1. Key Leader Orientation--Selma
The Future We Choose: A Partnership for a Greater Salt Lake
Description and Goals
This is an orientation for key leaders – committee chairs and staff leads -- to familiarize them with the Future We Choose framework and help them to consider the membership of their committees, which they will help create. Key leaders are influential people who shape opinions in their fields or who lead public systems and have control over resources.
Remarks from Mayor or Deputy Mayor?
Materials and Preparation
PowerPoint slides and Annotated Agenda
Name tents (?)
Handouts:
Roadmap slides
Steering Committee slides
Identifying Additional Stakeholders
Collective Impact
Dawn of System Leadership
Future Selves article
----- Meeting Notes (4/1/16 09:20) -----
Lessons learned.
PARTNERS v stakeholders

2. Key Leader Orientation--Selma
The Approach
A ‘collective impact-like’ effort
to align all stakeholders (not just “partners”)
— across government, nonprofit, and private sectors —
toward achieving specific and measurable goals.
A strategy for encouraging systems thinking and
developing systems leadership.
A roadmap for taking action at the system level.
A method for accelerating action at the system level.
Mental Set
Today we are here to learn more about The Future We Choose approach. More importantly how the Future We Choose approach fits into the evolution of the work we have already started in Salt Lake County through United Way’s promise partnership and collective impact work and leadership, through the County’s Collective Impact on Homelessness efforts, and through the work some of us are doing together in Kearns through the Evidence2Success partnership with the Annie E. Casey Foundation. The Future We Choose approach is informed by all these efforts, by all of you. And it’s an evolution of those efforts – a new approach to system change and system leadership, one that asks us here in this room to think in new ways about ourselves as system leaders and about the work we do as system change.
----- Meeting Notes (4/1/16 09:20) -----
Fluff vs. real: legit, BS
System level.
ACTION: accelerate awesomeness
FAST
Different places

3. Key Leader Orientation--Selma
The Mindset
A relentless focus on the five fundamentals:
Clear priorities and outcomes.
Good data.
Rigorous planning.
Effective communication.
Strong relationships and trust.
Ask if there are any questions or comments.
Take comments and add questions to the parking lot.

4. Key Leader Orientation--Selma
A Continuous Cycle
Assess current state and project the future that is choosing you.
Assess the new current state, repeat the cycle.
Measure progress and reassess.
Determine the desired future state.
Give highlights of each step. Handout: Milestones and Benchmarks
Point out that milestones and benchmarks keep the work organized. They are included in the handout. They are grouped by phase. A “milestone” is a major step, and the “benchmarks” are the tasks included in that step. When all the milestones and benchmarks for a phase are complete, the community board can move to the next phase. (Give them a few minutes to look over the milestones and benchmarks.)
I’d like to take you back to the future….
That is what today is about, setting the stage for you to continue the evolution of the work that you’ve already begun. The strategies are not new to you, but the braiding or weaving of the the strategies will be. FWC is in complete alignment with your and vision for better outcomes, complete alignment with your approach to using data and evidence to guide and track progress of work in Salt Lake County. As we move through today, we hope you see FWC as an evolution of your work and that it is designed to move your efforts to the next level with more precise investment strategies, systems thinking, and systems leadership. The framework will strengthen your existing work and partnership as you embark on a process of shared responsibility and accountability for improving outcomes. So a part of our discussion this morning is to ensure that we have a common language and understanding of this evolution of your work.
----- Meeting Notes (4/1/16 09:20) -----
Not rocket science.
Identify what actions
you need to take today.
Map the system to identify what is getting in your way.

5. Key Leader Orientation--Selma
The Future We Choose: Simple But Difficult
Assess our current state and project the future based on current conditions.
Determine the desired future state. (Common agenda/goals/outcomes.)
Identify what is getting in our way. (Obstacles/disincentives/fears.)
Identify what actions we need to take today to achieve the desired outcomes. (Mutually reinforcing activities/interventions.)
Measure progress, reassess, continually improve. (Measurable indicators.)
Assess the new current state, repeat.
How much are we spending and on what? What are we getting?
What outcomes do we want for our investment?
What does our existing system look like? What are its flaws?
What human, financial and policy resources do we need to redesign the system toward our outcomes?
What indicators will tell us if we achieving our outcomes?
How can we sustain this as an iterative process?
----- Meeting Notes (4/1/16 09:20) -----
Some have issues
problems
organizations
systems
communities

6. Key Leader Orientation--Selma
Partnership for a Greater Salt Lake Structure
COMMITTEE CHAIRS &
SALT LAKE COUNTY STAFF LEADS
KEY STAKEHOLDER
STEERING COMMITTEES
PUBLIC ENGAGMENT

