STRATEGIC PLAN - rccimpact.org · Strategic Plan Draft ... It requires focus on this dimension to truly achieve the goal of ... are designed to address these systemic obstacles. STRATEGIC

STRATEGIC PLAN

Table of Contents

Executive Summary _______________________________________________________________________________________________________ 3Brief Summary of plan and approach ___________________________________________________________________________________ 5Background ________________________________________________________________________________________________________________ 7Service Program Report Summary ______________________________________________________________________________________ 93 Day Collective Impact Kickoff Workshop _____________________________________________________________________________10Priority Area Workstreams Education ______________________________________________________________________________________________________________12 Affordable Housing ___________________________________________________________________________________________________15 Behavioral Health _____________________________________________________________________________________________________18 Family Life _____________________________________________________________________________________________________________20 Homelessness _________________________________________________________________________________________________________21 Inclusive Community Engagement __________________________________________________________________________________23 Leadership Development _____________________________________________________________________________________________24 Walking Together _____________________________________________________________________________________________________25 Food Security __________________________________________________________________________________________________________26Framing the Workstreams _______________________________________________________________________________________________28Summary of RCCI Approach and Plan _________________________________________________________________________________26Issue Task Forces ________________________________________________________________________________________________________30Strategic Approach ______________________________________________________________________________________________________31RCCI Program Process ___________________________________________________________________________________________________36RCCI Program Schedule _________________________________________________________________________________________________39Emerging Leaders Fellowship Report __________________________________________________________________________________40Appendix: Those involved with RCCI __________________________________________________________________________________44 RCCI Backbone ________________________________________________________________________________________________________45 May 24-26 System Dynamics workshop assistance _______________________________________________________________45 May 24-26: Workshop Attendees ___________________________________________________________________________________45 Ongoing Work Stream attendees ____________________________________________________________________________________47 Interviews with the following Service Providers: September 2016-February 2017_____________________________49 Emerging Leaders Lab Groups _______________________________________________________________________________________50

RCCI,September21,2016StrategicPlanDraftExecutiveSummary

DuringthefirstyearofRCCI,thebackboneorganizationfocuseditsenergiesongettingdatadrivenresearch,engagingthecommunitytolearnfromitscitizens,andmarshalingateamofyoungprofessionalstoassist.AsofFall2016,wearemovingintotheyearofconnecting.Ourworkinthecomingyearsaddresses3interconnecteddimensions(seemodelbelow,“ProcesstoCreatetheMostCaringCommunity”).

ProcesstoCreatetheMostCaringCommunity:A20yearEffort

Creating a CaringCommunity

Collective ImpactCollaborations

StrategicModeling

+

+

+ +

+

R

R

( Insights, Data DrivenResearch --> Root Causes )

Population Metrics

Population Metrics

Process MetricsPopulation Metrics

Process Metrics

R

STRATEGIC PLAN | DECEmbER 12, 2016 | P. 3

Webeginwiththedimensionofstrategicmodeling,essentialtogettingattherootcausesofissues.Wearedeterminedtogeneratecomprehensive,long‐termstrategies,nottorecommendbandaidapproaches.Wewillcontinuewiththejustbegunworkinthedimensionofbuildingbettercollaborationsbetweenserviceprovidersinavarietyofserviceprovisioncategories.OurfoodinsecurityconveningofearlySeptemberisthefirstofmanyemergingcollaborations.Concerningthe3rddimensionofcreatingacaringcommunity,werecognizethatoftenincollectiveimpacteffortsacrossthecountrypeopleemphasizethemechanicsofcollaboration.However,longtermlastingchangeisevenmoreaboutshiftsintheprevailingcultureorwaysofdoingthingsandcreatingnewrelationships.AsrenownedmanagementconsultantPeterDruckersays,“Cultureeatsstrategyforlunch.”Withanysuccessfulstrategy,youneedtheculturetoshifttowardssharedimagination,values,understanding,andcommitment.ItrequiresfocusonthisdimensiontotrulyachievethegoalofmakingRapidCitythemostcaringcommunityintheUnitedStates.CollectiveImpactisasmuchabouttherelationshipsandtrustamongthepeopleandorganizationsinvolvedasitisaboutthe"5conditionsofcollectiveimpact.”1Itisultimatelyaboutenablingadaptive,collectiveproblemsolving,workingfromtheoftenquotedmaximthatprogressproceedsatthespeedoftrust.Usingacombinationofmodeling,collaborationcreation,andcultureshifting,RapidCitycanemergeasoneofthefinestcitiesintheUnitedStatesin20years.

11).Sharedvision,2).Mutuallyreinforcingactivities,3).Sharedmeasurement,4).Opencommunication,5).Useofabackboneorganization


HereisabriefsummaryofourplanandapproachStrategicmodeling:Doggedlypursuingrootcausesofthesystemicissuesthatplaguethecity,modelingcauseandeffect,anddevisingstrategiesandtacticsforaddressingtheneedsintheseareas

Housing Homelessness EconomicDevelopment Transportation Education

StrategiesandToolstocreatesuccessCausalLoopDiagramsStockandFlowModelsSimulationModelingSystemDynamicsAnalysisGroupFacilitationGroupProblemSolving

ServiceProgramCollaborations:LeveragingthewisdomofCollectiveImpacttocreateefficient,successfulcollaborations

EliminatingFoodinsecurity EliminatingHomelessness EnsuringAdequateHousingstock IntegratingserviceprogramswithEducation IntegratingSeniorServices

StrategiesandToolstocreatesuccessEngagingBusinessEngagingBankingIntegratingServiceProviderActivitiesImprovingNonprofitPerformanceTrackingCaseManagement


CultureChange:MakingRapidCitythemostcaringcityinthenation ImprovingWalkingTogether(Native/non‐nativerelations) IncreasingCommunityEngagement EnhancingLeadershipDevelopment PromotingpositiveBehavioralHealthandFamilyLife ImprovingEducation

StrategiesandToolstocreatesuccessLearningfromRapidCityCitizensEngagingBusinessLeveragingtheCreativeArtsProvidingforTeenEngagement


BackgroundDuringthesummerof2015agroupofphilanthropistsmetanddeterminedthattheydesiredtoimprovelifeandlivinginRapidCityforallcitizens.Theysetoutonapathtopursuethisdesire.BrentPhillips,CEOofRegionalHealth,thelargestemployerinRapidCity,contactedmetovisitthecityandmeetwiththegroup.OverthecourseofthesummerwemettwiceinRapidCity,communicatedremotely,andco‐createdaCollectiveImpactapproachencapsulatedinthefollowingstatement:Withitsarts,history,culturalactivities,andgreatnaturalbeauty,RapidCityisadynamiccity.However,significantissuesplaguethecity.Large‐scalesocialchangecomesfrombettercross‐sectorcoordinationratherthanfromtheisolatedinterventionofindividualorganizations.CollectiveImpactwillcatalyzeandharnessthetalent,skill,andperspectiveofgrassrootscitizens,businesses,nonprofits,government,andfaithcommunitiescreatingcollaborativewaystomakeRapidCityamodel21stcenturycity(www.rccimpact.org).ThegrouprecognizedthathistoricallyfundersandnonprofitsgenerallyoverlookthepotentialforCollectiveImpactbecausetheyareusedtofocusingonindependentactionastheprimaryvehicleforsocialchange.Thenonprofitsectorcommonlyoperateswithisolatedimpactthatapproachesfindingasolutionembodiedwithinasingleorganization,combinedwiththehopethatthemosteffectiveorganizationswillgroworreplicatetoextendtheirimpactmorewidely.Fundershistoricallysearchformoreeffectiveinterventions“asiftherewereacureforcommunityhealththatonlyneedstobediscovered,inthewaythatmedicalcuresarediscoveredinlaboratories.Asaresultofthisprocess,nearly1.4millionnonprofitstrytoinventindependentsolutionstomajorsocialproblems,oftenworkingatoddswitheachotherandexponentiallyincreasingtheperceivedresourcesrequiredtomakemeaningfulprogress.”OverthepastyearwehavelearnedandareincorporatingthefollowingprinciplesintoRCCI.1.CollectiveImpacteffortsaremosteffectivewhentheybuildfromwhatalreadyexists,honoringcurrenteffortsandengagingestablishedorganizations.2.CollectiveImpactisnotastraightforwardprocess.Onedoesnotsimplyputthefiveconditionsinplaceandfollowastep‐by‐stepprocesstoachieveit.Whileeachoftheconditionsisimportant,everyCollectiveImpactinitiativemustbeappliedtofitthelocalcontextintermsofhowtheseconditionsareimplemented.ARapidCitysolutionwill,bydefinition,besomewhatdifferentthananothercity’ssolution.


