Tips and Tools for the Collective Impact Space

Transcription

1 Tips and Tools for the Collective Impact Space Liz Weaver Tamarack An Institute for Community Engagement For More Tips and Tools visit About Tamarack An Institute for Community Engagement Tamarack is a charity that develops and supports learning communities that helps people to collaborate, co-generate knowledge and achieve collective impact on complex community issues. Our vision is to build a connected force for community change. Join us as we discover how communities can act together for positive change! Visit our websites:

2 Community Readiness Where is your community? Waiting place waiting for something to create a pivot point Impasse know there is a problem, but it s someone else s problem Catalytic gearing up for change Growth engaging citizens in change Renewal and sustaining Source: The Harwood Institute 2

3 Creating an Enabling Community Environment Multiple layers of leadership Boundary spanning organizations A sense of purpose A shared community story Community ownership Strategies that fit the community A focus on impact and belief A sustainable enabling environment Leadership in Collective Impact Adaptive Leadership Staff Leadership Governance Leadership 3

4 Another View: Adaptive Leadership Key Adaptive Leadership Principles: Capacity for change Shared understanding of leadership competencies Taking smart risks Give up to move forward Ten Adaptive Leadership Principles Convene stakeholders Focus attention on issue Cultivate a high aspiration Use framing as a tool Build a good enough vision Chunk and link work Go for multiple actions Court and mediate conflict Maintain productive distress Acknowledge multiple accountabilities Source: Heifetz, Grashow, Linsky. The Practice of Adaptive Leadership. 4

5 FSG.ORG Effective Backbone Leaders Share Common Characteristics Stakeholders describe backbone organization leaders as: Visionary Results-Oriented Collaborative, Relationship Builder Focused, but Adaptive Charismatic and Influential Communicator Politic Humble Someone who has a big picture perspective [who] understands how the pieces fit together, is sensitive to the dynamics, and is energetic and passionate. Source: FSG interviews Interviews and Analysis Core Competencies- Leadership Group (from Opportunities Waterloo Region) Collaborative Leader Has demonstrated personal and/or professional leadership in multistakeholder efforts by building consensus and drawing people into a process of change. Communicator Able to share ideas, and describe what you know and what you are learning to diverse audiences. Community Translator Understands the different language used by stakeholders and serves as a bridge between the various communities and groups with an interest in the initiative. Lifelong Learner Desire to deepen understanding of complex social and economic issues that take complex solutions. Politically Astute Broad non-partisan understanding of political and social issues influencing the public policy environment. Strategic Understands the lay of the land and can work within it. Practical Has the ability to manage the details and get things done on time. 5

6 Collective Impact and Complexity Learn-by-doing, see what emerges, adapt. Create stability, look for opportunities to innovate. Develop common ground, compromise or compete. Wicked Problems & Social Messes Follow the best practice recipe. Use expertise, experiment and build knowledge. 6

7 Complex Problems Checklist Complex problems are difficult to frame The cause and effect relationships are unclear There are diverse stakeholders Each experience of is unique The characteristics & dynamics of the issue evolves There is no obvious right or wrong set of solutions There is no objective measure of success Managing Complex Problems TRADITIONAL RESPONSE CHARACTERISTICS OF COMPLEX ISSUES ADAPTIVE RESPONSE Specialization Multiple Root Causes Orchestration Silos Multiple Stakeholders Cross Boundary Crisp Problem Definition Plan the Work, Work the Plan Difficult to Frame Emergent Working Framework Act, React and Adapt Resolve Paradoxes & Dilemmas Cope Standardized and Detailed Blueprint Unique Minimum Specs, Variation & Customization Short Term Intractable Long Term 7

8 Building a Plan using a Theory of Change Theory of Change in Collective Impact A Theory /Framework for Change is A collaborative group s shared working hypothesis of how a group intends to achieve their intended impact. 8

9 Elements of a Theory of Change Common Agenda Exercise: Theory of Change Strategies 5 Assumptions 6 Influential Factors Problem or Issue Desired results 1 (outputs, outcomes 4 and impact) 3 Community needs/assets 2 Source: Kellogg Foundation,

10 Community Aspiration Checklist Beyond our Reach Create Together, Shared Positive Frame Community Aspiration Informed by Data 10

11 Accountability in Collective Impact Accountability The responsibility of one body to another body for fulfilling functions, completing pieces of work, and/or achieving certain outcomes and the manner in which this is carried out. 11

