Using Collective Impact and Collaboration Essentials for System Change Dan Ferguson, MS and Jennifer Johnston, MPH

Dan Ferguson Jennifer Johnston Director, Washington State Allied Health Center of Excellence, Yakima Valley College Jennifer Johnston Program Manager Healthcare Workforce Transitions, Highline College

Introductions Who is in the room? What has been your experience with Collective Impact or Collaboration Essentials? What do you hope to gain from this session?

Three Key Questions What is Collective Impact? Why would Collaboration Essentials build consensus from diverse stakeholders? How can Collaboration Essentials work in Workforce Education?

What is Collective Impact? “Large scale social change requires broad, cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations” - Collective Impact by John Kania & Mark Kramer

What is Collective Impact? Video from: FSG Collective Impact http://www.fsg.org/ideas-in-action/collective-impact

Collaboration Essentials Also known as Collaborative Innovation, this approach creates high-trust collaborations that produce results fast. COLLABORATIVE INNOVATION FOR SHARED PROSPERITY & SUSTAINABILITY

Collaboration and Medical Assisting Education How can Collaboration Essentials work in Workforce Education? Collaboration and Medical Assisting Education

Collaborative Innovation Draft strategic intent Convene a design team Establish an audacious goal Interview system leaders and map the system Conduct stakeholder interviews Map winds, points and shifts Identify participants and convene the network Define the learning agenda Build a dynamic, trust-based, entrepreneurial group that moves quickly Validate analysis & hypotheses in real-time Generate and test initiatives. Iterate, learn and adapt. Scale the initiatives that work What worked to create energy for process Roles: Facilitators rather than “experts” Empathy Interviews really catalyzed Re-Creating the Goal by participants Participants celebrated this process Participants appreciated the focus Participants appreciated external leadership

Collaborative Innovation Intent provided by State Board: Consider efficiencies, including a shared curriculum Design team convened—people who had worked on MA Collaboration before Audacious goal established (altered with input) System Leader interviews clarified intent Stakeholder, or Empathy Interviews—proved most important for motivation Identified participants and convened the network Identified Current State/Future State scenarios from analyzing interview results Moved quickly to TWO “Critical Shifts” Prototyped Convened work groups to follow through Next steps…test...scale What worked to create energy for process Roles: Facilitators rather than “experts” Empathy Interviews really catalyzed Re-Creating the Goal by participants Participants celebrated this process Participants appreciated the focus Participants appreciated external leadership

Resources Trainings: October 24-26, Seattle November 13-14, Oakland www.cocreativeconsulting.com Trainings: October 24-26, Seattle November 13-14, Oakland

Discussion and Questions Dferguson@yvcc.edu Dan Ferguson Jjohnston@highline.edu Jennifer Johnston