1. Using Collective Impact and Collaboration Essentials for System Change
Dan Ferguson, MS and Jennifer Johnston, MPH

2. Dan Ferguson Jennifer Johnston
Director, Washington State Allied Health Center of Excellence,
Yakima Valley College
Jennifer Johnston
Program Manager Healthcare Workforce Transitions,
Highline College

3. Introductions Who is in the room?
What has been your experience with Collective Impact or Collaboration Essentials?
What do you hope to gain from this session?

4. Three Key Questions What is Collective Impact?
Why would Collaboration Essentials build consensus from diverse stakeholders?
How can Collaboration Essentials work in Workforce Education?

5. What is Collective Impact?
“Large scale social change requires broad, cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations”
- Collective Impact by John Kania & Mark Kramer

6. What is Collective Impact?
Video from: FSG Collective Impact

7. Collaboration Essentials
Also known as Collaborative Innovation, this approach creates high-trust collaborations that produce results fast.
COLLABORATIVE INNOVATION FOR SHARED PROSPERITY & SUSTAINABILITY

9. Collaboration and Medical Assisting Education
How can Collaboration Essentials work in Workforce Education?
Collaboration and Medical Assisting Education

10. Collaborative Innovation
Draft strategic intent
Convene a design team
Establish an audacious goal
Interview system leaders and map the system
Conduct stakeholder interviews
Map winds, points and shifts
Identify participants and convene the network
Define the learning agenda
Build a dynamic, trust-based, entrepreneurial group that moves quickly
Validate analysis & hypotheses in real-time
Generate and test initiatives. Iterate, learn and adapt.
Scale the initiatives that work
What worked to create energy for process
Roles: Facilitators rather than “experts”
Empathy Interviews really catalyzed
Re-Creating the Goal by participants
Participants celebrated this process
Participants appreciated the focus
Participants appreciated external leadership

11. Collaborative Innovation
Intent provided by State Board: Consider efficiencies, including a shared curriculum
Design team convened—people who had worked on MA Collaboration before
Audacious goal established (altered with input)
System Leader interviews clarified intent
Stakeholder, or Empathy Interviews—proved most important for motivation
Identified participants and convened the network
Identified Current State/Future State scenarios from analyzing interview results
Moved quickly to TWO “Critical Shifts”
Prototyped
Convened work groups to follow through
Next steps…test...scale
What worked to create energy for process
Roles: Facilitators rather than “experts”
Empathy Interviews really catalyzed
Re-Creating the Goal by participants
Participants celebrated this process
Participants appreciated the focus
Participants appreciated external leadership

12. Resources Trainings: October 24-26, Seattle November 13-14, Oakland
Trainings:
October 24-26, Seattle
November 13-14, Oakland

13. Discussion and Questions
Dan Ferguson
Jennifer Johnston