How Coalitions Work:

Transcription

1 How Coalitions Work: The Practice of Community Collaboration Presented by INSTITUTE FOR COALITION BUILDING 2013 Institute for Coalition Building

2 The Practice of Community Collaboration The Concept WHO (relationships) + The Coalition + The Collective + Building Process Impact Model HOW (process) WHAT (structure) The Shared Outcomes WHY (strategy)

3 THE COMMUNITY STAKEHOLDER CONCEPT 4-Year Universities Private Schools Local Government Foundations Public Sector 2-Year Colleges Elected Officials Government Owned Corp. Publicly Traded Companies Community Dev. Orgs. Charter Schools Private Sector K-12 Schools Arts & Culture Publicly Owned Utilities Tri-Sector Challenge Social Enterprises Privately Owned Companies Healthcare & Wellness Childcare Providers Early Childhood Education Social Service & Non-Profit Orgs. Faith-Based Institutions Business Community Research Institutions Service Learning Education Social Sector 3

4 THE STAKEHOLDER MAP ORGANIZATION NAME CATEGORIES: Primary means the stakeholder should be at the table when plans and decisions are being made. Secondary means the stakeholder doesn t have to necessarily be at the table, but may be engaged at some point as part of the process, and Supporting means the stakeholder should be at least informed or kept in the loop concerning the work advocacy, funding, resources, etc. Primary s Organization Name Here Secondary s 4

5 START HERE... Strategic Alignment Strategic Goal Tree Coalition Structure Performance Scorecard Support Organization Communications Restructuring the Work At the core of value transformation is changing the way stakeholders are organized to deliver service. Continuous Improvement Project Portfolio Review Enlightened Improvement Process Improvement Balanced Portfolio of Catalytic Projects Small Wins Experiments Systemic Solutions Working Teams Project Timelines Shared Measures Gather the Resources The Next Turn of the Circle... HOW Conduct a project with deliverables and metrics Identify and prioritize catalytic projects and pilots Develop a future state picture Disciplined continuous improvement START HERE: Identify a key community issue The Coalition Building Process The process of bringing together a diverse collective of stakeholder organizations to solve a community s grand challenges. The Grand Challenge A compelling narrative about a complex community problem greater than any single organization can address WHO Identify the right people who want to address the issue Establish and build trusting relationships Gather the information and understand the data The Concept The fundamental creator or destroyer of value is stakeholder relationships. Leadership The Map A Collaborative Process The process is the solution. Agreeing on a process for working together from the beginning creates increased commitment and builds trust among stakeholder groups. The Process Map Decision-Making Process The Critical Roles Guiding Team Facilitative Leadership Organizations Process Facilitator(s) Content Experts The Shared Outcomes What outcomes and benefits do the stakeholders collectively desire? What creates value for each stakeholder? Future State Picture ( could-be ) What opportunities exist to form or strengthen relationships coordinate, connect, or align things restructure the existing work leverage and build on assets create new ways of working together INSTITUTE FOR COALITION BUILDING 2012 Institute for Coalition Building Process Version: 2/1/2014 WHAT Understanding the Challenge What s working well? What challenges exist? What could be better aligned? What might be missing? Where are the leverage points and what can we influence? Create a picture of the current state Current State Map ( as-is ) Maps Customer Experience Maps Systems and Network Maps Strategy Matrix Maps Asset Maps WHY Alignment What two to three themes would strategically align the interests of the stakeholder group? Gathering the Information s have more confidence when they determine their own information needs, as well as, how they will gather it, analyze it, and use it. Content and Contextual Information Work and Projects Show and Tell: Presenting the Collected Evidence 5

