Making Change: by A9Not2G

VIEWS: 36 PAGES: 20

									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?

								
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