Moving from Good Intentions to Intentional Action and Collaboration: The Grantmaker’s Role in Collective Impact.

Slides:



Advertisements
Similar presentations
Margaret Geary Crime Reduction & Social Inclusion Director Government Office for the West Midlands.
Advertisements

OUR STRATEGIC PLANNING JOURNEY. The Department of Medicine Strategic Plan  Our roadmap for the future  It will shape and guide what the Department of.
USE OF REGIONAL NETWORKS FOR POLICY INFLUENCE: THE HIS KNOWLEDGE HUB EXPERIENCE Audrey Aumua and Maxine Whittaker Health Information Systems Knowledge.
Twelve Cs for Team Building
12 August 2004 Strategic Alignment By Maria Rojas.
Connecting government services to improve community outcomes Establishing Victorian state-wide area based governance architecture Presentation to the VCOSS.
© 2006 The Finance Project Sustainability Planning: Keys to Success.
1. 2 OUR VISION One day, all children will have the opportunity to attain an excellent education. SHARED MISSION Teach For All partner organizations enlist.
Best practice partnership models
Interfacing Initiatives Hometown Collaboration Initiative (HCI)  Expansion of leadership and civic engagement to capitalize on innovative strategies 
BILL GATES’ CONTRIBUTION IN SKILL DEVELOPMENT
August 2013 School of Medicine Strategic Planning Community Engagement Committee.
Measuring for Success NCHER Legislative Conference Sophie Walker September 26, 2013.
700: Moving Through the Collaboration Continuum to Improve Permanency Outcomes Wednesday, March 20, 2013.
Association of University Staff (AUS) Annual Conference 2003.
Sustaining your Community Strategies & Structures Fran Butterfoss Coalitions Work Tim LaPier CDC’s Healthy Communities Program.
NRCOI March 5th Conference Call
A Healthy Place to Live, Learn, Work and Play:
Ohio Improvement Process (OIP) Facilitating District-wide Improvement in Instructional Practices and Student Performance.
Notes for a presentation to the EEN (Canada) Forum Blair Dimock Director, Research, Evaluation and Knowledge Management October 1, 2010 Sharing Practical.
6/10/02 Independent Living Resource Center at the Hunter College School of Social Work The Foster Care Independence Act of 1999 Strengthening the System’s.
Charting a course PROCESS.
Resources
Update on the California Dairy Future Task Force and moving forward December 5, 2012 CONFIDENTIAL AND PROPRIETARY Any use of this material without specific.
Shared Decision Making: Moving Forward Together
The Future of the BPP What’s Next? Executive Committee Leadership Timeline-Urgency Decision making processes.
0 Civic Sites and Community Change OCTOBER 16, 2014.
Key Requirements for Transforming to Community Impact Lessons from the Impact Transformation Partnership (ITP) – October 2005.
Investing in Change: Funding Collective Impact
Success Principles in Integrated Delivery System.
Annual Public Meeting 1 September, ASB Community Trust  Established in 1988 as a result of the sale of the Auckland Savings Bank  15 Trustees.
AN INVITATION TO LEAD: United Way Partnerships Discussion of a New Way to Work Together. October 2012.
Training of Process Facilitators Training of Process Facilitators.
Building a Funders Network HOW YOU CAN CATALYZE CHANGE IN YOUR COMMUNITY.
Transboundary Conservation Governance: Key Principles & Concepts Governance of Transboundary Conservation Areas WPC, Sydney, 17 November 2014 Matthew McKinney.
