Collective Impact Slides
- 2. Collective Impact - Definition “The process and results of collective impact are emergent rather than predetermined, the necessary resources and innovations often already exist but have not yet been recognized, learning is continuous, and adoption happens simultaneously among many different organizations.” “The power of collective impact lies in the heightened vigilance that comes from multiple organizations looking for resources and innovations through the same lens, the rapid learning that comes from continuous feedback loops, and the immediacy of action that comes from a unified and simultaneous response among all participants.” Kania, J., & Kramer, M. (2013, January 21). Embracing Emergence: How Collective Impact Addresses Complexity (SSIR). Embracing Emergence: How Collective Impact Addresses Complexity. Retrieved June 2, 2014, from http://www.ssireview.org/blog/entry/embracing_emergence_how_collective_impact_addresses_complexity
- 3. Pre-existing Conditions Influential champion Adequate financial resources Urgency for change Hanleybrown, F., Kania, J., & Kramer, M. Channeling Change: Making Collective Impact Work. Stanford Social Innovation Review, 1-8.
- 4. Phases of Impact 1. Initiate action Set the agenda Create/define boundaries of the strategy 2. Organize for impact 3. Sustain action and impact Hanleybrown, F., Kania, J., & Kramer, M. Channeling Change: Making Collective Impact Work. Stanford Social Innovation Review, 1-8.
- 5. Five Conditions Conditions Description Common agenda All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions Shared measurement Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable Mutually reinforcing activities Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action Continuous communication Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and create common motivation Backbone support Creating and managing collective impact requires a separate organization(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies Hanleybrown, F., Kania, J., & Kramer, M. Channeling Change: Making Collective Impact Work. Stanford Social Innovation Review, 1-8.
- 6. Isolated vs. Collective Impact Isolated Impact Collective Impact Funders select individual grantees that offer the most promising solutions Funders and implementers understand that social problems, and their solutions, arise from the interaction of many organizations within a larger system Nonprofits work separately and compete to produce the greatest independent impact Progress depends on working toward the same goal and measuring the same things Evaluation attempts to isolate a particular organization’s impact Large scale impact depends on increasing cross-sector alignment and learning among many organizations Large scale change is assumed to depend on scaling a single organization Corporate and government sectors are essential partners Corporate and government sectors are often disconnected from the efforts of foundations and nonprofits Organizations actively coordinate their action and share lessons learned Hanleybrown, F., Kania, J., & Kramer, M. Channeling Change: Making Collective Impact Work. Stanford Social Innovation Review, 1-8.
- 7. Common Results A previously unnoticed evidence-based practice, movement, or resource from outside the community is identified and applied locally. Local individuals or organizations begin to work together differently than before and therefore find and adopt new solutions. A successful strategy that is already working locally, but is not systematically or broadly practiced, is identified and spread more widely. Hanleybrown, F., Kania, J., & Kramer, M. Channeling Change: Making Collective Impact Work. Stanford Social Innovation Review, 1-8.
- 8. Strive Program-Cincinnati, OH Problem: student achievement crisis Backbone: KnowledgeWorks 300 participating organizations Grouped into 15 “Student Success Networks” based on activity Meet for 2 hours every two weeks Agenda: “supporting the success of every child from cradle to career.” (www.strivetogether.org/vision-roadmap) Results: 34 out of 53 success indicators show improvement. Kania, J., & Kramer, M. (2011). Nonprofit Management: Collective Impact. Stanford Social Innovation Review.
- 9. Framework Shared community vision Cross-sector engagement and accountability Cradle to career vision and scope Strategic communication Evidence-based decision making Community level outcomes Data collection and sharing Capacity to analyze data www.strivetogether.org/strivetogether-approach/strivetogether-framework
- 10. Framework cont. Collaborative action Selecting priority outcomes Collaborative action networks Continuous improvement process Investment and sustainability Mobilizing resources for impact Anchor entity and staffing Policy and advocacy alignment www.strivetogether.org/strivetogether-approach/strivetogether-framework
- 11. Embracing Emergence: How Collective Impact Addresses Complexity By John Kania & Mark Kramer