Experts Panel on Improving Health Outcomes for Children Planning Meeting Thursday, March 2, 2017- 8:30 am- 4:30 pm City Hall, 2 nd Floor Board Room City of Prince George Liz Weaver, Tamarack Institute liz@tamarackcommunity.ca www.tamarackcommunity.ca
Welcome and Setting the Context Chris Bone, Manager Social Development, City of Prince George www.tamarackcommunity.ca
Outcomes for the Meeting • Agreement on the task ahead (including setting boundaries/areas of focus for strategy development, considering actions and approaches for strategy development) • Establishing a timeline for setting out the work over the next six months • Determining indicators linked to the strategies (and a discussion about the underlying research and baseline data available to inform the work) • Consideration of who is not at the strategy table and how to include their voices in informing the work • Building toward a sector-wide workshop in the Fall 2017 with the intended outcome of endorsing the strategy and building commitment to implementation www.tamarackcommunity.ca
Agenda for Today Morning Afternoon • Welcome and Context • Setting Boundaries – Part 2 • Overview of Collective Impact • Identifying Initial Strategies • Our Journey to Date • Developing a Timeline • Our Task and Timeline • Final Thoughts and Reflections • Sharing Perspectives on Children’s Health • Setting Boundaries – Part 1 www.tamarackcommunity.ca
Aligning knowledge and practice to build a connected force of leaders engaging in community change. We focus on five big ideas for making significant community change. Turning theory into practice is critical for community change. We work deeply in two practice areas to get to impact.
An Overview of Collective Impact www.tamarackcommunity.ca
Characteristics of Complex Problems Complex problems are difficult The cause and effect to frame relationships are unclear There are diverse stakeholders Each experience is unique The characteristics and There is no obvious right or dynamics of the issue evolve wrong set of solutions There is no single measure of The community is also evolving success and changing www.tamarackcommunity.ca
Collective Impact: A Definition A disciplined, cross-sector approach to solving complex social and environmental issues on a large scale. • FSG : Social Impact Consultants www.tamarackcommunity.ca
Collective Impact – Framing Questions • Do we aim to effect ― needle- change (i.e., 10% or more) on a community-wide metric? • Do we believe that a long-term investment (i.e., three to five-plus years) by stakeholders is necessary to achieve success? • Do we believe that cross-sector engagement is essential for community-wide change? • Are we committed to using measurable data to set the agenda and improve over time? • Are we committed to having community members as partners and producers of impact? www.tamarackcommunity.ca
Preconditions for Collective Impact • Influential Champion(s) • Urgency of issue • Adequate Resources www.tamarackcommunity.ca
The Five Conditions of Collective Impact The Five Conditions of Collective Impact All participants have a shared vision for change including a common understanding Common of the problem and a joint approach to solving it through agreed upon actions Agenda Diverse Voices * Responsive * Community Aspiration Collecting data and measuring results consistently across all participants Shared ensures efforts remain aligned and participants hold each other accountable Measurement Exploring * Alignment * Tracking Progress * Results Mutually Participant activities must be differentiated while still being coordinated through a Reinforcing mutually reinforcing plan of action Activities Weaving * System * Supportive * Centered Consistent and open communication is needed across the many players to build Continuous trust, assure mutual objectives, and appreciate common motivation Communication Trust * Transparency * Ongoing * Engagement Creating and managing collective impact requires a dedicated staff and a specific Backbone set of skills to serve as the backbone for the entire initiative and coordinate Support participating organizations and agencies Facilitate * Convener * Coordinate * Movement 11 Source: FSG
Common Agenda • Define the challenge to be addressed. • Acknowledge that a collective impact approach is required. • Establish clear and shared goal(s) for change. • Identify principles to guide joint work together. www.tamarackcommunity.ca
