Impact

24 Based on the research of Darrin Hicks and Carl Larsen, University of Colorado, Denver as well as Network Leadership research by Janice Popp. 25 Research has found that the type and strength of collaboration can have a positive impact on intended outcomes. Hicks et al (2008). The Influence of Collaboration on Program Outcomes: The Colorado Nurse Family Partnership. Evaluation Review 32 (5).


Guides Vision and Strategy Supports alignment & leveraging of activities Establishes shared measurement practices Facilitates communication & engagement

Behaviour change: Build relationships and trust among network participants by convening participants on a regular basis in meaningful ways.

Connect existing early childhood development initiatives to better coordinate actions and share and build on learnings, research and evaluation i.e.) Network Nights: these informal gatherings help people share and learn what is happening in the sector and to build relationships over food. Facilitate access to quality early childhood information and resources Co-convene thought leadership events or workshops Advance relevant new research and policy issues Identify and act on opportunities for collaborative action Highlight work of individual coalitions, organizations, researchers, and individuals who exemplify best practice in ECD

Individuals that work within systems, organizations and at the community level: -Share what they are doing more openly with one another. -Align what they are doing in their own work with those around them. This alignment may take place based on the guiding principles identified by the research on Strengthening Families developed by the Center for the Study of Social Policy.26 -Leverage existing approaches or interventions that have demonstrated success in order to enhance, improve, create value, build on, strengthen what one another are doing and reduce waste and duplication of effort and resources.

Children and families experience the benefits of a sector that is working together toward the same goals (measured against the research on Strengthening Families developed by the Center for the Study of Social Policy).27 Children are supported to reach their optimal development during the early years (measured by the EDI)

Collective Action: Provide a framework through which network participants can start to understand their work in a common way and to have a larger view of what is happening across the city so that intentional alignment can be supported. Systems Change: Increase

Network Mapping & Assessment: The network will be continuously mapped so that there is a real-time understanding of the areas network participants are working towards. This will give the backbone the broadest view of what is happening in the sector so it can be communicated to network participants. Common language toward shared measurement: The backbone will provide network participants with a common language to use: the research on Strengthening Families developed by the Center

26 For details about the Strengthening Families framework see: Browne (2014). The Strengthening Families Approach and Protective Factors Framework: Branching Out and Reaching Deeper. Center for the Study of Social Policy. 27 Ibid


understanding and collaboration with provincial-level activities re: ECD in order to inform local action.

for the Study of Social Policy. 28 This will provide the framework under which network participants can align their activities. Communities of Learning and Practice/Common Thread Conversations: The network will bring together individuals with common interests for intentional, facilitated conversations to promote alignment of activities within people’s everyday work.(i.e. Childcare Strategy development) Engage and Inform: Support, inform and participate in key discussions regarding Tri-Ministry strategy, and provincial policy re: ECD.

Adaptive Learning: Continuously learn what is working and what can be improved so that the best practice emerging from the field can be leveraged.

Developmental Evaluation: The backbone is constantly collecting information about itself and network participants and sharing successes with the broader network so they can be leveraged.

Feedback loops for continuous learning and improvement at all levels.

28 Ibid.


Evaluation and Impact

The Network’s objectives focus on how stakeholders work together to improve ECD outcomes as

well as on what is achieved. To assess the how and the what, the Network continually evaluates its activities to ensure that it is functioning as a Collective Impact & Network entity influencing social change to improve ECD outcomes. Adaptive learning is one of the strategies for the Network to achieve intended objectives and it also underscores its philosophy.

Assess Early, Often and on Multiple Fronts29:

Because learning is such an integral part of the Network’s current strategy, it is essential for the First 2000 Days Network to actively strive to embed a culture of learning and adaptation within the Backbone and among Network participants. We believe in the importance of being able to question, adapt and experiment in order to grow. This culture of adaptive learning has an impact on the way that learning is able to be integrated to inform action; it is also tied to the importance of the culture of a well-functioning network, generally. The importance of openness, transparency, inclusion, trust and respect are not only important to support a learning process but are also important to support a successful, strong network of people.

29 As presented by Blythe Butler to the Tamarack Institute’s Collective Impact Forum Group November 5, 2015


The Network has developed a Learning & Evaluation plan in order to guide our efforts. As part of that plan and in order to build a culture of trust and learning amongst Network participants, the Network has established several learning mechanisms, both internal and external. These are:

Collective Impact Maturity Scorecard

Recurring interviews with Network participants

Network Night and event evaluations

Community of Learning & Practice evaluations

Social media and resource sharing evaluations

Theory of Change and data collection methods

Learning & Evaluation capacity building for ECD Coalitions

Participation in the Outcomes Harvesting pilot program

Use of Strengthening Families approach to inform Network practices re: shared measurement

Network mapping and assessment

These learning mechanisms will ensure we are tracking our learning and development as we move forward in growing the Network. These processes and tools will provide a record of our learning process, and will loop back into our capacity building focus and continuous improvement ethos.

Shared Measurement

Shared measurement is a key component of the Collective Impact framework because it is recognized that this approach can help move the process “beyond the fragmented and disconnected efforts of nonprofits by creating a new degree of coordination and learning that can magnify the impact of funders and grantees alike.”30 The Network views Shared Measurement as a driver for strategic development within the Collective Impact framework: Figure 8: Shared Measurement as a Strategic Driver

30 http://www.fsg.org/publications/breakthroughs-shared-measurement

“Learning is about field-building and advancing knowledge which… is a

critical part of any endeavour seeking to advance social impact. A more

sophisticated understanding of what constitutes progress… led to wider

consensus about how components such as shifting norms, development

of organizational capacity, and strengthened alliances were

interconnected with and supported of gains.” Impact, Influence, Leverage and Learning Outcomes Framework, ORSimpact.com


It is essential to note that given the Network’s current stage of organizational maturity, we are primarily using the Shared Measurement component of the Collective Impact framework as a driver for engagement and capacity building efforts. The Network has identified the Strengthening Families framework developed by the Center for the Study of Social Policy as a Shared Measurement ‘lens’ with which to understand progress toward social change in the ECD system. The rationale for using the Strengthening Families framework as a guide for Shared Measurement is because it:

Is researched and evidence-based

Supports mid-term, proximate measures for progress in Early Childhood Development

Supports the population-level outcomes of the EDI

Is reflected in Alberta’s ‘Together We Raise Tomorrow” ECD strategy

Is used by a variety of local community organizations for their own assessments and is already recognized as a legitimate tool.