6 Coalition Name Meeting Agenda and Process Overview DATE MEETING AGENDAS AND COALITION BUILDING PROCESS STEPS DATE MEETING AGENDAS AND COALITION BUILDING PROCESS STEPS January 1, 2014 PRESENTING AN INTRODUCTION TO COALITION BUILDING How Coalitions Work: The Practice of Community Collaboration Coalition Readiness Assessment» OUTCOME: Agreement to form a guiding team to design an engagement for working together April 1, 2014 GATHERING THE INFORMATION What information do we have and what information do we need concerning the content of the work and the context in which the work will take place?» OUTCOME: Agreement on a shared understanding of the information February 1, 2014 CRAFTING THE COMPELLING CHALLENGE Why are we here? What are we here to do? How would we describe the challenge to others? When we think about the future of the challenge, what concerns us the most?» OUTCOME: Agreement a challenge exists, greater than any single organization can address May 1, 2014 CREATING THE CURRENT STATE MAP ( AS-IS ) How might we visually show in a simple picture the current state of the complex challenge? UNDERSTANDING THE CHALLENGE What s working well? What problems exist? What could be better aligned? What might be missing? Where are the leverage points and what can we influence? March 1, 2014 IDENTIFYING THE STAKEHOLDERS Who are the stakeholders the groups or organizations whose members are seen as having an interest in a challenge?» OUTCOME: Agreement to work together to address a common challenge CO-DESIGNING A COLLABORATIVE PROCESS (GUIDING TEAM) What collaborative process of engagement could the stakeholders use to work together on the challenge? How will the group initially structure itself? Who could perform the critical roles? When and how often will the identified groups meet?» OUTCOME: Agreement on how to work together June 1, 2014» OUTCOME: Agreement on the definition of the problem CREATING THE FUTURE STATE PICTURE ( COULD-BE ) Begin by looking at how things are currently working and see where there is an opportunity to make it better by working together. What opportunities exist to 1) form or strengthen relationships, 2) coordinate, connect, or align things, 3) restructure the existing work, 4) leverage and build on assets, 5) create new ways of working together, and/or 6) conduct a pilot to increase shared understanding? IDENTIFYING AND PRIORITIZING CATALYTIC PROJECTS From the identified future state ( could-be ) opportunities, which ones should be prioritized to work on together?» OUTCOME: Agreement of the solutions to the problem DESIRED CUSTOMER OUTCOMES Who are the shared customers served by the stakeholders? What three to four high-level customer outcomes are shared in common by the stakeholders? In other words, what difference is the customer trying to achieve? THE SHARED STAKEHOLDER OUTCOMES What difference would our collective work make? What shared outcomes could be realized by addressing the challenge? July 1, 2014 ALIGNING AND RESTRUCTURING THE WORK How does the challenge, the strategic scope and focus, the initiatives, the metrics, and the shared outcomes all align and hang together? How should we structure the work? What staffing and resources do we need to support the work?» OUTCOME: Agreement on the action steps for implementing the solution DEFINING THE STRATEGIC SCOPE AND FOCUS To address the challenge, what two to three strategic themes would focus the group s collective actions? What is the geographic scope of the challenge?» OUTCOME: Agreement on the outcomes and scope of the work August 1, 2014 GETTING READY FOR THE NEXT TURN OF THE PROCESS CIRCLE What have we learned and what improvements might we make in the work? What improvements might we make in the process that facilitates the work? What projects should be scaled up/eliminated/reduced?» OUTCOME: Agreement to improve upon the process and the work 6

7 THE SHARED AGENDA ORGANIZATION NAME THE COMPELLING CHALLENGE THE SHARED OUTCOMES STAKEHOLDER ALIGNMENT: THE SCOPE AND FOCUS OF THE COALITION S WORK Who are the customers served by the group s shared work? What two to three themes could strategically align the interests of the stakeholder group? To address the challenge, what two to three strategic themes would focus the group s collective actions? What outcomes and benefits could be realized as a result of the coalition s work? What difference might our work make in the world what difference is there? Good outcomes usually begin with words like: increased, decreased, reduced, better, fewer, shorter, more, less, higher, lower, stronger, etc. Theme One Collaborative Collaborative Shared Work What are the geographic boundaries? Are there conceptual boundaries that could initially tighten the scope and focus? Theme Two Collaborative Theme Three Are there metrics we believe we can collectively move the needle on? 7

8 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

9 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?" s Coalition Roles Experts Experts provide stakeholders with the information necessary for making good decisions but do not drive collaborative processes. Process Facilitator Guiding Team This role serves as a process guide, a tool giver, neutral third-party, and process educator. 9

10 CREATING THE FUTURE STATE PICTURE FRAMEWORK The stakeholder map helps to identify the groups who have an interest in the challenge The current state map provides an identified set of projects to be coordinated, and aligned by the group Organization Name Here THE PROJECTS AND INITIATIVES THE SHARED METRICS THE SHARED OUTCOMES THE SHARED GOALS Current Projects and Initiatives THE VISION Theme One as-is The Coalition s Compelling Challenge Collaborative Shared Work Collaborative Theme Two Collaborative Theme Three New Prioritized Catalytic Projects could-be The coalition s compelling challenge, taken from the shared agenda, becomes the vision of the stakeholder group The key strategic themes from the scope and focus venn diagram become the shared goals of the coalition The intersecting areas become new collaborative strategies and opportunities for working together The future state couldbe exercise identifies new collaborative catalytic projects Measures and metrics are usually identified during the current state and data gathering stages Outcomes, the difference the work makes, are identified when the stakeholder group is creating its common shared agenda 10

11 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 Content-Experts RESPONSIBILITIES Common Agenda Continuous Communication Mutually Reinforcing Actions Shared Measures Guiding Team Convener/Chair Process Facilitator Serves and Supports BACKBONE SUPPORT ORG. RESPONSIBILITIES Strategic Alignment Communications Community Outreach Mobilization of Funding Project Management Facilitation 11