3.CollectiveImpactisasmuchabouttherelationshipsandtrustamongthepeopleandorganizationsinvolvedasitisabouttheconditions.Itisultimatelyaboutenablingadaptive,collectiveproblemsolving,workingfromtheoftenquotedmaximthatprogressproceedsatthespeedoftrust.


ServiceProgramReportSummary

Whatislackinginagivencommunityisgenerallythesame:lackofmoney,lackoftime,lackofresources,lackofcommitment.ButRapidCityhasanumberofassetsfromwhichtodrawinordertotackleitssocialchallenges.Thecityhasgreatphysicalassets—parks,outdooractivities,beauty,qualitydowntown,excitingnewrestaurants—butitsmostimportantassetsarelargelyculturalandimmaterial.IncreatingthenextphaseoftheCity’sdevelopment,itsassetsprovidemultiplesystemicgatewaystoovercomeentrenchedobstacles:

1. ANewGenerationCommitstoRapidCity2. OpenandCollaborativeLeadership3. ASharedImaginationofAllMyRelations4. GrowingEnergy:“TheStarsAreLiningUp”5. CollectiveImpactInspiresExisting,CommittedLeaders6. AnEmergingEconomyofContribution7. CommitmenttotheLongTerm

RCCIispoisedtoaddressRC’sentrenchedsystemicobstacles.Theseobstacles,asnotedintheServiceProgramReportavailableonRCCI’swebsite(www.rccimpact.org)include:

1. SystemsPunishSuccessandIncentivizeApathy2. TheDynamicsofIntergenerationalPovertyReinforcesPovertyastheStatusQuoforMany3. AFortressofComplexityHidesImpactfulResources4. NetworksofHelpfulConnectionsDoNotIncludeThoseWhoNeedHelpfulConnections5. ExternalForcesandPerceptionsTowardsManyNativeAmericansLimitTheirAbilitytoContributetoSocietyand

ParticipateinDemocracy6. EscalatingFearof“theOther”ThreatenstoUnderminetheSharedCommonwealth7. AddictionsandMentalIllnessandTheirStigmaDebilitateMany

TheworkofRCCIwiththeMay24‐26,2016workshopandthesubsequentWorkStreamsandTaskForcesthathaveemergedaredesignedtoaddressthesesystemicobstacles.


3DayCollectiveImpactKickoffWorkshopOverviewandPurposeThe3DayCollectiveImpactKickoffworkshopwasaconveningof100leadersfromavarietyofsectorsinRapidCity‐socialservice,government,transportation,business,andothers‐forthepurposeoffurtherrefiningandoperationalizingthegoalofRCCI:toimprovethequalityoflifeforcitizensinRapidCity.Itwascrucialfortheprojectthatthisworkshopaccomplishedanumberofgoals,including:

GalvanizeinterestinandsupportforCollectiveImpactfromkeystakeholdersinRapidCity IllicitcriticalinformationaboutthesystemsimpactingqualityoflifeinRapidCityfromeachparticipantinformedby

theiruniqueperspectives DevelopconsensusonthekeyissueswhichareopportunitiesforRCCItohaveasubstantialimpact

DesignRCCIusedamethodcalledCommunityBasedSystemDynamicsduringtheworkshop.ThismethodwasselectedbecauseitallowsparticipantstoexploretheentiresystemimpactingqualityoflifeinRapidCityinarigorouslylogicalway.TheprocessguidedparticipantsfromthinkingaboutdiscreteeventstothenrecognizingtrendsandpatternsovertimetoeventuallydeterminingtheunderlyingcausalstructuredrivingtheeventsinRapidCity.Fromthestructurethatwasdeveloped,thegroupagreedtoanumberofkeypriorityareasforCollectiveImpacttofocusandhowtheareasofworkinterrelate.SignificantResultsTheworkshopfocusedonunderlyingcausalrelationshipsdrivingtheentrenchedsocialissuesinRapidCityasopposedtobrainstormingshort‐term“bandaid”solutions.Thus,discussionofimplementablesolutionsandaction‐stepstowardssolving


theproblemsidentifiedintheworkshopwasdelayeduntilfurtheranalysiscouldbedonebyalargernumberofstakeholderswithbetterdata.Anumberofsignificantoutcomesfromthe3dayworkshopincluded:

Developedasystemsmapthatincludedahighlevelofdetailaboutconnectionsacrossthecity Establishedconnectionsbetweenparticipantswithinandacrossmultiplesectorsanddevelopedadeeper

understandingofoneanother’sresourcesandobjectives Identifiedkeyvariablesofimpactineachpriorityissuearea Createdatimelinefor5,10and15+yearsofvisionsforimprovedlifeinRapidCity Formed9workstreamschargedwithanalyzingtheworkshopdata,compilingadditionalresearch,anddeveloping

strategiesforsystemchange


PriorityAreaWorkstreams

EducationWhydoesitmatter? KeyDevelopments ShortTerm LongTermEducationcreatesopportunitiesforallcitizenstoreachtheirpotentialandcontributetothecityeconomicallyandcivically.Thereisalotofworkbeingdoneoneducationalissuesbothinsideandoutsideofschools.However,theworkisfragmentedsostudentsfallthroughthecracksandfewerstudentsareservedoverall.BytakingacollectiveapproachtoeducationinRapidCity,morestudentscouldgetthesupporttheyneedtobesuccessfulandproductivemembersofthecommunity.

Agreedthatthisworkstreamshouldfocusonclosinggapsincommunicationbetweenprovidersworkingwithstudentsalongtheeducationalpathway

Identifiedkeymilestonesinastudent’seducationaljourney,thekeycontributorstosuccessatthatstage,andorganizationswhoareworkingonthoseissues

Conveneproviderswithineachstageoftheeducationalpathwaytodiscusskeyissuesandshareresources

Connectprovidersbetweenadjacentstagestoshareinsightsandincreasecommunicationandcollaboration

Increasetheeffectivenessofeducationserviceprovidersbyincreasinginformationandresourcesharing

Createseamlessintegrationofserviceproviderprogramswiththeschoolsystembybuildingrelationshipsandtrust

Createoutreachstrategiesforfamiliestomakenavigatingthesystemeasier


StudentSuccess Pre-K

StudentSuccess K-5

Student Success6-8

StudentSuccess High

School

StudentSuccess

Post-SecondaryWork ForceEntering Pre-K Entering K Entering 6 Entering High School Entering

