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The Tamarack Collective Impact Summit Final...THE TAMARACK COLLECTIVE IMPACT SUMMIT, VANCOUVER 1 |...

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Yvonne Powley Executive Officer The Tamarack Collective Impact Summit, Vancouver BC Sept 28 – October 2, 2015
Transcript
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                   Yvonne  Powley    

                   Executive  Officer  

    The Tamarack Collective Impact Summit, Vancouver BC Sept 28 – October 2, 2015

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     Whakatauki  Ehara  taku  toa,  he  taki  tahi,  he  toa  taki  tini    My success should not be bestowed onto me alone, as it was not individual success but success of a collective (Delivered  at  the  conference  by  Te  Ropu  Poa,  General  Manager,  Te  Hau  Ora  O  Ngāpuhi)    

    Carving at Musqueam Community Centre, Vancouver

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    Table of Contents

    1) Introduction and Acknowledgement...........................................................3

    2) Definition Of Collective Impact................................................................3

    3) NZ & Australian Delegates at the Summit (Photo)..........................................4

    4) The Collective Impact Summit 2015..........................................................4

    5) History – Collective Impact.....................................................................4

    6) The Collective Impact Approach..............................................................4

    7) Summary Overview of Key Learning’s........................................................6

    8) Learning Lab Dialogues (Photo)...............................................................7

    9) Daily Highlights from Tamarack...............................................................8

    10) Yvonne Powley’s Personal Daily Highlights.................................................23

    11) Conclusion .....................................................................................33

    12) References.....................................................................................34

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    Introduction

    The following summary report is both my personal account of 5 days of experience of the Tamarack Summit as well as Tamarack’s own documented highlights. I thoroughly enjoyed every minute of my time and have returned inspired by the many success stories I heard.

    Acknowledgement:    A  special  thank  you  to  the  Lottery  Minister’s  Discretionary  Fund  for  the  opportunity  to  attend  the  2015  Tamarack  Conference.  Thank  you  also  to  the  ANCAD  Board  and  staff  who  encouraged  and  supported  me  to  attend.  The  learnings  were  many  and  I  am  sure  will  provide  inspiration  to  my  work  for  some  time  to  come.  I  hope  this  report  with  my  conference  daily  highlights  will  provide  inspiration  from  the  many  I  received  while  attending  the  conference.  Also  a  big  thank  you  to  the  Tamarack  staff  who  convened  an  excellent  international  event  with  over  250  attendees  from  around  the  world.  

    Definition  of  Collective  Impact  

    Collective  Impact  (CI)  is  a  framework  to  tackle  deeply  entrenched  and  complex  social  problems.  It  is  an  innovative  and  structural  approach  to  making  collaboration  work  across  government,  business,  philanthropy,  non-‐profit  organisations  and  citizens  to  achieve  significant  and  lasting  social  change.    

     The New Zealand and Australian delegates at the Summit

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    Over  250  delegates  from  around  the  world,  attended  the  2015  Collective  Impact  Summit  in  Vancouver,  a  five  day  opportunity  to  learn  about  the  effectiveness  of  implementing  a  Collective  Impact  approach.  I  was  inspired  by  many  internationally  renowned  thought  leaders,  hearing  innovative  ideas  and  projects  from  around  the  world  and  I  am  now  a  firm  believer  that  Collective  Impact  offers  New  Zealand  communities  a  path  forward  for  working  with  large  scale  social  change.     History  -‐  Collective  Impact  In  2011,  John  Kania  and  Mark  Kramer  of  FSG  Social  Impact  consultants  published  a  paper  providing  a  new  way  forward  for  communities.  Collective  impact,  a  framework  for  community  and  systems  change,  is  built  on  three  pre-‐conditions  and  five  core  conditions.  The  three  preconditions  are:  1)  Making  sure  there  are  strong  champions  for  this  work;  2)  Ensuring  there  is  a  sense  of  real  urgency  for  change;  and  3)  Having  resources  to  support  the  planning  to  do  this  work.    A  fundamental  principle  of  the  collective  impact  approach  is  that  complex  problems  require  a  different  way  of  working,  as  well  as  the  intense  enagement  of  a  wide  variety  of  influential  partners  who  leverage  their  collective  resources  to  drive  outcomes.      The  Collective  Impact  Approach  A  collective  impact  approach  requires  that  communities  commit  to  engaging  with  all  five  conditions  in  the  framework:    

    1) Building  a  common  agenda,  2) Engaging  in  shared  measurement,  3) Supporting  the  collaborative  work  through  mutually  reinforcing  activities,  4) Keeping  partners  and  the  community  engaged  through  continuous  communications,  and  5) Ensuring  that  the  collective  effort  is  supported  by  a  backbone  infrastructure.  1    

    The  Tamarack  Institute  has  been  actively  engaged  in  the  evolving  nature  of  collective  impact  efforts  across  Canada,  the  United  States  and  internationally  for  the  last  5  years.  The  success  stories  told  at  the  conference  and  evidence  produced  showed  that  this  collaborative  way  of  working  is  achieving  some  excellent  outcomes  internationally.  Liz  Weaver  lists  six  essential  elements  to  collective  impact:    

    1) Practice  system  leadership:  System  leaders  have  the  capacity  to  both  see  and  understand  the  complex  problem  from  micro  and  macro  perspectives.  They  bring  a  relentless  focus  to  the  health  of  the  whole.  

    2) Embrace  a  framework:  While  each  community  or  collaborative  effort  is  unique,  a  framework  provides  a  container  for  testing  and  proto-‐typing  system  changes.  

    1 Liz Weaver, Transformational Change is Possible 2015

    The Collective Impact Summit 2015

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    3) Assess  Community  Readiness:  Change  happens  when  all  sectors  of  the  community  believe  in  the  need  for  the  change  to  occur  and  embrace  their  individual  and  collective  contributions  to  this  change.  

    4) Focus  on  data  and  measurement:  Two  of  the  most  challenging  elements  of  transformational  change  is  maintaining  the  persistent  focus  on  using  data  to  inform  the  problem  and  identifying  and  tracking  measures  that  lead  to  outcomes.  

