1. How do you start a collaborative response?

2. Three Prerequisites 1. Influential Champion 2. Financial resources 3
Three Prerequisites 1. Influential Champion 2. Financial resources 3. Urgency for change
1 – commands respect and engages cross sector leaders
Focused on solving the problem but allows participants to figure out answers for themselves
2 – Committed funding partners –
Sustained funding for long term 3+ years
Pays for needed infrastructure and planning
3 – Urgency for change
Critical problem in the community
Frustration with existing approaches
Multiple actors calling for change
Engaged funders and policy makers

3. If You Are Thinking About Catalyzing Collective Impact You Should Consider the Following:
Is the Right Infrastructure in Place:
Credible Champions / Catalysts exist to drive CI discussions
Neutral Convener exists and is looked to by the community
Backbone Support Structure exists or key staff positions can be filled
Are the Conditions Accommodating:
Significant resources and attention are focused on addressing the problem
Existing collaborative efforts are present that can be taken to the “next level,” and with tools and processes in place
Funder Alignment of local funders (public and private) willing to financially support / partner on an effort
Potential to Engage a broad, cross-sector set of community players
Internal and external circumstances point to Issue “Ripeness” to the urgency of the issue at hand
Within the community, there is a shared understanding of why there is an Urgency for Change, often driven by data
Interest exists or effort is underway to Understand the Problem, key players, and / or evidence-based strategies

4. Collective impact efforts unfold over five phases
Governance
and
infrastructure
Strategic
planning
Collective impact efforts unfold over five phases
Community
engagement
Phase I
Assess Readiness
Phase II
Initiate Action
Phase III
Organize for Impact
Phase IV
Begin Implementation
Phase V
Sustain Action
and Impact
Components for Success
Evaluation
and
improvement
Convene community leaders
Identify champions and form cross-sector Steering Committee “SC” to guide the effort
Determine initial workgroups and plan backbone organization
Launch work groups “WGs” and select backbone organization
Building out the backbone organization; evolve WGs to meet emergent strategy
Hold dialogue about issue, community context, and available resources
Map the landscape and use data to make case
Create common agenda, clear problem definition, population level goal
Develop Blueprint for Implementation; identify quick wins
Refine strategies; mobilize for quick wins
Determine community readiness; Create a community engagement plan
Begin outreach to community leaders
Incorporate community voice - gain community perspective and input around issue
Engage community more broadly and build public will
Continue engagement and conduct advocacy
Determine if there is consensus/urgency to move forward
Analyze baseline data to ID key issues and gaps
Develop high level shared metrics and/or strategies at SC level
Establish shared measures (indicators and approach) at SC and WG levels
Collect, track, and report progress (process to learn and improve)
Source: FSG Interviews and Analysis

5. Mindset change…
Working in Collective Impact requires a mindset shift from the old way to a new way of thinking and working…..

6. Mindset change… Less collaborative mindset Collaborative mindset
Stakeholders:
cannot grasp complex issues
are easily influenced by the activists and the media
have views shaped by narrow concerns
are mostly apathetic
are poorly educated
are self-interested
can’t be objective
And therefore….
It is futile and hazardous to collaborate
Stakeholders:
know things we don’t
will provide us with a full range of useful and diverse perspectives
are the source of innovation and creativity
are very good at weighing things up and making wise decisions
can be trusted to do the right thing
will help us do this better
And therefore….
It is essential to collaborate from start
Commit to
Collaboration
Twyfords, The power of co

7. Mindset change…
… and building trust!
Twyfords, The power of co

8. Mindset change
From TO
Believing that isolated impact alone can solve ‘wicked’ problems
Accepting that we must work collectively to achieve impact
Have difficulty grappling with complex issues – want simple + quick solutions
Can weigh things up, hold lots of different views simultaneously and take a longer view
Have views shaped by narrow concerns
Have an ability to consider all perspectives
Take a self interested perspective – always have a personal (or organisation centric) agenda
Are committed to a broader agenda to make a difference even if others get the credit
Risk intolerance
Taking smart risks
Resistant to change – difficulty being objective
Capacity for change – always trying to understand other position
Need to ‘own’, and control attribution to self or organisation
Willing to give up autonomy and share attribution

9. Recognise complex situation

10. Increase adaptive capability

11. Create learning culture