Our mission is to engage the community and influence leadership to optimize social impact Our vision is a strong community working together to improve the quality of life for all citizens of Greater Saint John area Pillar #1 Pillar #2 Pillar #4 Pillar #3 Transform low-income Close the education Education and training Improve the health of neighbourhoods into achievement gap leads to employment for residents through vibrant mixed income low-income residents neighbourhood-based communities health centres High level target within five High level target within five High level target within five High level targets within years : The low-income years: In two years 200 years: Every low-income five years:. Within two years population in one families on income assistance neighbourhood has a 90% of all children will achieve neighbourhood has been attain employment, and in five neighbourhood-based health grade 2 literacy standards. reduced by 15%. years 500 families on income centre which demonstrates a Within five years, 90% of all assistance attain employment. return on investment (e.g. students will graduate from reduced emergency room use). high school. Leadership Team Co-chaired by Paulette Hicks and Jack Keir Business Community and Non-profit Education Government • Business Community Anti- • Association Regionale de la Communauté • Anglophone South School District: Municipal Poverty Initiative: Brice francophone de Saint-Jean: Michel Côté Zoe Watson City of Saint John: Councillor MacKenzie • Belyea • Boys and Girls Club: Amy Shanks • New Brunswick Community College: Jacqueline Hamilton Paulette Hicks The Community Foundation: Chris Toole Phil Ouellette • Monica Chaperlin Doug MacDonald • University of New Brunswick Kevin Watson • Enterprise Saint John: Steve Mike Murphy VP Office: Tracey Chiasson Barry Freeze o Carson Kelly Evans Business: Dr. Fazley Siddiq Fundy Regional Service Commission: Jack Keir o • • Human Development Council: Hemant Urban & Community Studies • Grand Bay-Westfield: Mayor Losier o Kumar Institute: Natalie Folster Randy Hatfield Provincial • Neighbourhoods: Juanita Black • Community Health, Horizon Health: Dawn Marie Buck United Way: Tanya Chapman Wendy Economic and Social Inclusion Corporation: Stephane LeClair • • MacDermott • Healthy & Inclusive Communities: Marlien McKay Vibrant Communities: Dr. Regena Horizon Health Network: Brenda Kinney • • Farnsworth • Mental Health, Horizon Health: Sue Haley-LaJoie Barry Galloway • Post-Secondary Education, Training & Labour: Living SJ staff: Cathy Wright Barbara Kierstead Shanks • Melanie Hientz Paul Graham Social Development: Dan Cameron • Brian Marks Federal 14 • Service Canada, Mary Allaby
Shared Measurement • Identify key measures that capture critical outcomes. • Establish systems for gathering and analyzing measures. • Create opportunities for “making - sense” of changes in indicators. www.tamarackcommunity.ca
Mutually Reinforcing Activities • Agreement on key outcomes. • Orchestration and specialization. • Complementary – sometimes “joined up” - strategies to achieve outcomes. www.tamarackcommunity.ca
Continuous Communication • Create formal and informal measures for keeping people informed • Communication is open and reflect a diversity of styles • Difficult issues are surfaced, discussed and addressed www.tamarackcommunity.ca
Backbone Infrastructure • Guide vision & strategy • Support aligned activities • Established shared measurements Like a manager at a construction site who • Build public will attends to the whole building while carpenters, plumbers and electricians come and go, the • Advance policy support staff keep the collaborative process moving along, even as the participants may • Mobilize funding change. Jay Connor, 2004 Community Visions, Community Solutions: Grantmaking for Comprehensive Impact www.tamarackcommunity.ca
Collective Impact as a Disruptive Innovation www.tamarackcommunity.ca
Mindset Shift: Who is Involved? Whose “eyes should be on the problem” but aren’t, currently? • At the Steering Committee Level • At the Working Group Level www.tamarackcommunity.ca 20
Mindset Shift: How People Work Together • Create a common intent • Structure to take advantage of emergence • Collective Seeing • Collective Learning • Collective Doing www.tamarackcommunity.ca
Mindset Shift: How Progress Happens Think ‘System Strategy’ not ‘Program Strategy’ www.tamarackcommunity.ca
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