Essential Mindset Shifts in Collective Impact

Transcription

1 Essential Mindset Shifts in Collective Impact October, 2014 Boston Geneva Mumbai San Francisco Seattle Washington fsg.org

2 The Five Conditions Build a Foundation for Collective Impact Mindset Shifts Are Needed to Do the Work Mindset Shifts Backbone Support Continuous Communication Mutually Reinforcing Activities Shared Measurement Common Agenda 2

3 Mindset Shifts in Collective Impact Mindset Shift One: Who is involved Get all the right eyes on the problem Mindset Shift Two: How people work together Mindset Shift Three: How Progress Happens 3

4 How much we can accomplish in this world depends on how much we can see. David Baily Harned Patience: How We Wait Upon the World 4

5 Actors and Systems that Influence Childhood Obesity Social Norms and Values Primary and Secondary Leverage Points: Food and Agriculture Education Media Government Public Health Health Care Land Use and Transportation Leisure Recreation Behavioral Settings: Home School Community Individual Child: Energy Intake Energy Expenditure Environmental, Genetic, Psychosocial Source: Adapted from Preventing Childhood Obesity: Health in the Balance, Institute of Medicine (2005) 5

6 Steering Committee for Charting the Course to a Healthy Future: Childhood Obesity in North Texas Health American Heart Association Dallas County Medical Society Parkland Health & Hospital System Texas Scottish Rite Hospital Children s Medical Center Kessler Pediatrics Dallas-Fort Worth Hospital Council The Cooper Institute (focuses on physical health) Retired senior healthcare executive Business Jones Day Law Firm Greater Dallas Restaurant Association PepsiCo (Research and Development) PepsiCo (Innovations in Distribution and Packaging) Victor Ornelas, Ornelas Marketing Constituent Voice Parents in underserved communities ChildCareGroup Head Start Early Childhood Women, Infants and Children (WIC) Texas Hunger Initiative Grow North Texas Hunger and Food Access Garden of Eden Community Outreach Education & Schools Dallas Independent School District Administration Dallas Independent School District Nutritionist Healthy Zone Schools Dallas Education Foundation Dallas After School Network Nonprofit Organizations Health and Wellness Alliance for Children at Children s Health System of Texas Junior League of Dallas United Way of Metropolitan Dallas Community Council of Greater Dallas/ Dallas Area Coalition to Prevent Childhood Obesity 6

7 Structuring CI efforts as cascading levels of linked collaborative work enables solutions to emerge Steering Committee Common Agenda Governance, Vision and Strategy Shared Measures Working Groups Action Planning Backbone Partners Execution Community Members Public Will Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews 7

8 Charting the Course for a Healthy Future in Dallas: Child Obesity Prevention Initiative Big Goal Goal: to prevent and reduce childhood obesity in North Texas Early Childhood Settings Physical Activity Healthy Eating School and After School Settings Supportive Health Care System 8

9 Charting the Course for a Healthy Future in Dallas: Child Obesity Prevention Initiative Big Goal Goal: to prevent and reduce childhood obesity in North Texas Early Childhood Settings Physical Activity School and After School Settings Supportive Health Care System Healthy Eating Goal: Increase consistent access to and promote consumption of healthy foods in homes and communities Health Eating Workgroup Members Texas Hunger Initiative Children-At-Risk Get Healthy Dallas/SMU Oak Cliff Organics El Centro College Crossroads Community Service North Texas Food Bank Pepsico Slow Food Dallas 9

10 Addressing the Food Desert Situation In Dallas 50% of Dallas qualifies as a Food Desert (1 mile + from grocery store) 75% of Dallas is ½ mile from a grocery store Possible Solutions: Corner Store Fresh Produce Fresh Produce in Non Traditional Outlets 10

11 Charting the Course for a Healthy Future in Dallas: Child Obesity Prevention Initiative Big Goal Goal: to prevent and reduce childhood obesity in North Texas Early Childhood Settings Physical Activity Healthy Eating School and After School Settings Supportive Health Care System Workgroup Members Childrens Hospital Aetna Insurance Parkland Hospital Texas Health Resources Baylor Wellness Institute Center for Eliminating Disportionality and Disparities Dallas Fort Worth Hospital Council Foundation Supportive Health Care System Goal: Ensure that providers are trained and reimbursed for providing childhood obesity-related screening, counseling, and referrals 11

12 Supportive Health Care System Breast Feeding Strategy 78% women breast feed in the hospital, but that drops to 48% breast feed after six months To understand why, the workgroup began asking themselves questions: What happens when baby goes back to the pediatrician? Where are Moms going after discharge? How do we best teach Moms baby friendly behavior? They realized they needed help to answer these questions so they brought in lactation consultants to fill in the gaps 12

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14 In the face of the unknown the always nagging uncertainty about whether, under complex circumstances, things will really be OK the builders trusted in the power of communication. They didn t believe in the wisdom of the single individual, or even an experienced engineer. They believed in the wisdom of making sure that multiple pairs of eyes were on a problem, and then letting the watchers decide what to do. Atul Gwande The Checklist Manifesto 14

15 Mindset Shifts in Collective Impact Question: Whose eyes should be on the problem but aren t currently? At the steering committee level? At the workgroup level? 15

16 Mindset Shifts in Collective Impact Mindset Shift One: Who is involved Mindset Shift Two: How people work together The relational is as important as the rational Adaptive over technical work Structure is as important as strategy Mindset Shift Three: How Progress Happens 16

17 Success By 6 is an education focused collective impact initiative in Cincinnati Uses a collective impact approach to support early childhood education from birth through age 5 17

18 Early learning steering council members met to assess kindergarten readiness Head Start Teachers School Principals Kindergarten / Pre-K Teachers 18