    5) Communicate  and  Engage:  Often  seen  as  a  peripheral  element  in  community  change  efforts,  a  focus  on  communication  and  deep  engagement  is  foundational.  

    6) Ask,  What’s  Next:  Be  curious  about  the  future  and  embed  continuous  learning  and  reflection  into  the  work.2  

     The  readiness  and  enthusiasm  to  work  collectively  seems  to  be  high  in  Canada.  It  has  been  less  easy  in  the  States  as  they  are  more  drawn  to  the  success  of  the  individual,  which  is  ingrained  into  the  culture.  It  will  be  interesting  to  see  how  it  can  work  in  NZ  as  we  are  so  used  to  a  competitive,  organisational  model,  although  I  can  see  it  working  far  more  easily  for  Maori.  The  rest  of  us  will  have  to  believe  that  the  whole  can  deliver  better  than  the  sum  of  the  parts.        

            2 Liz Weaver, Transformational Change is Possible 2015

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    Summary  overview  of  key  personal  learnings:    

    • Substantially  greater  progress  could  be  made  in  alleviating  many  of  our  most  serious  and  complex  social  problems  if  community  organisations,  central  government,  local  government,  businesses,  philanthropists  and  the  public  (people  with  ‘lived  experience’)  were  brought  together  around  a  common  agenda  to  create  collective  impact.  No  one  group  on  it’s  own  can  solve  large-‐scale  problems.    

    • Collective  Impact  is  a  messy  process.  You  don’t  know  what  the  outcome  might  be.  Outcomes  can  be  quite  unexpected.  Collective  impact  requires  a  big  shift  in  thinking,  a  culture  change.  

    • Collective  impact  efforts  often  take  a  long  time  to  execute.  It  does  not  happen  overnight.  Large-‐scale  change  can  takes  years  to  accomplish.  

    • This  requires  a  mindset  shift  among  funders  and  grant  makers  to  allocate  funding  to  backbone  support  and  to  have  the  patience  to  allow  the  process  to  work  and  solutions  to  emerge.  This  is  quite  different  from  the  current  one-‐year  grant  cycle.  Collective  Impact  must  be  resourced.  

    • Collective  Impact  is  not  a  rigid  model  and  can  look  different  in  different  contexts.  • The  readiness  and  enthusiasm  to  work  together  is  really  important.  • Developing  shared  measurement  that  everyone  agrees  on  can  be  the  most  challenging  part  of  

    Collective  Impact.  Shared  measurement  is  quite  different  to  evaluation.  The  famous  saying,  “what  gets  measured  gets  managed”  is  important  in  Collective  Impact.  

    • Keeping  things  as  simple  as  possible  without  disguising  the  complexity  of  what’s  happening  on  the  ground  is  key.  

    • Structure  is  the  key  to  collective  impact  and  is  more  structured  and  rigorous  than  typical  collaboration.  The  backbone  function  is  really  important  for  coordination,  but  as  part  of  that  backbone  infrastructure  you  have  shared  cross  sector  governance  as  well  as  multiple  working  groups  focusing  on  different  parts  of  the  problem.  Collective  Impact  models  do  not  rely  on  one  single  leader.  

    • It  is  important  that  government  does  not  impose  collective  impact  models  or  measurements.  Each  community  context  is  different  and  one  size  does  not  fit  all.  

    • Collective  Impact  is  not  the  answer  for  every  community.  • Working  with  an  emerging  collective  process  can  be  very  frustrating  for  those  who  like  to  follow  

    clear  guidelines.  • It  is  important  to  include  people  with  “lived  experience”  at  the  table.  • Progress  is  not  always  clear  but  is  always  iterative  • The  backbone  organization/infrastructure  serve  six  essential  functions:  Providing  overall  

    strategic  direction,  facilitating  dialogue  between  partners,  managing  data  collection  and  analysis,  handling  communications,  coordinating  community  outreach,  and  mobilizing  funding.  However,  these  functions  can  be  accomplished  through  a  variety  of  different  structures.  

    • Collective  Impact  works  differently  from  traditional  service  delivery  approaches,  the  processes  and  results  of  collective  impact  are  emergent  rather  than  predetermined,  the  necessary  resources  and  innovations  often  already  exist  but  have  not  yet  been  recognized,  learning  is  continuous,  and  adoption  happens  simultaneously  among  many  organisations.  

    • It  is  perilous  for  funders  to  champion  Collective  Impact  without  understanding  and  investing  in  the  backbone  infrastructure.  

    • Collective  Impact  initiatives  require  up  to  five  years  to  fully  develop  and  begin  showing  concrete  results  (Liz  Weaver)  

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    • When  executed  effectively  Collective  Impact  can  lead  to  progressive  and  substantial  community  impact  at  scale.  With  a  common  agenda  driving  collective  action,  shared  measurement  to  assure  progress  is  being  achieved,  mutually  reinforcing  activities  that  ensure  alignment  and  contribute  to  the  goals,  continuous  communications,  and  a  backbone  infrastructure  that  coordinates  and  supports  the  collective  efforts.  

    • Building  a  common  language  is  important,  highlighting  knowledge,  skills  and  resources  in  the  collective,  affirming  what  each  other  knows  and  brings  to  the  table  which  will  regenerate  a  sense  of  energy,  mission  and  purpose.  Our  communities  have  abundant  capacity  that  we  often  overlook.  

