#collectiveimpact

[parth-copypro]

Marpu Foundation: Transforming the World Through Youth Power

Marpu, a Sanskrit word signifying ‘transformation’, is the heart of our foundation’s ethos. We believe in the extraordinary potential of youth to be catalysts for positive change. Our mission is to harness this energy through innovative, empathy-driven projects that contribute to the Sustainable Development Goals (SDGs).

Our long-term vision is a world characterized by equity, compassion, and sustainability – a world built collaboratively through partnerships. To achieve this, we focus on four key areas:

Environmental Sustainability

We are committed to protecting our planet for future generations. Our environmental initiatives focus on two critical areas:

Clean water and sanitation: We are working to provide access to clean water and improved sanitation through the implementation of biosand filters in rural communities. These filters are low-cost, sustainable solutions that can significantly impact public health.

Affordable and clean energy: We are promoting the adoption of renewable energy sources through the development of community microgrids. By providing access to affordable and clean energy, we aim to improve livelihoods and reduce reliance on fossil fuels.

Economic Development

Our economic development programs focus on creating opportunities for all, especially marginalized communities. We are working to reduce inequality and achieve zero hunger through the following initiatives:

Zero hunger: We are implementing blockchain-based distribution systems to ensure efficient and transparent delivery of food aid. This innovative approach helps to reduce food waste and improve food security.

Reduced inequality: We are empowering women and youth through entrepreneurship and skill development programs. By providing access to financial resources and training, we are helping to create a more equitable society.

Social Development

We believe that every individual has the right to a decent standard of living, access to quality education, and equal opportunities. Our social development programs focus on:

Quality education: We are working to improve access to quality education, especially for girls and young women. Our programs include building schools, providing teacher training, and implementing early childhood development initiatives.

Gender equality: We are committed to promoting gender equality and empowering women. Our initiatives include women’s empowerment programs, leadership training, and advocacy for women’s rights.

Partnerships

Collaboration is essential to achieving our goals. We believe that by working together, we can create a greater impact. Our partnership programs focus on building strong relationships with government agencies, businesses, NGOs, and community-based organizations. We also actively involve young people as partners in our work, recognizing their invaluable contributions.

By focusing on these four key areas, Marpu Foundation is working towards a future where young people are at the forefront of creating a sustainable and equitable world. We invite you to join us on this transformative journey.

[jinactusconsulting]

How does LeadSquared enhance collaboration among teams?

LeadSquared enhances collaboration among teams through features that facilitate communication, information sharing, and streamlined workflows. Here's how LeadSquared supports collaboration among teams:

Centralized Data:LeadSquared centralizes customer and lead data, providing a single source of truth for sales, marketing, and customer service teams.All team members can access up-to-date information about leads, customers, and interactions.

Shared Communication History:The platform logs all communication activities, including emails, calls, and interactions, in one place.Team members can review past interactions to understand the context of conversations.

Collaborative Workflows:LeadSquared allows you to set up automated workflows that involve multiple team members.For example, a workflow can automate handoffs between marketing and sales, ensuring a smooth transition.

Lead Assignment and Ownership:Easily assign leads to specific team members based on criteria such as geography, industry, or lead score.Ensure that the right team members are responsible for nurturing and converting leads.

Task Management and Delegation:Create tasks and assign them to team members for follow-up, calls, meetings, and other activities.Set due dates and priorities to keep everyone aligned on tasks.

Real-time Notifications:LeadSquared sends real-time notifications and alerts to team members for important activities or milestones.Team members stay informed about lead interactions, enabling prompt responses.

Collaboration Notes:Add internal notes to lead and customer profiles to share insights, updates, and important details with the team.Team members can collaborate and contribute to a comprehensive understanding of each customer.

Customization:Customize lead stages, fields, and processes to match your team's workflows and terminology.Ensure that LeadSquared aligns with your team's specific needs and processes.

Reports and Analytics:Access reports and dashboards to monitor team performance and track key metrics.Analyze data together to identify areas for improvement and success.