19 The steering council began by examining the data Kindergarteners scored low in a number of important areas: letter identification rhyming alliteration 19

20 Children who attended local daycare centers lagged significantly behind their peers Other students Local daycare 20

21 The group invited daycare teachers to join the steering council We never thought of ourselves as being all that important to academic success. Daycare Teachers 21

22 The group s experiments to raise student readiness over time developed into ongoing strategies Experiment Ongoing Strategy One-day session devoted just to rhyming Pro bono training and support One off meetings to share tips and tricks Community of practice As successful solutions emerged the group incorporated them into their everyway work 22

23 Strategies to address rhyming got almost immediate traction The following year rhyming scores went through the roof Rhyming Scores Year 0 Year 1 23

24 The group repeated the practice with alliteration the following year and scores again went up significantly Rhyming Alliteration 24

25 Mindset Two: How People Work Together Create a common intent Structure to take advantage of emergence Collective seeing Collective learning Collective doing 25

26 Collective impact in Memphis Memphis Fast Forward Strengthening Education Outcomes Improving Community Wellness Growing Jobs and Economic Prosperity Supporting strong fiscal performance Ensuring Safe Neighborhoods Board of Directors PeopleFirst * Shared Cradle-to-Career Vision, Goals, Metrics Backbone Support PeopleFirst Partnership (501c3) Governance, Vision and Strategy Working Groups Partners: Education, Govt, Nonprofit, Business, Civic Community Members Action Planning Execution Public Will *Depicted using John Kania s Collective Impact Graphic 26

27 Memphis Fast Forward s People First Initiative has capitalized on emergence Structure and Intentionality Anchors 1 Common Agenda 2 Shared Measurement 3 Mutually Reinforcing Activities 4 Continuous Communication 5 Backbone Support 4 goals and 10 strategies Strategy 8: Increase college access for partial completers with focus on high school students 27

28 By convening a diverse range of actors the effort was able to develop collective intelligence Public Universities and Community Colleges Business Workforce Investment Administration Local Non Profit State Agency 28

29 This collective intelligence provided fertile ground for collective discovery State Hope Scholarship Previously limited to graduating HS seniors Recently opened up to low-income adults that had 12 hours of qualifying college credit 29

30 Once the opportunity was discovered, community partners needed to address two critical barriers 1 How do colleges and universities find and recruit eligible partial completers? 2 How do individuals obtain and fund the necessary 12 credit hours? 30

31 Each partner had unique resources to bring to bear Business Tuition reimbursement benefits, and promotion of the benefit with employees Public Universities and Community Colleges WIA Payment for the needed credit hours and promotion Experiential learning credits and promotion 31

32 Each partner had unique resources to bring to bear Local Nonprofit: Graduate Memphis Promotion of the scholarship and monitoring and evaluation State Agency: Tennessee Higher Education Commission Guidance on nuances in the new amendment 32

33 These existing resources and relationships were reconfigured to collectively act 1 New joint effort designed between public, college, and university with employers, WIA, and nonprofit 2 New leveraging of corporate tuition reimbursement, public WIA funds and experiential learning credits 33

34 Typical social sector mindset and behavior has it backwards Current behavior Needed for large scale change Predetermined solutions and emerging rules of interaction Predetermined rules of interaction and emerging solutions 34

35 Mindset Shifts in Collective Impact Mindset Shift One: Who is involved Mindset Shift Two: How people work together Mindset Shift Three: How Progress Happens Think System Strategy not Program Strategy 35

36 Four Types of Strategies that Get You to Systems Change- not New Programs 1. Increasing coordination: finding ways to re-align existing programs and stakeholders to maximize system efficacy 2. Enhancing services: bringing in previously unnoticed practice, movement or resources to enhance existing local services 3. Policy: advocating for policy change at local or state levels to improve major components of the systems 4. Learning through a pilot: start small with willing partners, learn from the experience, and then to expand 36

37 Supportive Health Care System Strategies Strategy Strategy Type To improve breastfeeding rates, close the gap between hospital initiation and community resources: Provide hospitals with better breastfeeding resources for new moms Enhancing services Assess why gaps in community breastfeeding resources exist To better prepare physicians tto discuss obesity with patients: Create culturally competent materials for doctors to share with patients Offer continuing education modules for physicians / nurses To advocate for insurance policy changes with respect to obesity: Determine why TX insurers currently do not reimburse for obesity related visits and what business case exists for change Increasing coordination Enhancing services Enhancing services Increasing coordination Policy Enhancing services Increasing coordination 37

38 Successful collective impact efforts bootstrap their way to improved outcomes through emergence Enhancing Services Increasing Coordination Policy Change Learning through Pilots 38

39 Mindset Shifts in Collective Impact Question: Are your CI strategies programfocused or systems focused? What examples do you have of systems strategies? 39

40 Mindset Shifts in Collective Impact Level One Progress: Incremental Level Two Progress: Transformational 40

41 Most Change Processes Don t Go Deep Enough In Learning that Actually Leads to Transformative Change Most Change Processes Transformative Change Processes Analyze Decide Act vs. Sense Observe, observe, observe -become one with the world Presence Realize Act swiftly, with a natural flow Retreat and reflect -allow inner knowledge to emerge Source: Presence, An Exploration of Profound Change in People, Organizations, and Society; 2004; Senge, Peter, Scharmer, C.Otto, Jaworski, Joseph, & Flowers, Betty Sue. 41

42 Appreciative Inquiry is One Methodology that Supports Deeper Learning Through Dialogue and Shared Visioning Transforming the New York Juvenile Justice System through Collective Impact 42

43 Levels of Sensing Version 4.0 Version 3.0 Version 1.0 Version 2.0 Doing systems change requires systems thinking 43

44 Open Mind Open Heart Open Will 44

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