Post-SecondaryEntering Work Force

Parental Engagement

Interventions

Parent Knowledge ofSchool Readiness

Parent Perception oftheir role as an

educator

Resources thatParent can Access

"Warm Hand-Off"to Parent

ScreeningCommunityResources

Grade-Level Reading

ParentalInvestment in

Literacy

Household Literacy

Knowledge ofServices for Literacy

Parent Time forChild's Literacy

Education

$ for Services forLiteracy

Student Ownershipof Education

Student Resilience

Distractions

School's Ability to AccessServices from Outside

Provider

School System +Provider Cooperation

Administration'sWillingness to

Capacity of Providers

Funding

+

+

+ + ++

+

++ +

-

+

++

+

+

Career Mentorship

+

Starting StrongHead Start

Bright Start

ProsperityInitiative

PTA

Wild Life

Young Life

Teen UpStudent Success

Coaches

Campaign forGrade-Level

Reading


Healthy Start Education orSkill Job or Career

Entering School Entering Workforce

Pre-Postnatal Care

Early Screening

ParentalEngagement-

Education

Grade-LevelReading

EnrichmentActivitiesTruancy Prevention

Graduation Support

Work and Life Skills

Higher EducationScholarships

Transition Support

Pre-CollegeSummer Program

Living Wage JobSkills Training

Access toHealthcare

Access toBasic Needs

Violence andSubstance

FreeStable Home

Pillars ofSuccess

Community Healthof the Black Hills

Native Women'sHealth

North RapidCommunity School

Clinic

BMS CSSLSS

YFS

WS

Lifeways

Front Porch Coalition

Delta DentalMobile Units

Feeding SouthDakota

Food Pantries

New StartHousing Program

PenningtonCounty Housing

Cornerstone MissionDSS

Rapid TransitWAVI

AddictionRecovery Center

CIty County

Love Inc.Career LeraningCenter

Consumer CreditCounseling

Literacy Council

WSDCAP

Early ChildhoodConnecitons

Department of Health

YMCA

ub for Boys

Starting Strong

United Way

RCAS

Americorp atGeneral Beadle

Big Brothers BigSisters

Black HillsSpecial Services Rural America

Initiatives

Young Life

Cobbler to Cobbler PartnershipRapid City

Jumpstart DaycareJAG

Teen Up SDSMT

Career LearningCenter

DOL

Women'sCommunityLeadership

WDT BHSUUSD/SDSU/OLC

Nursing

University Center

Student SuccCoaches

WIA Progra

Program Up

CertifiedApprenticeships


AffordableHousing

Whydoesitmatter? KeyDevelopments ShortTerm LongTermQualityaffordablehousingisessentialtoallcitizens’abilitytofunctionathighlevel.Withoutstablehousing,itisdifficultforanyonetoholdajob,getaneducation,orfosterasenseofcommunity.Whenfamiliescan’taffordtheirhomes,theydon’tspendinotheressentialareassuchashealthcareornutrition.Ultimately,thegreatercommunityhastobeartheburdenofthesecoststhroughhigherhealthcarerates,fewerproductiveemployees,anddiminishedrelationshipswithinthecommunity.Affordablehousingateveryincomelevelisapillarofastable,productiveandcaringRapidCity.

Defineddimensionsandstandardsof“Quality”

Determinedthatthe1250familiesonSec8Housingand1700onthewaitinglistareapriorityforstrategicplanning

Agreedtofundamentalsystemicissuesthatperpetuatethehousingcrisis,includingzoningpoliciesandexclusionaryclauses

Determinedthatthereneedstobechangesacrosstheentirehousingmarketforaffordablehousingtocontinuetobeviablebecauseofthe‘conveyerbelteffect’

MeetwithHomelessworkstreamtodeterminespecificneedsofthatsectionofthemarket

Evaluateneedsandpotentialoptionsacrossthemultipledemographicsections

Determinefinancialviabilityoflow‐incomehousingoptions

Recommendpolicychangesthatwillallowformoresustainabledevelopmentofaffordablehousinglongterm

DecreasetheSection8Housingwaitlistbyincreasingaffordablehousingstockoptionsandincreasingincomeforfamiliesontheprogram

Decreasepolicybarriersforfinancingandbuildinglow‐incomehousing

Createpositiveperceptionwithinneighborhoodsofaffordablehousingdevelopment(i.e.reducingthe“NotinMyBackyard”mentality)


financialfeasibility

plan

Developer PerceivedRisk Level

Affordable Housing inPlanningbeginning to plan

plan approvals

completedaffordable home

plans

Available AffordableHousing

newaffordablehousing

Affordable HousingUnder Construction

initiating newaffordable housing

construction

change inperceived

risk

avgconstruction

time

Occupied AffordableHousing

moving in toaffordablehousing

moving out ofaffordablehousing

avg cost ofhousing

total occupiedhousing

total housedpeople

housedpeople ratio

community buyin

wrap-aroundservices

Risk(landlord)

Access

available dollars

Affordablehousing

conversion

stability

<avg peopleper house>

<expected netoperating income>

becomingunaffordable

total affordablehousing

<People NeedingHousing>


acquisitioncost

cost of landconstruction

cost

developerfee

developmentcosts

hiring costs officeoperation cost

new opportunitysearch cost

design fees

constructionloan interest

permanentfinancing fees

project reserves

projectmanagment fees

total developmentcosts

money from debtvacacy rates

tax credits total funds from debt

total fundsavailable

expected netoperating income

expectedrental rates

area medianincome (AMI)

state tax creditavailable

federal tax creditavailable

local tax creditavailable

total creditsavailable

loan sizegrants

operatingexpenses

interest rate

number ofplanned units

labor costs

materials cost

max units acceptableto community at site

demand for units

tax credit AMIthreshold

<avg people per house><People Needing

Housing>

Each color is a different stakeholder group


BehavioralHealth

Whydoesitmatter? KeyDevelopments ShortTerm LongTermBehavioralhealthistheintersectionofmentalhealthandaddiction.Whenacitizenisexperiencingahealthcarecrisissuchasseverementalhealthandaddictionissues,itposesathreattotheirsafetyandpotentiallythesafetyofothers.Thecostsofnotadequatelytreatingtheseissuesaresubstantialandthecommunityultimatelyfootsthebillinlawenforcementandhealthcarecosts.PromotingmentalhealththroughsupportiverelationshipsandpreventingsubstanceabusethroughtargetedprogrammingwillenableRapidCitytobreakgenerationalcyclesofpoverty,addictionandtrauma.

Agreedthattheissueisarestructuringissue‐thatthesystemsinRapidCity

needtobereshapedtopromotepositiveBehavioralHealth

Agreedthatsubstanceabuseshouldhavecasemanagementservices

Discussedtheimportanceofculturally‐baseddiagnosisandcareandthevalueofspaceforland‐basedrecoveryandreentry

Agreedthattherevolutionneededinbehavioralhealthhastodowithhowpeopleunderstandandexperiencecommunity

DesignavisionforahealthierRapidCitybystartingwiththecontinuumofcaredesignedbySteveManlove

Determinehowtorelatethisvisiontobreakingcyclesofintergenerationalpovertyandtrauma

IncorporatethiswiththeworkoftheFamilyLifeworkstream

CreateanenvironmentinRapidCitythatpromotespositiveBehavioralHealth

Increaseconnectivitybetweenpeopleandsupportcaringrelationships

Promotecopingskillstoincreaseresilienceanddecreaseinstancesofsubstanceabuse


TotalPopulation

AddictedPeople

becomingaddicted

preventionactivities

-

outpatientteatment

intensiveoutpatient teament

day treatment

residential

inpatienttreatment

continued care

returning totreatment

fraction receivingprevention

fraction addictedw/o prevention

Non-Use Abuse Addictionuse dependence


FamilyLifeWhydoesitmatter? KeyDevelopments ShortTerm LongTerm

ThefamilyisthemostbasicunitofcareandcompassioninRapidCity.Whenfamiliesarefunctioning,theyhelpsupportcitizens’growthandidentifyformationandabsorbtheshocksoflife’sinherentup’sanddown’s.Whenfamiliesaren’tfunctioning,itcreatescyclesoftraumaandmentalhealthissues.Thecommunitythenhastoattempttomeettheneedsofthosecitizens.Ultimately,itmakesitdifficultforcitizenstocontributetothecommunitymorebroadly.