The Strengthening Families approach will help the Network to measure the steps that need to

be taken in order to achieve population-level change. The network intends to use this approach

in two distinct ways:

1. Use the five factors outlined in the framework to determine whether there is movement

(at the organizational, community and agency level) toward our ultimate goal. This will

allow the network to tell a story of the ECD landscape in Calgary and Area using

consistent, meaningful language.

2. Use the resources developed by the Center for the Study of Social Policy to guide

organizations, community groups or agencies to build capacity in moving towards a

more aligned approach to measurement.

The network strongly believes in the benefits of aligned measurement systems because it allows different organizations, with different approaches or strategies to be able to speak the same language and more easily work towards the same goal.


Figure 9: The Centre for the Study of Social Policy - Protective Factors Framework

Engagement & Facilitation

A detailed Engagement, Change and Communications (ECC) strategy will be developed as part of this project, as a separate document.

This ECC strategy will identify:

Each type of Network stakeholder, including Provincial-level policy development as well as parents; and identify the nature of the engagement with that stakeholder group by the Network over time.

The types of resistance that each stakeholder may experience and the change strategy to mitigate or meet those resistance points.

The communications methods required to engage each stakeholder type, with an accompanying communications plan.

The communications plan will include sub-strategies such a social media and conventional media strategies.

Engagement Supports

Each participant in the Network will be oriented and supported through their participation in the Network, based on their current involvement in the ECD sector and their existing capacity and interests. As part of the Network’s commitment to ensuring the quality, rigour and standards required to ensure the Network’s goals and measures are achieved participant’s capacity to engage with the Network will be supported by, but not limited to:


Participate in Network events and workshops

Capacity building opportunities re: collective impact, Network mapping & assessment; learning & evaluation

Align and report on the shared goals and measures of the Network based on the Strengthening Families approach

Supported to act as an internal (to an organization) champions of early childhood development and the work of the Network

Be familiar with the Network Principles as outlined in the Network’s Charter


Workplan & Results

Workplan

The overarching workplan and high-level deliverables for 2014 – 2016 for the Network is

illustrated below (Figure 10), based on the information submitted to our funding agencies:

Figure 10: First 2000 Days Network Workplan Overview

As part of this workplan, people and teams with expertise in each of the key areas will need to

be put in place in order to build the capacity in the Backbone, as well as in the broader Network

nodes.

The Backbone will recruit individuals with the following competencies to build the structures

and processes required to implement the work plan:

Measurement and evaluation


Project Management

Change management and communications

Reporting and data management

Network mapping & analysis

Community outreach, development & capacity building

Influential leadership

Project Teams will be created to execute:

1. Change management, communication and training

2. Outcomes, evaluation and shared measures

3. Network mapping and analysis

4. Funding strategy

Project Results

The following “Project Results” articulate specific results that will be achieved by the First 2000 Days Network by June 2016: The First 2000 Days Network will create backbone structures to facilitate, connect, guide and measure community’s progress toward achieving the goal(s). In the short term (2 years) the following key functions of a backbone organization will be created, with associated results:

Key Function re: Collective Impact

2-yr Results as defined in April 2013

Sustainable funding model

$400,000 secured from initial funder

$100,000 secured from funding agencies (Calgary Foundation, United Way

$500,000 secured from corporations (5 companies at $100,000 each)

Cross-sectoral, influential leadership

Recruit 12-15 representatives from cross-sector organizations to commit to monthly-in person meetings and act as champions for Early Childhood Development within their organizations and sectors. The goal is not to duplicate existing efforts, but to leverage existing momentum and expertise.

Widen reach and commitment of organizations to the Network

Based on Network mapping, identify and recruit key organizations and individuals to join the Network.

Number of organizations participating in the Network will triple.

Baseline data on all participant organizations (mission, vision, measures) will be gathered.

Change Management A robust change management strategy will be developed and be executed to ensure key stakeholder engagement and support awareness, participation, on-boarding and impact is sustained throughout all levels of the Network


Cascading Communications

A communications strategy will be developed and be executed to ensure robust, cascading communications amongst Network participants.

Shared Measurement The participants of the network will have initial shared measures - a small, common set of indicators – determined, and a process for reporting those measures.

Key personnel for backbone organization

Key people will be in place as part of the backbone organization to complete the required work. The competencies required are:

Measurement and evaluation

Change management and communications

Reporting and data management

Network mapping & analysis

Community outreach, development & capacity building

Influential leadership

Volunteers and voluntary contributions

Capacity Building The capacity building focus of the First 2000 Days Network will be on providing education, training and mentoring for the Network’s participants to work as a Network and leverage their collective insights and wisdom to advance the work the early childhood development sector.

Developmental Evaluation Developmental Evaluation will ensure we are tracking our learning and development as we move forward in creating the Network. This will provide a record of our learning process, and will loop back into our capacity building focus. As we learn and evaluate each stage of development, we will share those learnings with the broader Network participants.


Risk Management

Preliminary risk identification and qualitative analysis has identified the following key risks to this project. They are illustrated below (as of summer 2015):

Risk

Pre-mitigation

Mitigation Plan

Post-mitigation

Impact

(H / M / L)

Probability

(H / M / L)

Impact

(H / M / L)

Probability

(H / M / L)

Commitment to change Lack of support from existing, influential organizations to come on board.

H M Early engagement with key leaders in community

Leverage momentum from grass-roots activities to demonstrate early wins and successes.

H L

Resistance to change Existing players in the ECD landscape are not willing to change in order to support the Network in a cohesive way.

H H Comprehensive stakeholder analysis and change management plan to outline engagement strategy in detail

Appropriate & effective capacity building and Network engagement at all levels.

Ensure the Network understands and meets the needs of the stakeholders involved.

H L

Absence of provincial ECD governance model

A gap in governance re: ECD provincially may lead to a disconnect between what the Network is doing and

M M Seek opportunities to share Network strategy in order to inform future governance

Link with key stakeholders in Government to

M L


Risk

Pre-mitigation

Mitigation Plan

Post-mitigation

Impact

(H / M / L)

Probability

(H / M / L)

Impact

(H / M / L)

Probability

(H / M / L)

what the provincial ECD strategy is supporting, over time.

provide support and engagement in the governance process

Lack of integration and alignment with new ECD Provincial ECD strategy

H M Build, maintain, enhance relationships with new government and experienced civil servants that support the ECD agenda

Stay informed on developments through key stakeholders and identify opportunities to inform and find opportunities for alignment

H L

Resources the right dedicated resources are not in place to deliver or do not have time to support project.

