1. 1 Introducing a Strategic Framework & “Digital Backbone” for Collective Impact to Improve Native Hawaiian Health Bill Barberg, President Insightformation, Inc.

2. 2 About Insightformation.com Southern Kenai Peninsula LISC Indianapolis

3. 3 Agenda Overview on the Approach Reviewing the Draft Strategy Map InsightVision Demonstration Discussion (Q&A)

4. 4 Execution Gap Execution Gap No Strategic Alignment Health Goals © 2015 All Rights Reserved by Insightformation, Inc. Wasteful redundancy Little sharing of information, ideas and resources Frequent ramp-up and ramp-down of programs based on funding Few shared strategies for working together Fragmentation Undermines Success for Community Health

5. 5 “Collective Impact” is Key to Success 2011

6. 6 Focus on the “Power Source” of Collective Impact Source::

7. 7 Execution Gap Execution Gap No Strategic Alignment Improve Community Health Outcomes Health Depts Social Service Providers Schools Community groups Faith Communities Medical Practices Hospitals Families & individuals Unmet Health Goals Unmet Health Goals Employers © 2014 All Rights Reserved by Insightformation, Inc. Other Public Agencies & Officials The Power of Strategic Alignment

8. 8 Abundance of Underutilized Resources Health Goals Health Goals © 2015 All Rights Reserved by Insightformation, Inc. Execution Gap How do we create value from these fragmented and underutilized resources?

9. 9 Harnessing Others in the Community for Assists © 2015 All Rights Reserved by Insightformation, Inc. Sustainable Success in Helping People Faith Communities Retired volunteers College students and interns Recent graduates Consultants doing pro-bono work This requires information management infrastructure to scale

10. 10 What is the Weakest Link? The Ability of Largely Volunteer Coalitions to Manage Information about a Collaborative Strategy

11. 11 Businesses Have Learned to Manage Complexity

12. 12 Power of Mass Collaboration “We have lived in this world where little things are done for love and big things are done for money. Now we have Wikipedia… Suddenly, big things can be done for love.” Clay Shirky, long-time commentator on mass collaboration. (Search for him at www.ted.com)

13. 13 How Can We Get Better at Each Condition? Source:: Distributed

14. 14 Re-Defining the Term “Strategy” FOCUS: “The few things we will pick to do with our limited resources” FRAMEWORK: “A zoomable framework that will organize our efforts to enable success” Organization-centered Community-centered

15. 15 Strategy Maps: The Key to Strategy Execution 200020032006 Strategic Management Organizational Alignment 2008 Execution Harvard Business Review Articles “The Balanced Scorecard—Measures that Drive Performance” Jan-Feb 1992 “Putting the Balanced Scorecard to Work” Sept-Oct 1993 The Key to Breakthrough Results 19921996 Measurement & Reporting Strategic Communication

16. 16 Think about Google Maps Manage huge amounts of information without being overwhelmed

17. 17 A Story of Intentional Change Outcomes Strategy Asset & Capacity Development The “Ends” The “Means” The “Enablers” Change Enables multiple Objectives Above Reasonable Cause & Effect Logic

18. 18 The Power of Alignment in a Community “It used to be like people having discussions in a crowded restaurant… lots of noise. Now, it’s like being in a theater with surround sound.” Dr. Mark Wallace, CEO of the North Colorado Health Alliance, Leader of the Weld County Health Department Sept. 2014 at the PH in the Rockies Conference

19. 19 Agenda Overview on the Approach Reviewing the Strategy Map InsightVision Demonstration Discussion (Q&A)

20. 20 For More Information bill.barberg@insightformation.com www.insightformation.com