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NONPROFIT MANAGEMENT
Channeling Change: Making Collective Impact
Work
WHAT IS COLLECTIVE IMPACT?
Collective impact is the social change Collective impact is the social change which can occur when communities, which can occur when communities, organizations, corporations, organizations, corporations, governments and all parts of global governments and all parts of global society society work together.work together. For collective For collective impact to work impact to work everyone needs to share everyone needs to share a common goal a common goal and have a and have a shared shared understanding understanding of the systems they are of the systems they are operating and the operating and the principles agreed onprinciples agreed on..
AGENDA• Isolated VS Collective Impact
• Preconditions• Five conditions
• Five conditions in greater detail• Backbone organizations
• Backbone types• Backbone purposes• Case study: GAIN
• Case study: Communities That Care
ISOLATED VS COLLECTIVE
• Funders select individual grantees that offer the most
promising solutions.
• Nonprofits work separately and compete to produce the
greatest independent impact.
• Evaluation attempts to isolate a particular
organization’s impact.
• Large scale change is assumed to depends on
scaling a single organization
• Corporate and government sectors are often
disconnected from the efforts of foundations and
nonprofits.
• Funders and implementers understand that social problems, and
their solutions, arise from the interaction of many organizations
within a larger system.
• Progress depends on working towards the same goal and measuring the same things.
• Large scale impact depends on increasing cross-sector alignment
and learning among many organizations.
• Corporate and government sectors are essential partners
• Organizations actively coordinate their action and share lessons
learned.
PRECONDITIONS
AN INFLUENTIAL CHAMPIONAN INFLUENTIAL CHAMPION
ADEQUATE FINANCIAL ADEQUATE FINANCIAL RESOURCESRESOURCES
A SENSE OF URGENCY FOR CHANGEA SENSE OF URGENCY FOR CHANGE
FIVE CONIDITONS OF COLLECTIVE IMPACT
COMMON AGENDACOMMON AGENDAAll participants have a shared vision for All participants have a shared vision for change including a common change including a common understanding of the problem & a joint understanding of the problem & a joint approach to solving it through agreed approach to solving it through agreed upon actions.upon actions.
Collecting data and measuring results Collecting data and measuring results consistently across all participants ensures consistently across all participants ensures efforts remain aligned and participants hold efforts remain aligned and participants hold each other accountable.each other accountable.
Participant activities must be differentiated Participant activities must be differentiated while still being coordinated through a while still being coordinated through a mutually reinforcing plan of action.mutually reinforcing plan of action.
Consistent and open communication is Consistent and open communication is needed across the many players to build needed across the many players to build trust, assure mutual objectives, &create trust, assure mutual objectives, &create common motivation.common motivation.
Creating and managing collective impact Creating and managing collective impact requires a separate organization(s) with requires a separate organization(s) with staff and a specific set of skills to serve as staff and a specific set of skills to serve as the backbone for the entire initiative the backbone for the entire initiative &coordinate participating organizations &coordinate participating organizations &agencies.&agencies.
SHARED MEASURESSHARED MEASURES
BACKBONE BACKBONE SUPPORTSUPPORT
MUTUALLY MUTUALLY REINFORCING ACTIVITES REINFORCING ACTIVITES
CONTINUOUS CONTINUOUS COMMUNICATIONCOMMUNICATION
IN GREATER DETAIL
COMMON AGENDACOMMON AGENDA
SHARED SHARED MEASUREMENTMEASUREMENT
BACKBONE BACKBONE SUPPORT SUPPORT
COMMON AGENDA
Creating Boundaries
Developing a Strategic Action
FrameworkDescription of problem
with solid research
A clear goal regarding change
A portfolio of key strategies for change
& for larger scale change in the future
A guide for behaviour
Evaluation
KEY
CO
MPO
NEN
TS
SHARED MEASURE SYSTEMS
A COMMON SET OF MEASURES BETWEEN ALL STAKEHOLDERS TO MONITOR PERFORMANCE + TRACK PROGRESS.