Mobile Access:LeadSquared's mobile app enables team members to access information, update records, and communicate while on the move.Facilitate collaboration even when team members are working remotely.

Lead Scoring and Prioritization:Team members can collaborate on lead scoring criteria to ensure leads are accurately prioritized.A shared understanding of lead quality enhances collaboration between marketing and sales.

Lead Notes and History:Review the history of lead interactions to understand past touchpoints and tailor future interactions.Collaborate on effective strategies based on the lead's journey.

By providing a unified platform for teams to work together, share information, and align on goals, LeadSquared fosters collaboration across sales, marketing, and customer service functions.

[procurement-insights]

Where does food waste occur most in the supply chain?

Where in the supply chain do we begin addressing food waste, and how do we do it?

The work started in 2020 by the Natural Resources Defense Council (NRDC), WWF, Harvard Law School Food Law and Policy Clinic and ReFED created this movement. I’m very proud to join it as we seek to influence the legislative process federally, by state, and locally. If more families are fed because of this; it is worth doing! Flashfood hashtag#collectiveimpact – Nicholas Bertram, CEO Flashfood My…

[misslatifoils]

Hello February 👋🏽, hot on the heels of a pretty good January 👍🏽 resulting in 7 more micro-loans made today through @lendwithcare, taking our total to 124 loans 🙌🏽. What a fab start to 2022. Thank you for buying from me, you lovely humans 💕. 📸 Vie Studio via @pexels #lendwithcare #socialpurpose #sofialatifoils #microfinance #ethicalbusiness #feelinggrateful #consciousbeauty #positivenews #femalefounders​ #dignity #inthistogether #collectiveimpact #consciousbusiness #inclusivebeauty #confidentwomen #lwc #makealoanchangealife #charity #microloans #endpoverty #povertyalleviation #purchasewithpurpose #hellofebruary (at London, United Kingdom) https://www.instagram.com/p/CZcTz-WM9x8/?utm_medium=tumblr

[blogdccollaborative]

Recap of Membership Meeting: Gratitude Edition

Submitted by Chin Wai (Rosie) Wong, DC Collaborative Membership & Social Media Communications Intern

June 30, 2021

Meeting Resources:

Meeting Notes 

Meeting Recording - In case you missed it! 

Meeting Powerpoint

DCPS Arts Website

GENESIS Virtual Campus 

DC Commission on the Arts and Humanities Website

American Alliance for Theatre Education Website 

DC Collaborative Community Glossary

Creative Spark Registration

July Membership Newsletter Submission

August Membership Newsletter Submission

Meeting Summary:

On Tuesday, June 22, the DC Collaborative held a virtual Gratitude Meeting for members, staff, board members, and the committees to share updates and gratitude for the collaboration. The meeting began with an opening message from DC Collaborative Executive Director Lissa Rosenthal-Yoffe. Participants received updates from DCPS Arts, DC Commission on the Arts and Humanities, Education Programming, Steering Committee, Equity & Justice Subcommittee, Assessment & Evaluation Subcommittee, and the DC Co-Lab. Subsequently, the updates were followed by a meeting adjournment in which Lissa expressed her gratitude for all the effort of the board, committees, staff, and members, and shared her vision of a better-informed arts and humanities education of practice in the following year. Before the meeting came to an end, participants engaged in a networking session where they shared the highlights of their work this year.

DCPS Arts Updates:

DCPS Arts Director Mary Lambert expressed her gratitude for collaborative members who have helped make arts activities possible for students in the 2020-2021 academic year. One highlight that reflects the success of arts and humanities is the virtual reality GENESIS x Hirshhorn Museum, which showcases over 1,000 pieces of art submitted by students. The design of the museum is inspired by the nature and urban scenes in DC, and participants are able to enjoy their visit through an immersive 3D experience. This project has brought together students’ diverse voices as well as the unique views of DC. Mary also shared their 2021-22 plan, which includes in-person and virtual learning, before- and after-school programs, ESSER funds to support school reopening, current guidelines for the fall, students in grades 3-12 having 1:1 devices, class schedules back to normal, and new clearance requirements. External field trips will be planned accordingly after more research of covid exposure, vaccination, and transportation is conducted throughout the summer and when teachers feel more comfortable in physical space. Moving forward, DCPS Arts stands by CDC guidelines and continues to strive for providing safe and rewarding learning experiences for students. 

