Launch Event May 3, 2013 Connecticut Design Session #1 Thursday, May - - PowerPoint PPT Presentation

Launch Event

May 3, 2013 Connecticut Design Session #1

Thursday, May 18, 2017 www.BostonFed.org/WorkingCities @WorkingCities | Facebook.com/WorkingCities

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Introductions

What 2-3 gifts or skills make you a good family member and friend? What 2-3 skills make you an effective leader? What are 2-3 talents or hobbies you love doing and can get lost in for hours?

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The secret . . .

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Goals for the Day: 1. Establish culture of learning and adaptation 2. Develop a clear problem statement & root causes on your econ growth challenge 3. Build a more effective, authentic collaborative leadership team

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CT Design Session #1 Thursday, May 18, 2017 AGENDA

9:00 Opening, Agenda Preview 9:30 Insight into the Working Cities Challenge from MA 9:50 Refining your team’s problem statement Teams work independently; Break at team’s discretion 11:20 Data for learning & understanding your challenge 11:30 Defining Leadership Noon LUNCH 12:45 Symbols 1:15 Introduction to Adaptive Leadership Teams work independently; Break at team’s discretion 2:45 Adaptive Learning 3:30 Leadership Compass 3:50 Closing

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Design session 1 - topics

AM – Problem Statement / Econ Growth Challenge & Root Causes – the ‘what’ Your teams have already identified a problem statement in your design

• application. Today, teams will revisit this statement with a closer look at the root

causes contributing to your problem.

• Pittsfield, MA Working Cities team rep will share why this matters and

also share how your team can make the most of the design phase

• Introduce results framework and exercise where teams will refine their

problem statement and discuss root causes

• Share town profiles and other resources to help sharpen and

understand your problem statement, root causes and learning questions

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Design session 1 - topics

PM – Collaborative and Adaptive Leadership – ‘the how’ Collaborative leadership is the ability to work together across the nonprofit, private and public sectors to achieve a shared, long-term vision.

– Help teams understand and practice how to approach adaptive challenges (vs. routine); importance of not jumping to action/strategies; test assumptions you have about your challenge. – Teams will work independently on addressing: how to approach your local challenge through an adaptive lens; identify who may be missing from your table; and learn what evidence do you need to better understand your root causes and who’s impacted by your problem

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How to make the most of this day

• Your team will have time to work together - your team sets its’
• wn expectations on what you’ll produce at each break-out,

and the follow-up steps you’ll take

• Exercises and tools are not prescriptive, do what works for

your team & start where you’re at

• Take care of yourself - restrooms over there, eat & drink

plenty – will have breaks + lunch

• Fed staff is here & available to answer general process and

content-related questions

• Over the day, think about your learning questions & what

you’ll work on between now and the next session And importantly . . .

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Remember that the work is muddy and difficult . . .

. . . and you can’t do it all

(and that’s OK!), so don’t make it harder by trying to boil the ocean!

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After today

• Team homework
• A word on team self-assessment & WCC

implementation application

• Upcoming design sessions (see agenda):

II: Community engagement/racial equity; results framework: shared result - June 21 III: System change; RF: strategies/actions - Sept 11 IV: Learning orientation and governance - Oct 12

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Learning from a Working City: Pittsfield, MA

• Vision is for all people in Pittsfield to experience a just,

thriving, and safe community;

• Support journey from poverty to sustainability by

collaboratively building community resources, removing barriers;

• Improve individual, institutional, and social fairness

and respect in the community;

• Create new systems and models for worker training,

retention and shift hiring practices.

• Empower under-resourced neighbors and to shift

public, private, and nonprofit culture to be inclusive and responsive.

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The Working Cities Result Framework: The ‘WHAT’ of Working Cities

Why this framework?

