Making Change: We all know how … Getting Comfortable with Change … “for novelty to enter the world, change is necessary. And for some, that change will feel like the loss of the cherished, familiar and safe.” Getting to Maybe: Westley, Zimmerman, Patton Part One: What’s Going On? What are we dealing with? Employment & jobs Literacy/education/training gaps Demographics & labor shortages Housing & other infrastructure Air & water quality issues Healthcare issues Childcare issues And now we have peak oil, food shortages & climate change … what next? Inter-dependence & Complexity: social, ecological & economic Example: Not enough affordable housing Economic: available, affordable land; development policies; construction costs/labor; capital; equity & income gaps Social: training/work supports; savings/financial literacy; income support rules; advocacy/getting organized Ecological: gardens/green space; energy efficiency; transportation; waste management The Change Actors Citizens: personal values, knowledge & fear Organizations: resources & collaboration Place-based, sector based, interest-based Governments: policies & programs Operating in communities with multiple interests & local, regional, global impacts & opportunities. Part Two: Do indicators make change? Misplaced focus? “We’re working on an indicator project.” “No, you’re using indicators to measure change. What’s the project?” “No, really, we’ve got a lot of stakeholders at the table and we’re talking about the kinds of things we want to know, or to measure, to make our community better.” The Language Trap Too many terms. Too few definitions. Too little discipline. Benchmark Outcome Result Modifiers Measurable Core Indicator Urgent Qualitative Goal Priority Programmatic Targeted Performance Incremental Strategic Systemic Measure Objective Target Lewis Carroll Center for Language Disorders The Technical Trap #’s or percentages or both? Ratios or averages or as a portion of the total other thing you also have to measure? Whole town, neighborhood, school district or sector; compared to province, national, history? Are they valid proxies for what you’re measuring? Accessible? Understandable? Clustering indicators around goals Analysis of cause & effect relationships Links to performance indicators The Complexity Trap Example: Affordability of housing Who owns it – local or non-local – and who needs it? Distance from services, work, etc? Transportation? Income levels & savings levels? Municipal policies? Leadership/organizational capacity? Where are barriers; what’s worked elsewhere? Indicators are insufficient to inform us…. Part Three: What do we know about how to make change? Report Card Stopping Point ? The Rest of the Distance to Action ! Fiscal Policy Studies Institute, Santa Fe, New Mexico: www.resultsaccountability.com 1. Change Implies Performance RESULT or OUTCOME ENDS INDICATOR or BENCHMARK PERFORMANCE MEASURE Ends = impact on clients Means = the services DEVELOPMENTAL EVALUATION MEANS Program Performance Measures Effort Quantity Quality How much How well did we do? did we do it? Is anyone Effect better off? Friedman, M.S. A Guide to Developing and Using Performance Measures in Results-based Budgeting prepared for the Finance Project, May 1997. http://www.financeproject.org/. 2. Continuous Learning The purpose of evaluating or measuring anything – is to learn about what works. Act, evaluate, LEARN, adapt/innovate, act This requires: A culture supportive of experimentation (doing), debate & learning A concerted, collaborative effort over time An openness to having our beliefs & behaviours challenged – to personal & organizational change. 3. People Make Change How do we strengthen leadership? See a problem they care about Seek to understand – observe & study Prepared to be challenged: beliefs, actions Prepared to change/adapt (resilient) Both creative and critical thinkers Find others who can help – build teams, alliances, partners, outside supporters Learn by doing: ongoing evaluation & reflection Hang in there long term 4. Organizations Make Change Pro-actively engage stakeholders/citizens Support change leadership among staff Struggle with complexity: research/planning/debate Ongoing learning: performance measures Access external resources: brokering Focused role/mandate but inter-dependent: facilitating, convening, cross-sectoral dialogues build alliances with others and/or enhance roles and/or support new organizations 5. Whole Towns Make Change Leadership in key organizations, within and across sectors, work together & build capacity Municipality is “onboard” Start with those who support, or where the crisis is & build from there Engage whole community in planning Short and longer term action: resources & organizational leadership Report progress & learning Collaboration & Common Ground What would happen if we strengthened leadership & organizational capacity for: strengthening relationships, trust, & debate doing the research: “democratizing information” understanding the issues/those affected, facilitating cross sector dialogue & collaboration, creative & critical thinking skills, convening, informing & organizing citizens, setting a vision & goals; acting in small ways in spite of our limits, learning how to “make change”, more effectively?