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Work Session - Imagine Dubuque Implementation Update Copyrighted February 4, 2020 City of Dubuque Work Session - Top # 1. ITEM TITLE: 5:30 PM - Imagine Dubuque Implementation Update SUM MARY: City staff will conduct a work session with the City Council on Imagine Dubuque 2020:A Call toAction, Comprehensive Plan Implementation Update. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Imagine Dubuque Implementation Work Session-MVM City Manager Memo Memo Staff memo Staff Memo Executive Summary Supporting Documentation 2019Annual Report Supporting Documentation Collective Impactarticle Supporting Documentation Presentation Supporting Documentation Dubuque THE CITY OF � uI�AaMca cih DuB E � � I � � I Maste iece on the Mississi i Zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Work Session on Imagine Dubuque: Implementation DATE: January 28, 2020 Planning Services Manager Laura Carstens is transmitting information for the Imagine Dubuque: Implementation Work Session. � Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Teri Goodmann, Assistant City Manager Cori Burbach, Assistant City Manager Laura Carstens, Planning Services Manager Dubuque THE CITY OF � All•Anerica Cip DuB E ,�I�� , Maste iece on the Mississi i z°°'.Z°lz=z°13 rp pP zoi�*zoi9 TO: Michael C. Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager '"'� SUBJECT: Work Session on Imagine Dubuque: Implementation DATE: January 27, 2020 INTRODUCTION This memo transmits the Imagine Dubuque Executive Summary, 2019 Annual Report, a presentation, and a Collective Impact article for consideration and direction at the City Council's February 4, 2020 work session on Imagine Dubuque: Implementation. This item is a City Council Top Priority for the 2019-2021 Policy Agenda. BACKGROUND Imagine Dubuque 2037: A Call to Action is the City's 2017 Comprehensive Plan. The comprehensive plan serves as a guide for the community's physical, social, and economic development. Comprehensive plans are policy guides. Unlike zoning or city codes, they are not regulatory in purpose or application. Information in the Imagine Dubuque Comprehensive Plan is used in many facets of city life. Of greatest note is its role in informing City Council goal setting, annual budget priorities, and land use decisions. Engaging the community in a conversation about the future of Dubuque was at the core of the Imagine Dubuque process. We inclusively engaged 6,000 people, generating 12,500+ ideas. Ideas were narrowed into themes in 7 plan categories to create 110 community recommendations. Teska Associates was our lead consultant. The 7 categories are: Economic Prosperity, Environmental Integrity, Social & Cultural Vibrancy, Housing, Community Facilities, Transportation & Mobility, and Land Use. DISCUSSION Mike Hoffman is Project Manager for Teska Associates. On the City side, Assistant Planner Christine Happ Olson is our Project Manager, and Assistant Planner Travis Schrobilgen is our Assistant Project Manager. John Pregler, Chairperson, Long Range Planning Advisory Commission, has been actively involved on the project. 1 The vision of making Dubuque a more viable, livable and equitable community requires the entire community working together towards common goals. Consequently, the City Council retained Teska Associates as the backbone organization for a collective impact initiative to coordinate Imagine Dubuque: Implementation for two years. Collective Impact Initiatives are long-term commitments by a group of important actors from different sectors to a common agenda for solving a specific social problem. In a Collective Impact model, these collaborative actions are supported by a shared measurement system, mutually reinforcing activities, and ongoing communication, and are staffed by an independent backbone organization. Inclusive Dubuque is an example of the collective impact model, which is described in the enclosed article. Enclosed is the 2019 Annual Report prepared by Teska Associates for our first year of Imagine Dubuque: Implementation. The report provides a discussion of the Collective Impact Framework, Outreach Activities, and Next Steps - 2020 and Beyond. Collective