Building Capacity for Collaborative Action: Can Collective Impact Help Advance Urban Forestry?
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Transcript of Building Capacity for Collaborative Action: Can Collective Impact Help Advance Urban Forestry?
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Building Capacity for Collaborative Action: Can Collective Impact
Help Advance Urban Forestry?
Paul D. RiesOregon Department of Forestry
Oregon State University
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Presentation Outline• Explore the concept of capacity building in urban
forestry• Introduce Collective Impact as a framework that
can advance your urban forestry effort• Explain how Collective Impact was applied to the
Portland/Vancouver Regional Urban Forestry Strategy Project
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What keeps us from makingBETTERFASTERLARGER
MORE EFFECTIVEprogress in Urban Forestry?
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What works against us?
LACK OF TIMELACK OF MONEY
IGNORANCEAPATHY
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The Need to Focus on Capacity Building
• We must acknowledge that we compete for people’s attention
• We need to build our capacity to make a difference
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Capacity Building• The process of developing and strengthening the
skills, abilities, processes and resources organizations and communities need to survive, adapt, and thrive
• The methods of enhancing an organization’s effectiveness at accomplishing its mission
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Capacity Building in Urban Forestry• Leadership• Strategic Thinking• Evaluation and
Assessment• New Approaches
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COLLECTIVE
IMPACT
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Origins of Collective Impact• First described in Winter 2011 • Large scale social change • Attracts attention from:
– Foundations– Researchers/Think Tanks– Federal Government
• Proliferation of related work
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Collective Impact• Multiple players working together to solve complex
issues• All working toward the same goal and measuring
the same things• Cross-sector alignment with government, non-
profit, philanthropic and businesses as partners• Organizations actively coordinating their action
and sharing lessons learned
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The nature of Impact• Isolated Impact
• Collaborative Impact
• Collective Impact
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Characteristics of Collective Impact• All players bring their unique skills to work toward
same goal• Organizations actively coordinate their actions,
measure same things, and share lessons learned• Cross-sector alignment occurs with government
and corporate sectors as essential partners
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Common Agenda
Shared Measurement
Mutually Reinforcing
Activities
Continuous Communicati
on
Five Conditions of Collective Impact
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Five Conditions of Collective ImpactCommon 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
Shared Measurement Collect data and measure results consistently across all participants ensuring efforts remain aligned and participants hold each other accountable
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, assure mutual objectives, and appreciate common motivation
Backbone Organization
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
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Phases of a Collective Impact Approach
1. Assess Readiness2. Initiate Action3. Organize for Impact4. Begin Implementation5. Sustain Action and Impact
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Can it work in Urban Forestry?
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Portland/Vancouver Regional Urban Forestry Strategy
• Funded by a USDA Forest Service Western Competitive Grant awarded to OR & WA
• Builds on the Vibrant Cities and Urban Forests Recommendation #6
• July 2012 – December 2015
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Portland, Oregon/Vancouver, Washington, USA region
• Includes 2 states, 4 counties, 30 cities
• 776,000 residents in the two city limits; 2.25 million in the region
• City covers 145.1 sq. miles (375.8 km²); region covers 6,684 sq. mi.(17,310 km2)
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Collective Impact Element
Portland/Vancouver Regional Urban Forestry Strategy
Common Agenda
• Increase tree canopy;• Foster regional collaboration • Expand capacity
Shared Measurement• Needs assessment• Compile ecosystem analysis data• Increase participation
Mutually Reinforcing Activities
• Summit meetings, • Content workshops• Forums and “un-forums”
Continuous Communications
• Email and website• Steering committee meetings• Listening sessions/stakeholder forums
Backbone Organization • The Intertwine Alliance
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Perceptions of value of urban forestry program components
Program components of most importance | success
• a healthy tree population (94.8% | 75.8%)
• a structured tree maintenance program (91.9% | 59.9%)
• managing trees for environmental benefits (88.2% | 61.1%)
• public awareness on the benefits of trees (83.8% | 56.0%)
Program components of least importance | success
• a certified arborist (46.9% | 46.5%)
• a tree board or commission (43.3% | 29.6%)
• an urban forest management plan (74.0% | 29.6%)
• designated program funding (70.6% / 39.1%)
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Summary• Collective impact can help
you build capacity for advancing your urban forestry effort
• Collective impact should be another tool in your tool box for urban forestry success
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Read more about Collective Impact at the Stanford Social Innovation Review
http://ssir.org/articles/entry/collective_impact
http://www.oregon.gov/ODF/Documents/ForestBenefits/RegionalUCFGuidebook.pdf
Visit the ODF webpage to download Cultivating a Greener
Collective Impact- a guidebook for applying collective impact to your urban forestry efforts
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Paul D. Ries Oregon State University
Oregon Dept. of ForestryEmail: [email protected] or
[email protected]: 503/945-7391