As a part of the District of Columbia Public Schools, Office of Teaching and Learning, DCPS Arts works closely with all teachers, staff, and principals in the area of visual art, music, and performing art programs within the DC Public Schools. 

For more information, please contact Mary Lambert at mary.lambert@k12.dc.gov or visit their website at https://www.artsdcps.com. 

DC Commission on the Arts and Humanities Updates: 

Experienced in arts administration with a passion for education, Alorie Clark has served the nonprofit arts sector for more than ten years. In today’s Membership Meeting: Gratitude Edition at DC Collaborative, she noted grant applications designed to support organizations and individual practitioners in arts and humanities education, and the American Alliance for Theatre & Education (AATE) National Conference. 

For more detailed information, please contact Alorie Clark at alorie.clark@dc.gov.

For DC Commission on the Arts and Humanities upcoming events, please visit: https://dcarts.dc.gov. 

For 2021 AATE National Conference registration and more about AATE, please visit: https://www.aate.com/2021.

Education Programming Updates:

The Education Programming team at DC Collaborative shared their achievement in the past academic year. First, the School Partnerships Manager Ashlee McKinnon thanked students, schools, and teachers for collaborating with DC Collaborative, supporting our programs, and sharing the same value as arts education providers by prioritizing students’ development and keeping arts and humanities education alive.

The Education Programs Manager at DC Collaborative Tres McMichael summarized the statistics of AHFES and celebrated the successful collaboration with consistent providers who made innovative programs and workshops possible for our students all over the District. AHFES recognizes the importance of working collaboratively and will continue to do so in the pursuit of reaching a national and international level. 

The Evaluation and Engagement Manager BoBeen Chung and School Partnerships Manager Ashlee McKinnon presented AHFES achievement through its assessment survey from teachers and students. The testimonials are valuable in strengthening the relationship among the DC Collaborative, teachers, and students, and supporting our strategic planning for future collaborations. 

For more information, please contact:

Ashlee McKinnon at Ashlee@DCCollaborative.org

Tres McMichael at Tres@DCCollaborative.org

BoBeen Chung at Bobeen@dccollaborative.org

Steering Committee Updates: 

Deputy Director Tracey Wyton introduced the goals in the 2021 fiscal year at DC Collaborative. First, defining the community is crucial for working collectively, so we are developing this Glossary designed to have our staff, members, and committees on the same page. Moreover, we aim to articulate overarching questions to help reflect on our effort and share our best practices with other organizations. In addition, The DC Co-Lab is designed to put our data together and we are excited to invite you to participate in this strategic planning process. 

For more information, please contact Tracey Wyton at Tracey@dccollaborative.org

Equity & Justice Subcommittee Updates:

Co-chair Michelle Hoffmann and Jeanette McCune noted the prioritization of students’ and organizations’ needs by refreshing and reframing our work in accordance with social justice events. Our next step is to recognize how the pandemic has impacted people’s life experiences, to continue creating conversations in the community, and to create a new norm in this recovery stage while practicing JDEIA -- justice, diversity, equity, inclusion, and accessibility.

If you are interested in joining the Equity & Justice Subcommittee, please contact:

Michelle Hoffmann at MHoffmann@washingtonperformingarts.org 

Jeanette McCune at JSMcCune@Kennedy-Center.org

Assessment & Evaluation Subcommittee Updates:

Assessment & Evaluation Subcommittee Co-Chair Addie Gayoso, James Mitaritonna, and Wendy Wang Pisa emphasized fostering a collaborative environment by introducing meeting agreements, establishing a collective vision shared by the committee, gathering and sharing ideas to assist in our assessment, as well as taking advantage of DC Co-Lab to enhance community engagement, data collection, and analysis.