H H Identify resource gaps early on in the process

Recruit additional resources in a timely manner

Leverage existing resources in the Network

Work with existing funders to support a long process of social change; identify new resources.

M L

Scope and Complexity

Social change takes time, is difficult and messy and can be

H M Building a culture of trust and persistence with the Backbone team so that the complexity does not

H L


Risk

Pre-mitigation

Mitigation Plan

Post-mitigation

Impact

(H / M / L)

Probability

(H / M / L)

Impact

(H / M / L)

Probability

(H / M / L)

confusing and disengaging.

become inhibiting for the goals of the project.

Funding Capacity

Reduced funding

sources as a result of

lower oil prices and a

slowing Alberta

economy.31

H H Secure funding from provincial sources or national foundations who may be interested in supporting the network as a social innovation project vs. only on local ECD outcomes.

M M

31 The economic landscape in Alberta has drastically shifted recently which has resulted in reduced revenues for the Province due to

low oil & gas prices globally. This will no doubt have an impact on investments in the social sector and potential investment in ECD

generally or to the Network specifically. Collective Impact initiatives require funding that supports long-term processes to gradually

improve social change but this requires funding to be sustainable (Kania and Kramer, 2011). Funders need to shift their support to

the entire system rather than individual organizations but this requires a shift in thinking.


Stewardship & Approvals

Approval of The First 2000 Days Network Strategy & Project Plan and work scope as outlined above has been reviewed and accepted by:

Network Weaver - Project Lead:

_________________________________

Blythe Butler

Incubator & Backbone Steward:

_________________________________

Steacy Collyer, Director of Calgary Reads


Appendices

History of the Network

History of First 2000 Days Network: an illustration of the players who came to the table to

create the First 2000 Days Network. From First 2000 Days Network Anatomy document (2012-

2013).


Network Charter

The purpose of this Charter is to identify the mutual responsibilities of the Network’s backbone

function, and the individual, organization or entity who is a part of the First 2000 Days Network

community. It is intended to outline how to mutually support each other’s work so that we can

collectively advance Early Childhood Development in Calgary & Area.

The First 2000 Days Network strives to act as a catalyst for learning, connecting and

collaborative action between individuals, coalitions and organizations with the ultimate goal of

supporting children to reach their optimal development. The network plays a convening role,

bridging individuals who work at the community level with the systems that impact children and

families.

Guiding Principles32:

Trusting: a focus on building trusting relationships

Collaborative: shared responsibilities amongst the group to lead and contribute

Participatory: many voices heard & opportunities to engage

Authentic: planning, process and implementation are in-line with vision and purpose

Transparent: access to information is shared, decision-making processes are known, status of actions is visible

Adaptive: Revisions are encouraged based on learning, changes in the environment and people involved.

The Backbone function: The Network uses the collective impact framework33 and network theory to guide its work. Using collective impact language, the First 2000 Days Network has a “Backbone” function which provides strategic direction to the Network, coordinates organizations undertaking activities aligned with the Network’s strategy, works with the community to develop shared outcome measurements and report on results, raises awareness about Early Childhood Development, advances policy changes, and helps identify funding to support strategy implementation. Participation in the backbone function is open and welcome, based on the participant’s willingness to commit to the Guiding Principles and ability to contribute energy, resources, ideas and time to this function on behalf of the entire Network. The Backbone will:

Lead the development of the Network based on network theory and collective impact

Act as a catalyst for learning, connecting, aligning and leveraging for the Network community

Monitor resources with a high degree of integrity and accountability

Maintain a highly engaged relationship with supporters and the Network community so capacity, collective cooperation, communication and best practice can be developed and adhered to together

32 Based on the research of Darrin Hicks and Carl Larsen, University of Colorado, Denver as well as Network Leadership research by Janice Popp. 33 “Understanding the Value of a Backbone Organization”, SSIR, June 2012


Highlight the developments, successes and learnings with the Network community. This will provide the environment where strong connections and partnerships can be built so that we can reduce duplication and enhance what is already successful.

Provide opportunities for the Network community to meet, collaborate and connect each other so that relationships can be built among the passionate players concerned with ECD in Calgary and area.

Develop communication feedback loops and opportunities to share stories and leverage successes

Develop a framework for shared measurement and goals so that we can have a stronger collective impact.

Map and assess the strength, quality and progress of the Network community over time

Distribute communications with pertinent information on Early Childhood Development initiatives and events as they arise to the Network community.

Members of the Network community will:

Engage in continuous, reciprocal communication with the backbone with regard to activities, learning, outcomes and opportunities to align & leverage

Attract and supporting other like-minded individuals and organizations to join the Network

Provide reciprocal contributions to the Network, sharing successes and building on failures

Provide and support opportunities to further the mission and purpose of the Network Everyone in the Network will:

Model behaviours that support the Guiding Principles

Work together to ensure the goals of the Network are met

Engage in developmental evaluation process in collaboration with the backbone’s evaluation team

Provide strategic support for the Network’s development as required

Support the Network publicly to demonstrate alignment; act as champions of early childhood development and the Network.

Bring forward ideas, people, energy, passion, programs to the Network community so we can continue to catalyze action together.

Participate in and contribute to open, transparent, learning culture within which the Network community will engage. We strive to lead by example: willing to learn from our mistakes and share our successes.

If a particular entity in the Network community provides the following types of support, an Appendix to this Charter will be included to outline the specific responsibilities and accountabilities:

Financial resources

In-kind resources

Human resources

Intellectual property

Specialist expertise


First 2000 Days Interview Template

Name of Partners involved (individuals and organizations they represent (if applicable)):

Background of Collaboration

What organizations and individuals were involved at the beginning of the collaboration? Have new partners come on board since?

Is the collaboration based around a particular initiative? If so, please provide the name and describe the initiative.

When did the collaboration begin?

What were the resources and assets that made this collaboration possible (think beyond financial resources, i.e. in kind donations? Time? Expertise?)?

What else contributed to the ability to start this collaboration?

What were some of the barriers you faced/continue to face in supporting this collaboration?

