A PPT on digital India initiative by Government of India
Collective impact presentation by kate frykberg
1. Collective Impact
Possibilities, pitfalls and the Aotearoa NZ
experience
A presentation to the Taupo Funding Expo
by Kate Frykberg, Philanthropy and Community Strategist and
Chair of Philanthropy NZ
kate@thinktank.co.nz
13 August 2015
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2. Overview
1. What is Collective Impact
2. Collective Impact in Action
3. Why it matters
4. Challenges
5. A possible roadmap
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3. 1. What is Collective Impact?
“Collective Impact is the
commitment of a group
of important actors from
different sectors to a
common agenda for
solving a specific social
problem” Source: FSG.ORG
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5. A bit about backbones…
• Key is having someone whose
role is to convene & coordinate
• Includes:
o Guiding vision & strategy
o Supporting aligned activities
o Establishing measurements
o Building public support
o Advancing policy
o Mobilising funding
o Seems to work better if the
backbone organisation has some
independence and doesn’t
compete for funding
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6. Collaboration compared to Collective Impact
• S
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Collaboration is
“working with
others to do a task
and to achieve
shared goals”
Collective
Impact is a
structured form
of collaboration
7. 2a. CI in Action: NY Juvenile Justice System
• Vision: Across New York State, the
juvenile justice system promotes
youth success and ensures public
safety
• Structure – Steering committee,
working groups, state-funded
backbone staff
• Results:
– State custody reduced by 45%
– Policy of keeping youth close to
home if possible
– Arrests have dropped by 24%
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8. 2b. CI in Action: Learning Auckland
• Goal: All Aucklanders have
the learning they need to
realise their dreams
• Process:
o Education Summit held
o Backbone organisation agreed
o Mapping the system and data
gathering
o Leadership table established
o 100 conversations in 100 days
o Priorities identified
o Actions initiated
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10. Learning Auckland Achievements
• Key cross-sector organisations
involved and cooperating
• 88 signatories to Auckland
Education Accord
• Measurements agreed and
baseline data collected
• 34 organisations collaborating
on developing early oral
language
• Multiple changes to “business
as usual” in the sector
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11. Learning Auckland Key Messages
• Comet CE Susan Warren says:
o The big opportunity is changing
business as usual AND making
system change
o It takes a long time so don’t hurry
the process
o Relationship building and face-to-
face is key
o Get in the habit of using the data
o Notice and celebrate small wins
o Finding funding is not easy
o Stay lean
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12. 3. Why Collective Impact matters
“In my own life experience, I was a disconnected
youth who struggled with addiction and
depression through my teens and lived on the
streets after high school. Fortunately, I received
a lot of help that helped me get back on track.
In-patient treatment, out-patient treatment,
therapy, mutual support group, mentors, and
friends could all claim me as an outcome. But
while each of these played a necessary role in
my recovery, none were by themselves
sufficient. And anyone measuring my success
after three years would have reached a different
conclusion than measuring me after five. It was
a mix of service and supports and most of all a
supportive community over several years that
helped me.” 12
Paul Schmitz, Author and
Collective Impact Advisor
16. Why Collective Impact matters
“Nā tō rourou, nā
taku rourou ka ora
ai te iwi”
(With your food basket
and my food basket the
people will thrive.)
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17. 4. The challenges of Collective Impact
• Collective Impact is a very
promising approach, but:
o Requires trust, cooperation and
breaking down siloes
o Need to manage the
“collaboration trolls” of control,
competition and commitment
o Doesn’t happen quickly
o Can be hard to fund
o Must involve our communities
(“do with”, not “do to”)
o Disrupts power hierarchies
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19. 4. The community-led hierarchy
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People and communities
help themselves and each other
Community
Organisations
give specialist support if
required
Funders
give $
if reqd
21. Possible Roadmaps for starting CI
1. What issues are your
communities grappling with?
2. Community and cross-sector
conversations and sharing
3. Agree vision and how you
will measure progress
4. Create structure (leadership,
backbone, funding)
5. Start with small projects
(See http://www.collaborationforimpact.com/the-how-to-guide/ for
more info)
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22. Final Thoughts
• We can’t change the world by
ourselves – let’s do it together
• Collective Impact is one way
of working together
• Include a Community-led
approach
• It is a tool not a straight jacket
– use and adapt!