Impact Framework Creating a Collective Impact Framework for the Implementation of Imagine Dubuque was a major part of the work completed in 2019. Key elements described in the 2019 Annual Report include: . Backbone Organization . Technical Team . Connectors . Coordinators . Champions . Working Groups . Recommendation Selection Guide Outreach Beginning in the Spring of 2019, outreach began with focus on celebrating success and shared ownership. Key elements described in the 2019 Annual Report include: . Marketing . Events . Internal Meetings . Website Development . Celebrating Success Next Steps - 2020 and Beyond Upcoming 2020 efforts will be critical in ensuring implementation of Imagine Dubuque is successful. Key elements described in the 2019 Annual Report include: . Continue to Celebrate Success . Build Champion Network . New Website . Quarterly Technical Team Meetings . Quarterly Connector Meetings . Working Group Meetings . City Council Updates . Facilitator Guide and Training 2 RECOMMENDATION I recommend that the City Council provide direction on the proposed Collective Impact Framework, Outreach, and Next Steps for 2020 and Beyond in the 2019 Annual Report, after the presentation on Imagine Dubuque: Implementation at the February 4, 2020 work session. Thank you. Enclosures: . Imagine Dubuque Executive Summary . 2019 Annual Report . Presentation . Collective Impact article cc: Mike Hoffman, Teska Associates Christine Happ Olson, Assistant Planner Travis Schrobilgen, Assistant Planner John Pregler, Chairperson, Long Range Planning Advisory Commission F:\Users\Colson\LRPAC\COMP PLAN�2019 Imagine DBQ IMPLEMENTATION�2019-02-02 Council work session\Staff Memo Imagine Dubuque Work Session.doc 3 v �� • � IMAGINE _ � , DUBUQUE � �� 2037:A CALL TO ACTION • • �■ � ♦ aLE, LIVABI.t, ��ui �Ab�t. � ( � �� ( !\ �� - - - -- - R �I�IlIJS L SIId �'Jf�Dnd >f SIId c.-, rorii;�r ii_ri�iv_ �!:�ri! �� ` � The comprehensive plan serves as a guide for _ � the communitys physical, social, and economic ' ' development. It can only be considered successful through the input and implementation of the community at-large. Engaging the community in a � � conversation about the future of Dubuque was at the coreofthelmagineDubuqueprocess.Comprehensive ' ' plans are policy guides. Unlike zoning or city codes, L � � � they are not regulatory in purpose or application. Information in the Comprehensive Plan is used in J� many facets of city life. Of greatest note is its role �� __ in informing City Council goal setting,which creates �� the annual budget priorities and land use decisions. � � It is hoped that you will heed this call to action.It is your responsibilityto develop the action steps,create � � the strateg ies for success,be indusive in your efforts, , , , and make your communitysustainable and resilient. These are your ideas and you have the responsibility to participate in moving them forward. � � i�L9`/ 9`LIS Sf19 ��Jfl Cf33153L�� i�D4�/II1�1f1�1S�9iL h`/9f9 �1lilfJr�) ` Itwasimperativetocityleadershipthattheprocessof ' ' ' ' developing the comprehensive plan be indusive and � representative ofthe community.Ayearofcommunity outreach produced over 12,500 ideas from all sectors � � of Dubuque. This outreach took many forms, from � casual conversations at pop-up events such as the Farmers' Market to focus groups,workshops, surveys, and on-line submissions. Beginning with Dubuque's Vision 2000 process initiated in 199Q the City has � ' � ' � ' ' � � ' � � � � ' � � developed a tradition of local community planning excellence, and the comprehensive plan integrates those past planning efforts into one consistentvision ' ' � ' ' ' ' " ' for the communitys future. � � ' � � � � � � � � '� � � • � . � . • � � � � � EngagemeMComraneMs ENGAGEMENT nssn� o�¢aezaormecnmpren� �eam�. ii COMPONENTS �I � ��r�i 1 ' �i � � i� , � .1 � - � �-L , � , - - ,* :G� . 4 ECONOMIC PROSPERITY � FuWreamoiri�vitaGtywillrequirenewapprm�ha.ThelmagineDubuquepraastookam�lfiiiced 4rategyto adaptto thaetrends,in�Wding reriew d part sWdia,an independeiR Emmiri�Derelopment � Malysis(ueAppendi�Q,ande#ensiveinputhanbothraidmtsandhusinasa.Theplankaseson: �,- �}b� ❑ Workforce retention/recmitment and skills chaLLengesto maintain strong employment grovrth and occupational diversity �� 1,- ❑ Attraaingyoungprofessionalsandpromotingentrepreneur9�ip 1� .