The First 2000 Days Network

How did the First 2000 Days network contribute to support your initiative or collaboration so far?

How does the First 2000 Days network continue to support your initiative or collaboration?

How do you expect the First 2000 Days network to support your initiative moving forward?

Outcomes

How has this collaboration impacted the work that you do within your organization?

Has this collaboration impacted your organizations’ goals, mission or vision? If so, how?

Has this collaboration impacted how your organization measures success? If so, how?

What have you learned, so far, from your involvement in this initiative?

What have you changed/plan to change in your practice as a result of this initiative?

Does your connection to the First 2000 Days contribute to these changes in any way?


Learning & Evaluation Plan

The following is a collection of illustrations of the First 2000 Days Network’s approach to

learning and continuous improvement. The Network is trying to evaluate its activity on a

number of different fronts. Considerations about what it means to be successful internally, as

well as how the Network will contribute to collective impact on children’s outcomes are

expanded upon throughout this package.


Approach to Learning: Developmental Evaluation

The First 2000 Days Network is engaging in a continuous learning and evaluation cycle. It is committed to

understanding what is working, not working and why to be able to respond and adapt in real time. This

continuous learning cycle can be applied to all aspects of the learning process for the First 2000 Days

Network.

How do we learn?

Continuous learning

We strive to integrate learning

into all aspects of our work.

Collect a variety of

information and data

Sense-making

Communicate findings

Adapt strategy based on what

we learn

Questions

are open-

ended to

explore all

possibilities The way that we

evaluate the

network will also

shift as we

continue to learn

Ask ourselves:

What findings

do we share?

With who?

Using what

format?

Reflect

Discuss

Ask questionsChallenge

assumptions

Seek feedback


Why do we learn?

Once we gather information, it is important to us that this learning is integrated into the direction that the

Network takes moving forward. We learn to inform decision-making about strategy. This cycle of learning

and adjusting our strategy in response to what we learn is a core process to how the Network is

functioning in these early stages of its development. This reflects the organic development of the Network

up to this point.

“Strategic learning occurs when organizations or groups integrate data and evaluative thinking into their

work and then adapt their strategy in response to what they learn. Strategic learning makes intelligence

gathering and evaluation a part of a strategy’s development and implementation, embedding it so that it

influences the process.”34

34 Preskill, Parkhurst and Splansky Juster (2014). Guide to evaluation Collective Impact. Learning and Evaluation in the

Collective Impact Context. FSG.

The sector begins to

share, align and

leverage their work

Children and families

experience the

benefits of a sector

that is working

collaboratively

Continuous

learning and

improvement

cycle

Changes

within the

network

Changes in

organizations

and systems

DESIRED

IMPACT

Learning

informs our

strategy:

Is this

STRATEGIES

ACTIVITY


Creating a Culture of Learning

Because learning is such an integral part of the Network’s current strategy, it is essential for the First 2000

Days Network to actively strive to embed a culture of learning within the Backbone of the Network and

among network participants.

We believe in the importance of being able to question, adapt and experiment in order to grow. This

culture of learning has an impact on the way that learning is able to be integrated but it is also tied to the

importance of the culture of a well-functioning Network, generally. The importance of openness,

transparency, inclusion, trust and respect are not only important to support a learning process but are

also important to support a successful, strong network of people.

What does it mean to support a “culture of learning”?35

Supporting a culture of experimentation

Being open to explore new ideas and approaches

Learning from others and trying new things in our own context

Establishing structures and processes to support

ongoing learning

Regularly making time for reflection and discussion

Sharing learning, successes and challenges among Network partners

Encouraging questions to clarify our assumptions and beliefs

A culture of openness, transparency and inclusion

Open decision making structure where all partners feel included

Acting on feedback from network participants

A culture of trust and respect among partners

Open sharing of both successes and challenges with one another

Network participants seek advice from one another.

35 Preskill, Parkhurst and Splansky Juster (2014). Guide to evaluation Collective Impact. Supplement Sample

Questions, Outcomes and Indicators. FSG.


Adaptive Cycles

Community change efforts typically unfold through five distinct phases: exploration, development,

growth, conservation and release. These phases play out at multiple scales and continue to shift over

time. It is important to pay attention to these phases because each one requires unique leadership,

management, strategy,

resources and evaluation.

Characteristics Evaluation

Transitional Traps

Exploration Insights, Empathy, Options

Creative, messy, uncertain

Relationships, perspectives, conversations

Research, probes and prototypes

Hunches, emergence

Developmental Evaluation Exploration Development: Scarcity Trap

Insufficient time, energy, resources to give an idea a robust birth and good start.

Resources for trying something new don’t exist.

A demand for clarity and predictable outcomes (paralysis by analysis, risk aversion).

DevelopmentGrowth: Parasitic Trap

The Innovation is parasitic on the host(s) that gave it birth and nurtured it in the early years.

MaturityRelease: Rigidity Trap

Stuck in old thinking, patterns and institutions arrangements

Too big to fail

Organizational self-interest

No innovation pipeline ReleaseExploration: Chronic Disaster Trap

Unable to get sufficient traction to leave the past and move forward

Development Effective Practice

Entrepreneurial, adaptive, inefficient, flexible

Trial and error, dead ends, variation, lag times

Flexibility, tolerance for risk

Formative Evaluation

Growth Summative Evaluation

Maturity High-Predictable Performance

Efficiency, certainty, stability, predictability

Hierarchy, standardization, specialists

Fast returns, low risk tolerance, rigidity

Monitoring and Accountability Evaluation

Release New Energy and Hope

Unraveling, chaotic, loss, anger, blame

Conflict, angst

Little structure or process, heavy reflection, lean on relationships, values

Knowledge Development Evaluation


Theory of change

We are continuously thinking critically and adding detail to our theory of change. The relationship

between strategy, outcome and impact have become clearer based on what we have learned over the

past year, and this will continue to be refined through this learning process. Our Theory of Change is:

If we are able to build on the momentum in the Early Childhood Development space in Calgary through

sharing, aligning, and leveraging what is working, we will have better outcomes at the system, agency

and community level, which will ultimately mean better outcomes for children.36

36 Research has found that the type and strength of collaboration can have a positive impact on intended outcomes. Hicks et al (2008). The Influence of Collaboration on Program Outcomes: The Colorado Nurse Family Partnership. Evaluation Review 32 (5). 37 For details about the Strengthening Families framework see: Browne (2014). The Strengthening Families Approach and Protective Factors Framework: Branching Out and Reaching Deeper. Center for the Study of Social Policy. 38 Ibid

Context Populations Strategies Outcomes Impact

Despite the fact that there is a lot of momentum within the ECD landscape in Calgary, there is also a lot of fragmentation.