                   

       Learning Lab dialogues

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    Day 1: Highlights (from Tamarack)  Our  Focus:  Possible  -‐  Making  the  Improbable  Inevitable      STACEY  D.  STEWART,  US-‐PRESIDENT,  UNITED  WAY  WORLDWIDE      Case  Example  –  (2006)  Milwaukee  Teen  Pregnancy  Initiative:  improve  teen  pregnancy  over  10  years    

    • Need  to  change  the  norms  of  the  community;  guerilla  marketing  (e.g.  images  of  pregnant  boys)    • Teens  designed  and  promoted  initiative    • Involved  diverse  stakeholders:  schools,  community-‐based  organizations,  universities,  United  

    Way,  health  departments,  parents,  pharmacies,  etc.    • Results:  teen  birth  reduced  by  56%  by  2015  across  diverse  groups    

     Engage  community  members  including  those  most  affected  by  the  issue  and  provide  the  opportunity  to  provide  their  expertise  and  knowledge  

    • Benefits:  allows  for  an  authentic  representation  of  the  community’s  perspective,  fosters  ownership  by  the  community,  builds  trusts,  allows  the  partnership  to  identify  additional  members/collaborators  and  allows  the  partnership  to  continuously  learn  and  improve    

     Role  of  business  community    

    • Rarely  collaborate  with  each  other;  as  a  result,  services  are  duplicated  and  creates  a  chaotic  system    

    • Roles  include:  strategy,  building  public  will  and  support,  management  expertise,  advocacy,  building  support  from  leaders,  funding,  data  gathering  and  analysis,  etc.    

     Engage  community  funders  

    • Program  Investing  vs.  Ecosystem  Investing:  transactional  relationship  to  transformational  approach;  seek  answers  first  to  seek  understanding  first;  invest  in  isolation  to  invest  in  respecting  first;  narrow  and  predictable  impact  to  scaled  and  unpredictable  impact;  individual  ownership  to  collective  ownership;  immediate  return  to  sustained  return    

     Align  all  potential  assets  in  the  community  

    • Deploy  business  leaders    • Align  funders    • Mobilize  community  residents    • Break  through  system  siloes  to  address  root  cause    

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     Lessons  Learned    

    • Funders  want  accountability  and  expect  a  direct  line  of  site  of  the  impact    • Funder  mistake:  collaboration  as  an  outcome  rather  than  a  tool  to  achieve  change    • Need  to  build  different  competencies  in  our  leaders    • For-‐profit  business  philosophies  drive  particular  decisions  that  may  not  be  beneficial    • Analyse  partnerships:  what  advantages  does  it  bring?  It  is  ok  to  say  No    • You  can  start  small    

     LEARNING  WALL  HIGHLIGHTS    Questions  We  Are  Bringing    •  Creating  sustainability;  How  do  we  build  momentum  and  engagement?    •  How  do  you  move  from  collaboration  to  collective  impact?    •  How  do  we  ensure  that  the  voices  of  the  most  marginalized  and  vulnerable  are  heard?    •  How  do  we  engage  others?  The  unusual  suspects?    •  How  do  you  manage  power  differentials?    •  Where  do  we  even  start?    •  How  do  you  create  urgency  for  change?    •  What  does  success  look  like?    •  How  do  local  efforts  turn  into  systems  change?    •  How  do  I  apply  the  principles  of  collective  impact  to  my  work?    •  How  do  we  best  share  the  idea  of  collective  impact  with  others?    •  When  do  you  use  collective  impact  and  when  do  you  not?      Possibilities  for  Collective  Impact    •  Allows  for  diverse  stakeholders    •  Provides  shared  language/shared  narrative    •  Changes  the  language  we  use    •  Getting  to  tough  conversations  with  competing  interests    •  Provides  structure  within  an  iterative  process    •  Isolated  interventions  do  not  have  impact      SOCIAL  MEDIA  HIGHLIGHTS    Ahila  P  @ahilap  –  Possible:  when  the  improbable  can  become  the  Inevitable  #CISummit  @Tamarack_Inst      Alison  Robertson  @robertsonalison  –  Collaboration  is  not  an  outcome.  It  is  one  tool  to  use  to  achieve  outcomes  @uwmcknight  #CISummit      Matt  Ashdown  @ashdown_matt  –  @SDSLivesUnited  #cisummit  A  75%  solution  to  the  right  problem  is  better  than  a  100%  solution  to  the  wrong  problem.      Caitlin  @ruined4ordinary  –  It  is  possible  (even  inevitable)  that  we  can  shape  (not  simply  endure)  our  future.  #cisummit      Olive  Grove  @OG_Consult  –  “Answers  have  helped  but  it  is  the  questions  that  have  made  the  difference”  -‐  @paulborn  #CISummit  @Tamarack_Inst      Colleen  Cote  @CTAPinSK  Talking  now  abt  targeting  the  #unusual  suspects  to  engage  in  ur  work  –  broaden  partnerships  that  address  #rootcauses  #CISummit      

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    Paul Born, President and Co-founder of Tamarack

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    Day  2  Highlights    Our  Focus:  Shared  Measurement   in  Col lect ive   Impact      FAY  HANLEYBROWN,  MANAGING  DIRECTOR,  FSG  &  MARK  CABAJ,  HERE2THERE      What  is  shared  measurement?    •  Five  conditions  of  collective  impact:  shared  measurement  is  the  most  difficult,  but  critical    •  Shared  measurement  is  identifying  common  metrics  for  tracking  progress  toward  a  common  agenda  across  organizations    •  Shared  measurement  is  different  from  but  complementary  to  evaluation  o  Evaluation  refers  to  a  range  of  activities  that  involve  the  planned,  purposeful  and  systematic  collection  of  information  about  the  activities,  characteristics  and  outcomes  of  a  CI  initiative  while  shared  measurement  systems  use  a  common  set  of  indicators  to  monitor  an  initiative’s  performance  and  track  its  progress  towards  goals        Why  do  we  develop  shared  measures?    •  Purposes:  clarity  of  focus,  tracking  progress  toward  a  shared  goal,  enabling  coordination  and  collaboration,  improved  data  quality,  continuous  learning  and  course  correction  and  catalyzing  action    •  There  are  many  different  users  of  shared  measures    •  Challenges:  difficulty  in  coming  to  agreement  on  common  outcomes  and  indicators,  concerns  about  relative  performance/comparative  measurement  across  providers,  limited  capacity  (time  and  skill)  for  measurement  and  data  analysis  within  participating  organizations,  alignment  among  funders  to  ask  for  the  common  measures  as  part  of  their  reporting  requirements  and  time  and  cost  of  developing  and  maintaining  a  system  both  for  human  capital  and  technology      When  do  we  develop  shared  measures?    •  Shared  measures  are  typically  developed  once  the  common  agenda  has  been  defined    •  Can  start  with  creating  shared  measures  if  there  is  clarity  to  help  inform  the  common  agenda      How  do  we  develop  shared  measures?    •  Design>Develop>Deploy    •  Shared  measurement  is  an  iterative  process    •  Steps:  define  common  agenda,  set  criteria,  establish  governance  and  build  working  groups,  conduct  due  diligence  -‐  leverage  what  is  already  being  measured,  limit  metrics  (10-‐15),  include  all  stakeholders    •  Technology  is  secondary      

