Collective Impact Principles of Practice
Posted by Collective Impact Forum on July 11, 2016
We have been inspired watching the field of collective impact progress over the past five years, as thousands of practitioners, funders, and policymakers around the world employ the approach to help solve complex social problems at a large scale. The field’s understanding of what it takes to put the collective impact approach into
practice continues to evolve through the contributions of many who are undertaking the deep work of collaborative social change, and their successes build on decades of work around effective cross-sector collaboration. Accomplished practitioners of collective impact continue to affirm the critical importance of achieving population-level change in the five conditions of collective impact that John Kania and Mark Kramer originally identified in the Stanford Social Innovation Review in winter 2011. (For an explanation of the conditions, see the end of this document.) Many practitioners tell us that the framework developed in the original article has helped to provide the field with a shared definition and useful language to describe core elements of a rigorous and disciplined, yet flexible and organic, approach to addressing complex problems at scale.
Successful collective impact practitioners also observe, however, that while the five conditions Kania and Kramer initially identified are necessary, they are not sufficient to achieve impact at the population level. Informed by lessons shared among those who are implementing the approach in the field, this document outlines additional principles of practice that we believe can guide practitioners about how to successfully put collective impact into action. While many of these principles are not unique to collective impact, we have seen that the combination of the five conditions and these practices contributes to meaningful population-level change. We
hope that these principles help funders, practitioners, and policymakers consider what it takes to apply the collective impact approach, and that they will bolster existing efforts to overcome challenges and roadblocks in their work. We also hope these principles can help guide those who aspire toward collective impact, but may not
yet be implementing the approach fully, to identify possible changes that might increase their odds of success. As we continue to apply the conditions and principles of collective impact, we fully expect that, over time, our shared understanding of what constitutes good practice will evolve further.
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