Instead of working to provide funding, programming or interventions to children directly, the First 2000 Days Network convenes and supports connections between the systems, organizations, agencies, and communities who in turn, work directly with caregivers and children.

The Network serves to: -Create opportunities to build relationships, trust, and meaningful linkages among Network participants through connecting and networking on a regular basis. -Provide a framework through which Network participants can start to understand their work in a common way and to have a larger view of what is happening across the city so that intentional alignment can be supported. -Continuously learn what is working and what can be improved so that the best practice emerging from the field can be leveraged.

Individuals that work within systems, organizations and at the community level: -Share what they are doing more openly with one another. -Link more intentionally with individuals or organizations that they can collaborate with in a meaningful way. -Align what they are doing in their own work with those around them. This alignment may take place based on the guiding principles identified by the research on Strengthening Families developed by the Center for the Study of Social Policy.37 -Learn what is working and leverage existing approaches or interventions in order to enhance, improve, create value, build on, strengthen what one another are doing.

Children and families experience the benefits of a sector that is working together toward the same goals (measured against the research on Strengthening Families developed by the Center for the Study of Social Policy).38 Children are supported to reach their optimal development during the early years (measured by the EDI)

Assumptions: Network participants will be willing and able to work together o The deepest form of alignment corresponds to the definition provided by the collective impact literature o The framework that the Backbone provides to network participants will be flexible enough to adapt to any network participants’ work o The network has the capacity to continuously collect data and feed it back to network participants o The benefits of sharing, aligning and leveraging, will trickle down to caregivers and children o


How do Network activities support strategy?

The First 2000 Days network is supported by a Backbone structure. This Backbone serves to provide

logistical support, strategic direction to the network, have a broader view of what is happening within the

network, and to continuously learn about the network and communicate with network participants for

continuous improvement.

The Backbone supports a number of activities that help the network work toward its ultimate goals of

sharing, linking, aligning and leveraging amongst network participants.

Strategy Outcome Activities

Learning The network will engage in continuous learning to ensure that these activities are actually supporting the strategy they mean to address This will happen through results from the mapping tool that will provide an overview of the activities and alignment amongst network participants, through case studies/interviews to understand how and why these activities and strategies are successful and through surveys following up on various network activities (i.e. network nights, webinars, large events). Understanding the how and why are critical to be able to support and enhance the key leverage points.

Build relationships and trust among network participants by convening participants on a regular basis.

Share -Network nights: these informal gatherings help people share and learn what is happening in the sector and to build relationships over food.

Understand the ECD sector in Calgary and Area so that meaningful links can be made among individuals and organizations.

Link -Central to the Backbone’s engagement strategy. This may take the form of informal or formal meetings, common thread conversations, or communities of learning and practice.

Provide a framework through which network participants can start to understand their work in a common way and to have a larger view of what is happening across the city so that intentional alignment can be supported.

Align -The network will be continuously mapped so that there is a real-time understanding of the areas network participants are working towards. This will give the Backbone the broadest view of what is happening in the sector so it can be communicated to network participants. -The Backbone will provide network participants with a common language to use: the research on Strengthening Families developed by the Center for the Study of Social Policy. 39 This will provide the framework under which network participants can align their activities. -Communities of Learning and Practice/Common Thread Conversations: The network will bring together individuals with common interests for intentional, facilitated conversations to promote alignment of activities within people’s everyday work.

Continuously learn what is working and what can be improved so that the best practice emerging from the field can be leveraged.

Leverage40 -Developmental Evaluation: The Backbone is constantly collecting information about itself and network participants and sharing successes with the broader network so they can be leveraged.

39 For details about the Strengthening Families framework see: Browne (2014). The Strengthening Families Approach and Protective Factors Framework: Branching Out and Reaching Deeper. Center for the Study of Social Policy. 40 “Leverage” can mean a number of different things, including: scaling something up, using a pre-existing resource to build on what is already working or developed, to improve, or to expand. Leveraging can happen in small pockets or more broadly.


How do we measure our Key Outcomes?

Key outcomes are measured in a number of different ways. However, because of the emerging nature of

the Network’s work, the learning team does not restrict itself to measuring specific indicators of success.

Open-ended interviewing is employed as a method to understand the how and why certain outcomes are

being achieved. This in turn shapes what gets measured and how.

Outcome Measure Indicators Data Source/Method

Share -Network members are willing to share information with one another -Network members have a good understanding of what other people in the network are doing. -A line of communication with large systems are established (going both ways) -A line of communication with network participants is established (going both ways). This includes an indirect line to caregivers and community members.

-Network members trust and have strong relationships with one another -The strength of relationships between Backbone and various stakeholders

-Mapping tool -Interviewing/case studies will be used to understand how sharing is facilitated or challenged in order to enhance the strategy for promoting sharing.

Link -There is a greater awareness about one another’s work within the sector which supports the process of collaboration, when applicable. -New partnerships (at all levels) will be developed among network members.

-Level of awareness about work in sector. -Number of partnerships supported and initiated by being part of the network.

-Mapping tool -Case studies

Align -Agreement of a shared vision -Agreement on shared measures of success (this includes both an agreement on how to define success and how to measure progress toward that goal). -Mutually reinforcing activities

-Indicators as defined by the Strengthening Families literature.

-Mapping tool -Interviewing/case studies will be used to understand how alignment is facilitated or challenged in order to enhance the strategy for promoting sharing.

Leverage -‘Best practice’ resources, interventions, models, approaches or programs emerge and spread among network participants.

-‘Best Practice’ resources are scaled up, used, improved, expanded upon, or shared broadly through the network. This can happen in small pockets or broadly.

-Interviewing/case studies will be used to understand how leveraging is facilitated or challenged in order to enhance the strategy for promoting sharing.

Reference: Collaboration for Impact, The four Phases of Collective Impact

This process is never linear and the

outcomes and process to achieving those

outcomes will change as the Network

evolves.


Shared Measurement: The Strengthening Families Approach

An important gap in our evaluation was to understand the more proximate factors that need to be

impacted in order to achieve long-term success. When we are all working toward a long-term goal of

improving the lives of families and children, how do we know we are working towards this goal effectively

and efficiently?