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    Key  Takeaways:  don’t  wait,  invest,  be  inclusive,  shared  measurement  alone  is  not  sufficient.    LEARNING  WALL  HIGHLIGHTS        Common  Agenda    •  Isn’t  collective  impact  just  well-‐coordinated  collaboration?    •  How  to  balance  the  need  for  research  and  community  input  with  the  need  to  focus  your  efforts  on  specific  action      Shared  Measurement    •  Evolution  of  trust  allows  us  to  fail  safely    •  Strategic  measurement  and  evaluation,  over  time,  may  require  flexibility  and  shifts    •  Pay  attention  to  the  keystone  outcomes,  not  all  outcomes  are  created  equal    •  Trust  and  healthy  relationships  are  pre-‐requisites  for  determining  a  measurement  strategy    •  Measurement  and  evaluation  helps  to  promote  mutual  accountability  in  a  shared  way    •  When  indicators  are  skewed  toward  interventions,  how  do  you  shift  it  to  a  broader  population-‐health  focus?      Mutual ly  Reinforcing  Activ it ies    •  How  do  you  implement  collaborative  engagement  with  stakeholders  when  you  have  competing  interests?      Continuous  Communicat ion    •  We  need  an  elevator  pitch  for  CI  and  better  ways  to  simply  and  clearly  communicate  the  what,  why  and  how  of  this  work  or  specific  initiatives    •  How  can  you  identify  and  realize  small  wins  that  can  build  people’s  understanding  and  buy-‐in  of  this  approach?      Backbone  Organizat ion    •  How  to  start  a  sustainable  backbone  organization  from  the  ground  up?    •  What  if  more  than  one  organization  sees  themselves  as  the  back  bone      Social  Media  Highlights      Maureen  Kehler  @MaureenKehler  –  Don’t  underestimate  the  power  of  genuine  conversations.  #CISummit      Gemma  Dunn  @EVOGemma  –  How  many  times  must  we  put  a  bandaid  on  our  complex  issues  before  we  look  at  alternative  solutions  #cisummit  @EdmCVO      Noah  Aiken-‐Klar  @NoahAikenKlar  –  If  you  don’t  ‘count’  (and  learn),  how  can  you  be  accountable?  #cisummit  @Tamarack_Inst  @FayHanleybrown      Brianna  Spicer  @brianna2shoes  –  biggest  barrier  to  large  scale  social  change?  @FayHanleybrown  and  @FSGtweets  say  it’s  isolated  impact  #cisummit  #collective  impact      Trilby  Smith  @TrilbySmith  –  Thoughts  on  shared  measurement:  We  need  to  shift  from  attribution  to  contribution  both  in  data  and  in  our  thinking  #cisummit  

     

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    Above:  Liz  Weaver,  Vice  President  Tamarack  Below:  Mark  Cabaj,  Associate  of  Tamarack  

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    Day 3 Highlights

    Our  Focus:  Scaling  Change:  Getting  to  Possible      AL  ETMANSKI,  PLAN  &  SOCIAL  INNOVATION  GENERATION    •  Collective  impact  is  a  difficult  endeavour;  territory  of  ambiguity  and  uncertainty    •  How  do  we  move  from  improbable  to  inevitable?  o Cultural  dimensions  of  change  are  a  tough  challenge;  habits  and  beliefs  remain  rock  solid    •  Lasting  impact  is  more  than  coming  up  with  a  new  method,  supporters,  funding,  technology,  hard  work,  etc.    •  Innovative  solutions  are  fragile;  long  term  durability  depends  on  the  environment  it  rests  upon    •  Each  innovator  needs  to  be  a  1)  wise  traveler  and  2)  a  peace  maker    •  Example:  Registered  Disability  Savings  Plan  o Rethink  disability    

    • What  will  happen  to  our  children  when  we  die?    • Social  isolation  and  poverty  are  major  factors    • “This  makes  sense,  why  has  this  not  been  done  before?”    

     •  3  types  of  social  innovators:  

    • disruptive  innovators  (passionate  amateurs)    • bridging  innovators  (excel  at  spotting  big  ideas;  translate  and  interpret  the  value  of  the  disruptive  

    approach  and  link  to  receptive  innovators)    • receptive  innovators  (navigators;  implementing  and  scaling  ideas)    

     •  Become  a  peacemaker  

    • Confront  the  stadium  of  your  ego,  let  go  of  the  idea  that  your  idea  is  the  best  one    • It  will  take  a  long  time  for  behaviour  to  catch  up  to  your  aspirations    • Collective  impact  is  peacemaking:  within  yourself  and  with  your  allies,  adversaries  and  strangers    

     •  WHO  is  as  important  as  the  HOW    •  Fall  in  love  with  the  issue  

    • Tap  into  what  others  deeply  care  about;  we  are  more  likely  not  to  give  up      •  We  don’t  have  to  make  up  solutions  to  our  problems,  we  need  to  remember  them    •  “We  built  a  spirit  canoe  and  in  a  spirit  canoe  there  is  always  room  for  one  more.”        LEARNING  WALL  HIGHLIGHTS    •  Self-‐care  and  connection  is  vitally  important    •  If  it  wasn’t  for  the  disruptive  innovators,  we  would  always  do  things  the  way  we  always  have    •  Patterns  show  up  when  you  start  thinking  as  a  system    •  Create  heretical  propositions    

