1. ACEs Design Principles

2. FY2014 Accomplishments Formed ACEs Stakeholders Group
Received PCA Iowa Grant to develop and implement ACE-related strategies within the Taylor Neighborhood Area
Identified target audiences of:
Schools/PTA
Parents
Birth – 4 yrs. Child Care Providers
Churches
Non-Profits
Law Enforcement
Judicial

3. FY2014 Accomplishments Created a Purpose Statement:
“Working together as a community, we coordinate our efforts and leverage resources, to break the cycle of Adverse Childhood Experiences”
Created a list of activities to work on together:
Define structure and role of group
Determine which piece of the work each of us our responsible for
Create guiding principles
Identify gaps in our work
Identify how we will track and measure our progress and the impact of our work
Assess how our work connects with Johnson Co.

4. FY2014 Accomplishments Created a shared list of ACEs related efforts:
Prevent Child Abuse Iowa Grant
Social Norms Marketing
Reaching Families
On My Own and Okay
Safe Sleep
ACEs/TIC Community Trainings
ACEs Community Conversations
ACEs Info. HUB on UWECI Website
Trauma-Informed System
ACEs Speaking Engagement
Family Connections Library
A Multiple Alliance Collaborative – Cedar Rapids School District
Police Efforts to reduce Community Violence
Know Your Neighbor Event
Family Fun Night Event

5. FY2014 Accomplishments Created a list of Guiding Principles:
Do no harm
Commit to being present
Move together with one vision
Focus on the sweet spot
Respect the sovereignty of each partner
Share the gift that fits
Equality of membership
Leveraging Resources
Break down silos
Safe place
Asset-based
Shared learning

6. Developing a Community Change Strategy
Principle 1: Be clear about your outcome.
Define the specific result sought for a specific population.
Review national research, UWW frameworks
Use local data and engage with diverse stakeholders to determine:
Which aspects of the issue are of greatest concern
What population segments are most affected
Agree on the specific result sought for a specific population
Clarify any ambiguous words in the outcome.
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

7. Developing a Community Change Strategy
Principle 2: Uncover the underlying issues.
Pinpoint the conditions that keep the outcome from being achieved.
Use local data and engage with diverse stakeholders (consumers, agencies, trusted advisors) to determine and document:
The absence of building blocks to achieving the outcome.
The presence of roadblocks to achieving the outcome
Select the most critical obstacles; document findings
Test the choices
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

8. United Way of East Central Iowa
Community Change Map
United Way of East Central Iowa

9. Developing a Community Change Strategy
Principle 2: Uncover the underlying issues.
Pinpoint the conditions that keep the outcome from being achieved.
Use local data and engage with diverse stakeholders (consumers, trusted advisors) to learn the underlying issues that cause or contribute to the critical obstacles; document the findings
Establish intermediate outcomes for the critical obstacles
Identify underlying issues to target; document the rationale
Test choices
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

10. Developing a Community Change Strategy
Principle 3: Build strategies for changing community conditions.
Target lasting changes that will overcome the obstacles and improve lives for years to come.
Research best and promising practices to deal with underlying issues; test for local relevance
Choose specific approaches for addressing the underlying issues
Determine what changes in policies, systems, associations, etc. are needed for the approaches to work
Engagement opportunities??
The 80/20 Rule
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

11. Developing a Community Change Strategy
Principle 3: Build strategies for changing community conditions.
Target lasting changes that will overcome the obstacles and improve lives for years to come.
Define the details of each desired changes (who, what, where, when, how many, how often, etc.)
Test choices
Identify what resources are needed by when
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

12. Developing a Community Change Strategy
Principle 4: Plan to track progress and results.
Gather data you will use to communicate impact and increase effectiveness.
Decide which changes targeted by your strategies are important to track (the outcome is a “given”)
Identify indicators, data sources, data collection
Set up a system for monitoring implementation activities
Develop a schedule for regular data review and use
Identify what resources are needed by when
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

13. Developing a Community Change Strategy
Principle 5: Develop a plan to mobilize resources.
“A goal without a plan is only a wish”
“Hoping is not a strategy”
“A 75% solutions to the right problem is better than a 100% solutions to the wrong problem”
Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

14. The Five Conditions of Collective Impact
Common Agenda
All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions.
Shared Measurement
Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable.
Mutually Reinforcing Activities
Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action.
Continuous Communication
Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and create common motivation.
Backbone Support
Creating and managing collective impact requires a separate organization(s) with staff and a specific set
of skills to serve as the backbone for the entire initiative
and coordinate participating organizations and agencies.

15. Prioritization Considerations
Number of individuals affected
Degree of demographic disparity
Severity of issue (impact on health and well-being of population)
Family Impact
Systems Change
(source: Iowa Title V Needs Assessment)