The Network has chosen to draw on the research conducted by the Center for the Study of Social Policy

and use the Strengthening Families Approach to measure the steps that need to be taken in order to

achieve population-level change. The network intends to use this approach in two distinct ways:

1) Use the five factors outlined in the framework to determine whether there is movement (at

the organizational, community and agency level) toward our ultimate goal. This will allow the

network to tell a story of the ECD landscape in Calgary and Area using consistent, meaningful

language.

2) Use the resources available to organizations, community groups or agencies to build capacity

with those organizations or agencies that are interested in moving towards a more aligned

approach to measurement.

Collective Impact- First 2000 Days Network

Common Agenda

All participants in the network have a shared vision for change, which includes a common understanding of the problem and a join approach to solving it. This shared vision is captured in the First 2000 Days Network’s vision and mission.

Shared Measurement

The Backbone team will collect information about various indicators that help us understand whether we are successful in working towards achieving our common agenda. The strengthening families framework is a key piece to this shared measure.

Mutually Reinforcing Activities

Network participants will continue to work in unique ways across the sector. However, as members of the network we will work together to ensure that these activities are more intentionally coordinated and reinforce one another.

Continuous Communication

Network participants not only communicate with each other but also back to the Backbone team. The Backbone team works to consolidate this information and share it back in a continuous feedback loop with network participants.

Backbone Support

The Backbone team provides the logistical support to the network along with more specific supports such as an approach to evaluation and communication.


How can we use a shared measure to tell our story?

A shared measure, such as the Strengthening Families framework, helps us tell our story both collectively

and individually.

How does a shared measure support our story-telling?

Common Language and Purpose

The Backbone’s capacity to organize the impact network participants are having under a common framework helps us organize activities and report what is happening across the ECD landscape.

Having a shared measure also helps us work together and respond to the same feedback so that we can maximize the impact we are having for our stakeholders.

Sharing our Broader Impact

Having a shared measure helps us communicate the impact we are all having in a broad way. This doesn’t mean that people have to change what they are measuring or reporting individually: it is the Backbone’s job to translate this for all network participants.

By sharing back what we learn, the Backbone can support us telling the bigger story of the network

Meaningful Data

A shared measure, like the Strengthening Families framework has to be specific enough to be meaningful but broad enough so that everyone clearly sees where they fit.

Measuring Individual Impact

For network participants who are looking at measuring their impact in a different way, the Strengthening Families Framework is an evidence-based approach that can be adopted.

Using the Strengthening Families framework in a Calgary Community

Iris Spurrell, Project Lead at Ready4Learning and First 2000 Days Network

Backbone team member, has been using the Strengthening Families

framework to guide her own work for a number of years.

The framework provides her team with a meaningful focus: it is important for

her to know that she is working with a research-based tool to ensure that

they are working towards their larger goal of making a significant, positive

difference for the families and children in their community.

Iris shared the Strengthening Families framework and resources with the

network’s Backbone team and has been an invaluable resource and example

of how it has been implemented at a local level .


Collective Impact and the First 2000 Days Network

The First 2000 Days Network is testing a collective impact

approach to see if we can magnify our impact, together.

(2) BUT how do we know where we

want to go? How do we know if we’re

moving in the right direction?

(4) The network’s Backbone has the

bird’s eye view of the landscape, and

how it is changing. If network

participants continuously

communicate with the Backbone, the

Backbone can share back this broader

story.

Continuous communication ensures

that we are learning from each other

and from the data so that we can

correct our course and stay on track.

Open communication is built on

relationships of trust.

(1) The first step of working together

is to have a common agenda: a

common vision for change that

includes a shared understanding of

the problem and a collective approach

to solving the problem.

As a network, our common agenda is

to ensure that children from

conception to six are supported by

family and community in order to

reach their optimal development.

Working together doesn’t mean that

we all do the same thing. Mutually

reinforcing activities are a diverse set

of activities that are implemented

across sectors that are coordinated

(3) A shared measure provides us with the

data that we need to know whether we are

making progress or need to change course.

It defines our success and supports our

ability to learn and continuously improve.

The network is using the Strengthening

Families Framework as one of our shared

measures. This data will help us know

whether we are working towards our

common goal of improving the lives of

children and families in Calgary and Area.

This shared measure will also help to

support more alignment in our activities

that support this goal. We need to speak a

common language and respond to shared

data to work together effectively.

The

Strengthening

Families

Framework

Protective

Factors

-Parental Resilience

-Social Connections

-Social and Emotional

Competence of

Children

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First 2000 Days Network Strategy 2015-2016 DRAFT

Key Strategies Our mission is to enable

unique contributions from

a diverse group of

individuals and

organizations to achieve

the vision of the First

2000 Days Network by

acting as a catalyst for

learning, connecting, and

collaborative action.

Context

We know that many

individuals, groups and

organizations across

our city are working

hard to give children

the opportunities they

need to reach their

potential. We also

know that many young

children in our city

continue to struggle in

spite of these efforts.

How might we work,

share and learn

together to improve

the landscape of early

childhood

development in our

Individuals that

work within

systems,

organizations and at

the community level

align what they are

doing in their own

work with those

around them. This

alignment may take

place around the

elements identified

by the research on

Strengthening

Families developed

by the Center for

the Study of Social

Policy. (For details

see: Browne (2014).

The Strengthening

Families Approach

By aligning work,

working with a

common language

and a shared

measure, systems,

organizations and

community groups

will be able to

collectively pursue

mutually reinforcing

activities to address

the complexities of

the challenges facing

the ECD sector,

caregivers and

children.

Learn what is

working & leverage

existing approaches/

interventions in

order to enhance

what one another

are doing.

Have a set of

comprehensive best

practice approaches

that can be shared

and implemented

across network

participants, when

applicable.

Individuals that

work within

systems,

organizations and at

the community -

level share what

they are doing more

openly with one

another.

Sharing creates

more trusting

relationships that

enables people to

learn from one

another and build

on each others’

successes and

challenges.

We are guided by:

-Our vision that

children from

conception to six

are supported by

family and

community in order

to reach their

optimal

development.

-By a culture of

continuous

learning and

improvement to

respond to the

continually shifting

context that we are

working within.