If you are interested in the Assessment & Evaluation Subcommittee, please contact:

Wendy Wong Pisa at Wendy@dccollaborative.org 

Adrienne (Addie) Gayoso at AGayoso@nmwa.org

James Mitaritonna at James.Mitaritonna@k12.dc.gov

DC Co-Lab Introduction:

Community Partnerships Manager Wendy Wang Pisa introduced the DC Co-Lab platform designed to enhance engagement plans for DC Collaborative. It allows for data collection, data visualization, as well as better strategic planning for collaborative work. An example of the data visualization of the year 2019-20 is presented as follows. 

If you have any questions, please contact Wendy Wang Pisa at Wendy@dccollaborative.org

Networking Highlights:

When asked about the highlights of their work this year, participants shared the best practices in their organizations, which we can all reflect on and practice as we move forward. The strategies include conducting surveys of program participants, practicing flexibility and creativity in our work, being open-minded in trying new things, seeking silver linings, and bringing the genuine and honest self into work. 

You Are Invited!

Celebrate the Creative Spark to help develop the creative capacity of children and youth in the district. The registration period for educators was June 14 - June 25, but the deadline has been extended. Matched programs will be scheduled between July 12 - August 6. Link to registration:  https://dccollaborative.org/content/creative-spark

Please contact our Special Projects Consultant Kai Alexis at Kai@dccollaborative.org for questions.

Stay Connected

In spite of the off-season for school, DC Collaborative communication continues throughout the summer. Please stay in touch with us and submit the content and news that you would like to share with the community in the upcoming newsletters.

For July membership newsletter submission: https://forms.gle/Yg7VPtdi8JjXB4B58

For August membership newsletter submission: https://forms.gle/ZkQ3avBhbfmHxWmC9

[deavalli]

Dea Valli is a proud partner of Dimension Guru.

[tutormentor1]

Joining in on #digciz discussion

Joining in on #digciz discussion

On May 31 I posted an article on the Tutor/Mentor blog about a Digital Citizenship conversation that would be taking place throughout June, using the hashtag #digciz.  In the weeks since then my #clmooc friend, Terry Elliott has written a series of articles questioning the hospitality of the #digciz group, and others like it.

This graphic is from an articleTerry titled “The Inhospitable nature…

[fitandfaithfulliving]

Our successful summer 2017 community programs could not exist without HUGE partners like @dallascityoflearning @bigthought THANK YOU for your gracious support and the wonderful celebration tonight @kristinacdove @stephaniedrenka Erin and @jamesdavidadams @donttouchthecrown #ThisIsDCoL #collectiveImpact #bigthought #WeAreFFL (at Big Thought)

[rominapeniche-blog]

Repost from @brookelinproject using @RepostRegramApp - today♥️and everyday is about offering up massive amounts of 🙌🏽LOVE🙌🏽 . . . breathe from the me into the WE #collectiveimpact #getupstandup . . . ☮️ the very center of your heart is where life begins✨ #lasvegas #myheart #iswithyou (at Las Vegas, Nevada)

[julieweisberg]

#CollectiveImpact training as part of the county's anti-poverty initiative. So excited to learn more about CI strategy & work today! 🤓 (at DoubleTree by Hilton)

[peelcounts-blog]

Partnering for Population Priorities

In this blog, we had the opportunity to talk to Aamna Ashraf, Director of Peel Newcomer Strategy Group (PNSG) and Peel Counts partner. 

PNSG launched under the Canada-Ontario Immigration Agreement (COIA) in 2008. In 2010, PNSG became the Peel LIP (Local Immigration Partnership). LIPs operate under a best practice models of local immigrant settlement and integration planning services driven by four distinct objectives:

• Improve access to and the coordination of services that facilitate newcomer settlement and integration

• Improve access to the labour market for newcomers

• Strengthen local and regional awareness and capacity to attract, receive, integrate and retain newcomers

• Enhance partnerships and participation of multiple stakeholders in the planning, delivery and coordination of integration services. 