12 The Complexity of Accountability Type Advisory Group Interorganizational Fiscal Sponsor Powerful host Broader Community Accountability Accountability to the host/convener organization s board of directors. Accountability to member s home organizations and between collaboration members, increases with the intensity of collaboration arrangement. Accountability to home organizations, collaboration members, collaboration hosts. Accountability to home organizations, collaboration members, collaboration hosts, and broader community. Advisory Group Collaborative Table Purpose Vision and leadership for the collaboration Overall direction-setting and decision-making Accountable for evaluation and outcomes Strategic guidance and support to staff and each other (connections, influence) A learning, trusting table, modeling best collaborative practice Composition Multiple Sectors Voices of Experience Nonprofit Organizations Business Government Average Size 22 High - 42; Low - 11 Can initially meet monthly but as a collaboration matures, may meet quarterly 12

13 Coordinating/Executive/Steering Committee Purpose Acts on behalf of the Leadership Table between meetings Helps coordinate various elements of the structure and the initiative Provides input on strategic planning to the Leadership Table Provides guidance and support to staff Composition Smaller number of members Often includes staff on an active but ex-officio basis Usually includes legal sponsor and funders Note: power may reside here, to the detriment of the larger leadership table and community network Fiscal Sponsor / Host / Convener Purpose Mandate and mission are aligned with that of the collaborative Holds financial and HR legal accountabilities Provides admin services (in kind donation or for a fee) Typically, well-established, trusted and respected Composition Often is an existing organization (e.g. UW, Foundation, municipality, stable community organization Corporation) Co-sponsored by existing Organizations. Independent Entity: full incorporation. part IX company. Tides Canada Initiative. 13

14 Lead Staff Person/Coordinator Role Description Manage the overall initiative (staff, finances, reporting) Keep an eye on the big picture Help shape strategic direction Play a hands-on role engaging partners and facilitating their collaboration Ensure the work of the initiative is effectively communicated with others. Typically a highly experienced persons with strong networks, a good understanding of the substantive issues, an ability to work with a wide range of community partners and the capacity to manage a complex change process. Lead and Other Key Staff Purpose: Hands-on support for the initiative on a day to day basis Planning Facilitating Researching Organizing Communicating Coordinating Accountability - hired/contracted by legal sponsor therefore accountable within that agency HR structure - Directed by the exec cttee, supervised/oversight by CEO of legal entity. Composition Fully operational initiatives usually have the equivalent of 2-4 (10) fulltime staff Full-time lead staff person/coordinator One or two project organizers At least a half time administrative assistant Some contractors (e.g., evaluation, communications) Staffing arrangements vary Some use decentralized staffing models (small core staff supplemented by staff from legal sponsor or partner organizations) Legal sponsor may provide substantial leadership and in-kind support even if not formally part of the staff. 14

15 The Broader Community Role Sense of Ownership of the initiative: Opportunities for engagement Celebration and recognition Staying informed: written reports media public gatherings Feedback: Presentations Public gatherings Interactive social media Description - May include geographic communities and communities of interest. - May occur at multiple levels (e.g. neighbourhood, city-wide). - May include direct involvement or representative involvement. Funders as Powerful Hosts Roles Advantages Disadvantages convene members operate secretariat of staff act as the fiscal agent for funding provide funding to the group. instant credibility organizational stability access to networks become center of gravity for the effort difficult to develop shared ownership of members tend to be extra cautious may discourage full participation by NGOS 15

16 First Among Equals (Joan Roberts) Governance is all about power. Most of the power associated with the governance function is assigned through terms of reference and partnership agreements with respect to decision-making (voting or consensus), rights, roles, and responsibilities. If members are not conscious of who has power and there is no clear documentation of power relationships, then assumptions are made that may determine the structure of the collaborative. Often the most common assumption is that one or a small group of members are making all the decisions and doing all the work. It is important to agree to an organizational and governance structure that is clear to all members and stakeholders. Collaborative Governance Challenges Membership Membership Contributions Play your Position Members not clear about the problem Member organizations not engaged Decision Making Unclear decision making processes Not sticking to decision making process Collaborative does not know what decisions they can make Governance Governance is not defined No governance or operational policies Levels of accountability not defined 16

17 Culture and Accountability Collaborative Governance Useful Tools 17

18 Other Considerations Beyond Structure Member characteristics: influence, commitment, diversity. Decision-making: majority, consensus, etc. Authority: Bottom-up, Top Down, In the Middle Communication: informal, formal. Leadership Style: charismatic, servant leadership, etc. Group culture: risk oriented, process light/heavy, etc. Sponsorship Arrangements: number, roles, structure. Terms of Reference What to Include Name of collaborative Vision, mission, purpose Context Goals and Objectives Activities/deliverables Membership Structure Accountability Decision-Making Meetings Communications Resources/Budget Duration Related Policies 18

19 Memorandum of Understanding Management Standards Financial, Human Resources Funding compliance Relationship with funders Compensation or sponsorship Policy Development Review Process Legal responsibility of/to board of directors Review and Renewal of MOU Conflict Resolution 19