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Wisconsin Local Food Network through the Lens of Collec8ve Impact Liz Weaver Vice President, Tamarack Ins8tute for Community Engagement www.tamarackcommunity.ca [email protected]
Wisconsin Local Food Network through the Lens
of Collec8ve Impact
Liz Weaver Vice President, Tamarack Ins8tute for Community
Engagement www.tamarackcommunity.ca [email protected]
Trust
Turf
Loose Tight
Compete Co-exist Communicate Cooperate Coordinate Collaborate Integrate
Competition for clients, resources, partners, public attention.
No systematic connection between agencies.
Inter-agency information sharing (e.g. networking).
As needed, often informal, interaction, on discrete activities or projects.
Organizations systematically adjust and align work with each other for greater outcomes.
Longer term interaction based on shared mission, goals; shared decision-makers and resources.
Fully integrated programs, planning, funding.
The Collabora8on Spectrum
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Collec8ve Impact
From Isolated Impact to Collec8ve Impact
Isolated Impact • Funders select individual grantees
• Organiza9ons work separately
• Evalua9on a<empts to isolate a par9cular organiza9on’s impact
• Large scale change is assumed to depend on scaling organiza8ons
• Corporate and government sectors are oBen disconnected from founda9ons and non-‐profits.
Collec8ve Impact • Funders understand that social
problems – and their solu9ons – arise from mul8ple interac8ng factors
• Cross-‐sector alignment with government, nonprofit, philanthropic and corporate sectors as partners
• Organiza9ons ac8vely coordina8ng their ac8ons and sharing lessons learned
• All working toward the same goal and measuring the same things
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“Collec8ve Impact is…
….Posi8ve and consistent progress at scale” Moving the needle on a complex community problem and having a measureable impact.
Used for Many Complex Issues
Teen Pregnancy Educa9on
Poverty Homelessness
Health
Community Safety
Collec8ve Impact – Framing Ques8ons • Do we aim to effect ―needle-‐ change (i.e., 10% or more) on a
community-‐wide metric? • Do we believe that a long-‐term investment (i.e., three to five-‐
plus years) by stakeholders is necessary to achieve success? • Do we believe that cross-‐sector engagement is essen9al for
community-‐wide change? • Are we commi<ed to using measurable data to set the
agenda and improve over 9me? • Are we commi<ed to having community members as
partners and producers of impact?
– White House Council for Community Solu9ons
The Phases of Collective Impact Phases of Collec9ve Impact
Phase IV Sustain Action
and Impact Components for Success
Identify champions and form cross-
sector group
Create infrastructure (backbone and
processes)
Convene community stakeholders
Facilitate community
outreach
Engage community and build public
will
Map the landscape and use data to
make case
Create common agenda (common
goals and strategy)
Hold dialogue about issue, community
context, and available resources
Facilitate community outreach
specific to goal
Analyze baseline data to ID key
issues and gaps
Establish shared metrics (indicators, measurement, and
approach)
Facilitate and refine
Continue engagement and
conduct advocacy
Support implementation
(alignment to goal and strategies)
Collect, track, and report progress
(process to learn and improve)
Determine if there is consensus/urgency
to move forward
Phase III Organize for
Impact
Phase II Ini8ate Ac8on
Phase I Generate Ideas and Dialogue
Governance and Infrastructure
Strategic Planning
Community Involvement
Evaluation And Improvement
Precondi8ons for Collec8ve Impact
• Influen9al Champion(s)
• Urgency of issue
• Adequate Resources
Five Condi8ons of Collec8ve Impact
• Community issue to be address with clear measurable goals
• Boundaries and principles for working collec9vely Common Agenda
• Key measures to track and process for tracking • Process of learning and sense making
Shared Measurement
• Agreement on outcomes • Complementary strategies leading toward outcomes
Mutually Reinforcing Ac9vi9es
• Develop formal methods for communica9ons • Build trust across partners and surface difficult issues
Con9nuous Communica9ons
• Guide vision and strategy • Support aligned ac9vi9es and shared measurements • Build public will and advances policy • Mobilize funding
Backbone
The Elements of Collec8ve Impact Condi9ons Simple rules for complex interven9ons
Mindset Adap9ve problem which requires learning and change to get to the answer – work differently
Structure Be inten9onal and predetermined
Process Go deep, see problems differently
Leadership Systems leaders with a commitment to the health of the whole
Building your Collec8ve Impact Approach
The Wisconsin Local Food Network engages, connects and empower local, regional and state organiza9ons and
individuals to build sustainable, equitable and resilient food systems.
Wisconsin Local Food Network
• Communica9ons • Fundraising • Collec9ve Impact • Capacity Building • Policy • Evalua9on
Your Collec8ve Impact Challenge
• Which of the pre-‐condi9ons and condi9ons of collec9ve impact are already in place at the WLFN?
• What does the WLFN need to focus on to build our collec9ve impact capacity?
• Where should we start?
Collec8ve Impact
• Pa9ent capital • Persistence for longer term, systems change • Align funders across sectors to common agenda
• Legi9mize the work of the collabora9ve table • No playbook, support and advance the skills and capacity of collabora9ve partners
Final Thoughts
• Use collec9ve impact as a framing tool • Assess whether everyone in the collabora9ve is working on the same agenda
• Developing success measures (process and outcome indicators)
• Learn about what’s working and let go of those things that are not making an impact
Addi8onal Resources • Follow my blog: h<p://vibrantcanada.ca/blogs/liz-‐weaver • Regular updates about Collabora9on and Collec9ve Impact
are posted on Tamarack Learning Communi9es Sites: www.tamarackcci.ca; www.vibrantcommuni9es.ca; www.seekingcommunity.ca
• Stanford Social Innova9on Review ar9cles on Collec9ve Impact: h<p://www.ssireview.org/
• FSG Social Impact Consultants: www.fsg.org