# ❑ Roviding quality affordable housing cho¢es w ❑ Suppornngbahindustnalandmmmeraalbusinessgrowth ,,,� �` ��,�,� ❑ Romonngopportuninesforwalkablemixedusedevelopment fw,'.:.',:" .. ��.��:'�° /I q, «'zn. .. , .. ................................................................................................................................................... . ,� ,�� »,� ENVIRONMENTAL INTEGRITY �� .:��y,� , � ,,; M��: Cleanwater,haltlryair,and�mscvaEmoFnrtiveplaiRsandanimalsarekryprindplaoFenrironmental '�.u�„ � I !� i �, ' nRegM1ysupportedinboth5istainableDubuqueandlmagineDWuque.KeyFausareasideRifkdby �'^- ^� . .,. ,,,. _ � . �»a�' �'' resdeRs d�rin the lannin rocess inaWde: � 9 P 9P - --- �� ' , , ; �' � i��- ❑ EryandeQsustainablestormwarermanagementpraaices �-� ❑ ImplementtheQimateAction &ResiGenryPlan e. � ❑ Romoteahealthyurbanforestandnativeplantings = rrs! �� ._ .`�. ❑ Enmurageediblelandscapingandmntinuedmmmunirygardens � r ❑ Implement the Catfi9�Creek and Bee Branch Warershed Management Plans �`,.-�� ❑ Increaseem-educationprogramming,partialartyforchildren �' �"y' ❑ Eryandprogramsroreduce,reuse,andreryde,incWdingmmpostingandbuildingmarerials - - - ❑ Strive to bemme a zero-waste emnortry . 0�1;: p. .. � �. . ........................................................................................................................................................ � i� �, �� l' SOCIAL AND CULTURAL VIBRANCY - �� SoaialandNWulvibranryisdoutylinkedtoouin6rid�al,mmmnity,andamoiriawdl-bdng.To enhan�ethis vibran�µ residmR suggerted: ; � ❑ Foasoneryandingaccessrohealthylocalfoods _ +� ❑ Enhance event access and participant diversry _ - - 0 Continuedfocusongreenbuildingsandhistoricpreservation �- �� ❑ Improve perceptions of mmmunitysafery � -� ❑ Romotehealthylifestytes _=av�i � �, —��-_ i� Page 0-2 I Imagine Dubuque I Executive Summary , ! . �;..�. .. r i,+G+'j• . . .� . � �� I r � ; ,: ,_�� ` .��-Y , J = - _ , '�. A _ 4 -��` I`;� ' �W"� '1w,�«w,,, -.; �� y ,a � � W � .. _... �IMAGIHE _ S ' �� AiuPfwdi�- � � .• /- Pr/CNII<n � �� .. �L� i�'�d 6owlLm Y� "�'�� i� .. iJ °�;' e., C1i&$nM� ' r � � 1�'I *' , tt = .-.� �� ft,� I� '�� a �f�� I� �j �� rY T � � A ` _ 1 ' � i r r�.,� . �� : � r{f'di�p _ �� u � � � �� , «i� � �I' '�� ; . � _ ' _�.,.1�>,�•�. �� z l - rq�r _e� . . IY�7 I E��ria. e � G F� WHFT CHN WE DO TO MFKE DUBUQUE F MORE VIABLE ��y` �' —� '/,\ � � LIVFBLE,FNDEQUITFBLECOMMUNITY? _qN1: �� ro� � v �> , � I ., a✓.5aiti'��!�.�J' ...��', � . ....., .., � . HOUSING Livableneighborhoodsandhousing-greatplacestoGveforaR-isanimportantgoaloflheCity. Strength- " � ening the e�dsting housing stock and neighborhoods while enwuraging new housing to diversiTychoices is a ,� focus of the Plan. Key community recommendations include: ❑ Enhance the existing housing stock �m ;�„,"�' ❑ Continue to improve access to qualiry,affordable housing throughoutthe community �, ` �+ ❑ Expand opportunities forworkers to live dose to their�obs in Dubuque �`_ , ❑ Provide targeted mcentives to promote great places for allto live "� ,�';� �� ;i. .............................................................................................................................__ — � "� COMMUNITY FACILITIES ��' � � Akey role of local govemment is to provide services that enhance the quality of GFe in a community-such thir ,� � �, �T�� _ .� asaccesstocleanwrterandwastewrtertreatmeM,floodproteRion,education,streMs,parks,hiking/biking � �� traiLs,Mc.To support e�dsting and future resideMs,keyrewmmendations for communityfaciGties addresr. ; ' ._._ ��. __,_ ❑ Maintenanceandfutureexpansionofwaterandwastewatersystems " - ❑ Continued use of sustainable stormwater management practices ❑ Expansion offiberoptic networks and services ❑ Enhance partnerships between schools,the Ciry,faith-based groups,and non-profits ❑ Explore potential satellite fanlities like a police substation or a West End library branch � �'��" �;^�� 1 '� _........................................................................................................................................................... A-1 l�.l r _ -.,._... TRANSPORTATION AND MOBILITY » iaii� Eificient use/auess to transportation rystems is criticalto sustainabiGty. Residents suggested a focus on: � � ❑ ImplementingCompleteStreets,i.e.roadwaysdesignedforallmodesoftravel,throughoutthecommuniry � � €;•� �� ' _ �''�.