INSTITUTE FOR COALITION BUILDING

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1 INSTITUTE FOR COALITION BUILDING» Handout Materials and Tools Institute for Coalition Building

2 Coalition building is the practice of bringing together a diverse collective of stakeholder organizations to solve a community s grand challenges.

3 Organizational Leadership Stakeholder Leadership Orchestrates actions within a organization Uses top-down coordination Addresses complicated organizational problems Oversees the efficient allocation of organizational resources Examines how people process things independently Seeks a competitive advantage Plans hold everything together Sells finished plans to stakeholders Managing to close the gap between the present and a projected idealized future state Fundamentally an analytical process Cultivates actions among organizations Uses bottom-up collaboration Addresses complex community problems Oversees the effective tending of stakeholder relationships Examines how people behave interdependently Seeks a system of cooperation Process holds everything together Creates solutions along with stakeholders Managing the evolutionary potential of the present Fundamentally a social process

4 THE COMMUNITY STAKEHOLDER CONCEPT 4-Year Universities Private Schools Local Government Foundations Public Sector 2-Year Colleges Elected Officials Community Dev. Orgs. Charter Schools Private Sector Publicly Traded Companies Grand Challenge Privately Owned Companies K-12 Schools Arts & Culture Social Enterprises Healthcare & Wellness Childcare Providers Early Childhood Education Social Service & Non-Profit Orgs. Faith-Based Institutions Business Community Research Institutions Service Learning Education Social Sector

5 THE CRITICAL ROLES TO PLAY WITHIN A COALITION A few strong, facilitative leaders in the stakeholder group convene, catalyze and sustain these collaborative efforts. Facilitative Leadership Selecting the right people to form a group is often the most crucial and difficult task. The number varies by community and initiative, but is tied to the question: "if this group agreed, would something happen?" Stakeholders Coalition Roles Experts Experts provide stakeholders with the information necessary for making good decisions but do not drive collaborative processes. Process Facilitator This person serves as a process guide, a tool giver, neutral third-party, and process educator.

6 THE CRITICAL FACTORS FRAMEWORK What things can we influence? What shared outcomes do we desire? The key drivers: (ask three times) What s the most direct cause of the outcomes? START HERE Is there a common theme?

7 The Next Turn of the Circle (process improvement) The Small Group (a short, compelling presentation) Enlightened Improvement (what s been learned) Staff the Effort (backbone support organizations) HOW Disciplined continuous improvement START HERE: Identify a key community issue WHO Identify the Stakeholders (aspirations and interests) Form the Team (go where the energy is) Gather the Resources (focused on the effort) Create Small Wins (prototyping and pilots) Conduct a project with deliverables and metrics Identify and prioritize catalytic projects and pilots The Coalition Building Process Identify the right people who want to address the issue Establish and build trusting relationships Agree on the Process (a framework for working together) Define the Roles (mutually reinforcing strengths) Discover a Common Agenda (start with why ) Schedule the Dates (continuous communication) Tell the Story (over and over again) Develop a future state picture could-be Gather the information and understand the data Hit the Streets (see, feel, change) The Big Picture (paint a compelling picture) Determine the Shared Metrics (what needle will be moved) WHAT Understand the Problem (complicated vs. complex) Create a picture of the current state as-is Draw the Map (think in pictures) WHY Show and Tell (what s been learned) Collect the Evidence (hard and soft data) Talk with Stakeholders (discover benefits and assets)) Discover What s Working (shine a light on it) INSTITUTE FOR COALITION BUILDING Institute for Coalition Building Process Version: 5/30/2013

8 Shared Commitment Agreement The extent to which people agree about what to do and how to get it done. HOW Conduct a project with deliverables and metrics Identify and prioritize catalytic projects and pilots Develop a future state picture WHAT Disciplined continuous improvement START HERE: Identify a key community issue The Coalition Building Process Create a picture of the current state WHY WHO Identify the right people who want to address the issue Establish and build trusting relationships Gather the information and understand the data Trust The extent to which people believe in the reliability and integrity of each stakeholder s intentions. Shared Understanding

9 A series of agreements that follow a pattern... Agreement on the action steps for implementing the solution HOW Conduct a project with deliverables and metrics Identify and prioritize catalytic projects and pilots Disciplined continuous improvement START HERE: Identify a key community issue The Coalition Building Process WHO Identify the right people who want to address the issue Establish and build trusting relationships Agreement that shared concerns exist that should be addressed Agreement to work together to address the concerns Agreement of the solutions to the problem Develop a future state picture Gather the information and understand the data Agreement on how to work together WHAT Agreement on the definition of the problem Create a picture of the current state WHY Agreement on a shared understanding of the relevant information Source: Adapted from The Collaborative Leadership Fieldbook by David D. Chrislip

10 A Coalition s Development Over Time: Start small, think big, aim high. Educational Attainment Strategic Planning and Systems Thinking Columbus Learning Center Facility Regional Learning System: Dream It. Do It. Economic Opportunities 2015 Project-Based Learning and Early-Childhood Education Catalytic Hudson Institute Report High School and Degree Program Development with Employers

11 TYPES OF COLLABORATIONS Who should be at the table = Amount of connections and influence No Collaboration Same Sector Stakeholders Diverse Cross Sector Stakeholders How we will achieve it Mutually Reinforcing Actions and Backbone Support Organizations Fragmented Actions Powerful People Talented Few Groups Associations Companies & Organizations Public Private Partnerships Political Action Committees Coalitions & Networks Measures Continuously Shared Across Groups Measures Shared Within a Group What outcomes are measured and shared Isolated Actions No Measures; Information Not Shared Narrow Self-Interest Narrow Common Agenda Shared Common Agenda What we want to achieve and why it s important Short-Term Commitment Long-Term Commitment