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    •  If  we  are  returning  to  the  traditional/historical  way  of  connecting  and  building  community  is  it  innovative?    •  What  is  your  peace-‐making  journey?  The  internal  journey  can  be  protected  and  supported  by  friends    •  Principle:  collective  impact  must  ensure  and  protect  authenticity  from  beginning  and  throughout    •  We  need  to  be  cautious  about  labelling  social  innovation  as  “new  programs”.  It  needs  to  be  about  doing  things  differently    •  Every  yes  has  its  no    •  Thinking  like  a  movement  precedes  acting  like  a  movement    •  “Change  happens  at  the  speed  of  trust”    •  Strengthen  capacity  for  social  innovation  through  adaptive  partnerships    •  Patterns  of  social  innovation  are  not  linear    •  Giving  up  control  is  challenging,  but  necessary    •  Create  an  environment  that  supports  and  cultivates  failure    •  Social  innovation  requires  us  to  bring  lived  experience  to  the  table    •  Our  job  is  to  outperform  our  past    •  Bringing  your  heart  into  the  journey    •  Being  ready  for  the  notion  of  action  is  different  than  having  everything  figured  out  before  moving  forward    •  If  you  over-‐professionalize  the  process  you  run  the  risk  of  jeopardizing  innovation  and  ultimate  success    •  Acting  out  of  love    SOCIAL  MEDIA  HIGHLIGHTS      Vickie  Cammack  @vickiecammack  –  Our  effectiveness  improves  when  we  fall  in  love  with  the  issue.  @aletmanski  #CISummit      Noah  Aiken-‐Klar  @NoahAikenKlar  –  “In  a  spirit  canoe,  there’s  always  room  for  one  more.”  @aletmanski  #cisummit  @Tamarack_Inst      Amy  Shipley  @shipleyamye  –  “What  inside  us  do  we  need  to  mute  in  order  to  speak  clearly”  #CISummit      Mark  Holmgren  @mjholmgren  –  Deep  collaboration  is  a  process  of  peacemaking,  often  among  allies…Al  Etmanski  #cisummit      Lisa Joy Trick @lisajoytrick – “If necessity is the mother of invention, then love is the other parent”.

    Sylvia Cheuy – Director of Tamarack’s Deepening Community Learning Community

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    Above: Stacey Stewart US President of United Way; Below: Liz Weaver, Stacey Stewart and Local United Way Manager

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    Day 4 Highlights

    Our  Focus:  Scaling  the  Practice  of  Possible      KAREN  PITTMAN,  CO-‐CEO,  FORUM  FOR  YOUTH  INVESTMENT    Pittman’s  Story    •  What  plays  a  part  in  the  trajectory  of  youth  that  seem  to  come  from  similar  circumstances?  

    • We  should  be  changing  the  odds  NOT  beating  the  odds    Children’s  Defence  Fund    

    • Problem  free  isn’t  fully  prepared    • Individuals  could  have  multiple  risks  or  could  have  assets;  current  paradigm  ignores  individuals  as  a  

    whole  persons  rather  than  the  one  problem  you  are  working  on    • Need  to  build  core  supports  &  opportunities    

    •  Only  4  out  of  10  people  are  doing  well  when  doing  well  is  defined  across  areas  of:  physically  and  emotionally  healthy  and  safe;  socially  and  civically  connected;  and  academically  and  vocationally  productive    •  Ready  by  21  Theory  of  Change  

    • If  every  young  person  has  strong  relationships  and  were  being  provided  meaningful  opportunities  we  can  change  the  odds  for  children  and  youth    

    •  A  big  picture  approach  to  action  planning  &  community  change    • Need  to  be  able  to  zoom  in  and  zoom  out;  pull  back  to  the  big  picture  before  making  decisions  and  

    you  will  find  gaps        Collective  Seeing  and  Learning    Topeka  Safe  Streets  

    • Contributions  consistent  across  neighbourhoods  that  took  initiative    • What  did  success  lead  to?  Community  confidence  boosted,  community  evaluation  model  

    introduced  and  community  leaders  aligned    •  Identify  big  core  issues  and  find  the  overlapping  similarities  between  smaller  coalitions      Exploring  and  Understanding  Context    •  The  practice  dilemma:  the  official  (required  practices  deemed  as  necessary)  doesn’t  explicitly  name  developmental  (informal  practices  that  support  the  development  of  youth’s  sense  of  agency);  results  in  system  and  setting  traps  and  readiness  gaps      Partnering  For  Impact    •  Example:  how  do  you  show  simultaneously  that  when  youth  are  supported  they  in  turn  are  ready/able  to  support  their  communities;  readiness  should  be  a  right  for  young  people    •  Help  youth  build  the  sense  of  agency  they  need  to  not  only  navigate  systems  and  places  that  do  them  harm  but  change  them.  

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     LEARNING  WALL  HIGHLIGHTS    Possibilities    •  Progress  is  not  always  clear,  but  always  iterative    •  We  build  individual  agencies’  goals  into  a  common  agenda  tapestry    •  Press...Pause…Press  on  –  Patricia  Katz    •  To  push  for  change,  you  need  community  readiness    •  You  can  lead  a  horse  to  water…don’t  worry  if  he  doesn’t  drink  right  away    •  Bird’s  eye  view  to  worm’s  eye  view    •  How  to  link  up  isolated  collective  impact  efforts  to  effect  change  beyond  one  community?    •  We’re  talking  about  evolution  not  revolution.  It  takes  time    •  Better  to  create  a  movement  that’s  for  something  rather  than  against    •  Authentic  collective  impact  requires  a  full  systemic  paradigm  shift      Engagement    •  Have  to  be  both  patient  and  opportunistic  and  cultivate  this  in  yourself  and  your  network    •  In  this  process  –  how  do  we  ensure  that  through  changes  of  leadership,  staff,  residents,  etc.  that  we  hold  onto  what  was  achieved  and  continue  the  conversation?    •  Meaningful  engagement=  meaningful  outcomes    •  Equity  of  participation  allows  trust  to  blossom    •  How  do  we  keep  the  community  focused  on  the  process  of  collective  impact?    •  Change  requires:  poets,  warriors  and  engineers    •  How  do  we  incorporate  the  personal  dimension  into  the  collective  impact  model?    •  Storytelling  is  important    •  Eventually  everything  connects  –  Charles  Eames      SOCIAL  MEDIA  HIGHLIGHTS      Olive  Grove  @OG_Consult  –  “In  #collectiveimpact,  you  have  to  do  the  work  of  defining  values  and  principles  of  how  you  will  work  together.”  -‐  @weaverworks  #CISummit      Tom  Klaus  @nonprofitgo  –  Engage  people  because  they  have  a  presence  that  matters  in  and  to  the  community  –  Karen  Pittman  #CISummit      Lee  Che  Long  @LeeCheLong  –  “We  need  to  CHANGE  the  odds,  not  “beat”  the  odds  @KarenPittman  #CISummit      Gemma  Dunn  @2ECVOGemma  –  We  need  safe  spaces  for  all  providers  to  come  together,  to  enable  us  to  partner  for  impact  #cisummit  #endpovertyyeg      Mark  Gifford  @contactgifford  –  Demanding  equity  and  demonstrating  readiness  in  order  to  improve  community  conditions  for  young  people  @KarenPittman  #cisummit      Penny Bradley @Penny_Bradley – It is ok if the process is messy, in fact maybe it is a critical component? #cisummit @anhbc @AlexHouseBC