• Intended to serve as a “road map” to guide not only where a team’s initiative is

going, but also to reflect why and how a team will get there

• Reflects what we see as the most useful elements of logic models, theory of

change and drivers of change diagrams; using this will should enhance a team’s readiness for implementation This framework is NOT intended to be:

• Static: teams should plan to revisit these questions throughout design &

implementation, and rework as needed

• Comprehensive: this doesn’t explicitly ask about core elements of WCC, which

should be woven into a team’s thinking about these questions How we’ll use the Framework today: focus on problem statement & root causes

“If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”

• Albert Einstein

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The problem statement

A sharp problem statement will consider:

• Whose perspectives need to be included to better understand the

problem and its root causes?

• A team’s ability to influence each root cause identified? If limited,

are their others we should engage on the team?

• The impact each root cause has on the problem?
• What do root causes look like in our community? What evidence

tells us this, and how can we keep track of these conditions over time?

• How does a deeper understanding of the problem inform the long-

term shared result we will set out to achieve? (session #2)

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Problem statement / root causes – WCC lessons from MA

• Resident engagement can add tremendous value
• Hone your adaptive leadership skills by working to uncover assumptions

and biases about the problem and its root causes

• Some root causes may not be easily validated by data (such as those

related to perceptions or attitudes, for example), so begin thinking about how you will collect data and other evidence to measure the baseline

• Once you have articulated a problem statement & shared result, you will

need to determine which of the root causes you will prioritize in order to achieve it – won’t be able to take them all on!

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Quick root cause example & the 5 Whys

Problem: I’m late for work. Why? I sleep in too late in the morning. Why? I go to bed too late. Why? I start projects after 9 p.m. Therefore . . .

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5 Whys

What is the problem and why is it happening (identify each ‘why’ as a concern, influence or control) 40% of Whoville’s lower-income children enter kindergarten not ready to learn, limiting school success *What is the evidence of this condition on the ground?

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Use the ‘ladder of inference’ & ‘mental models’ to help sharpen

• ur understanding of the problem

and its root causes

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Team time: ‘5 Whys’ instructions

• Write your problem on the large results template
• Identify a root cause, and using the 5 whys template,

ask why is it happening

• Ask why again until you get to a reasonable root cause
• Add this root cause to your template
• Test by working in reverse, ending with ‘therefore, we

have this problem. . . ‘

• Repeat back home for several more root causes, then

plan how to test & measure – this will help sharpen your results statement, the focus of session # 2 on 6.21

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Launch Event

May 3, 2013 Connecticut Design Session #1

Thursday, May 18, 2017 www.BostonFed.org/WorkingCities @WorkingCities | Facebook.com/WorkingCities

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Collaborative Leadership

What is collaborative leadership: The ability to work together across the nonprofit, private, and public sectors to achieve a shared, long-term vision. Why it matters: Cross-sector, collaborative leadership is key to a smaller city’s resurgence— indeed, this finding from Boston Fed research is the impetus for the Working Cities Challenge.

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During the design phase, things to pay attention to

• n collaborative leadership -
• Ensure that your team includes partners who will contribute to

the achievement of the team’s shared result and to advancing your systems change strategies

• This may include leaders from other sectors, traditionally

unrepresented communities, and high-level elected/appointed leaders with policy making roles and ability to advance your systems change strategies

• Determine roles and responsibilities for each member to ensure

that leadership is distributed

• Understand how decisions gets made in town and who makes

them, and what you can learn

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Closing

At your table, share with each other:

• A key insight, learning from today
• Learning question
• Action step that your team will take

Then, have one person from your team report

• ut to the room

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Next Steps

Session 2: Wednesday, June 21, East Hartford Focus: Community engagement / racial equity

Results statement & on-the-ground conditions

Session 3: Monday, Sept 11, New Britain Focus:

System change Strategies/actions

Session 4: Thursday, Oct 12, Middletown Focus:

Learning orientation/data for learning Feedback loops/governance

Next call for team leads/facilitators: Thursday, June 8, 3-4 p.m.

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Hartford Bridgeport Torrington Waterbury East Hartford Danbury New Haven Middletown New Britain Norwich