Collective Impact

Principles Overview

Tynesia Boyea-RobinsonDirector of Collective Impact

Collaborative Change

Collective Impact

Cross-Sector Collaboration

Cross-Sector Partnerships

Sustainable Change

Sector StrategiesCooperative Action

It doesn’t matter what you call the tool

Success is the right tool meeting the right problem

Collective Impact Core Elements

Cross-sector table(s)

Shared result

Commitment to change behavior to achieve shared result

Feedback loops that signal progress toward shared result

What Should The Cross-Sector Table Do?

BUILD

MEASURE

LEARN

Hypotheses, Bets, Tests, Proofs of Concept,

Hunches, Promising Practices

Progress using feedback loops

What’s working, what’s not, and most

importantly WHY

*Lean Start Up Method

PIVOT

What Should The Cross-Sector Table Do?

MEASURE

LEARNBUILD

Away from what

doesn’t work

Towards what

does

*Lean Start Up Method

SWARM

What Enables The Collective Impact Elements?

MEASURE

LEARNBUILD

Feedback Loops

Feedback CultureData Infrastructure

• Reinforces shared identity

• Builds muscle for change

• Develops connective tissue

• Ensures long term sustainability

Importance Of Feedback Culture

A table that is engaged is more powerful

than a table that just exists

Elements of the Feedback Loop

Key Drivers3-6 Year

Outcomes

Shared

Result6-10 Year

Outcomes

The Driver/s data is

available most

frequently.

They give you

info/feedback fast

enough to course

correct.

The Shared Result

shows whether you are

achieving needle-

moving Enduring

Change. It may move

the slowest but it is hard

to deny the scale of

impact when it moves.

The outcomes allows you to

gauge how you are performing

in relation to the Shared Result. The data you collect should be

specific to the strategy you believe will have the biggest impact on the shared result. The information will

be at a slower frequency than the key drivers, but will still allow you to

course correct.

The process decision makers use to evaluate progress toward their Shared Result with

data and learn what’s working, what’s not working, and most importantly: why

Key Drivers3-6 Year

Outcomes

Shared

Result6-10 Year

Outcomes

Feedback Loop in Action

Your strategy should align your efforts with

the shared result you seek to achieve

Prioritized Strategy Area: Employment in high growth industry

Aligning strategies and data with shared result allows cross-sector

table to achieve enduring change by pivoting away from what’s

working and swarming toward what is.

% of AA

men with

degree or

industry

credential

Community

College

programs

aligned with high-

growth industries

The labor force

participation rate

of African-

American working

age men is

increased by X%

1000 previously

unemployed or

out of labor

market African-

Americans placed

in a job

Data Infrastructure: The Final Frontier

• Allows systems to “talk” seamlessly

• Includes local and national data from

various sources

• May require additional resources if

software solutions are required

• Often results in a change to “business

as usual”

Investing in data infrastructure helps operationalize

enduring change

• A group working towards the same outcome,

• Looking at the same data,

• To continuously improve practices over time

• Individual practitioners working on specific issues

• Collecting qualitative and quantitative data

• To demonstrate impact with individual students

• A group working on the same issue,

• Sharing information about what they do

• To better coordinate efforts

Collective Impact

Coordinated Impact

Individual Impact

Strategy Comparison

Collective ImpactCollaboration

Convene around Programs/Initiatives

Work Together to Move Outcomes

Use Data to Prove Use Data to Improve

Addition to What You Do Is What You Do

Advocate for Ideas Advocate for What Works

Tools

• Mapping

• Leverage Points

• Technical Assistance

• Evaluators

• Facilitators

• Books

o Tribal Leadership

o Switch

o Moving Beyond Icebreakers

Using Data And Tools To Improve, Not Prove

APPENDIX

Always asking

and

understanding

WHY

• Resources

• Policies

• Processes

• Practices, etc.

Thoughtfully Replace What Doesn’t Work With What Does

Over Time At All Levels Of Impact

Away from

what doesn’t

work

Towards what

does

PIVOT

SWARM

Enablers Facilitate Behavior Change