For Ashraf, the partnership is a natural fit with both having strong alignment around system navigation and access to services, and supporting newcomers in Peel. “For PNSG, Peel Counts supports our efforts to ensure that the work we do is not in isolation of planning and service delivery at a system level. It incorporates the newcomer perspective into Peel Counts’ top priorities,” says Ashraf. 

Peel Counts’ top three priorities - Educating the Future, Better Quality of Life, and Healthy Communities – each have several indicators attached to it that measure its progress. And while we have baseline data for many of the indicators under each priority, we do not have data at disaggregated levels of variables such as ethnicity, age, gender, race and newcomer status. Peel Counts has moved forward with a working group to address the gap in baseline data for these areas of equity.

As the Co-Chair for the Racialized Data Strategy, this gives PNSG another opportunity to draw out disaggregated data that tells the full picture of population-based data. Peel Counts’ Racialized Data Strategy collects equity-based disaggregated data on variables such as race, sexual orientation, gender, age, newcomer status from its community agencies. “Collecting disaggregated data is critical to helping us understand the issues newcomers face so that we can identify and put in place appropriate solutions,” says Ashraf. For PNSG, this work will be a key part in helping to deliver on the organizations four strategic priorities:

• Ensuring accessible, people-centred services for all newcomers

• Creating a continuum of effective employment strategies

• Enhancing the receptivity of the host community

• Strengthening service coordination and planning across Peel Region

For more about PNSG visit: peelnewcomer.org

[misslatifoils]

Today felt less like a Monday once I'd made 4 more micro-loans to small business owners in Philippines, Ecuador, Pakistan, and Malawi. Thank you 💕 for buying from me, you have helped support 435 entrepreneurs through @lendwithcare 👉🏽 for more stats. You can see exactly who has been supported on my website, link in bio 👆🏽. DM and I can send you the link too 💕 #lendwithcare #socialpurpose #sofialatifoils #microfinance #ethicalbusiness #feelinggrateful #consciousbeauty #positivenews #femalefounders​ #dignity #inthistogether #collectiveimpact #consciousbusiness #inclusivebeauty #confidentwomen #lwc #makealoanchangealife #charity #microloans #endpoverty #povertyalleviation (at London, United Kingdom) https://www.instagram.com/p/CW3pBdVLUZ0/?utm_medium=tumblr

[blogdccollaborative]

The Backbone Organization: The DC Collaborative’s Role in Collective Impact

Submitted by: Lauren Walker, DC Collaborative Membership and Collective Impact Intern  March 24, 2021

The DC Collaborative serves as the backbone organization for the Washington, D.C. community for Ensuring the Arts for Any Given Child. Despite being one of the fundamental pieces of collective impact initiatives, the role and duties of the “backbone organization” are often confusing, misunderstood, or not communicated clearly.

In the article, “Understanding the Value of Backbone Organizations in Collective Impact”--published in the Stanford Social Innovation Review--the roles, common duties, and impact that backbone organizations have on collective impact initiatives are studied and explained in detail by FSG and the Greater Cincinnati Foundation (GCF). GCF served as a backbone organization for collective impact initiatives in Cincinnati, OH, and later “chose to invest in evaluating the work of a cohort of backbone organizations” in order to assess the work of backbone organizations, how they contribute to the overall success of various collective impact initiatives, and the factors that can impact their success (2). This project was developed out of a need to communicate the value of backbone organizations to community stakeholders, and why the strategy was worth pursuing (3).