�; ❑ Continued refinement of lule bus service and paratransit services � - - - ❑ Enhancedregionalconnections,particularlyviaairandrailservices ❑ Additionofroundaboutsandtechnologyenhancementstoe�cistingroadwaysystem � �I� " ❑ Strategicexpansionofroadwaystomeetcommunitydemand .......................................................................................................................................................................... LAND USE � Akey component of any Comprehensive Plan is an e�camination of e�dsting and desired TuWre land use - pattems.The Plan and Map guides TuWre development,and aRows for strategic planning of infrastructure � investments. Keyresident-driven land use recommendations incWde: ❑ Promotingmixed-use,walkable,developmentpattemsindudingresidential,commercial,and ' institutional uses �-- ❑ Encourageinfilldevelopmentwherepossible,andprotectimportantenvironmentalassetsasgrowth Gi-�_� - occurs to the west and south =��, � ___, , _ Executive Summary� Imagine Dubuque � Page 0-3 • � IMAGINE : DUBUQU � •�� 2037:A CALL TO ACTION lust as the Imagine Dubuque Comprehensive Plan was built on community participation,partnerships and collaboration will be the keyto implementing the plan recommendations listed below. Measuring successful plan implementation must focus on outcomes to make Dubuque a more viable,livable,and equitable community. Robust Local Economy Livable Neighborhoods and Housing ❑ Continue to diversify Dubuque's emnomy ❑ Review mdes�ncentives to promote fair,quality,affordable housing ❑ Developa'hyper-locaCapproachtodiversetalentattraction/development ❑ Linkneighborhoodswithmmmunirygroups(health,arts,etc.) ❑ Strengthen rtart-up businesses and entrepreneurial programming ❑ promote appropriate mixed-use development ❑ Promote economic resiliency ❑ Support the Green and Healthy Homes Initiative and inspections ❑ IdentiTy markets and sitesfor new homes ❑ Monitor affordability and housing rtress ❑ Enhance broadband service ❑ Promote self-sufficiency opportunities ❑ Strengthen Dubuque's role as a regional retail destination ❑ Increase availability of scattered Housing Choice Voucher units ..............................................�--� .................................................................................................. Sustainable Environment Community FaciGties ❑ Complete and monitor Bee Branch Watershed Flood Mitigation ❑ Expand sanitary sewer ryrtem to meet needs ❑ Implement the Catfish Creek Watershed Management Plan ❑ Address water ryrtem needs ❑ Implementthe Qimate Action+Resilienry Plan ❑ Integrate Vernon Township and Barrington Lakes water ryrtems ❑ Support mobile air qualiTy monitoring ❑ Update the ciTy-wide rtormwater management ordinance ❑ Continue Healthy Homes rtrategies ❑ Expand fiber optic network access ❑ Implement a Comprehensive Tree Management Program ❑ Monitor progresstoward environmental goals ❑ Increase native plant,pollinator,and edible landscaping ❑ Explore 911 Communication Center needs ❑ Conserve natural areas ❑ Evaluate cort/benefits/needs for police subrtation ❑ Promote children's environmental education ❑ Explore need for/relocation of a southwest fire station ❑ Improve backyard and curbside composting ❑ Explore potential for a West End library branch ❑ Erplore a community-wide Zero Waste Poliry ❑ Implementthe Chaplain Schmitt Island Marter Plan ._........................................................._ ❑ Repurpose ihe Five Rags Civic Center YbrantCommunity ................................................................................................ ❑ Address mental health and addiction issues Transportation+Mobilily ❑ Increase inrtitutional use of local foods ❑ Apply Complete Streets principles ihroughout Dubuque ❑ Promotein-schoolhealthyfoods ❑ Orientnewdevelopmenttothestreet ❑ Workwith health providers to promote healthy choices ❑ Monitor bus routesto enhance efficienry