Slidedeck for Strategic Doing session for 60 nonprofit leaders in Boone County Indiana

1. Copyright 2014 – Scott Hutcheson
This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Getting From Here to There:
Effective Strategy for Community Change
Scott Hutcheson, Ph.D.
Boone County Nonprofit Summit
Lebanon, IN – April 30, 2014

2. What to Expect From this Workshop
• Gain insights from recent research on community change strategies
• Develop new or deepen existing inter-organizational collaborations
• Practice “swarm” social innovation over the next 90 days by
launching nearly a dozen new collaborative strategies in Boone
County

3. What to Expect From this Workshop
• Gain insights from recent research on community change strategies
• Develop new or deepen existing inter-organizational collaborations
• Practice “swarm” social innovation over the next 90 days by
launching nearly a dozen new collaborative strategies in Boone
County
#BooneNPSummit

4. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
The Great and the Near
Great in the White River
Country
by Z. M. Horton
The Baxter Bulletin
Dec 31, 1915
S. J. Hutcheson, a well known farmer and stockman of
Norfork, roping a calf

5. White River Ferry at Norfork, Arkansas, circa 1900

7. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Norfork,
Arkansas
(pop. 550)

8. Boone County
8
•7 incorporated cities & town
•15 unincorporated cities & towns
•12 townships
•74 nonprofits

9. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
9
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

10. The Extension Economist Vs. The Rocket Scientist
10

11. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
11
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

12. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
12
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

13. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
13
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

14. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Complexity =
Messes
Public issues
are complex
Institutions
emerged to
deal with the
complexity
There are lots
of
institutions
No single
institution is
“in charge” of
most public
issues
Complex
environment

15. Recipe for EFFECTIVE Strategies
• Have a network organizational structure
• Frame strategies primarily around
building on existing assets
• Have a planning and implementation
processes that is iterative
• Include short-term, easy-win goals
• Decentralize responsibilities for
implementation among multiple
organization
• Use metrics to learn what is working and
to make adjustments along the way
• Build high levels of trust among
participants
• Assure that participants are ready to
change

16. The Collaboration Continuum
Turf
Trust
TIME
Sharing
Resources
Sharing
Information
Mutual
Awareness
Co-Execution
Co-Creation
Acknowledgment Exploration Cooperation Collaboration Innovation
Adapted from Collaboration Continuum from ACT for Youth

18. A process that enables civic leaders to
form collaborations quickly, guide them
toward measurable outcomes, and
make adjustments along the way.
What is
Strategic
Doing?

20. We will be answering four
questions:
1. What could we do together?
2. What should we do
together?
3. What will we do together?
4. What’s our 30/30?
What is
Strategic
Doing?

21. Boone County
How we can break the cycle of generational poverty and transform
Boone County into a vibrant, thriving community where every citizen
is empowered to reach their full potential?
•Arts & Culture
•Community Development
•Education
•Health & Wellness
•Human Services
•Associations
•Youth Development

22. The Conversation in Midville
“Our “best and brightest” leave town and never come back.”
“Remember the good old days when you could make $30/hour at ABC
Manufacturing? Those days are gone forever.”
“We have a skills mismatch. We still have decent-paying manufacturing jobs
but nobody with the right skills for those jobs.”
“Can you believe all the empty storefronts downtown?”
“The bridge on Highway 7 is about to fall down. Someone’s going to get killed!”
“Homelessness! I never thought I would see the day when there were
homeless people in Midville.”

23. Exercise One : Reframing the Issue
What could
we do
together?

24. Reframing the Conversation in Midville
Issue: Skills Mismatch

25. Exercise Two : Identifying Assets
What could
we do
together?

26. Identifying Assets in Midville

27. Exercise Three: Linking & Leveraging
Assets
What could
we do
together?

28. Linking & Leveraging Assets in Midville

29. Exercise Four: Finding the “Big Easy”
What should
we do
together?

30. Finding the “Big Easy” in Midville

31. Exercise Five: Turning Opportunities
into Outcomes
What should
we do
together?

32. Strategic Outcomes for Midville

33. Exercise Six: Pathfinder Projects &
Action Plans
What will
we do
together?

34. Pathfinder Project & Strategic Action Plan
for Midville

35. Following Up & Staying in Touch
What’s our
30/30?

36. Following Up & Staying in Touch in Midville

37. What Does Success Look Like?

38. What Does Success Look Like?

39. Scott Hutcheson, Ph.D.
765-479-7704
hutcheson@purdue.edu
www.linkedin.com/in/scotthutcheson/
www.twitter.com/jshutch64
www.facebook.com/scott.hutcheson
Thank You
Copyright 2014 – Scott Hutcheson
This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.