12 THE STRUCTURE OF COLLABORATION Backbone Support Organizations Creating and managing collective impact requires a separate organization(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations. Common Agenda All participants have a shared vision including a common understanding of the problem and a joint approach to solving it through agreed upon actions. Mutually Reinforcing Activities Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action. Collective Impact Model Continuous Communication Consistent and open communication is needed across the many players to build trust, assure mutual objectives,and create common motivation. Shared Measurement Systems Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable. Source: Collective Impact, by John Kania & Mark Kramer, Stanford Social Innovation Review, Winter 2011

13 THE PROCESS IS THE STRUCTURE Backbone Support Organizations HOW Disciplined continuous improvement START HERE: Identify a key community issue Common Agenda WHO Mutually Reinforcing Activities Conduct a project with deliverables and metrics Identify and prioritize catalytic projects and pilots Develop a future state picture Collective The Coalition Impact Building Process Model Identify the right people who want to address the issue Establish and build trusting relationships Gather the information and understand the data Continuous Communication WHAT Create a picture of the current state Shared Measurement Systems WHY

14 THE COALITION STRUCTURE DIAGRAM Customer-Centered Outcomes Goals and Project Teams Responsibility for... Goal 1 Goal 2 Goal 3 Goal 4 Coalition Members Coordinates and Aligns RESPONSIBILITIES Common Agenda Continuous Communication Mutually Reinforcing Actions Shared Measures Convener/Chair Serves and Supports BACKBONE SUPPORT ORG. RESPONSIBILITIES Strategic Coherence Communications Community Outreach Mobilization of Funding Project Management Facilitation

15 CREATING THE CURRENT STATE PICTURE STUDENT-CENTERED EDUCATIONAL PATHWAY Birth Grade K Grades Start here... The jobs that drive the regional economy Pathways that already exist... Primary Pathways Seamless Pathways Degree Programs Needed Knowledge and Skills Job (knowledge and skills) Early Childhood Education What barriers may exist? Enrollments Completions Enrollments Completions Projected # What s working well? Job (knowledge and skills) Enrollments Completions Enrollments Completions Projected # What s missing: gaps that exist... Primary Pathways Seamless Pathways Degree Programs Job (knowledge and skills) Early Childhood Education Enrollments Completions Enrollments Completions Projected # What the data says:... Kindergarten Readiness Free/Reduced Lunch % Reading On Grade Level High School Grad. Rates 2 Year Degree Grad. Rates 4 Year Degree Grad. Rates Lumina Goal: 60% Degrees/Certifications

16 THE MINDSETS OF COMMUNITY COLLABORATION Appreciative Non-Zero Sum Focus on assets, on what we do want, do have, can do, what is working, and what matters Relentless Resourcefulness Development of Human Potential Transactional Things Short-Term Relational People Long-Term Scarcity: Absence of Resources Stagnation: Absence of Trust Focus on what we don t want, don t have, can t do, what s not working, and what constrains us Deficiency Zero-Sum

17 THE COALITION STRATEGIC GOAL TREE What are the common goals? What are the projects? What are the shared metrics we want to move the needle on? Why does our work matter? What s the sense of urgency?

18 Why does our work matter? What s the sense of urgency? What are the common goals? What are the projects? What are the shared metrics we want to move the needle on? Transactional Goals and Project Teams Coalition Members Convener/Chair BACKBONE SUPPORT ORG. Responsibility for... Goal 1 Goal 2 Goal 3 Goal 4 Coordinates and Aligns Serves and Supports 2-Year Colleges K-12 Schools Early Childhood Education Elected Officials Arts & Culture Conduct a project with deliverables and metrics Identify and prioritize catalytic projects and pilots Publicly Traded Companies Develop a future state picture 4-Year Universities Local Government Social Service & Non-Profit Orgs. Research Institutions Disciplined continuous improvement Social Enterprises Create a picture of the current state Private Schools Foundations Privately Owned Companies Faith-Based Institutions Service Learning START HERE: Community Dev. Orgs. Healthcare & Wellness Identify the right people who want to address the issue Establish and build trusting relationships Gather the information and understand the data Charter Schools Childcare Providers Stakeholders Facilitative Leadership Coalition Roles Process Facilitator Experts INSTITUTE FOR COALITION BUILDING Leadership and Readiness A Complex Problem A Grand Challenge Sense of Urgency Political Dynamics Stakeholder Leadership Identified Champion(s) Scope and Focus Collaborative Mindset Coordinated and Aligned A Plan for Sustainability Communications (Report Cards) Appreciative Non-Zero Sum Strategy and Sustainability Things Short-Term Relentless Resourcefulness Development of Human Potential Relational People Long-Term Stakeholder Roles and Relationships Scarcity: Absence of Resources Stagnation: Absence of Trust Deficiency Zero-Sum Public Sector Grand Challenge Private Sector Business Strong Facilitative Leadership Diverse Collective of Stakeholders Content Experts Process Facilitators Community Education Social Sector Backbone Support Organizations Common Agenda HOW Identify a key community issue WHO Mutually Reinforcing Activities Collective Impact Model Continuous Communication Customer-Centered Outcomes The Coalition Building Process Design Ingredients Shared Measurement Systems WHAT WHY Process Common Agenda Continuous Communication Shared Measurement Systems Mutually Reinforcing Activities Backbone Support Organizations Customer-Centric Working Teams Steering Committee Subject-Matter Advisors Backbone Support Organization Trust and Agreement Shared Understanding and Shared Commitment A Framework for Working Together Defined Decision-Making Process Structure Institute for Coalition Building

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