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    Above: Mark Cabaj with Fay HanleyBrown, Managaing Director at FSG; Below: Al Etmanski, internationally bestselling author and Canada’s thought leader on Social innovation.

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    Day  5  Highlights    Our  Focus:  Finding  Possible  in  Collective  Impact  3.0      THE  LEARNING  JOURNEY  EXPLORED  -‐  MARK  CABAJ,  HERE2THERE    •  “Today,  our  very  survival  depends  on  our  ability  to  stay  awake,  to  adjust  to  new  ideas,  to  remain  vigilant  and  to  face  the  challenge  of  change”-‐  Martin  Luther  King  Jr.    •  Collective  Impact  –  a  framework  to  tackle  deeply  entrenched  and  complex  social  problems  

    • Maybe  incomplete:  equity?  Authentic  engagement?    • Not  the  only  way  to  make  change;  still  need  good  programs  and  social  innovation    • Cumulative  impact  rather  than  collective  impact    

     •  Co-‐develop  robust  practices,  co-‐build  capacity  and  co-‐create  the  ecology  that  is  required    •  Little  efforts,  big  results    •  We  are  all  change  makers      REFLECTION  ON  COLLECTIVE  IMPACT  SUMMIT  2015  -‐  PANEL  DISCUSSION    Reflections    •  Integration  of  both  ends  of  the  conversation;  being  a  sceptic  and  lover  of  collective  impact    •  Honour  the  expertise  of  the  generalist;  don’t  need  to  over  professionalize  or  be  the  expert    •  Transformational:  hand,  heart  and  head    •  Gained  the  tools  needed  to  move  forward    •  Where  is  the  story?  Where  are  the  voices  that  are  most  impacted?    •  Issues  of  equity  are  at  the  forefront    •  Collective  naming,  collective  seeing  and  collective  knowing      What  will  you  say  to  your  colleagues?    •  Helping  communities  understand  their  own  efficacy;  power  of  relationships    •  Experimenting,  are  we  clear  about  what  we  want  to  look  at?    •  Explore  the  existing  networks  and  how  that  creates  possibilities    •  Where  are  we  in  the  system?  Who  do  we  need  to  talk  to  in  order  to  leverage  resources  to  move  things  forward?    •  Content  experts  vs.  context  experts      What  is  possible  for  you  now?    •  Being  open  for  a  little  bit  longer    •  Sky  is  the  limit;  hope;  believing  and  having  faith    •  It  is  possible  to  be  actual    •  I’m  not  only  the  implementer,  I  can  also  be  an  innovator  and  designer.  TREES  &  LEAVES  –  POSTER  HIGHLIGHTS    

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    Possibilities    •  Convene,  convene,  convene    •  Principle  over  practice    •  Reflection  is  a  powerful  tool    •  Look  at  changing  the  funding  models    •  Let  go  of  your  ego…we  don’t  have  to  like  all  of  our  partners    •  Focus  on  embedding  process  into  human-‐centred  design    •  Live  in  a  land  of  possibility    •  Invest  in  learning    •  Common  Denominator    •  Improving  not  proving    •  Contribution  not  attribution    •  Consider  differences  in  social  construction    •  Be  deliberate  in  how  we  communicate      What  can  we  do  now?    •  Trust  your  own  experience    •  Be  open  to  listen  to  other  voices    •  Remember  that  everyone  cares  about  something    •  Commit  to  ensuring  those  impacted  are  at  the  table    •  Take  a  day  to  synthesize  what  you  learned    •  Join  the  Tamarack  CCI  Community    •  Community  coalition  map    •  Spread  key  concepts    •  Concrete  tools  for  operationalizing  the  idea    •  Keep  learning  lab  active    •  Look  for  ways  to  align  different  initiatives    •  Develop  participant  database    •  Ask  more  questions    SOCIAL  MEDIA  HIGHLIGHTS    Olive  Grove  @OG_Consult  –  If  you  can’t  talk  candidly  about  equity  then  you  are  not  ready  to  talk  about  #collectiveimpact  #CISummit      Sylvia  Cheuy  @SylviaCheuy  -‐  #cisummit  –  Karen  Pittman  Collective  knowing  collective  seeing  &  collective  naming  a  foundation  to  collective  impact  @SylviaCheuy  @weaverworks      Louise  Merlihan  @louisekearney  –  Remember  the  expertise  of  the  generalist,  says  @elaynegreeley  sharing  learnings  from  #cisummit      LAVC  @LAVetsCollab  –  “Society  is  in  the  midst  of  a  great  self-‐correction  &  collective,  cumulative  impact  can  aid  that  change.”  Last  reflection  at  the  #CISummit      Noah  Aiken-‐Klar  @NoahAikenKlar  –  5  days,  270  delegates,  countless  ideas,  one  future  together.  #cisummit  #frompossibetoinevitable    Penny Bradley @Penny_Bradley – Work with youth must consider both equity and readiness – not one or the other. @karenpittman #cisummit

