To begin achieving community-level change, Magnolia Community Initiative adopted the Protective Factors Framework and It Takes a Community as working philosophies rather than as “interventions” or “service strategies.” Leading with empathy, social connectedness, and concrete support in times of need has resonated with individuals and organizations and has been instrumental in gaining a willingness to participate in the Initiative. Individuals are asked to start with strengthening what they already do, and reflect on how they do it, rather than developing and implementing strategies and activities that may be outside their core mission or beyond their capacity. For providers and community members alike, these working philosophies reinforce the basic premise that services alone are not sufficient to achieving community health and well-being.
Role of Network Partners
Individuals are asked to start with strengthening what they already do, and reflect on how they do it, rather than developing and implementing strategies and activities that may be outside their core mission or beyond their capacity. For providers and community members alike, these working philosophies reinforce the basic premise that services alone are not sufficient to achieving community health and well-being.
- Each Network member agency or individual contributes to the vision and mission by using their own resources.
- The partners work to align their own activities within the 500 blocks towards the mission and strategies that have been adopted by the Initiative through cooperation, coordination and collaboration.
- Network members form subsets of partnerships to accomplish specific project initiatives and utilize a web-based group-site as a vehicle for centralized communication and planning in addition to face-to-face meetings.
Centralized Communication: Magnolia Community Initiative Groupsite
Network partners established several workgroups that meet regularly to achieve this community-level change. One of the first priorities was to create a website as a vehicle for centralized communication and planning. This groupsite offers access to discussion forums, group blogs, email blasts, a shared calendar and shared files/documents.
To inform the community about the Initiative and its concepts, Local Ambassadors are identified and trained to foster relationships in their neighborhoods and inspire each other to improve their community and its culture.
Through community gatherings, exchanging ideas and resources, the network partners advance the Initiative through shared learning, shared vision, shared Theory of Change, shared measurement, and shared communication platforms and strategies for learning.
Workgroups are formed to further the Initiative’s long-term goals of:
- Improving the ability of families in the MCI community to provide safe and nurturing care for their children;
- Improving the health and emotional well-being of families in the MCI community;
- Improving the ability of children ages 0-5 years of age in the MCI community to succeed in elementary school;
- Improving the economic stability of families in the MCI community; and,
- Improving the integration and efficiency of care for families in the MCI community.
Collective-Impact Stanford Social Innovation Review – Collective Impact – Winter 2011
Large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations. Substantially greater progress could be made in alleviating many of our most serious and complex social problems if nonprofits, governments, businesses, and the public were brought together around a common agenda to create collective impact.