Agreedthattheperiodofidentityformationisacriticaltimeforchildrentoavoidmanyfutureproblems

Affirmedthatpersonalresiliencyisafoundationforbehavioralhealthandfamilylife


HomelessnessWhydoesitmatter? KeyDevelopments ShortTerm LongTermThehomelesspopulationinRapidCityisamongthemostvulnerablegroupofcitizensinneedofthemostcomprehensiveandintensivecare.Theirneedsaremulti‐faceted,fromtheobvious(stablehousing,income)tothelessapparent(socialnetworksafetynet,stabletransitionsoutoffostercare).Thisisadynamicissuewithinherentlimitationsforcollectingsound,consistentdata,butispotentiallyagrowingissueforthecommunitythatwillultimatelyhaveeconomicimpacts.

Analyzeddataavailablefromlocalhomelesscountandschooldistrictandidentifiednumerouslimitationsinthedataset

IdentifiedhighprioritypopulationsasNativeAmericanmenandchildrenagingoutoffostercare

Agreedthatworkstreamscopeistoreducethoselosingtheirhome,reducehomelesspeoplegivingup,andincreasingthosegettinghoused

MeetwithAffordableHousingworkstreamtodeterminestrategyforprovidinghousingoptionstopeopleacrossaspectrumofseverity

MeetwithEconomicDevelopmentteamtodeterminehowtoincorporateoccupancyskillsandjobtrainingintoprogramming

Developuniversaldefinitionsandmeasurementsfordatacollectionbetweenagencies

Provideopportunitiesforpeopletogetoutofhomelessnessinbyprovidinghousingoptions,occupancy/lifeskillsandjobopportunities

Reducethenumberofpeoplebecominghomelessthroughlossofsubsidies,difficulttransitionsoutoffostercare,andimprovedrelationshipswithreservations


Homeless TryingHomeless Give

Upgiving up trying

gaining newhope

AffordablyHoused People

losing home

avg homedecay time

becominghomeless

getting housed

People inMarket-based

Housing

moving tomarket-based

housing

HUD $$

losing market-basedhousing

dying

State HUD $

funding

# of serviceproviders# affordable

housing options

job training personal &family info access to ID

services

aging out

foster careage out

subsidizedhousing age out

in-migration

weather

servicesavailable

out-migration

bus out ofstate

TransientHomeless

tax season

Fed landbuy-back

income increase

benefits

childrenage out

losesubsidiesfor food,

etc.

rentincrease

--

+

-

+

+


InclusiveCommunityEngagement

Whydoesitmatter? KeyDevelopments ShortTerm LongTerm

Anengagedcommunityisthegluethatbindsthecitytogether.Whencitizensareengaged,theyaremoreeducatedoncurrentissues,thereismoretrustbetweenpeopleandorganizations,andtherearemorepeoplewillingtolendtheirtimeandtalentstothebettermentofthecommunity.ThisbecomesadrivingforcebehindpositivechangeineveryareaoflifeinRapidCity.Likewise,ifthereisalackofcommunityengagementthenitismoredifficulttomakeprogressoncrucialissuesinthecity,suchasaffordablehousing.Itisalsoimperativethatcommunityengagementbeinclusiveofallmembersofthecity‐regardlessofrace,religion,genderoranyotheridentity.Acommunitythatisfracturedcannotsupporthighqualityoflifeforeverymember,whileaunifiedandengagedcitycan.

IdentifiedprinciplesofcommunityengagementtoupheldinCollectiveImpact’splanningandwork

Agreedtocreateamessagingcampaignwiththreedistinctpurposes:Increaseawarenessandexposure,educatethecommunity,and/orencourageaction

ConstructamessagingplanfromamatrixofMessageTypevs.Theme

IncorporatethePrinciplesofCommunityEngagementintootherworkstream’splans

Createapositive,supportiveenvironmentinRapidCitybybuildingrelationshipsandempathy


LeadershipDevelopment

Whydoesitmatter? KeyDevelopments ShortTerm LongTermQualityleadershipisfundamentallyimportantforprogressinRapidCity.Leadersmustperformatahighlevelandexhibitastrongcharacterinordertoearnthetrustofcitizens.Potentialleadersmusthavethesupporttheyneedtogrowanddevelopintocapablepeopleforthejob.Therearemanycitizensthroughoutthecitywhohaveahighdegreeofpotentialtobecomegreatleadersinthecity,theyjustneedtrainingandopportunitiestolead.

AgreedthatthisworkstreamshouldberesponsibleforcreatingstrategyforCollectiveImpactinformedcommunityleadership

Identifiedinnovativeopportunitiesatallstagesofleadershipdevelopment

Agreedthatthereneedstobemore‘handingofthebaton’inleadershipinRapidCity

FosteraCollectiveImpactmentalityinleadershipthrougha2phaseprocess:

Phase1byarticulatingkeyprinciplesofCIandeducatecurrentleadershiponthese

Phase2incorporateCollectiveImpactprinciplesintoleadershipdevelopmenttrainingthatiscurrentlyunderway(i.e.LRC,Jr.LRC)

Fosterasenseofcollaboration,sharedcommitment,andsenseofpurposebetweenleadersinallsectorsinRapidCity

Trainpotentialleadersfromavarietyofbackgroundsandconnectthemwithopportunitiestoserve


WalkingTogether

Whyisitimportant? KeyDevelopments ShortTerm LongTerm

Promotingunderstandingandequitybetweennativeandnon‐nativepeopleinRapidCityisthebasisfordecreaseddisparityandprejudicewithinthecommunity.RapidCityhasanopportunitytoleadthenationinimprovingrelationshipsbetweenracesandusingthisharmonyasameanstoprovidehighqualityoflifeforallcitizens.

Createdaninventoryof26initiativesinRapidCityrelatedtonative/non‐nativerelations

IdentifiedtheneedforaCounciloftheSpiritthatwillinvolveabroadfaithcommunityinhealingthecommunity’sdivides

Conveneall26initiativesonOct.19,7:30‐9:00,atMotherButlerHall

MeetonSeptember21,3:00‐5:00,toplanforupcomingeventsandtodiscussprocessforaCounciloftheSpirit

Findsynergybetweenthemanyinitiativesthatarehappeningintownaddressingtheseissues

PromoteacultureofunderstandingandempathythroughthecreationofaCounciloftheSpirit


FoodSecurityWhydoesitmatter? KeyDevelopments ShortTerm LongTermAccesstonutritiousfoodisafundamentalhumanneedandfreedomfromhungeriscriticaltothefutureeconomic,socialandemotionalhealthofRapidCitycitizens.Familieslivinginpovertyareoftentimesinneedoffoodassistancetosurvive.ProvidingoptionstothesefamiliesthatareaccessibletothemintermsoflocationandtimeiscriticaltoendingfoodinsecurityinRapid.Whiletherearemanyoptionsavailableforfoodassistance,bettercoordinationandenhancedunderstandingofthefactssurroundingfoodsecurityinRapidwillhelpthecommunitycloseexistinggaps.

• Convened16organizationswhoprovidesometimeupfoodassistance

• Mappedlocationsandtimesavailableforthisassistancetopreliminarilydeterminewheregapscurrentlyexist

• Convenedataskforcetoreviewvision,valuesandstrategicprioritiesforendingfoodsecurityinRapid.