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    Mark Holmgren – Muscician & CEO of Bissell Centre, Edmonton

    Meharoona Ghani - Spoken Word Artist

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    Above: Tamarack’s Learning Wall, Below, Karen Pitman, Sociologist, Leader in Youth Development and Director President’s Crime Prevention Council, Forum for Youth Investment

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    (These  daily  highlights  were  sent  back  to  NZ  from  personal  reflections  of  each  day)  

    • Shared  measurement  is  the  most  difficult  of  the  five  conditions  of  Collective  Impact  • Must  include  people  with  lived  experience  in  your  steering  group    • The  Backbone  cannot  be  self-‐appointed    • Good  to  have  government,  funders  and  business  as  part  of  your  collective  impact  process  • Expectation  of  donors  has  increased  considerably….want  outcomes…should  not  demand  

    collaboration  as  part  of  a  grant  (Collective  Impact  is  just  a  tool)  • The  best  attribute  of  a  backbone  organisation  is  political  savviness.    • Engagement  of  people  with  a  will  to  change  is  the  most  important  factor.  Service  and  money  is  not  

    enough.  It  is  the  engagement  that  is  important  • Funders  want  to  fund  a  solution,  not  a  programme    • How  do  you  reconcile  the  need  for  structure  but  allow  for  emergence  (lots  of  discussion  around  this)  • Collective  Impact  is  messy.  One  does  not  know  what  the  outcome  might  be.  Can  get  unexpected  

    outcomes.  • Must  have  better  alignment  across  service  provision  • A  big  mistake  is  to  prescribe  things  from  a  national  level  • Multiple  pathways  to  get  poverty  reduction  • Each  Collective  Impact  context  is  different  so  cannot  prescribe  anything.  Need  to  adapt  around  

    context.  • Tamarack  outlined  some  backbone  budgets  and  it  seems  that  a    backbone  organsiations  needs  

    $150,000  minimum  for  backbone  role,  they  showed  what  a  budget  should  include.  • Tamarack  is  the  backbone  organisation  for  backbones  organisations.  Convening  role,  policy  work.  • One  rule  Tamarack  had  with  the  backbone  organisations  it  worked  with  was  the  groups  had  to  be  

    multi-‐sectoral  • Forget  the  service  provider  lens  (which  is  “how  can  I  help  you?”,  connecting  people  more  important  

    as  well  assisting  people  to  understand  their  assets  so  they  can  share  these….  • Backbones  send  out  regularly  (even  once  a  week)  an  outcome  mapping  tool!  (It  is  a  very  good  idea  to  

    have  a  third  party  evaluator).                        

    Yvonne Powley’s Personal Daily Highlights

    Day One Highlights

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    Musqueam Carving at the Centre

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     • Appreciative  enquiry  really  good  tool  for  Collective  Impact.  • Biggest  barrier  to  large  scale  social  change  is  isolated  impact  • Collective  Impact  is  a  movement  • Having  a  common  language  is  really  helpful  • Collective  Impact  is  very  new,  only  5  years,  but  patterns  are  emerging  across  the  world  • Shared  measurement  is  a  critical  part  of  the  success  of  Collective  Impact  • However  shared  measurement  is  the  most  challenging  • With  Collective  Impact  you  track  the  progress  of  all  partners  • Can  be  very  scary  for  organisations  because  they  worry  they  won’t  measure  up  to  their  peers  • Shared  measurement  is  NOT  evaluation.  Different  but  complimentary  • Shared  measures  must  be  common  across  all  organisations  • Should  find  only  10  to  15  key  measures  • Need  to  get  alignment  around  funders!  • Must  not  be  a  funder  driven  process  • Collective  Impact  requires  a  big  shift  in  thinking,  a  culture  change  • Important  to  balance  stakeholders  who  want  different  data,  need  to  come  to  agreement  on  

    shared  measures  • One  mistake  is  to  jump  into  shared  measurement  before  shared  agenda!  • Shared  measurements  are  typically  developed  once  the  common  agenda  has  been  defined  • Distinction  between  outcomes  and  targets  • Tamarack  have  created  a  good  criteria  for  indicators  • Measures  can  be  collected  weekly,  monthly,  quarterly  and  annually  • This  whole  process  is  iterative,  measures  can  change  depending  on  what  you  find  out  along  the  

    way  • Technology  is  secondary!  • Shared  measurement  should  lead  to  learning  and  course/programme  correction/improvement  • Must  ensure  that  the  shared  measurement  system  does  not  become  rigid  and  is  able  to  adapt  

    over  time  • Don’t  worry  if  you  haven’t  devised  all  your  measures  (FSG  took  one  whole  year  to  develop  a  

    measurement  for  ‘parent  engagement’)  • Contribution  versus  attribution    • In  Edmonton  they  have  developed  an  app  for  shared  measurement  around  community  safety    • Need  agreement  on  a  measurement  tool  across  agencies  • SOAR  a  strengths-‐based  approach  to  planning  –  a  useful  tool  different  to  SWOT  analysis  

    (Strengths,  Opportunities,  Aspirations,  Results)  • Three  preconditions  of  Collective  Impact  are  1)  Urgency  of  the  issue,  2)  adequate  resources,  and  

    3)  influential  leaders.  • Theory  of  change  elements………  • The  most  powerful  theories  of  change  are  visual    

     

    Day Two Highlights Day Two Highlights

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    • Evolution  of  trust  allows  us  to  fail  safely  
  • Strategic  measurement  and  evaluation,  over  time,  may  require  flexibility  and  shifts  
  • Pay  attention  to  the  keystone  outcomes,  not  all  outcomes  are  created  equal  
  • Trust  and  healthy  relationships  are  pre-‐  requisites  for  determining  a  measurement  strategy  
  • Measurement  and  evaluation  helps  to  promote  mutual  accountability  in  a  shared  way  
  • When  indicators  are  skewed  toward  interventions,  how  do  you  shift  it  to  a  broader  population  

    focus?  
  • Things  are  simple,  complicated  or  complex  • Dimensions  of  certainty,  understand  our  issue,  understand  causes  and  understand  

    solutions/outcomes  • High  agreement  or  low  agreement  • Develop  common  ground,  compromise  or  compete  • Wicked  complex  problems  are  hard  to  frame  –  very  uncertain  and  cannot  predict  outcomes.  