Align: Provide a

framework through

which network

participants can start to

understand their work in

a common way and to

have a larger view of

what is happening across

the city so that

intentional alignment

can be supported.

Leverage: Continuously

learn what is working

and what can be

improved so that the

best practice emerging

from the field can be

leveraged.

Share: Build relationships

and trust among network

participants by convening

participants on a regular

basis.

We operate

with the

understanding

that in order to

work

collaboratively

together,

network

members must

be connected

through

trusting, strong

relationships.

We will

continuously

learn about

these

relationships

through the

network

Relatio

nsh

ips are b

uilt

Children are

supported to reach

their optimal

development during

the early years

(measured by the

Early Development

Instrument)

Short term Outcome

Long Term Outcome

Children and families

experience the

benefits of a sector

that is working

together toward the

same goals

(measured against

the research on

Strengthening

Families developed

by the Center for the

Study of Social

Policy).1

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Evaluating Backbone Functioning

In addition to looking at the outcomes and that the network contributes to with regards to families and children,

the inner-workings of the Backbone The evaluation is also interested in how the Backbone is functioning and

broader network strategy is working. Continuous learning and questioning structured by the theory of change itself

will take place:

Theory of Change

If we are able to build on the

momentum in the Early Childhood

Development space in Calgary through

sharing, aligning, and leveraging what

is working at the system, agency and

community level we will have better

outcomes at the system, agency and

community level, which will ultimately

mean better outcomes for children.

What’s the best way to

build on momentum?

Is the network facilitating

sharing, aligning

leveraging? How? Is this

the right strategy?

How do we measure

these outcomes? Are we

doing a good job at

communicating?

How do we engage

people at the system,

agency and community

level?

51


Part of the evaluation framework is also to evaluate the network’s strategies, which include how well the

Backbone is:

Knowing the network: mapping the issue, stakeholders and existing connections

Knitting the network: connecting and engaging stakeholders, nurturing leadership, defining and creating different entry points to the network.

Organizing the network: facilitate working together and pilot strategies, developing shared structures and processes, develops systems for ongoing learning and adaptation.

Growing the network: growing and diversifying network participation, building trust and connection, decentralizing network functions and diversifying strategies.

Transforming the network: evaluating the network, refining strategy and communicating learning

52


Network: Roles and Responsibilities

The overarching responsibility of all of the members of the Network is outlined in the table below, demonstrating the different phases of Network building, and the associated activities in each phase. Some members of the Network will contribute primarily to one phase, and others will contribute to all phases, depending on their level of engagement over time.

The overall efforts of the First 2000 Days Network are managed by the Backbone Team. This team serves

as a catalyst toward the success of the network and exists to support Network participants.

o The backbone function may include activities such as: facilitation, connecting, convening, communication, evaluation, resource development, relationship development, financial management and other services in support of the Network

o The Backbone will create and model a culture of learning and inclusion. o Provide a central point of contact for decision-making activities o Provide continuous improvement regarding guiding documents and plans such as: strategic plans,

action plans, guiding principles, change management & communication plan, evaluation plan, and the Network Governance.

o Identify, attract, connect and support Action Teams/Project Teams o Ensure strong lines of communication between all parties and with external stakeholders; o provide leadership and ‘backbone’ support to the Network, working closely with the Actions Teams,

Network Stewards and other key community partners. Lead the establishment and functioning of a multi-sectoral network Support the development and implementation of priority strategies and actions Generate wide engagement in the network and its work Champion the role of early childhood development and literacy in social determinants of

health and poverty reduction efforts Develop and hold accountability for the backbone workplan

o Ensure inter-personal cooperation is obtained and maintained throughout the project o Address and remove obstacles that may impact the project o Provide guidance and direction to the project on urgent issues Meet on a regular basis to discuss

activities completed, upcoming activities, issues, problems/concerns and any action items o Meet on a regular basis to review and monitor project progress o Discuss and provide guidance to issues including those related to project interdependencies o Review new change requests and provide direction with respect to desirability and feasibility prior

to detailed impact analysis o Ensure a successful completion of the project o Ensure Network Weaver is apprised of all people and project issues

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This role includes the Network actions listed in the image below:

Type of Node (Roles) Function and Responsibilities

Network Weaver – Project Lead(s)

One of the key success factors for collective impact initiatives is leadership. To sustain the initiative, a leader or “network weaver” must be hired to ensure all essential players continue to work toward a common agenda and strategy, provide on-going facilitation and communications, and navigate through the challenges of enabling multiple organizations and individuals to work together and create lasting impact. Competencies:

Ability to develop strong relationships at all levels within an organization(s)

54



Ability to leverage existing networks for maximum results, allowing all members to contribute effectively toward a common goal

Extremely organized, self-starter, experienced facilitator and community builder

Experience developing the required relationships, policies, resources and structures to allow a start-up organization to thrive and grow

Ability to provide high-level strategy and vision as well as guide the day-to-day requirements of the organization’s operations as required

Highly respected in the corporate, non-profit and government sectors Responsibilities:

Raise awareness of ECD in the community and amongst the Network; Maintain the momentum and enthusiasm of the current Network

participants; Attract and engage other potential contributors to the Network Lead the backbone organization and core ‘node’ in the Network Connect and engage stakeholders in continuous learning

opportunities and team building experiences; Nurture network leaders and stewards; Lead the development of strategies, and establish shared structures

and processes for all participants to work together. Coordinate and lead the Catalyst Team and support individual

Catalysts. The Network Weaver is also a Catalyst; and part of the Catalyst Team. Assist in securing project funding

Provide strategic direction to the project

Obtains high-level organizational commitment both internally and externally.

Champions the project and removes obstacles to project

Identifies and recruits key project personnel for project teams

Approve major changes to project scope and funding

Provide the strategic direction including scope, goals and objectives

Provide a central point of contact for decision-making activities

Provide signoff for deliverables such as project strategies and plans, business requirements, and customization decisions

Approve and sign off the project charter, project plan and budget

Ensures the project aligns with strategic objectives & direction

Ensure executive commitment and inter-department cooperation is obtained and maintained throughout the project

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Address and remove obstacles that may impact the project

Approve and sign off the project charter, project plan and budget

Ensures the project aligns with strategic objectives & direction

Responsible for developing: The systems, tools, applications, processes, standards and people to support the successful execution of the project plan.