• Revisestrategicgoalsandprioritiesbasedontheinputofthetaskforceandotherfoodassistanceproviders

• Connectwithresourcesthatcansupportthestrategicpriorities

• Buildrelationshipsbetweenprovidersbyincreasingcommunicationandsharinginformation

• Identifyfoodinsecurityneedsandgapsbycollectingandanalyzinginformation

• Increasetheprocurementanddistributionoffoodsbyimplementinginnovativedeliverymodels

• Developenhancedresearchpracticesaroundthisareaofneed

• Increaseawarenessamongfamiliesinneedofassistanceofopportunitiesavailable


LocationsofFoodAssistanceProvidersConvened

BlueindicateslocationsofprovidersduringnormalbusinesshoursGreenindicatesweekendoptions**Theinteractivemaphasdatathatincludesexacttimes,locations,seasonsandenrollmentrequirements


FramingtheWorkstreams:

TheissuesthathavebeenraisedbythecommunityinvolvedwithCollectiveImpactaremulti-facetedandcomplex.Forthebackbonetobetterunderstand,organizeandarticulatetheseissues,wehaveappliedasocialsystemsproblemanalysisframeworktotheworkstreams.Theframeworkdividesproblemsintofourcategoriesthatexistinrelationtotwospectrums:one(leftimagebelow)thedegreetowhichtheproblemis‘wicked’,meaningverydifficulttodefineandspanningawiderangeofinterconnectedproblems,and(rightimagebelow)thedegreetowhichthesysteminwhichtheproblemsareembeddedneedstofundamentallychange(i.e.policychange,culturechange)orstaythesameandbeoptimizedorregulated.


Fourtypesofproblems:Whatfollowsfromtheframeworkabovearefourcategoriesofproblems(listedtotheleftwithdescriptions).Thesecategorizationsalsoexistwithinthespectrums,meaningthattherearemanydifferentdegreestowhichaproblemisonecategoryversusanother.Itisalsoimportanttonotethataproblemcanbeviewedfromanyofthefourcategories,dependingonone’sperspectiveontheproblemandthemomentintimeatwhichtheproblemisbeinganalyzed.

WorkstreamsinthisFramework:Asabackboneoffice,wehavecategorizedtheworkstreamsinthisframework,asyouseeintheimagetotheright.Webasedourplacementdecisionoffoftheconversationsintheworkstreamsandtheparticipants’viewoftheproblemtosituateitspecificallyintheRapidCitycontextasopposedtosomemoregeneralizedperspective.Thishashelpedustoidentifyanumberofcomponentsofeachworkstream’sprocess:includingpotentialdurationofeachworkstreamandthetoolsnecessaryforsuccess.Weexpectthatmanyoftheworkstreamsmightchangetheframingoftheproblemovertimeastheirunderstandingoftheissuesandvisionforthefutureevolve.


SummaryofRCCIApproachandPlanClassicCollectiveImpactApproach

UsingtherightsizebackboneforRCCI(AverageFTEis4.5) Creatingcollaborations Enhancingexistingcollaborations Partnershipswithkeystakeholders(Regional,JTVF,electedofficials,non‐partisan) TheroleofindividualphilanthropyinCI Workingtowardsequity Engagingwiththecommunity/grassroots Marketing/PR/communications Emergingleaderscadre

LocalInnovation

Systemsmodelingandsystemscoordination TheWalkingTogethergroup Abanktaskforce Promotingcross‐sectorcapacityandprofessionaldevelopment—learnhowtobuildbettercollaborations


Strategic Approach

Vision Exploration

Problem Analysis

Solution Discovery& Design

Workstream Process Design

Implementation

Time

Where do we want to go?

What is the nature of this problem?

How to we get the performance

we want?

How should we design our work

given our undesired situation?

Iterations

How do we measure ongoing population

performance


Overview TheRCCIapproachisbasedonafractalstructurethatrecursonthreescales—sub‐workstream,workstreamandissuetaskforce,andRCCIprogram.TheWorkstream,IssueTaskForces,andRCCIprogramarealldeliveredandmanagedusingthesameframeworkprinciplesdescribedbelow.Additionally,iterationisintentionallydesignedintotheprocesstoproductivelymanageworkunderuncertainty.Thedurationofeachiterationisdependentupontheuniquesituationalcontextofeachinitiative.Workstream & Issue Task Force Process Overview WorkstreamandIssueTaskForceactivitiesbothfollowanaturaldiamond‐shapedprocesscharacterizedbyopening,narrowing,andclosingphases.Thisnaturalprocessiscommontoallteamsastheyprogressthroughworkspaces.EachWorkstreamandIssueTaskForcecontainsactivitiesforprocessdesign,visionexploration,problemanalysis,solutiondiscoveryanddesign,andimplementation.Andeachoftheseactivitieshasacharacteristicdiamond‐shapestructureofitsown.Togetherwithdesignediterationintervals,eachissueisexploredandresolvedwiththeactivitiesdescribedbelow.Iteration Whenaddressingcomplexissueswherethelinksbetweencauseandeffectaremanyandambiguousandwherepreviousattemptstosolveaproblemhavefailed,itiscriticaltointentionallymanagethe“cloudofuncertainly”surroundingtheproblemspace.TheRCCIBackboneOfficeisintentionallydesigningiterationintervalsfortheRCCIProgrambaseduponparticipantexpertise,familiaritywiththesubjectarea,ratesofchangeinthesocialspacesengaged,andlevelofuncertaintyintheproblemspace.Process Diamond Theprocessdiamondisaconceptualrepresentationofarealexperienceteamshavewhenworkingtowardagoaltogether.Theprocessdiamondconsistsofthreegeneralphases,opening,narrowing,andclosingdescribedbelow.Open Inthisinitialphaseoftheprocessdiamond,dataisgatheredsharedamongtheparticipants.Thissharingstimulatesthegroup’screativeenergyandexpandstheamountofdatausedtoconsiderthesubject.Theobjectiveistoproduceasmanyideasaspossiblewithoutrigorousevaluationinarelativelyshorttime.Inthisphase,thegroupislearningaboutsharedtermsanddifferingdefinitionsamongtheactors.Thisdivergentphasegeneratesanexpansionindataandanincreaseinperceiveduncertainty,oftenleavingtheteamfeelingtheyupagainstamuchbiggeranddeeperproblemthantheyinitiallythought.


