Can collective impact work here? - RSA

Can collective impact work here?

Blog 1 Comments

  • Public services
  • Social innovation

Like a reformed smoker I am lifetime policy wonk who has now turned against my former habit. This is how I put the argument in a recently co-authored review article on ippr’s recent Condition of Britain report:

This is not, of course, to say that policy is dead. The point is that most social policy goals involve what Jocelyn Bourgon, and her colleagues in the New Synthesis project on 21st century public administration, call ‘civic effects’, that is changing social norms and behaviours and increasing in the resilience and problem solving capacity of communities. But if this is the goal the success factors are as likely to be authentic leadership, convening new forms of dialogue and collaboration and creating varied platforms for local and individual initiative as policy codified in legislation. To put it another way, the centre left has tended to see social engagement as a facet of the transformative project of policy making but instead we should see policy as a facet (and sometimes even a relatively unimportant one) of the transformative task of social mobilisation.

One weakness of my argument has been a paucity of examples of purposive social change in which traditional policy played a small or subsidiary part (I have relied a little too much on the fat-busting Mayor of Oklahoma). So, I am relieved to rediscover the literature of collective impact.

In this piece from Stanford Social innovation Review, Fay Hanleybrown, John Kania and Mark Kramer build on earlier description of collective impact projects and their success factors. The original piece contained a table of five conditions for success which is so simple and convincing that I have it printed on to a card I carry around in my wallet.

In the second paper the authors provide more case studies of successful collective impact projects in areas ranging from tackling teenage binge drinking in a Massachusetts district to cutting homelessness in Calgary, Canada. These projects have a clear mission which the participants are willing to spend years working at, they are highly collaborative and combine expert agencies with community groups and concerned citizens.

Here are four extracts that help illustrate why collective impact is different than conventional policy making:

The most critical factor by far is an influential champion……. one who is passionately focused on solving a problem but willing to let the participants figure out the answers for themselves, rather than promoting his or her particular point of view     

Collective impact efforts are most effective when they build from what already exists; honoring current efforts and engaging established organizations, rather than creating an entirely new solution from scratch.

Strategic action frameworks are not static….They are working hypotheses of how the group believes it can achieve its goals, hypotheses that are constantly tested through a process of trial and error and updated to reflect new learnings, endless changes in the local context, and the arrival of new actors with new insights and priorities

One such intangible ingredient is, of all things, food. Ask Marjorie Mayfield Jackson, founder of the Elizabeth River Project, what the secret of her success was in building a common agenda among diverse and antagonistic stakeholders, including aggressive environmental activists and hard-nosed businessmen. She’ll answer, “Clam bakes and beer.”

Of course, national and local policy can facilitate collective impact projects (although on the whole it has been more likely to disrupt and deter them) and these projects may well end up identifying necessary policy reforms. However, the question posed by collective actors is ‘what can we do given the policy context we have’ much more than ‘how can we change that policy context’.

The Stanford piece doesn’t refer to a single UK project. After the original piece there was a flurry of interest in the UK,  including this post which kindly refers to the RSA but I can’t find much else. Am I missing something or is it that a combination of centralisation, austerity and short termism makes collective impact projects here just much harder to design and implement?

If so, I take that as a challenge to which we must try to rise.

Join the discussion


Please login to post a comment or reply

Don't have an account? Click here to register.

  • Hi Matthew - I've just come across your 5/8/14 RSA article 'Can collective impact work here?'.

    Working at the (UK) Money Advice Service (set up by government), I'm leading the cross sector implementation of the UK Financial Capability Strategy ( using a collective impact approach. I'm keen to find others in the UK involved or interested in collective impact, with whom to share experiences & ideas. I'm also interested to either join (although I've not found one so far) - or create - a UK collective impact network. In fact, a week ago I contacted your networks team to say I'd like to consider setting up an RSA network on collective impact. I've had no response, so will try again. But if you are interested to explore / support this idea, I'd be delighted to meet you (or a member of your team) to discuss.

    Best Regards,

    Helen White

    (Head of Financial Capability, The Money Advice Service,

Related articles

  • How to be a public entrepreneur

    Rowan Conway

    In this blog series the RSA Lab team explore how to be a public entrepreneur and drive innovation through government. In this first post we explore what it takes to “invest to solve” public problems.

  • Are you a Public Entrepreneur?

    Ian Burbidge Luke Timmons

    Ian Burbidge and Luke Timmons make the case for the Public Entrepreneur. How can we solve intractable public problems through entrepreneurial approaches to finding solutions that deliver public value? How can those acting entrepreneurially within our public services move fast and fix things?

  • Why we need to rethink how innovation scales

    Rowan Conway

    As we sit on the cusp of a fourth industrial revolution, the potential of any Industrial Strategy should be transformative, but it won’t be without a fundamentally new approach to innovation.