7. Key Leader Orientation--Selma
Partnership for a Greater Salt Lake Focus Areas
HOMELESSNESS
CRIMINAL JUSTICE
EARLY EDUCATION
REGIONAL DEVELOPMENT
AGING

8. The Five Steps of the Cycle Provide a Roadmap: Where Are You?1
Assess Current State+ PROJECT THE FUTURE
Understand the issue/system from a County perspective.
Assign lead staff and appoint committee chairs.
Orient staff and chairs.
Identify and engage stakeholders.
Begin data collection.
Build staff and committee chair capacity. 2
DETERMINE DESIRED FUTURE STATE
Understand the issue/system from a community perspective.
Creation of stakeholder steering committee.
Develop a common agenda, shared outcomes and initial indicators.
Begin fund mapping and system modeling. 3
MAP THE SYSTEM
AND IDENTIFY OBSTACLES
Complete fund-mapping.
Produce a “big picture” model of the system.
Work to interpret data and build indexes.
Build stakeholder capacity to engage in joint decision making
Identify opportunities to align and shift funding. 4
IDENTIFY ACTIONS
AND CREATE A PLAN
Align public and private funding and other resources with shared outcomes.
Develop short- and long-term action plans.
Develop financing strategies to support tested, effective programs.
Share outcomes and plans with the public. 5
IMPLEMENT, EVALUATE, AND REASSESS
Implement tested, effective programs and monitor performance.
Finalize plans and build provider capacity.
Engage the community in recruitment
Celebrate successes.
Track progress and make changes as needed, continuously improve.
Handout: Roadmap (also use the milestones and benchmarks)
This road map gives an overview of the FWC cycle that is more detailed.
Point out the highlights in Phase 1. How many are complete? Where are you right now?
Give them a few minutes to read the rest of the handout.

9. Key Leader Orientation--Selma
Starting Questions
1. How much are we spending? What are we spending it on?
2. What’s going on as a result of that spending? What does our system look like?
3. What do we want for our investment? What’s getting in our way?
5. How will we implement financing strategies?
4. What financing strategies will we implement?
So how does FWC help communities to achieve the finance goals we’ve talked about?
We help partners develop a collaborative strategic financing plan and in that process to build the capacity locally to engage in strategic finance planning on an ongoing basis.

10. Key Leader Orientation--Selma
Steering Committee: ~20 Stakeholders, No Delegates
Service
Provider Executives
Public and Private Funders
Public System Decision Makers
System Users
Civic Leaders
OUR CHARGE
Provide mutual support for each other in achieving the shared outcomes
Hold each other and the system accountable
Monitor progress and outcomes
Identify, mobilize and align resources
Provide strategic guidance, vision and oversight
Serve as an advocate for the initiative
Play an active role in the committee
Put aside individual agendas to work toward system-level outcomes
Adopt a collective vision and common agenda
Reach a common understanding of the system
Review and understand data to guide change
Set clear system outcomes
Establish measurable performance indicators
Facilitate stakeholder relations and engage existing initiatives and efforts

11. Key Leader Orientation--Selma
Systems Leadership: Education Steering Committee
Priority Shared Outcomes
Private Funders
Public Funders
Schools + School Systems Leaders
Community Interests + Residents
Child Welfare System Leaders
Behavioral Health + Health Systems Leaders
Juvenile Justice System Leaders
Elected Leaders
The Steering Committee represents public and private systems and the community.
November 2015

12. Key Leader Orientation--Selma
Systems Leadership: Homelessness Steering Committee
Priority Shared Outcomes
Private Funders
Public Funders
Service Provider Executives
Business Leaders
Housing System Leaders
Behavioral Health + Health Systems Leaders
Civic Leaders
Elected Leaders
We know that in order to successfully influence the various domains of children’s health and development, we needed to engage a diverse group of stakeholders.
The Steering Committee represents public and private systems and the community.
November 2015

13. Key Leader Orientation--Selma
The Future We Choose: Partnership for a Greater Salt Lake
Give highlights of each phase. Handout: Milestones and Benchmarks
Point out that milestones and benchmarks keep the work organized. They are included in the handout. They are grouped by phase. A “milestone” is a major step, and the “benchmarks” are the tasks included in that step. When all the milestones and benchmarks for a phase are complete, the community board can move to the next phase. (Give them a few minutes to look over the milestones and benchmarks.)
Online suite of tools is available.
Coaching and technical assistance (TA) are supplied.