Narrow Themiddlephaseoftheprocessdiamondisthenarrowingphase.Inthisconvergentphasesalientinformationhasnowbeenmostlydiscoveredandtheteambeginstosynthesizeandorganizethedataintomorecoherentthemes,patterns,andstructures,eliminatingduplicationsandgainingasenseofwherepointsofleveragemylieinthesystemsengaged.Teammembersmyexperiencefeelingsofnewhopeemergingfromthediscouragementoftenfeltattheendoftheopeningphase.Formany,the“fogwillbegintoclear”andnewclarityandinsightwillemergeasthegroupseesmorechoicesandoptions. Close Thethirdandfinalphaseoftheprocessdiamondistheclosingphase.Inthisconvergentphasetheteamevaluatespotentialoptionsandchoicesandwinnowsdownoptionstothefinalfew.Thereareoftennegotiationsamongmemberstodeterminewhichoptionwouldyieldthemostpoliticalandsocialsupportforimplementation.Workstream Process Design Withinthisdiamond‐shapedframeworkwillbeaseriesofactivities—thefirstofwhichisalwaysprocessdesign.Intheprocessdesignactivity,theteamcomestoanagreementaboutthenatureoftheworktobedonetoreachitsobjectivesandthebestpaththroughtheotheractivitiestoobtainthosedesiredresults.Inshort,theteamanswersthequestion:“Howshouldwedesignourworkgivenourundesiredsituation?”Theteamwilldetermineifthedesiredoutcomeisbestachievedwithaproblem‐solving,vision‐realization,vision‐problem,orproblem‐visionpath(sequence)throughthefollowingactivities.Vision Exploration Whenateamneedstoestablishavisionorimageofadesiredfuturestate,thevisionexplorationactivityisused.ThisactivitymaybefollowedbytheSolutionDiscovery&Designstepinthevision‐realizationsequenceormayiteratewiththeProblemAnalysisactivityinthevision‐problemsequencetoaddressproblemsrealizingavision.IfVisionExplorationfollowsProblemAnalysis,thenthesequenceaddressesthecreationofavisionforwhenwehavesolvedaparticularproblem.Insummary,thisactivityanswersthequestion:“Wheredowewanttogo?”Problem Analysis GainingagreementaboutthenatureofaproblemandwhyitexistsistheobjectiveoftheProblemAnalysisactivity.ThisstepmaybefollowedbytheSolutionDiscovery&Designstepintheproblem‐solvingsequenceormayiteratewiththeVisionExplorationactivityintheproblem‐visionsequencetoaddresstheneedforavisionofwhentheproblemissolved.WhenProblemAnalysisfollowsVisionExploration,thenthesequenceaddressestheproblemsassociatedwithrealizingavision.Insummary,thisactivityanswersthequestion:“Whatisthenatureofthisproblem?”


Solution Discovery & Design SeekingagreementonpotentialsolutionsthateveryonecansupportistheobjectiveofSolutionDiscoveryandDesign.Thisactivitygenerallybeginsthenarrowing(convergent)phaseofthediamond‐shapedprocess.Theseactivitiesseektoidentifypotentialsolutionswhilealsogainingsocialsystemsupportforimplementation.Nowthatrelevantinformationhasbeenmostlydiscovered,thisactivityallowstheteamtosynthesizeandorganizedataintoemergingthemes,patterns,andstructures,whileeliminatingduplicationsandgaininganintuitivesenseofwherepointsofleveragelie.EnergylevelsgenerallyincreaseasteammembersexperiencefeelingsofhopeemergingfromthediscouragementfeltattheendofProblemAnalysis.Formany,the“fogwillbegintoclear”andclarityandinsightemergesasthegroupidentifiesspecificchoicesandoptions.Insummary,thisactivityanswersthequestion:“Howdowegettheperformancewewantinawaythateveryonewillsupport?”Implementation Aftertheteamhasidentifiedthesolutionsthateveryonewillsupport,theactivitiesofImplementationbegin.DuringImplementationtheteamagreesonaplanofactiontoimplementthedecisionsmadeduringSolutionDiscoveryandDesign.Afteragreeingonanimplementationplantheteamalsoagreesonongoingperformancemeasuresandbeginsexecutionoftheimplementationplan.Sequencing Thesequence(orpath)inwhichthepreviousactivitiesareexecutedchangesthenatureoftheproblemsthatcanbeaddressed.TheactivitysequenceexecutedbytheWorkstreamorIssueTaskForceteamdetermineshowtheteammovesthroughthediamond‐shapedprocessthusyieldingthepreviouslyspecifieddesiredoutcomes.Thedifferingsequencesarediscussedbelow.Problem‐solving Problem‐SolvingsequenceischaracterizedbymovingfromProcessDesigntoProblemAnalysisthentoSolutionDesignandImplementation.Thissequencesuseforpureproblem‐solvinginitiatives.Vision‐realization TheVisionRealizationsequenceischaracterizedbymovingfromProcessDesigntoVisionExplorationthentoSolutionDesignandImplementation.Thissequenceisusefulforpurevision‐realizationinitiatives.


Vision‐Problem AftermovingthroughProcessDesign,iterationsbetweenVisionExplorationandProblemAnalysisthentoSolutionDesignischaracteristicoftheVision‐Problemsequence.Thesequenceisusedwhenavisionisneededalongwithdiscoveryofproblemsachievingthatvision.Problem‐Vision MovingfromProcessDesigniterationsbetweenProblemAnalysisandVisionExplorationthentoSolutionDesignischaracteristicoftheProblem‐Visionsequence.Thesequenceisusedwhenaproblemneedstobesolvedalongwiththeidentificationofhowtheworldmightlookwhenthisproblemissolved.Summary WorkstreamandIssueTaskForceactivitieswillfollowanaturaldiamond‐shapedprocesscharacterizedbyopening,narrowing,andclosing.EachWorkstreamandIssueTaskForcewillexecuteactivitiesinaspecificsequenceforproducingdesiredoutcomes.Eachoftheseactivitieshasacharacteristicdiamond‐shapestructureofitsown.Togetherwithdesignediterationintervals,eachissueisexploredandresolvedwiththeactivitiesdescribedbelow.


RCCI Program Process

Time

Perceived Uncertainty

Iterations

InterviewKick-off9/2015

Workstreams within the RCCI

Program

Emerging Leaders Learning

Groups within the RCCI Program

Become increasingly aware of opportunities to simplify and

integrate

Become increasingly aware of complexity we would like to

ignore

Workstream Kick-off6/2016

Measuring Process

Measuring Population Outcomes

Iteration dissolves uncertainty most

effectively

12/2016 12/2017 12/201812/2015


Overview JustastheWorkstreamsandIssueTaskForcesfollowanaturaldiamond‐shapedprocess,soalsotheRCCIprogrambutonalargerscale—playingoutoveryearsratherthanmonths.Theself‐similardiamond‐shapedstructurerecursatthesub‐workstream,workstream,andprogramlevels.TheRCCIprogramisdeliveredandmanagedusingthispreviouslydescribedframework.Additionally,iterationisintentionallydesignedintotheprogramtomanagetheemergentnatureofthisworkunderuncertainty.Iteration Whenaddressingcomplexissueswherethelinksbetweencauseandeffectaremanyandambiguousandwherepreviousattemptstosolveaproblemhavefailed,itiscriticaltointentionallymanagethe“cloudofuncertainly”surroundingtheproblemspace.TheRCCIBackboneOfficeisintentionallydesigningiterationintervalsfortheRCCIProgrambaseduponparticipantexpertise,familiaritywiththesubjectarea,ratesofchangeinthesocialspacesengaged,andlevelofuncertaintyintheproblemspace.UnliketheWorkstreamandIssueTaskForceswhichhaveiterationdurationsofapproximatelyonemonth,theRCCIprogramisdesignedwithiterationsofapproximatelysixtoeightmonths.Program Process Diamond Theprocessdiamondisaconceptualrepresentationofarealexperienceteamshavewhenworkingtowardagoaltogether.Theprocessdiamondconsistsofthreegeneralphases,opening,narrowing,andclosingbutplayingoutoveraperiodofyearsratherthanmonthsaswiththeworkstreamsandissuetaskforceinitiatives.Open Inthisinitialdivergentphaseoftheprocessdiamond,dataisgatheredsharedamongtheparticipantsthroughaseriesofsub‐projects(e.g.,Interviews,IssueTaskForces,Workstreams,etc.).Thissharingstimulatestheprogramparticipants’creativeenergyandexpandstheamountofdataandrelationshipsunderconsideration.Theobjectiveistoproduceasmuchunderstandingaspossiblewithoutrigorousevaluationinitiallyinasshortatimeaspossible.Inthisphase,theprogramparticipantsarelearningaboutsharedtermsanddifferingdefinitionsandrelationshipsamongtheactorsandsystems.Thisphasegeneratesanexpansionindataandanincreaseinperceiveduncertainty,oftenleavingteamsfeelingtheyupagainstamuchbiggeranddeeperproblemthantheyinitiallythought.Narrow Themiddlephaseoftheprogramdiamondisthenarrowingphase.Inthisconvergentphasesalientinformationhasnowbeenmostlydiscoveredandtheprogramparticipantsbegintosynthesizeandorganizethedataintomorecoherentthemes,patterns,andstructures,eliminatingduplicationsandgainingasenseofwherepointsofleveragemylieinthelarge‐scale