The study found that there were six common activities of backbone organizations. These organizations often worked to “guide vision and strategy; support aligned activities; establish shared measurement practices; build public will; advance policy; [and] mobilize funding” (3). Depending on the phase of the collective impact initiative, a backbone organization would often focus on different activities. For example, in the initial phases, it was common for a backbone organization to “guide vision and strategy” and “support aligned activities” (3). As an organization moved further along in their collective impact work, it was common that they shifted their focus to “establish[ing] shared measurement practices,” and eventually expanding their external practices, such as seeking funding, engaging with other community members, and educating “policymakers” and “elected officials” (4).

After finishing their study, FSG and GCF came to the conclusion that the work of backbone support organizations is very distinctive, and that “individual organizations could not do the work of collective impact without backbone support” (6). The roles of backbone organizations also evolve over time to match the needs of their stakeholders, including partner organizations and the larger community. Some of the common challenges of backbone organizations and their partners include adequate evaluation and use of data, building public will, maintaining external communications, and advancing policy (6). There are also particular nuances that can affect the effectiveness of backbone organizations, such as structural opportunities, the phase of the collective impact initiative, and the capacity of the organization (7).  Lastly, FSG and GCF found that there are common attributes that are present in backbone organizations that influenced their effectiveness as leaders: “visionary; results-oriented; collaborative, relationship builder; focused, but adaptive; charismatic and influential communicator; politic; [and] humble” (7). In a similar vein, there is also the presence of “intangibles,” meaning that there is some indiscernible quality that enables backbone organizations to lead collective impact initiatives successfully (7).

To say that the needs of the community have changed post-pandemic is an understatement. In the midst of the ongoing changes and challenges, the major work of the DC Arts and Humanities Collaborative has been to clearly communicate its role as the backbone organization of Any Given Child DC, and to enhance both internal and external communications. In order to provide vision and strategy, the DC Collaborative is also working with its Steering, Equity/Justice, and Assessment/Evaluation Committees to determine community need and the relevance of community-based programming. The Equity/Justice Committee is working to determine the most pressing needs and ensure that all voices are represented in essential discussions. Simultaneously, the Assessment/Evaluation Committee is mapping who the Arts and Humanities Education Community of Practice is serving, the type of programming/services that we are collectively delivering, and identifying barriers to accessing these programs.

Quick Links:

Collective Impact Resources

Understanding the Value of Backbone Organizations in Collective Impact

DC Collaborative Website 

Stanford Social Innovation Review

[mettamakers]

This week’s focus is all about getting outside in your own Backyard! 🧘🏼‍♂️🌲🐸🦄🐛🐢🐠 Here’s @hon_jao, our Talent Booker and Music Director taking in the Beauty of his own Backyard. 🛶🐛🌈🌺🍄🌱🌸🌻🐢🐜🐝 “Being out in nature has always been important for my happiness and mental health. As a huge mental health advocate, it's important to recognize the impact being in nature can have with reducing stress, anxiety, and depression. Grounding myself in nature with barefoot walks and the opportunity to connect with people outside away from the hustle and bustle of urban life is essential to maintaining an inner balance for me."🐟🐜🦗🏕🐞🍓🥝 • • • • • • • • • • • #getoutdoors #backyardbeauty #getoutside #grounding #livemetta #mettamakers #facetoface #sustainablefestival #reducingstress #lotsofactivities #bekindtotheearth #yerbamate #guayaki #hodlgang #partywithpurpose #leavenotrace #hydration #health #happiness #metta #collectiveimpact #innerbalance #healthadvocate #barefoot #mentalhealth — view on Instagram https://ift.tt/2MkkTan

[tutormentor1]

One Lesson in Creating Change that I Should Have Learned a Long Time Ago

One Lesson in Creating Change that I Should Have Learned a Long Time Ago

This is a graphic that I created several years ago to visualize my 20+ year effort to change the world for kids living in high poverty areas of Chicago and other cities.

I’m now 71 and looking for younger leaders to take on this work, and wrote a couple of “do over” articles on the Tutor/Mentor blog, sharing this goal.

I’ve not had nearly the impact that I  had hoped to have, for many reasons,…