and effectiveness ❑ Supportfood production spaces,Community-SupportedAgriculture ❑ Expand passenger air and rail service ❑ Network with other"food cities" ❑ Target new development near ihe airport;restrict residential ❑ Promotehealthyfoodspreparation ❑ Leveragetechnologytoimprovevehicularmobilityandsafety ❑ Harvert local solid warte for comport ❑ Implement the Dubuque Metropolitan Area Transportation Study 2045 ❑ Support front yard food gardening Long Range Transportation Plan ❑ ImplementtheCommunitySolutionsActionPlan .................................................................................................. ❑ Improve trash collection in downtown Land Use ❑ Ensure safe lighting of active pedertrian zones ❑ promote access to education,recreatioq and services in all neighborhoods ❑ Enhancesidewalkconnectivity ❑ Linkneighborhoodsviatrailsandopenspace ❑ Support community policing efforts ❑ Integrate development into the environment ❑ Supportsafeneighborhoodsthroughcommunitypartnerships ❑ Encourageamixofhousingoptionsforall ---�---�—•••••••••••••••••••••••••••••••••••••••••••••••••••�-�- ❑ Enmuragemulti-famitydevelopmentnearjobs/walkable,mixed-useareas DiverseArts,Culture,Parks,andRecreation ❑ Adjustzoningregulationstopromotemixed-usedevelopment ❑ Update ihe Parks and Recreation Plan ❑ Explore a new school site to serve fuWre development along SouthwestArterial ❑ Community Health+Wellness/Recreation Center ❑ Explore opportunities for limited commercial in neighborhoods ❑ Make Dubuque more dog-friendly ❑ Concentrate commercial uses downtown and along major corridors ❑ Further efforts of Indusive Dubuque ❑ Allow for new or expanded indurtrial parks ❑ Erpand childcare options and resources ❑ Provide recreational opporWnities for all ❑ Bring eventr to all neighborhoods ❑ Explore additional riverfront recreational opportunities ❑ Co-marketcommuniTyevents ❑ ExplorepotentialforamountainbikingfaciliTy ❑ Encourage new forms of culture and art .......................... ❑ Promote preservation,adaptive reuse of buildings and materials p��que ❑ Communicate benefitr of hirtoric preservation THE CTI'Y OF � ❑ Utilize emerging funding sources to support rehabilitation 4�� ❑ Erpand programs to train preservation-related building trades TT TT � 1 I I I I I ■ / 1 I 1.{ L V l.J am�•zoia Masterpiece on the Mississippi ��•w�� . 1 1 � � ' ' 11 1 � . � � � � � � ' � � 2019 Annual Report Imagine Dubuque 2037 — A Call to Action � _ ��,o�o�,��ti��o� �,�o�.�o�R_ �oEo �Eti, �E�rts o�o.uE�� o�..� � IMAGINE : DUBUQUE •�� 2037:A CALL TO ACTION I ' ' . .. , / � ... � �� I � `n: � . � _ `I � ��.�r�r��drA�,a�,�� • ,�� : .' �t' ' �� i `� .�. rreparea py iesKa Hssociates, If1C. January 2020 City of Dubuque, lowa THE CITY OF DuB E Masterpiece on tl�e Mississippi Table of Contents 1. Introduction and Collective Impact Framework.........................................1 2. OutreaCh ACtlVltleS —Focus on Celebrating Success and Shared Ownership ..........8 3. Next Steps - 2020 and Beyond ...................................................................12 1. Introduction & Collective Impact Framework Imagine Dubuque is a roadmap for the future, built by and for the community. It is a Call to Action created to guide Dubuque in its efforts to be a more viable, livable and equitable community. The importance of partnerships to achieve the community's vision is a cornerstone of the plan. While City government certainly has a key role in plan implementation, it will take many local partners—from residents to businesses, non-profits to corporations,to successfully guide Dubuque towards 2037. This annual report provides an update on plan implementation, highlighting the overall approach, early accomplishments, and next steps. Early objectives included developing an implementation model that would lend itself to pooling the talents and resources of many partner organizations and building the partnership network needed to tackle the 110 recommendations outlined in Imagine Dubuque. The Collective Impact Model was selected as the best approach to achieving the vision outlined in the plan. This approach brings multiple COLLECTIVE IMPACT= THE COMMITMENT OF A individuals and groups (important