Channeling Change: Making Collective Impact Work-Summary Points
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Transcript of Channeling Change: Making Collective Impact Work-Summary Points
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7/31/2019 Channeling Change: Making Collective Impact Work-Summary Points
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Summary of
Channeling Change: Making Collective Impact Work
By Fay Hanleybrown, John Kania, & Mark Kramer
Stanford Social Innovation Review, 2012
This is a quick summary ofChanneling Change: Making Collective Impact Workwith key points that are applicable to
the future of the Efficient Government Network. Please read the whole article for the full impact.
An in-depth look at how organizations of all types, acting in diverse settings, are implementing a collective
impact approach to solve large-scale social problems.1) Be realistic about the time it will take to get through the initial organizing stages.2) Collective impact efforts are most effective when they build from what already exists; honoring current
efforts and engaging established organizations.
The Five Conditions of Collective Impact
Common Agenda
All participants have a shared vision for change including a common understanding of the
problem and a joint approach to solving it through agreed upon actions.
Clear boundaries must also be created to accomplish goals.
Can have great impact on its own without the following four components.
Shared Measurement
Collecting data and measuring results consistently across all participants ensures effortsremain aligned and participants hold each other accountable.
Requires strong leadership, funding and ongoing staffing.
Mutually Reinforcing Activities
Participant activities must be differentiated while still being coordinated through a mutually
reinforcing plan of action.
Continuous Communication
Consistent and open communication is needed across the many players to build trust, assuremutual objectives, and create common motivation.
Backbone Support
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 and agencies. creating and managing collective impact requires a separate organization and staff with a
very specific set of skills to serve as the backbone for the entire initiative.
Funders must be willing to support an open-ended process over many years, satisfied in
knowing that they are contributing to large scale and sustainable social impact, without
being able to take credit for any specific result that is directly attributable to their funding
Examples of organization and community success using collective impact, including but not limited to:
Franklin County, Massachusetts: Global Alliance for Improved Nutrition and Communities
That Care Coalition of Franklin County and the North Quabbin Chicago, Illinois: Opportunity Chicago
Calgary, Canada: Vibrant Communities and Calgary Homeless Foundation
Preconditions for collective impact change:
1. Influential champion
2. Adequate financial resources
3. Sense of urgency for change
Three Phases of Collective Impact:
1. Initiate Action
2. Organize for Impact
3. Sustain Action