systemsengaged.Teammembersmyexperiencefeelingsofnewhopeemergingfromthediscouragementoftenfeltattheendoftheopeningphase.Formany,the“fogwillfinallybegintoclear”andnewclarityandinsightwillemergethedeeperandmorefundamentalissuesandstructuresinRapidCityastheparticipantsseemorechoicesandoptions. Close Thethirdandfinalconvergentphaseoftheprogramdiamondistheclosingphase.Inthisphasetheparticipantsevaluatepotentiallarge‐scaleoptionsandchoicesandnarrowdownoptionstoafinalfew.ThereareoftennegotiationsamongmembersofthecommunitytodeterminewhichoptionwouldyieldthemostpoliticalandsocialsupportforimplementationProgram Process Design Withinthisdiamond‐shapedframeworkwillbeaseriesofIssueTaskForcesandWorkstreams—thefirstofwhichisalwaysfocusingplenaryactivity(e.g.,3‐dayWorkstreamKick‐offmeeting).Intheprocessdesignactivity,theteamcomestoanagreementaboutthescopeoftheworktobedonetoreachitsobjectivesandtheproblemspacestoassignIssueTaskForces,Workstreams,etc.toobtainthosedesiredresults.Inshort,theprogramparticipantsanswerthequestion:“Howshouldwescopeourworkgivenourundesiredsituations?”TheparticipantswilldetermineifthedesiredoutcomeisbestachievedwithanIssueTaskForce,Workstream,LearningGroup,etc.tomeettheemergingunderstandingoftheprogram’sissues.Workstreams and Issue Task Forces WorkstreamsandIssueTaskForcescomposethebodyofworkwithintheRCCIprogram.Thesequenceofexecutionistheresultofconversationsfrominterviews,IssueTaskForceefforts,andWorkstreamexecutions.Thesesub‐projectswithintheprogramarerelativelyshort‐durationinitiatives(sixmonthstoayear)thatemergefromeffortstoaddressthecomplexissuesfacingRapidCity.Thenetresultofthesesub‐programeffortsisadivergent‐to‐convergentpaththroughalarger‐scalediamond‐shapedprocessfortheoverallprogram.


RCCI Program Schedule

RCCIBackbonehasanextensiveprogramschedulewithmorethan200distinctactivities/projectssincethebeginningoftheinitiativein2015.


EmergingLeadersFellowshipReportInearlyNovember2015,50individualswerechosenasRapidCityCollectiveImpact(RCCI)Fellows.TheFellowshipisintendedtoprovidebothsupporttotheeffortsoftheRCCIinitiativeandtoprovideacross‐sectorialopportunitytoengageandbuildacadreofyoung,emergingleaderswhoarewellversedintheworkofcollectiveimpact,thusOverthepastseveralmonths,thecadrehasmetinlearninglabsaroundtopicsoftheirchoiceandinterest,andconductedfocusgroupswithinthecommunity.LearningLabs:Generally,eachlearninglabgroupmeetsmonthly.Someareengagedinspecificprojectswhileothersareresearchingandconversing.Grouptopicsandasummaryoftheirworkare:

Socialnetworkingandcommunication—intersectingwiththemarketing,web‐designerforRCCIandcreatingmeansforcommunicatingaboutRCCIusingsocialmedia

YouthengagementwithRCCI—engagingwithteens,learningtheirperspectiveoncollectiveimpact,anddiscoveringwhatwouldbebeneficialtothem.Theyhaveidentifiedanapp,requestedbyteens,thatthegroupwilldesign,test,andimplementinthecomingmonths

LinkingbusinesseswithRCCI—learningaboutthebusinessperspectiveonRapidCityanditsneeds,designingmeansofengagingsmallbusinesswithRCCI

Understandinglivability—grouphasdeterminedtoevaluatelifeinRapidCityfromanagedemographicpointofview.TheyaredesigningaSurveyMonkeycampaign,alongwithaprotocolforin‐personconversationsaroundlivabilityinthecity.ThisworkwillbethebasisfortheEmergingLeaderscommunityengagementinthecomingmonths

Economicresilience/innovation—exploringmeansofresilienceandentrepreneurship.Havediscussedanumberofperspectivesandlearnedfromtwolocalexpertswhometwiththegroup.

Rootcausesofpoverty—grouphaslinkedwiththeProsperityInitiativeandisexploringamediacampaignaroundpoverty.TheyhavecontributedimportantperspectivesonthesocialmediaandcommunicationofRCCI.

Qualitativeresearchanalytics—workingwithRCCIDirectorAlbertLindermaninorganizingandextractingthemes,insights,andpertinentstoriesfromthefocusgroupdatageneratedbythefellowswho,inpairs,haveconvenedandfacilitatedcommunityfocusgroups(moreaboutthisinamoment)


FocusGroupsDuringthefirst4monthsof2016theFellowshipformedgroupsof2andconducted34focusgroupswithatotalof180citizens.Thefocusgroupsinvolvedpeoplefrommostdemographics,includingsocio‐economic,racial,age,gender,andeducation.Thequestionsbeganwith,“Tellmeaboutatimewhenyouorsomeoneclosetoyouhadaneed.Whatdidtheydofirst?”Facilitatorscontinuedtoaskasequenceofactionstakenbythepersonandfollowedupwithadivebetweenactionstodeterminewhatfactorsledtothepersontakingtheactionandhowdidtheyexperiencetheresultoftheiraction.Anumberofthemesemergedfromthesefocusgroups.Someofthehighlightsofwhatwaslearnedinclude:

Manyexperiencedbeingtoldwheretogoforaspecificformofhelpbuttheplacewaseithernottherightoneorhelpwasnotavailable

Peoplelearnfromfamilyandfriendsmorethanothers,andeventhentheydon’tgetveryfar Manydidnotunderstandtheinformationthatwasgiventothembyagencies Themissionisunsafeandbecomingmoreunsafe The“cliffeffect”isarecurringstory Manygrandmothersareraisingchildren

InthecomingmonthstheFellowshipwillbelearningmoreaboutthecommunity’svisionforRapidCity.Oneofthelearninglabsdesignedthequestions.TheFellowshipwillengagewithanumberofindividuals,eitherthroughSurveyMonkeyorinperson,andwillcollectdatabasedondemographicsofage,neighborhood,andgender.Thissurveyisbeingsentoutatthistime.

LivabilitySurvey

1. What is your birth year?

___ Birth year: 2003-2010

___ Millennial: 1983-2002

___ Generation X: 1965-1982


___ Baby Boomer: 1946-1964

___ The Great Generation: 1900-1945

* 2. In your own words, what are the top three things that you like most about Rapid City?

-Item

and why?

-Item

and why?

-Item

and why?

* 3. In your own words, what are the top three things you like least about Rapid City?

-Item

and why?

-Item

and why?

-Item

and why?

* 4. If you could change only one thing about Rapid City or add only one thing to Rapid City, what would that one thing be? Please describe only one.


* 5. Do you have any children under 18 living with you?

Yes

No

* 6. In which neighborhood do you reside?