actors)together to achieve a GROUP OF IMPORTANT ACTORS FROM common agenda (Imagine Dubuque) DIFFERENT SECTORS TO A COMMON AGENDA to solve specific problems (110 plan FOR SOLVING A SPECIFIC SOCIAL PROBLEM. recommendations). (STANFORD SOCIAL INNOVATION REVIEW—WINTER 2011) � ' • • � • � ' • . • • ' � ••� • � • � • � MUTUALLY REINFORCING ACTIVITIES— Encourages SHARED MEASUREMENT SYSTEM—Tracking partner organizations to continue to focus on progress is critical to building and maintaining what they are good at while integrating those positive momentum. By establishing shared activities within the broader context of Imagine indicators, both the City and partner Dubuque. Through this approach, organizations organizations can monitor progress and do so share resources, schedules, and activities for efficiently and effectively across organizations. both efficiency and for the overall betterment of Star+ LEED for Communities, economic the community. indicators tracked by GDDC, and Inclusive Dubuque's Equity Profile are all examples of individual measurement systems that can be developed into a shared system with a little coordination and technology links. CONTINUOUS COMMUNICATION—Communications BACKBONE SUPPORT ORGANIZATION—Ongoing is the key to breaking down silos and moving facilitation,technology and communications forward towards common goals. It builds trust support, data collection and reporting, and while keeping everyone informed. Everyone logistical and administrative details require a wants to feel like an 'insider', and continuous dedicated staff to achieve the desired collective communication helps to build both pride and success. This separate backbone organization ownership as a part of Imagine Dubuque. works to create a sense of urgency to maintain process towards the collective agenda. Page � 1 Applying this structure to implement the Imagine Dubuque Comprehensive Plan was a major focus of plan implementation in 2019. Key elements include: 1. Backbone Organization—To begin the plan implementation efforts, Teska Associates, Inc. is serving as the backbone organization under contract with the Planning Services Department. Teska was the lead consultant working with the community in developing the Imagine Dubuque Plan,and has become familiar with many of the local partner organizations through that effort. This partnership brings in the outside experience and capabilities of an independent partner while capitalizing on the local knowledge and talents of the City Planning staff. It is imperative to have funding for a separate organization and staff with a very specific set of skills, like Teska Associates,to serve as the backbone organization for the Imagine Dubuque Implementation Collective Impact Model to be successful. 2. Technical Team—This group is tasked with keeping Imagine Dubuque moving forward by providing input and suggestions while monitoring progress. The team meets quarterly and is comprised of the Backbone Organization (City Planning Staff and Teska), key City Department Heads, representatives from the Long Range Planning and Resilient Community Advisory Commissions,and representatives of key Partner Organizations such as Greater Dubuque Development Corporation and the Community Foundation of Greater Dubuque. 3. Roles and Responsibilities Framework—the illustration on the following page highlights the overall framework of the Collective Impact Model for Imagine Dubuque Implementation and features three key roles—Connectors, Coordinators and Champions. a. Connectors—These individuals facilitate the flow of information. Each Connector is responsible for one of the seven plan categories and is a critical link in sharing data and progress metrics. Connectors are all City Department Heads. They meet quarterly with the Backbone Organization to report progress,address challenges, and discuss next steps. b. Coordinators— Imagine Dubuque contains 32 goal sub-categories, and Coordinators are focused on ensuring progress on each of these sub-categories. Coordinators provide a bridge between the Connectors and the Champions and can either be members of the City's internal leadership team or representatives of key community Partner Organizations. They