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23. Collective Impact
Possibilities, pitfalls and the Aotearoa NZ
experience
A presentation to the Taupo Funding Expo
by Kate Frykberg, Philanthropy and Community Strategist and
Chair of Philanthropy NZ
kate@thinktank.co.nz
13 August 2015
23
Notas del editor
Many definitions – this one seems succinct and simple. Even more simply, CI is a structured approach for working together across sectors to make change.
What is this structured approach?
1. Common Agenda — community, community orgs, business, funders, local and central government coming together to collectively define the problem and create a shared vision to solve it.
2. Shared Measurement — agreeing to track progress towards the vision in the same way. Continuous improvement. Accountability is shared
3. Mutually Reinforcing Activities — coordinating collective efforts to maximize the end result.
4. Continuous Communications — building trust and relationships among all participants.
5. Strong Backbone — having a team dedicated to orchestrating the work of the group.
Source: http://collectiveimpactforum.org/what-collective-impact
Support, not lead!
CI is a subset of collaboration. Both are good!
Doted line around CI because there are a lot of initiatives that have elements of both, eg some initiatives don’t call themselves CI but have many of the attributes.
For example MTFJ, - excellent example and shows the power of involving business
2010 to 2012 figures
Philanthropic funding got this started
Took 9 months to agree a vision and 18 to agree the strategy – divisive subject...
Things to mention include:
Original summit was held in 2011 – “180 leaders from Auckland’s education, social, political and commercial sectors got together and agreed to work collaboratively to make sure that all Aucklanders can achieve their potential though education, not just the 80% who are currently enjoying success in this area”
The fact that there were originally two organisations and one pulled out?
Not originally set up as a collective impact project but adapted CI structure and part
Comet's purpose is to “advance education for Auckland by supporting and connecting education initiatives across the city” Comet is a Council Controlled Organisation (CCO), which means that Council appoints our Board of Trustees and contracts with us for some of our work.
ECE centres which were not getting good attendance - good example of using the data to change business as usual. Why? Health issues meant disenrollment, parents shy. Options for dealing with these shared and trialled, eg giving caregivers cups of tea, knowing their names etc.
Overall Learning Auckland is still a work in progress – but one that I beginning to get real traction and one to watch.
Paul could be a Taupo boy – or you or I.
What helps us get through dark times? Is only the intervention provided by organisation x?
No doubt they contributed – hopefully along with family and friends, employers and education, other organisations, and of course Paul’s own resilience and determination.
We kid ourselves if we, as org x, claim Pauls recovery as our own – we are merely contributors.
And if we are a funder of org x and we claim we have purchased this outcome, we are doubly kidding ourselves. We have merely contributed to the pool of funding which contributes to org x’s ability to contribute to Paul’s recovery.
CI understands this – that we are all bit-players in social change. The beauty of CI is that it provides a framework for all of us bit players to align our contributions.
Like this. And when we are working together well, the whole is great than the sum of the parts.
Put another way, we need to work at flax roots and make system change. CI helps facilitate this because we have people working at both ends levels. We can perhaps both find emergency housing – and address the liquor licensing that enables the alcohol addiction…
Quote from Burkina Faso
More detail on the last two points – involving communities and sharing power.
In this model, people and communities are two steps removed from power and decision making.
In an ideal world we would need much fewer community organisation and funders – because people would be better able to look after themselves and each other. And some models, like community-led development or individualised funding in the disability sector are attempting to work this way.
Everyone has a piece of the puzzle. Community, business, community organisations, funders, government are all in the room together co-creating solutions.
Can be challenging for those most used to having power!
Helps to have champions, urgency around the issue and resources .
Ways to engage in cross sector conversations:
Hold a series of hui and/or a cross sector summit
Knock on 1000 doors
“Table for 40”
100 conversations in 100 days
Anything that creates real sharing and builds trust
Workshop in the afternoon co-facilitated with Andrew Lilburn from the Taupo Council of Social Services will explore the potential in Taupo...