Network Weavers - Individuals as Part of Core Team

Leveraging the Network: Link existing programs, resources and initiatives to the Network

Raise awareness of ECD in the community and amongst the Network;

Maintain the momentum and enthusiasm of the current Network participants;

Attract and engage other potential contributors to the Network

Track and report progress on goals back to the Network Core on a regular basis

Influence and engage existing relationships and connections to support ECD.

Understand the Collective Impact framework and contribute to building the five conditions of collective impact

Act as a conduit for information, increasing leverage, increasing connections and communicating out to the Network and back to the Catalyst team.

Contribute to creating a culture of trust: speak the truth, respect our differences, ask hard questions, contribute to the team and strive to always `go the extra mile`.

Network Catalyst – “Core Team” (Part of Backbone)

Building the Backbone Function

The Network Catalyst Team is made up of individuals who will contribute to creating a backbone organization for the Network. The team membership will ebb and flow to match the requirements of the backbone organization as it develops. The overall efforts of the First 2000 Days Network are managed by the Catalyst Team. This team serves as a catalyst toward the success of the

56



network and exists to support the Network Connectors and the network of nodes, as well as individual network members.

The backbone function may include activities such as: facilitation, connecting, convening, communication, evaluation, resource development, relationship development, financial management and other services in support of the Network Connectors and Action Nodes

The Secretariat will support and model a culture of learning and inclusion.

Provide a central point of contact for decision-making activities Provide continuous improvement regarding guiding documents and

plans such as: strategic plans, action plans, guiding principles, change management & communication plan, evaluation plan, and the Network Governance.

Identify, attract, connect and support Action Teams/Project Teams Ensure strong lines of communication between all parties and with

external stakeholders; providing leadership and ‘backbone’ support to the Network, working

closely with the Actions Teams, Network Stewards and other key community partners.

o Lead the establishment and functioning of a multi-sectoral network

o Support the development and implementation of priority strategies and actions

o Generate wide engagement in the network and its work o Champion the role of early childhood development and

literacy in social determinants of health and poverty reduction efforts

o Develop and hold accountability for the backbone workplan

Ensure inter-personal cooperation is obtained and maintained throughout the project

Address and remove obstacles that may impact the project

Provide guidance and direction to the project on urgent issues Meet on a regular basis to discuss activities completed, upcoming activities, issues, problems/concerns and any action items

Meet on a regular basis to review and monitor project progress

Discuss and provide guidance to issues including those related to project interdependencies

57



Review new change requests and provide direction with respect to desirability and feasibility prior to detailed impact analysis

Ensure a successful completion of the project

Ensure Network Weaver is apprised of all people and project issues

Incubator & Fiscal Steward

Responsibly stewarding the Network funds: budgeting, reporting and providing leadership with potential and existing donors

Securing additional funding for the Network as required

Distributing funds to the Network if/as required, with feedback from the Network Catalyst Team

Financial accounting and reporting

Engaging with the Fiscal Agent’s Board on informing and engaging them in the Network’s work

Maintaining and developing healthy relationships with all funders

Fiscal agent is also a member of the Core Catalyst Team and Network Connector

Network Connector – (Individual or Organization)

Responsibilities: o Agree to “Network Steward Responsibilities” agreement o Complete Onboarding process with a member of the Network

Catalyst Team o Report back on learnings, results and outcomes as required o Acts as an internal Network Steward within their existing

organization/context, being deliberate about how to develop and understanding of ECD at all levels of the organization

o Has a ‘line of sight’ to parents and children and is able to embed ECD messages and provide leadership within their organization re: ECD

Connects and engages existing and potential Nodes to the Network

Acts as a steward and leader for the Network’s goals for connecting and leveraging

Creates different entry points to the Network

Builds relationships in community to support ECD o Lead the establishment and functioning of a multi-sectoral

network o Support the development and implementation of priority

strategies and actions o Generate wide engagement in the network and its work

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o Recruit other potential Network Stewards and supporters – either financially or resources – to support the growth of the Network.

Network Node/Working Groups

Individuals or organizations who are involved directly with ECD initiatives.

Project Teams who form to build one particular resource, intervention, system or procedure which supports the Network’s goals

Agrees to report in at least annually on results, related to the shared measurement goals of the Network

Participates in onboarding process and capacity building sessions

Attends Network Nights and stays current on developments in the Network

Shares resources with the Network and leverages existing relationships to build connections within the Network

Project teams related to backbone activities will develop project plans, budgets and reporting mechanisms back to the Core Catalyst Team.

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Network Participant Alignment Sheet (historical):

ALIGNMENT SHEET: FIRST 2000 DAYS NETWORK

First 2000 Days Network Your organization/personal

Links

Vision Insert your organization/department/personal vision:

Describe the links between the Network and your organization/department/personal vision:

All children from conception to six are supported by family and community in order to reach their optimal development in five key areas: - Physical health & well-being; - Emotional maturity; - Social competence; - Language & thinking skills; and - Communication skills & general knowledge.

Mission Insert your organization/department/personal mission:

Describe the links between the Network and your organization/department/personal mission:

To enable unique contributions from a diverse group of individuals and organizations to contribute to achieving the vision of the First 2000 Days Network by acting as a catalyst for learning, connecting, and collaborative action.

Area(s) of Focus Insert your organization/department/personal area of focus.

Describe the links between the Network and your organization/department/personal areas of focus:

Physical health & well-being

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Emotional maturity Social competence Language & thinking skills Communication skills & general knowledge

Measures

What measures does your organization use to track progress toward your vision/mission? How do you report progress to your stakeholders?

Describe the links between the Network and your organization/department/personal measures:

To be determined as part of the Network’s workplan from 2014-2016. Link to ECMap data (% of children entering kindergarten having difficulty in one or more area of development.)

ACTIVTITY 2: CONTRIBUTIONS STATEMENT

Based on the links you’ve identified above, and potential areas of improvement, state how your

organization can/will contribute to the First 2000 Days Network. Complete this statement for your

organization/person:

(ENTER ORGANIZATION NAME) role in contributing to the First 2000 Days Network is:

(Enter statements here):

Our organization agrees to report on the Shared Measures of the Network, and to participate in creating, funding, leveraging, doing Mutually Reinforcing Activities:

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The First 2000 Days Network Strategic Development Plan ... · PDF fileThe First 2000 Days...

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Transcript of The First 2000 Days Network Strategic Development Plan ... · PDF fileThe First 2000 Days...