are responsible for identifying relevant metrics and determining what'success' looks like for each sub-category. One Coordinator is identified for each of the plan's 110 recommendations. With about 50 unique individuals serving, some individuals will be serving as a Coordinator for more than one plan recommendation. c. Champions—These are the folks responsible for getting specific projects done within the context of the 110 plan recommendations. Champions will typically be from a community partner but can also be individuals or City Staff members. There may be one or more Champions for each of the 110 recommendations. 4. Working Groups—Focused on the seven plan categories,Working Groups bring together Connectors and Coordinators, along with the Backbone Organization,to discuss progress,share Page � 2 success stories, and address challenges. Working Groups also discuss existing and potential Champions for individual plan recommendations. Working Group meetings are planned for twice a year and may include Champions in the future to expand the conversation within a plan category. 5. Recommendation Selection Guide-We created the Imagine Dubuque Recommendation Selection Guide with instructions and support materials to help Leadership Team and community partners to decide which actions best align with their mission,values, and actions. This Recommendation Selection Guide helps people to identify 1-2 recommendations they would like to help champion and implement. For effective discussion,the Recommendation Selection Guide should be paired with the Imagine Dubuque Executive Summary.The Recommendation Selection Guide helps people to work through these 4 Steps: Step 1: Define Your Mission—What succinct and focused statement defines your goals, ethics,or values? Step 2: ListActions—How are you working to fulfill your mission? List 1-2 actions that are underway. Step 3: Review Plan Categories— Review the 7 Plan categories,which best aligns with your mission and actions? Step 4:Select Your Recommendations—Review the list of recommendations and select 1-2 you can help champion. Page � 3 . � � • • • • ' • • • • A Common Agenda 0�00 Continuous Continuous �� Communication i Communication � � i � H i � H i � � CONNECTORS %� ��, COORDINATORS ;� � CHAMPIONS ;� City Departmen t Managers City Leadership Team+ Individuals,City Staff+ Community Partners Community Partners •Roleisinformational&referral •Roleistoprovideinputandeffortto • Roleisimplementationofprojects, Championstoidentifyapathforward, programs,events,initiatives,andefforts •CreateandsharetemplatesforSocrata/ helpremoveobstacles,andsuccessfully thathelpmeetthe110recommendations STARRating/OpenDatateammembers achievesubcategorygoals fordatacollection,equityandSTAR • Definewhatmetricswillbecollectedto indicators,andmanagement •Definewhatmetricswillbecollectedto measureprogress/equityindicators measure progress/equ ity indicators •ConnectwithCommunityCoordinators, • Determinewhat"success`lookslikefor Citygovernment,partners,and/or •Determinewhat"success`lookslikefor eachprojectandinitiative community each sub-category •Track progress and share with •Participateinquarterlylmagine •Createtemplatetotrackprogresswithin associatedCommunityCoordinator Dubuquelmplementationmeetings subcategoryandsharewithassociated Connector and Champion •Trackthrough'equity len� •CoordinatewithConnectors, •Share data and progress metricsfrom Champions,Government,Partners, CoordinatorsandChampionswithCity Community Council to showcase success measures Mutually Reinforcing Activities // Shared Measurement System 7 PLAN CATEGORIES 32 PLAN SUB-CATEGORIES 110 PLAN RECOMMENDATIONS ECONOMICPROSPERITY ---------) -------------------------------) � �i � SUSTAINABLEENVIRONMENT ---------� �.II � � � ------------------ -� I��IIIII SOCIAL&NLTURALVIBRANCY ---------� ' � IIIIIIIII'llllllll'llllll LIVABLENEIGHBORHOODS&HOUSING ---------� ---------------------------------- -� IIIIII COMMUNITY FACILITIES ---------� 1� -------------------------------� IIIII'll TRANSPORTATION&MOBILITY ---------� �." _ J � --------------------� IIIIIIII LAND USE --__—__� ��.�.