מצגת שהעביר מר קייל פיטרסון בכנס שיתופים 2015

1. 1© FSG |
Collective Impact
PREPARED FOR SHEATUFIM | SEPTEMBER 9, 2015

2. 2© FSG |
There are several different types of problems
Source: Adapted from “Getting to Maybe”
Traditional approaches to social change are
not solving our most complex problems
technical solutions
Complicated Complex
emergent systemsstep-by-step recipes
Simple
baking a cake building a rocket to
send to the moon
improving
community health

3. 3© FSG |
Collective impact is a structured, multi-sector
approach to address complex problems
Collective impact is the commitment
of a group of important actors
from different sectors
to a common agenda for addressing
a specific complex problem

4. 4© FSG |
Collective impact has five elements
COMMON
AGENDA
SHARED
MEASUREMENT
MUTUALLY
REINFORCING
ACTIVITIES
BACKBONE
ORGANIZATION
CONTINUOUS
COMMUNICATION

5. 5© FSG |
Collective impact has been successfully
applied to many different complex challenges
Education Health
Economic DevelopmentYouth Development
Environment
Community Development
*
*
*
*
Source: FSG research and analysis

6. 6© FSG |
A facilitator of collective impact aims to get
participants to embrace systems leadership
Cover article in Winter 2015 Issue of
Stanford Social Innovation Review

7. 7© FSG |
Most change processes don’t go deep enough
in learning to lead to transformative change
“Observe,
observe,
observe”
“Act swiftly,
with a
natural flow”
Presence
“Retreat and reflect” and
allow inner knowledge to emerge
Most Change
Processes
Analyze Act
Decide
vs.
Transformative
Change Processes
Sense Realize
Source: Presence, An Exploration of Profound Change in People, Organizations, and Society; 2004; Senge, Peter, Scharmer, C.Otto, Jaworski,
Joseph, & Flowers, Betty Sue.

8. 8© FSG |
Social change leaders transform into systems
leaders by developing certain capabilities
See the system in which
actors are embedded
Foster reflection and
generative conversation
Shifting collective focus
from reactive problem-
solving to co-creation
ToolsCapability
System
Mapping
Learning
Journeys
Appreciative
Inquiry

9. 9© FSG |
A systems leadership approach to catalyzing
change requires a number of mindset shifts
Technical solutions
to problems
Adaptive solutions
to problems
Silver bullet Silver buckshot
Credit hoarded
Credit as shared
currency
Focus on evidence
Focus on evidence
and relationships
Source: Channeling Change: Making Collective Impact Work, 2012; Essential Mindset Shifts for Collective Impact; 2014.
Content Expertise
Content and
context expertise

10. 10© FSG |
A great philosopher eloquently described
systems leaders about 2,500 years ago
The wicked leader is he whom the people despise.
The good leader is he whom the people revere.
The great leader is he of whom people say,
“We did it ourselves.”
Lao Tzu
Tao Te Ching (The Book of the Way)

11. 11© FSG |

12. 12© FSG |
Launching a collective impact initiative has several
prerequisites
Influential
Champion and
Supportive
Leadership
• Champions are respected by and have the ability
to engage cross-sector leaders
• Government leadership is engaged
Urgency for Change
• Critical, complex problem in the community
• Frustration with existing approaches
Availability of
Resources
• Committed, potential funding partners with
sustained funding for at least 3 – 5 years of
infrastructural investments
Basis for
Collaboration
• Trusted relationships among cross-sector actors
• Presence of existing collaborative efforts

13. 13© FSG |
Collective Impact in action looks like this
partner-driven
action
strategic guidance
and support
= community
partner (e.g.,
nonprofit, funder,
business, public
agency, parent)
Community partners
working on strategies
Backbone
support
• Guides strategy
• Supports
aligned activities
• Establishes
shared
measurement
• Builds public will
• Advances policy
• Mobilizes
resources
Steering
committee
Work
group
Work
group
Work
group
Work
group
ChairChair
Chair
Chair
Chair
Chair
Chair
Chair
Common agenda and shared metrics
* Adapted from Listening to the Stars: The Constellation Model of Collaborative Social Change, by Tonya Surman and Mark Surman, 2008.

14. 14© FSG |
Program and service providers are critical to
Collective Impact and can play many roles
A representative from the program or service provider serves as a
member of a Collective Impact initiative’s steering committee
A representative from the program or service provider serves as a
member of a Collective Impact initiative’s working group
Program and service providers align their activities and goals to the
common agenda and shared measurement system
Program and service providers rarely serve as the backbone because
backbones need to be neutral; however, this is not a hard and fast rule
Program and service providers can help catalyze a call to action for a
more comprehensive, system-wide approach

15. 15© FSG |
Many people have responsibility – yet no one person
makes all the decisions
Community
partner
Working Group
• Individual organizations and members of the community
(e.g, nonprofit, funder, business, public agency, student, parent,)
• Partners should have access to a variety of opportunities to
learn about and engage in the initiative, and will be key to
implementing strategies
• Ultimate “power” resides within the community at large
• Comprised of cross-sector community partners targeting
particular element of common agenda
• Designs and implements strategies, involving non-working group
members as needed
Steering
Committee
• Provides strategic direction for the initiative
• Champions the work
• Aligns own work to common agenda
• Some Steering Committee members serve on working groups
Backbone • Provides dedicated staff
• Supports the work of partners by assisting with strategic
guidance, supporting aligned activity, establishing shared
measurement, building public will, advancing policy, and
mobilizing resources