Planning for Sustainability National Child Traumatic Stress Network All Network Meeting February 6, 2007.
Summary of the U.S. Task Force on United Way’s Economic Model & Growth.
Future activities of the Homes and Communities Agency Dan Jackson 13 th December 2010.
SSHRC Partnership and Partnership Development Grants Rosemary Ommer 1.
GREAT RIVERS CONFERENCE FEBRUARY 19, 2015 MARK STEWART, PRESIDENT UNITED WAY OF BARTHOLOMEW COUNTY CHRISTINE MACNAUGHTON COMMUNITY IMPACT MANAGER LENAWEE.
State of California Executive Leadership Competency Model January 12, 2011 Presentation for the California Citizens Redistricting Commission.
Human Services Integration Building More Effective Responses to Peoples’ Needs.
Commissioning Self Analysis and Planning Exercise activity sheets.
August 2, 2007 – Report on Executive Committee Retreat Objectives of the Executive Committee Retreat: To come to agreement on issues that remains unresolved.
Knowing Our Market and Ourselves Rene Seidel The SCAN Foundation & Lori Peterson Collaborative Consulting.
How Pittsburgh is Modeling Community Collaboration Presentation to Jewish Funders Network JCC & Jewish Federation of Greater Pittsburgh May
Region 1 Training Workshop Crowne Plaza Albany – 1-2 August 2008 Session 1A Strategic Planning Arthur W. Winston Chair, R1 Strategic Planning Committee.
Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORG Building Backbone Organizations for Collective Impact October 24, 2012.
1 Office of Community Services Division of State Assistance COMMUNITY SERVICES BLOCK GRANT (CSBG) Technical Assistance Coordination Strategy Office of.
Developing & Sustaining Community Schools to Build a Systemic Initiative April 8, 2010 Janice Chu-Zhu, Sr. Dir. Natl. Capacity Building Coalition Forum.
TRANSPORTATION RESEARCH BOARD WATER SCIENCE AND TECHNOLOGY BOARD TRANSPORTATION RESEARCH BOARD TRB’s Vision for Transportation Research.
An Introduction to Becoming a Commissioning Organisation 30 April 2012 APACE Commissioning Event Simon Marshall Offender Services Co-Commissioning Group.
GLOBAL PARTNERSHIP ON MARINE LITTER.
Collective Impact General Overview December 2012.
Chapter 1 The Knowledge Context
Applying Collective Impact to a Healthy Start CAN/CI Initiative Peer Learning Network Call #7 Action Planning & Continuous Communication December 2015.
Regional Sediment Management Policy and Implementation Workshop April, 2009.
V03 Toastmasters City Manager, Jeff Fielding Strategic Leadership March 2, 2016.
Plans for Phase III of Transition Age Youth Initiative.
Michigan State Meeting July 17, 2014 Moving Forward Together 2014 U.S. Strategic Focus and Goals.
GEO Strategic Plan : Implementing GEOSS Douglas Cripe GEO Work Programme Symposium 2-4 May 2016, Geneva.
1 Connecting The Dots The Importance of Collaboration May 24, 2016 Nancy Schultz Family Living Educator.
Channeling Change: Making Collective Impact Work
BRINGING ECONOMIC DEVELOPMENT BACK TO RURAL REGIONS
KP to add NSF Logo and Grant #
NSF INCLUDES – DESIGN AND DEVELOPMENT LAUNCH PILOTS
Collective Impact Fall 2017.
Standards for success in city IT and construction projects
One ODOT: Positioned for the Future
A Funders Perspective Maria Uhle Co-Chair, Belmont Forum Directorates for Geosciences, US National Science Foundation.
Presentation transcript:

Moving from Good Intentions to Intentional Action and Collaboration: The Grantmaker’s Role in Collective Impact

Who is Community Wealth Partners? 3 At Community Wealth Partners we help change agents solve social problems at the magnitude they exist. We have worked with many national and regional partners to achieve dramatic progress on social problems through collaboration and collective impact.

Today’s Discussion 4 1. The funder’s role in collective impact 2. Funding collective impact

Collaboration can happen on a spectrum from learning together to collective impact Learning Ways to Collaborate Sharing lessons Benefits Improved results through learning Coordination Ways to Collaborate Sharing lessons Collective planning and executing Benefits Improved results through learning Better allocation of efforts across community and reduction of duplication Collective Impact Ways to Collaborate Sharing lessons Collective planning and executing Aligning efforts around common vision Combining assets to unlock new strategies Benefits Improved results through learning Better allocation of efforts across community and reduction of duplication Collective accountability Accelerated results through collective innovation 5 Where do your initiatives fall in this spectrum from learning to collective impact?

Collective impact funders should keep three overarching principles in mind 6 Encourage group ownership Embrace working differently Ensure transparency

Funders and large organizations typically play one or more of the following roles 7 RoleDescription BackboneServe as project manager for the effort; maintain flow of information across stakeholders; coordinate meetings ConvenerBring key decision makers together FunderCommit multi-year programmatic and operational funding GovernanceHold authority to make decisions and holding accountability to results ImplementationCoordinate implementation of programs; provide services that move the needle on results

How do you decide if you have a role? 8 ++= Degree of Strategic Alignment Foundation Assets Initiative Needs Level of Foundation support (capacity and funding) How aligned are your priorities with the initiative? What are you uniquely positioned to bring to the initiative? What are the initiative’s greatest needs? How much capacity are you willing to dedicate to this initiative? How much funding are you willing to provide to help meet the needs of the initiative?

9 Support group in determining the what and how Less decision-making power Initiative strategy may not align with your strategy Directly influence what strategies are chosen Hard to be an equal partner Higher capacity requirements Directly influence how strategies are implemented Hard to be an equal partner Higher capacity requirements May need implementation expertise Level of Influence Lower Higher Pros Cons How do you determine the scope of your role? Support Inform Direct What level of influence do you currently have?

Roundtable discussion 10 What drove your decision-making about the role you are playing now and in the past? What challenges have you faced surrounding your role and the role of others? How have you overcome them? What initiatives are you currently involved in and what is your role?

Making the Transition: Funding Collective Impact

Four guiding principles to keep in mind as you consider funding decisions 12 A.Fund “relationship- building” Incentivize through funding Require proof of collaboration B.Fund “flexibility” Multi-year funding Capacity building Innovation funding Providing discretionary funds C.Be transparent about funding and expectations D.Look for multi- year and co- funding opportunities

1.Provide a pool of funds to the initiative 2.Fund individual organizations participating in the initiative 3.Hybrid: Provide “glue” money for initiative- wide work Work with organizations individually around their contribution to the initiative Foundations generally have 3 options for distributing funds to collaborative initiatives 13 Guiding Principle: The Foundation should not fund organizations outside of the initiative for topics covered by the initiative

What are the different needs you’ll hear about? 14 1.Backbone organization’s operations 2.Project management and work plan development 3.Research and measurement 4.Innovation and learning 5.Thought leadership (conferences, etc.) 6.Marketing and communications Guiding Principle: Consider the critical capacities at different stages

1.General operating 2.Capacity building 3.Program support 4.Discretionary funding 5.Incentivizing specific initiatives (e.g., relationship building, innovation) Five types of funding are typically used to support collective impact 15 Guiding Principle: The most effective collective impact funding is multi-year with a long-term commitment

Transitioning existing grantees is often a major question 16 Grantees you continue funding Grantees you consider for future funding Grantees you phase out Continue long-term funding to strengthen buy-in; focus on new metrics & requirements and capacity building Provide a bridge grant; provide TA to improve capacity, test new ways of working and ability to change Provide transition grant; provide help building relationships with other funders, TA, or capacity building

Summary of Major Guiding Principles 17 Encourage group ownership Embrace flexibility Ensure transparency Guiding Principle: The most effective collective impact funding is multi- year with a long- term commitment Guiding Principle: Funders should not fund organizations outside of the initiative for topics covered by the initiative

Roundtable discussion 18 How are you funding a current initiative? Why did you decide to fund it? How did you decide what the funding would look like? What obstacles did you face? What might you do differently moving forward?