DIFFICULT because… BENEFICTIAL because…
Competing purposes+ fear of being under
performing
Hard to agree
Helps mutually reinforcing activities run
+ contributes to collaborative problem
solving
PROVIDING OVERALL PROVIDING OVERALL STRATEGIC DIRECTIONSTRATEGIC DIRECTION
FACILITATING DIALOGUE FACILITATING DIALOGUE BETWEEN PARTNERSBETWEEN PARTNERS
MANAGING DATA MANAGING DATA COLLECTION AND COLLECTION AND
ANALYSISANALYSISHANDLING HANDLING
COMMUNICATIONCOMMUNICATION
COORDINATING COORDINATING COMMUNITY COMMUNITY OUTREACHOUTREACH
MOBILIZING FUNDINGMOBILIZING FUNDING
BACKBONE ORGANIZATIONS SERVE BACKBONE ORGANIZATIONS SERVE 6 6 ESSENTIAL FUNCTIONS:ESSENTIAL FUNCTIONS:
BACKBONE ORGANIZATIONSBACKBONE ORGANIZATIONS
FUNDER BASED NEW NON PROFIT
EXISITING NON PROFIT
GOVERNMENT
SHARED ACROSS MUTIPLE ORGANIZATIONS
STEERING COMMITTEE DRIVEN
COMMON AGENDA
SHARED MEASURES
MUTUALLY REINFORCING ACTIVITIES
CONTINUOUS COMMUNICATION
BACKBONE SUPPORT
EWBEWB
CASE STUDIES
GLOBAL ALLIANCESFOR IMPROVED
NURITION
(GAIN)
COMMUNITIES THAT CARE COALITION OF FRANKLIN COUNTY AND THE NORTH QUABBIN
(COMMUNITIES THAT CARE)
+
GAIN
WHO + WHAT IS GAIN?
Created in 2002 at a special session of the United Nations General Assembly
Focused on the goal of reducing malnutrition by improving the health and
nutrition of nearly 1 billion at risk people in the developing world.
GAINEXAMPLES OF COLLECTIVE IMPACT EXAMPLES OF COLLECTIVE IMPACT
PRINCPLES PRINCPLES “GAIN has created and
coordinated the activity of 36 large-scale collaborations that include governments, NGOs, multilateral organizations,
universities, and more than 600 companies in over 30
countries.”
“GAIN has built in a robust feedback loop and over the
past eight years has incorporated best practices
and lessons learned as a fundamental component of its fourth annual strategic
action framework.”
““Influential Champions: four individuals with deep experience in the development field came together• Bill Foege, the former director of the US Centers for Disease Control•Kul Gautam, a senior official at UNICEF•Duff Gillespie, head of the Office of Population and Nutrition at USAID•Sally Stansfield, one of the original directors at The Bill & Melinda Gates Foundation””
1 2
3
PROOF OF SUCCESS
GAIN
“GAIN’s work has enabled more than 530 million people
worldwide to obtain nutritionally enhanced food
and significantly reduced the prevalence of micronutrient deficiencies in a number of
countries.”
“Micronutrient deficiencies dropped between 11 and 30
percent among those who consumed GAIN’s
fortified products.”
“GAIN has also raised $322 million in new financial commitments from its
partners and leveraged many times more from its private sector and government
partners.”
COMMUNITIES THAT CARE
WHO + WHAT IS CTC?
Founded in 2002 after a regional meeting involving then a surprising 60 people to discuss teen drug and
alcohol abuse
Now it includes more than 200 representatives from human service agencies, district attorney’s
offices, schools, police departments, youth serving agencies, faith-based organizations, local elected
officials, local businesses, media, parents, and youth.
“Communities That Care has revised its community action plan three times in the last
eight years.”
COMMUNITIES THAT CARE
EXAMPLES OF COLLECTIVE IMPACT EXAMPLES OF COLLECTIVE IMPACT PRINCPLES PRINCPLES
“Boundaries can and do change over time. After nearly a decade of addressing teen
substance abuse prevention, Communities That Care is launching a second initiative to address youth nutrition and physical activity,
applying the existing structure and stakeholders to a closely related but new
topic area within their mission of improving youth health in their region.”
PROOF OF SUCCESS
COMMUNTIES THAT CARE
“Over an eight-year time frame, Communities That
Care has resulted not only in reducing binge drinking, but
also in reducing teen cigarette smoking by 32
percent and teen marijuana use by 18 percent.”
“Communities That Care has made impressive
progress toward its more local goals, reducing
teenage binge drinking by 31 percent.”
“The coalition has also raised more than $5 million of new public money in
support of their efforts.”
SO SO WHATWHAT??
HOW EWB BENEFIT FROM COLLECTIVE IMPACT?
• What are your first impressions of these ideas? What is intriguing?
• Is there potential in these ideas to change or influence your strategies?
• How well are you doing on the conditions within your venture/program (if you think of staff as the backbone, and members/chapters being the network)?
• How well is the sector doing with regards to these conditions? For example, is there strong communication between the venture and other parties?
• What questions come to mind when listening to this?