GGA Collective Impact Promo

Collective Impact Framework

Published by Stanford Social Innovation Review in 2011

"Shifting from isolated impact to collective impact is not merely encouraging collaboration or public-private partnerships.  It requires a systemic approach to social impact that focuses on the relationships between organizations and the progress toward shared objectives.  And it requires the creation of a new set of nonprofit management organizations that have the skills and resources to assemble and coordinate the specific elements necessary for collective action to succeed."


Read the full article about the Collective Impact Framework here:


http://c.ymcdn.com/sites/www.lano.org/resource/dynamic/blogs/20131007_093137_25993.pdf

GGA Focused Action Areas for Collective Impact

These six actions carried out simultaneously, with the active engagement of all sectors of the community, have a high potential of achieving collective impact.  Additional action item areas may be developed as the individual collaboratives deem appropriate.

Focused Action Areas for Collective Impact

Action: Education and Training

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. 

Action: The Good News Campaign

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.

Action: Reduce Risk of Exposure - Prevention

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.

Action: Strategically Improve Accessibility and Capacity of the System

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.

Action: Enhance System Transitions through Strategic Relationships

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.

Action: Promote Effectiveness through Documented Economic Impact

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.

Quality Enhancement Methodology

Overview of Methodology

  

Setting a common  language for decision making and quality enhancement is imperative when using  collaboration to achieve collective impact.  Click the picture to the left to view the GGA Biblical Decision Making and Quality Enhancement Guide.  This step by step guide outlines the A3 Thinking methodology used by GGA for any quality enhancement initiative.