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We see life in all things and honor it as if it were our own.
All recommendations must be founded on truth. There is no simple or immediate way to discern the right response other than through the combination of subjective and objective testimony of relationships and comparing that with the truth found in God’s word.
We strive to offer insights that can be understood and implemented by anyone. The more complex the situation, the more important it is to recommend execution strategies that are simple to understand.
We see good, say good, and do what is in the greatest good for those involved in our initiatives. We do not strive to be right, we strive to do what is right according to God's word.
Collective impact cannot be achieved by one person or organization alone. All stakeholders must be identified and unique perspectives captured in order for everyone involved in the initiative to contribute to the overall success and be inspired to sustain the enhancements.
We believe in practicing love in action and promoting healthy relationships. We believe in empowering people based on shared responsibility, mutual respect and accountability.
Backbone Support Organizations are defined in a winter 2011 publication of Stanford Social Innovation Review as follows.
“Creating and managing collective impact requires a separate organization and staff with very specific set of skills to serve as the backbone for the entire initiative. Coordination takes time, and none of the participating organizations has any to spare. The expectation that collaboration can occur without a supporting infrastructure is one of the most frequent reasons why it fails.
The backbone organization requires a dedicated staff separate from the participating organizations who can plan, manage, and support the initiative through ongoing facilitation, technology and communications support, data collection and reporting, and handling the myriad logistical and administrative details needed for the initiative to function smoothly. Strive has simplified the initial staffing requirements for a backbone organization to three roles: project manager, data manager, and facilitator.
Collective impact also requires a highly structured process that leads to effective decision making. In the case of Strive, staff worked with General Electric (GE) to adapt for the social sector the Six Sigma process that GE uses for its own continuous quality improvement. The Strive Six Sigma process includes training, tools, and resources that each SSN [organization or system] uses to define its common agenda, shared measures, and plan of action, supported by Strive facilitators to guide the process.
In the best of circumstances, these backbone organizations embody the principles of adaptive leadership: the ability to focus people’s attention and create a sense of urgency, the skill to apply pressure to stakeholders without overwhelming them, the competence to frame issues in a way that presents opportunities as well as difficulties, and the strength to mediate conflict among stakeholders.”
Collective Impact Framework
At GGA, we strive to use the collective impact framework methodology for any large scale initiative. This framework is explained in detail by a publication out of Stanford in 2011 to structure any large scale initiative. Click on the picture to read more about how this model functions.
The Collective Impact Framework consists of five main components:
1. Common Agenda
2. Common Progress Measures
3. Mutually Reinforcing Activities
5. Backbone Organization
These six actions carried out simultaneously, with the active engagement of all sectors of the community, have a high potential of achieving collective impact for humanitarian collaborative efforts. Additional action item areas may needed as the individual collaboratives deem appropriate.
In order to build an effective system, it requires that all participants commit to a journey of personal growth and continuous improvement. Organizations will engage with one another through the theme of common respect for each other’s desire to do what is right without the expectation of personal promotion or reward.
While technology and social media have tremendous positive attributes, it has become another avenue for unhealthy behaviors such as addiction, mental image disorders, and a myriad of other negative influences. The Good News Campaign is a promotion of the miracles and good works being spread through love of and for one another.
Encourage and create partnerships with organizations caring for school aged children and young adults to ensure that positive experiences of love through action occur at a young age. Reducing the risk of entry will keep organizations within the system from becoming overwhelmed.
All people must be met where they are and given the opportunity to obtain help when it is sought. The system must be as easily accessible, efficient and standardized as possible. This requires collaboration of all public transportation modalities, government entities, private healthcare organizations, public health resources and the houses of worship to ensure ease of access to the resources they provide.
By developing out the current state of resources available, gaps will be identified and the community will be able to more effectively respond to the needs that exist in the long term support infrastructure and programming.
User experience is a direct determinant of system success. We must identify and develop strategic relationships to create smooth transitions of care between providers to ensure that the individual is connected to all providers necessary to meet their needs.
To become fully aware of the impact of the collective effort, all organizations must track measurements in the same way in order to calculate economic impact of their individual organizations and of the system as a whole. Realizing true economic impact and promoting progress will ensure long-term sustainability of the system through volunteer efforts and donor funding.
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