![]() ![]() After a few of these convenings, each of the five focus areas had established Action Tables needed to get to work. As described by Living Cities, “The wedding chart exercise includes a simple chart and series of guiding questions to support the iterative process of determining who should be at what table in order to get measurable results, faster.” Individuals joined these initial convenings and used the wedding seating process to find the table they felt they could best contribute to, based on the assets they had and their position in the community. This collective impact convening format brings together multi-stakeholder groups to engage in discussions that help them define and work toward a shared goal as well as identify other voices that need to be included in the process over time. To begin the formation of the above tables, the City Alive team invited key stakeholders to a series of hosted convenings using the “Wedding Seating Chart,” a collective impact exercise developed by Living Cities to support the teams in the Integration Initiative. This points out that there are many existing practices (collective impact, collaborative innovation, systems leadership, etc.) that entrepreneurial ecosystem building can draw from because although they don’t use the exact same language of entrepreneurship, economic development, and ecosystem building, they are describing very similar roles, responsibilities, and even general outcomes. This ensured that all partners and stakeholders – which eventually included 24 Albuquerque-area organizations – stayed engaged and followed through on their commitments to advance the shared goals.Īlthough collective impact uses language that is often different from the language used to describe entrepreneurial ecosystem building, the role of initiative director has similar responsibilities to roles associated with ecosystem builders. Brulé’s myriad duties included coordinating, planning, implementing, communicating with, and maintaining close contact with partners. The initiative director “coordinates planning, implementation, and communication across multiple partners and multiple strategies.” For City Alive (formerly the Albuquerque Integration Initiative), this key role of initiative director was held by Chief Strategist Robin Brulé. Over years of trial and error, collective impact practitioners have identified a key role needed in the backbone – the initiative director. In other words, the identified organization provides support, program coordination, staffing, insight, knowledge, and other important elements to work. It is a commitment by actors from different sectors to take a shared systemic approach to a complex social problem and is a process for creating shared objectives.Įstablishing backbone support is critical to the success of the collective impact model and includes identifying a separate organization and staff to back the effort. This model offers a process for collective action that maximizes multi-stakeholder collaboration to achieve results that one single organization or individual could not do alone. The model was developed in the education field in an effort to improve public schools and has since been applied to a variety of complex social issues. ![]() ![]() Collective impact is a practice that uses “a centralized infrastructure, a dedicated staff, and a structured process that leads to a common agenda, shared measurement, continuous communication, and mutually reinforcing activities among all participants.” It was first articulated in a 2011 Stanford Social Innovation Review article called Collective Impact, written by John Kania and Mark Kramer. This brief outlines an example of using a collective impact model to advance a city’s entrepreneurial ecosystem. ![]()
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