    With  a  ‘simple’  problem  find  the  ‘best  practice’  model  • Who  has  the  most  influence,  moderate  influence  and  least  influence  on  an  outcome  • Convening  is  the  most  important  role  of  backbone  • Most  problems  with  measurement  are  not  to  do  with  the  data  gathering  but  to  do  with  sense  

    making.  (Mark  used  a  fabulous  exercise  around  micro-‐enterprise  for  women  in  Bangladesh  and  this  being  introduced  to  women  in  New  York)  

    • Biggest  challenge  in  evaluation  or  measurement  is  getting  fast  feed  back  loops  (no  point  looking  at  the  data  6  months  down  the  track  after  it  has  been  collected).  

    • Matrix  of  5  types  of  use  for  evaluation  • Human  Centred  design  versus  Design  thinking  • Three  design  tools  –  User  Profile/  Scope  of  work/  Prototype  •  

    Social  Innovation  • Create  a  ‘circle  of  belonging’  around  each  child  • Every  child  matters  • Registered  Disability  Savings  Plan  (Canadian  initiative)  • Our  effectiveness  improves  when  we  fall  in  love  with  the  issue  • Set  the  table  for  allies  and  adversaries!  • Stones  are  polished  by  friction  • Every  time  a  CI  project  goes  sideways  is  because  of  personalities  and  ego.  • Not  to  be  right,  not  to  have  all  the  answers  but  to  discover  them  

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    Above: School of Salmon Carving and Below: Musqueam Painting at the Musqueam Community Centre

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    • When nothing is sure everything is possible • Lasting community change is possible, together we are the solution • One problem at a time isn’t the right approach

    Measurements for children & youth

    1) Physically and emotionally healthy & safe

    2) Socially and civically connected

    3) Academically & vocationally productive

    4) Strong and positive relationships

    • They found that youth with supportive relationships as they enter high school are 5 times more likely to leave high school ready than those with weak relationships

    • Key milestone report (every time you make key decisions you put in a key milestone report – helpful tool – shouldn’t be more than 3 pages

    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

    Collaborative Governance Models

    • Staffing • Government Mandate • Geographic mandate • Geographic proximity • Community involvement & ownership • Power relations • Availability of process guides • Organisational values • Member motivation

    Day Four Highlights

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    • Member selection • Member skills • Accountability and transparency

    Principles for Working Together

    • Transparency • Data sharing • Respect • Inclusion • Mutual accountability • Humour & Fun

    Musqueam Painting - Salmon

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    Totem Pole, Stanley Park, Vancouver

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    The difference between the possible and impossible depends on a person’s determination

    • Progress  is  not  always  clear  but  always  iterative  • We  need  to  get  rid  of  the  notion  of  a  ‘white  coat  evaluator’!  • Power  of  building  space  of  community  • Collective  impact  is  moving  change  in  scale  Little  efforts,  big  results!  

    We  all  benefit  from  stories  of  the  success  of  things.  

    The  rest  was  reflections  of  the  week.

     

    Tour and Dinner Celebration at the Musqueam Indian Band

    Day Five Highlights

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    Mark Cabaj – Expert on Evaluation

     Conclusion

    In  the  last  five  years  of  Collective  Impact  development  much  has  been  learned  and  is  now  documented  internationally.  Both  Tamarack  and  FSG  in  America  are  leading  experts  and  have  many  useful  online  resources.  I  think  that  Collective  Impact  is  going  to  continue  to  gain  worldwide  popularity  as  a  framework  that  can  make  a  significant  difference  to  communities.    My  scepticism  of  it  driving  too  much  of  a  top  down  approach  has  been  allayed  as  it  appears  you  can  work  with  a  strength-‐based,  bottom  up  approach.  Each  context  is  different  and  depends  on  what  individuals  bring  to  it.  I  also  went  with  the  question  about  the  role  of  government  and  that  Collective  Impact  may  not  easily  work  in  NZ  without  whole  of  government  support.  Tamarack  appears  to  have  gained  Government  and  State  support  across  Canada.  It  may  be  challenging  to  get  the  same  support  here  in  NZ.  Time  will  tell.  I  thoroughly  enjoyed  the  Summit  and  a  huge  thanks  again  to  the  individuals  that  supported  and  enabled  my  visit,  especially  the  Minister  of  the  Department  of  Internal  Affairs,  Peter  Dunne  who  approved  the  funding.  

     

     

     

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    Websites  

    Tamarack:  www.tamarackcommunity.ca  

    FSG:  www.fsg.org  References:  

    Born,  Paul,  Community  Conversations,  Mobilising  the  Ideas,  Skills,  and  Passion  of  Community  Organisations,  Governments,  Businesses,  and  People,  2012,  BPS  Books  

    Etmanski,  Al,  IMPACT,  Six  Patterns  to  Spread  Your  Social  Innovation,2015,  Orwell  Cove  Publishing,  Canada  

    Hanley  brown,F,  Kania,J,&  Kramer,  M,  Chanelling  change.  Making  collective  impact  work.  Stanford  Social  Innovation  Review,  2012  

    Kania,J,  &  Kramer,  M,  Collective  Impact,  Stanford  Social  Innovation  Review  2014  

    Kania,  J,  &  Kramer,  M,  Embracing  Emergence:  How  Collective  Impact  Addresses  Complexity,  Stanford  Social  Innovation  Review  2014  

    Turner,S,  Merchant,K,  Kania,J,  &  Martin,  E  Understanding  the  value  of  Backbone  Organisations  In  Collective  Impact  Stanford  Social  innovation  Review  2014  

    Tamarack  Institute,  ENGAGE!  A  connected  Force  For  Community  Change,  2015,  Tamarck  Institue  

     


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