The model below is an example of defining the roles of three key governance bodies within a collective impact initiative. It is just one model for governance; the critical takeaway is that roles and responsibilities are clearly defined and agreed upon across the broad range of functions within a collaborative process: having a distinct position within the collaborative helps partners understand their piece of the larger puzzle while creating the space for creativity and innovation. Accountability provides structure while freeing groups to broaden and deepen their work within their roles. The second table is blank and can be used as a template for creating your own set of roles and goals. Core Team Role Steering Committee Role Backbone Role (4-8 mid to senior level (20-24 strategic leaders – often (staff to the initiative, Who managers who understand the at the “C” level - who can make supporting both groups and all systems level issues ) commitments for their orgs) other work of the initiative) Operationalizes the strategic Sets the strategic direction and Implements the strategic Strategic direction – figuring out what it explore what is within/ outside direction based on guidance Direction will really take the scope of the agenda from Core Team Operationalizes policy Explores policy priorities and Supports members to act on Policy Priorities priorities – figuring out what it selects priorities (voting by policy priorities, including will really take those who can participate) working with contractors Includes representatives of Learns about progress in each Staffs all Work Groups and Connections each Work Group/Sprint, Work Group/Sprint and sprints, maintains Between Work addresses overlaps/ brainstorms opportunities to documentation of the work, Groups/ Sprints opportunities to leverage leverage surfaces specific needs for across work groups coordination across groups Oversight of Develops overall annual work Approve overall and annual Tracks budget information and Project plans and budget work plans through a provides to Core Team Budget/Work consensus-building Reviews and approves budget Makes operational decisions Plan process decisions quarterly about use of resources Vets funding opportunities and Use the members’ collective Identifies funding opps, vets develops a plan for broad experience, connections, and their alignment with strategic Fundraising engagement in making other resources to promote CI direction, and brings to Core decisions about the funding initiative for fundraising Team Explores alignment at the Explores alignment at the Actively identifies other efforts Alignment with operational level strategic level and participates in activities to Other Efforts build alignment
The model below is an example of defining the roles of three key governance bodies within a collective impact initiative. It is just one model for governance; the critical takeaway is that roles and responsibilities are clearly defined and agreed upon across the broad range of functions within a collaborative process: having a distinct position within the collaborative helps partners understand their piece of the larger puzzle while creating the space for creativity and innovation. Accountability provides structure while freeing groups to broaden and deepen their work within their roles. The second table is blank and can be used as a template for creating your own set of roles and goals. Core Team Role Steering Committee Role Backbone Role Who (4-8 mid to senior level managers who understand the systems level issues ) (20-24 strategic leaders – often at the “C” level - who can make commitments for their orgs) (staff to the initiative, supporting both groups and all other work of the initiative) Strategic Direction Operationalizes the strategic direction – figuring out what it will really take Sets the strategic direction and explore what is within/ outside the scope of the agenda Implements the strategic direction based on guidance from Core Team Policy Priorities Operationalizes policy priorities – figuring out what it will really take Explores policy priorities and selects priorities (voting by those who can participate) Supports members to act on policy priorities, including working with contractors Connections Between Work Groups/ Sprints Includes representatives of each Work Group/Sprint, addresses overlaps/ opportunities to leverage across work groups Learns about progress in each Work Group/Sprint and brainstorms opportunities to leverage Staffs all Work Groups and sprints, maintains documentation of the work, surfaces specific needs for coordination across groups Oversight of Project Budget/Work Plan Develops overall annual work plans and budget Reviews and approves budget decisions quarterly Approve overall and annual work plans through a consensus-building process Tracks budget information and provides to Core Team Makes operational decisions about use of resources Fundraising Vets funding opportunities and develops a plan for broad engagement in making decisions about the funding Use the members’ collective experience, connections, and other resources to promote CI initiative for fundraising Identifies funding opps, vets their alignment with strategic direction, and brings to Core Team Alignment with Other Efforts Explores alignment at the operational level Explores alignment at the strategic level Actively identifies other efforts and participates in activities to build alignment
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