Appendix:ThoseinvolvedwithRCCIBoardSandyDiegelHeidiHillenbrandRayHillenbrandBrentPhillipsJimScullAlbertLindermanGuidingCouncilSteveAllenderSandyDiegelLizHamburgLloydLaCroixBrentPhillipsTiffanySmithAlbertLindermanMappingworkgroupHeidiBellGeaseHarrietBringsMalcomChapmanSandyDiegelBarbGarciaJohnLigtenbergWhitneyRencountreDanitaSimonsBarryTice


RCCIBackbone—currently4FTEsRCCIBackbonefor2017‐2021,5.5FTEs

1. AlbertLinderman,Ph.D.,Director2. JonathanBucki,StrategicPlanning3. MelissaBloomberg,ExecutiveAssistant4. DonGreer,Systemsmodeler5. MeganOdenthal,Communitybasedsystemdynamicsfacilitator6. HeatherSchopp,Documentarian*7. ChristineCapraandTimHanson,Networkmapconceptdesigners8. MalcomChapman,FacilitatorandAdvisor9. DanSatterfieldandstaff,webandsocialmedia*10. CallieTysdal,evaluations11. RichieRichards,Advisor12. SeanCoyne,videographer*13. Projectmanagementassistance—ConnorFiscarelli**14. Publicrelationsandcommunications—InterviewingJulieOberlander

*FundedthroughaBushgrant**Intern,September2016—October2017

May24‐26SystemDynamicsworkshopassistance RhondaCorsey‐Pratt EricaRieder MichaelHoward

May24‐26:WorkshopAttendees

PatriAcevedo KristiBarber PatBurchill HeidiChristner KibbeConti


TeriCorrigan TeddCurry SteveDeming AnitaDeranleau SandyDiegel TammyAckerman DarrenHaar LindaEdel ScottEngmann BradEstes KellyFaulk AlexFichter KellyFolsom LarryFuss DeborahGangloff BarbGarcia MattGassen AnnaAguayo PennyHawk DaveGustafson JoeGuttierrez DebHadcock BrianHagg LizHamburg JimHansen SarahHanzel KipHarrington PatsyHorton SteveAllender

TomLessin KarlJegeris ChasJewett ChrisJolley MargoJulius KristinKiner KatyKinnan DavidKinser JimKinyon KelsieLawrence LysaAllison LoriMcPherson JohnLigtenberg BruceLongFox PaulaLongFox JoyMcCracken EdMcLaughlin MikeMaltaverne KarrieMiller TerryMills MontiBarkley RickRylance KarenMortimer ReneeParker BrentPhillips BillPodhradsky AnnaQuinn LindaRabe TomRaymond

RichieRichards BradSaathoff RichSagen MelissaBloomberg MikeTennyson JimScull HaniShafai DanitaSimons MikeSmith TiffanySmith AlanSolano GeradStrong MichelleStout KevinThom KateThomas AnnBolman PatTilestus ForrestThompson TonyThompson BarryTice CraigTieszen DebbieToms TimTrithart CallieTysdal MutchUsera MikeWalker JoshBond DougWells BevWarne


JimWhite PaulaWilkinsonSmith BrendaWood PatWyss

OngoingWorkStreamattendees

AffordableHousing: PatriAcevedoLysaAllisonSandyDiegelLindaEdelBradEstesDr.StuartFrommBarbGarciaBradHammerbeckSarahHanzelDebbieHildebrandtToddHollandJoyMcCrackenReneeParkerBillPodhradskyPaulineSumptionForrestThompsonBarryTiceDr.KenVogeleDougWellsBehavioralHealth:DougAustin


JimKinyonDr.SteveManloveBeckyMonnensJessicaOlsonAlanSolanoGeneTyonPaulaWilkinsonSmithBrendaWoodEconomicDevelopment:GroupAlreadyFormedinRCEducation:AnnBolmanAnitaDeranleauJessicaGromerKatyKinnanTammyKleinMikeMaltaverneGloriaPlumierStephanieRittbergerDanitaSimonsDebbieTomsFamilyLife:MelissaBloombergSteveDemingAnitaDeranleauTanyaFritz

JimKinyonJohnLigtenbergShanaPourierMikeSmithBrenda(fromManloveGroup)Homelessness:MayorSteveAllenderLysaAllisonSandyDiegelLindaEdelBarbGarciaChrisJolleyRonJeffriesAnnaQuinnStacyRosdahlInclusiveCommunityEngagement:LysaAllisonJoshFarleyBarbGarciaMattGassenSarahHanzelKristinKinerRichieRichardsDanitaSimonsTiffanySmithLeadership:LysaAllison


JessicaGromerJoeGuttierezBillKnightTiffanySmithWalkingTogether:LindaAndersonKibbeContiBarbGarciaJoeGutierrezDebHadcockGermaineLittleBearKarenMortimerTomRaymondGeneTyonBevWarneEricZimmerInterviewswiththefollowingServiceProviders:September2016‐February2017AlanSolanoAmandaMoriartyAnitaDeranleauAnnaQuinnAutumnGregoryBarbGarciaBarryTiceBenSnowBethMassaBettyOldenkamp


BillColsonBillPodhradskyBobJacobsBradSaathoffBruceLongFoxCarrieChurchillCathieHarrisChristineStephensonCJMeansCoreyHarouffDanitaSimonsDebbieRennerDeborahGangloffDavidMillerDougAustinDougWellsGeneTyonGeradStrongGloriaPlumierHeatherWilsonJamesRattlingLeafJessicaOlsonJimKinyonJimStoneJohnLigtenbergJoyMcCrackenKarrieMillerKellyFolsomKevinThomKimMorsching

LindaColhoff‐GloverLindaEdelLindaShrollLysaAllisonMargeBeamMarjorieWintersMarkFordMayorAllenderMonicaLeitheiserNatalieLecyNathanJohnsonNicoleBurdickPamTeaneyThomasPatMahonPaulaWilkinsonSmithReneeEggebraatenReneeParkerRhondaLeneaughRitchieNordstromRobertPaulsonRobertaEllis‐StevensRogerGallimoreRondaKreberScottEngmannShirleyLewisStephanieSchweitzerDixonTimTrithartTrishJurgensenFoodInsecurityConveneelist

FeedingSouthDakotaWesternSDCommunityActionProgramLoveInc.RCYMCAYouth&FamilyServicesHopeCenterBehavioralManagementSystemsSalvationArmyRCClubforBoysCommunityHealthBethelAssemblyofGodVolunteersofAmerica‐DakotasMcKinneyVentoRapidCityHighSchoolsDepartmentofSocialServicesAriseYouthCenter*LSS‐LutheranSocialServicesChurchResponseCornerstoneRescueMissionTrinityLutheranChurch

Emerging Leaders Lab Groups: #1.SOCIALNETWORKINGANDCOMMUNICATION: BrianMunsell CorissaKrueger LynnTaylorRick HeatherSchopp#2.YOUTHENGAGEMENTWITHRCCI: JamieFlints


TimDoyle KristinKiner StaciJonson#3.LINKINGBUSINESSESWITHRCCI: JoshFarley KaraFrankman KatelynCook TerriCorrigan ToddMiller TonyDemaro RyanPhillips

JustinChristman#4.UNDERSTANDINGLIVABILITY: AnneReddy AmberMorrell KimHayden MichelleSchuelke VanessaMader MeganHandshue PatriAcevedo KelliShuman#5.ECONOMICRESILIENCE/INNOVATION: AdonnisMartinez

AustinOlivier JessicaMiller JessicaOlson

KassieMcKieShiffermiller SamEllis EricDwyer CarrieChurchill KellyFolsom#6.ROOTCAUSESOFPOVERTY: JenniferWilliams JesseAbernathy JoshBond(???) KimMorsching NatalieLecy

ChasJewitt#7.QUALITATIVERESEARCHANALYTICS: ChristineStephenson KarenBlack KoletteMedicine SarahHanzel SaraWillson

NicoleBurdick


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