Launch Event May 3, 2013 Connecticut Design Session #1 Thursday, May 18, 2017 www.BostonFed.org/WorkingCities 1 @WorkingCities | Facebook.com/WorkingCities
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? 2
The secret . . . 3
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 4
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 5
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 6
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 7
How to make the most of this day • Your team will have time to work together - your team sets its’ own 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 . . . 8
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! 9
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 10
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. 11
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 12
“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 13
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) 14
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! 15
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 . . . 16
17
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? 18
Use the ‘ladder of inference’ & ‘mental models’ to help sharpen our understanding of the problem and its root causes 19
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 20
Launch Event May 3, 2013 Connecticut Design Session #1 Thursday, May 18, 2017 www.BostonFed.org/WorkingCities 21 @WorkingCities | Facebook.com/WorkingCities
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. 22
During the design phase, things to pay attention to on 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 23
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 out to the room 24
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. 25
Recommend
More recommend
