ACEs Design Principles FY 2014 Accomplishments Formed ACEs

ACEs Design Principles

FY 2014 Accomplishments • Formed ACEs Stakeholders Group • Received PCA Iowa Grant to develop and implement ACE-related strategies within the Taylor Neighborhood Area • Identified target audiences of: Ø Schools/PTA Ø Parents Ø Birth – 4 yrs. Child Care Providers Ø Churches Ø Non-Profits Ø Law Enforcement Ø Judicial

FY 2014 Accomplishments • Created a Purpose Statement: “Working together as a community, we coordinate our efforts and leverage resources, to break the cycle of Adverse Childhood Experiences” • Created a list of activities to work on together: Ø Define structure and role of group Ø Determine which piece of the work each of us our responsible for Ø Create guiding principles Ø Identify gaps in our work Ø Identify how we will track and measure our progress and the impact of our work Ø Assess how our work connects with Johnson Co.

FY 2014 Accomplishments • Created a shared list of ACEs related efforts: Ø Ø Ø Prevent Child Abuse Iowa Grant Social Norms Marketing Reaching Families On My Own and Okay Safe Sleep ACEs/TIC Community Trainings ACEs Community Conversations ACEs Info. HUB on UWECI Website Trauma-Informed System ACEs Speaking Engagement Family Connections Library A Multiple Alliance Collaborative – Cedar Rapids School District Ø Police Efforts to reduce Community Violence Ø Know Your Neighbor Event Ø Family Fun Night Event

FY 2014 Accomplishments • Created a list of Guiding Principles: Ø Do no harm Ø Ø Ø Ø Ø Commit to being present Move together with one vision Focus on the sweet spot Respect the sovereignty of each partner o Share the gift that fits o Equality of membership Leveraging Resources Break down silos Safe place Asset-based Shared learning

Developing a Community Change Strategy Principle 1: Be clear about your outcome. Define the specific result sought for a specific population. 1. Review national research, UWW frameworks 2. Use local data and engage with diverse stakeholders to determine: a. Which aspects of the issue are of greatest concern b. What population segments are most affected 3. Agree on the specific result sought for a specific population 4. Clarify any ambiguous words in the outcome. Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

Developing a Community Change Strategy Principle 2: Uncover the underlying issues. Pinpoint the conditions that keep the outcome from being achieved. 1. Use local data and engage with diverse stakeholders (consumers, agencies, trusted advisors) to determine and document: a. The absence of building blocks to achieving the outcome. b. The presence of roadblocks to achieving the outcome 2. Select the most critical obstacles; document findings 3. Test the choices Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

Community Change Map United Way of East Central Iowa 8

Developing a Community Change Strategy Principle 2: Uncover the underlying issues. Pinpoint the conditions that keep the outcome from being achieved. 4. Use local data and engage with diverse stakeholders (consumers, trusted advisors) to learn the underlying issues that cause or contribute to the critical obstacles; document the findings 5. Establish intermediate outcomes for the critical obstacles 6. Identify underlying issues to target; document the rationale 7. Test choices Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

Developing a Community Change Strategy Principle 3: Build strategies for changing community conditions. Target lasting changes that will overcome the obstacles and improve lives for years to come. 1. Research best and promising practices to deal with underlying issues; test for local relevance 2. Choose specific approaches for addressing the underlying issues 3. Determine what changes in policies, systems, associations, etc. are needed for the approaches to work a. Engagement opportunities? ? b. The 80/20 Rule Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

Developing a Community Change Strategy Principle 3: Build strategies for changing community conditions. Target lasting changes that will overcome the obstacles and improve lives for years to come. 4. Define the details of each desired changes (who, what, where, when, how many, how often, etc. ) 5. Test choices 6. Identify what resources are needed by when Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

Developing a Community Change Strategy Principle 4: Plan to track progress and results. Gather data you will use to communicate impact and increase effectiveness. 1. Decide which changes targeted by your strategies are important to track (the outcome is a “given”) 2. Identify indicators, data sources, data collection 3. Set up a system for monitoring implementation activities 4. Develop a schedule for regular data review and use 5. Identify what resources are needed by when Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

Developing a Community Change Strategy Principle 5: Develop a plan to mobilize resources. “A goal without a plan is only a wish” “Hoping is not a strategy” “A 75% solutions to the right problem is better than a 100% solutions to the wrong problem” Source: Meg Plantz, Building Strategies, Measuring Results; United Way Worldwide 2008

The Five Conditions of Collective Impact Common Agenda Shared Measurement 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. Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable. Participant activities must be differentiated while still being Mutually Reinforcing coordinated through a mutually reinforcing plan of action. Activities Continuous Communication Consistent and open communication is needed across the many players to build trust, assure mutual 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. 14

Prioritization Considerations • Number of individuals affected • Degree of demographic disparity • Severity of issue (impact on health and wellbeing of population) • Family Impact • Systems Change (source: Iowa Title V Needs Assessment)