� � _—_—__) I��1�� BACKBONE SUPPORT ORGANIZATION�TESKA ASSOCIATES Page � 4 �i . *1 � _ � �. ': ,,� . ., ,�':: �. / � C . . . � � ' RECOMMENDATION SELECTION GUIDE Instructions , � Imagine Dubuque is our community's plan and we need your help to make the 110 recommendations move from goals to reality,vision to actions! Pollow the steps below to identify recommendations you can help champion wnte answers on the next oa2e °�s i-S7a°e 3 u9�.i!I5 Hlai 41� Si?te;-''*t �. r°.��1 ::2? t c,: .�, + .s�tti �r� p<p:s� ` � ' Step 1: DefineYour Mission Whether you are an individual, company or organization, we all have a mission. What succinct and focused statement defines your goals. ethics, or values? ' , Step 2: List Actions How are you working to fulfill your mission? What are 1-2 actions you or your organization taking to advance such? ,. ' Step 3: Review Plan Categories Please take 5-minutes to read each of the 7 Plan Categories, see page 3. Which category best aligns with your mission, values antl actions? � Step 4: Select Your Recommendation(s) ' Review the list of recommendations. Identify 1-2 recommendations you can help champion/ advance. ' � Next Steps: Finish Strong If you are participating in this activity as part of a group discussion please hand your � completetl form into the facilitator No facilitator� Please email a photo or scannetl , copy of your form to Chris Olson at•:�..� ' �:�I it � r- �:�� Stay tunedl You'll be contacted by the City of Dubuque.Visit rna i i;!,�. ., ..-�� to learn more! �� .��. . ., ...�� - w� . � ��. Name: Email: Phone: Step 1: DefineYour Mission What succinct and focused statement defines your goals,ethics,or values: Step 2: List Actions How are you working to fulfill your mission?List 1-2 actians that are underway: Step 3: Review Plan Categories Review the 7 Plan Categories,which best aligns with your mission and actions: Step 4: SelectYour Recommendations Review the list of receommendations and select 1-2 you can help champion: WWW.IMAGINEDUBUQUE.COM Page � 6 .R U . � IMAGINE DUBUQUE •�� 2037:ACALLTOACTION 1 1 1 1 ' ' • •. • • ` • •' • • " � � • �� ' � � ' �. � . �� . � � Robust Laal Economy Livable Neigh6orhaods and Fiousing ❑ ContinuemdiversifyDubuque'seconomy ❑ Reviewmdes/Incentivestopromatehir,qualiry,affordablehousing ❑ Developa'hyperlocaPappmachtodiverse[alen[a[[raalon/tlevelopmen[ ❑ Linkneigh6orhoodswithwmmunirygmups(health,arqetc) ❑ StrengffienslarPupbusinessesandentrepreneunalpmgamming ❑ Pmmoreappmpnatemixed-usedevelopment ❑ Pmmoteemnomicresiliency ❑ SupporttheGreenandHea�thyHomeslnitiativeandinspeaions ❑ Identifymarkersandsiteafornewhomee ❑ Monitoraffordabilityandhousings[ress ❑ Enhancebroadbandservice ❑ Pmmoteself-sufficiencyopportunities ❑ StrengffienDubuque'smleasaregionatrebildes[ina[ion ❑ InQeaseavailabiLiryofscatteredHousingChoiceVoucheruni� ._..__... ....__......... ...........__.. ...,,....... ,.... . ..........,. ,. ...... ..,.. . . ..__.. ,...........,..... Sustainable Environment Communiry Faalrcies ❑ CompleteandmonimrBeeBranchWatershedRoodMitigation ❑ Expandsani[arysewersystem[omee[needs ❑ Implement�heCatfishCreekWateahedManagementPlan ❑ qddresswatersystemneeds ❑ ImplementtheQimateAction+ResitiencyPlan ❑ IntegrateVemonTownshipandBarringtonLakeswatersystems ❑ Support mobile air quality monitoring ❑ llpdate the city-wide stormwater management ordinance ❑ ContinueHealthyHomesstrategies ❑ Expandfiberopticnetworkaccess ❑ ImplementaCnmprehensiveTreeManagemen[Pmgam ❑ MonitorpmgressrowardemimnmennlgoaLs ❑ Inaeasenativeplant,poUinaror,andediblelandscaping ❑ Explore9llCommunicationWnterneeds ❑ Conservena[uralareas ❑ Evatuaremst/benefiu/needsforpolicesubstation ❑ Promote children's environmental education ❑ Explore need for/relocation of a southwest fire station ❑ Impmvebackyardandmrbsidemmposting ❑ Explorepotential(oraWes[Endlibrarybranch ❑ Exploreammmunity-wideZeroWas[ePoliry ❑ ImplementtheChaplain5chmittlslandMasterPlan . . ...._........._...,..._....._..........._..._..... . . ❑ RepurposetheFiveFlagsCivicCenter SociaN CulturalVibranq _......_...._....___..........._..........,_..._...._............_.._.___..._.. ❑ AddressmentalheaUhandaddictionissues Transportation+Mobility ❑ Inaeaseinstitutionaluseoflocalfoods ❑ ppp�yCompleteStreetsprinciples[hroughoutDubuque ❑ Promoreinachoolheal[hyfoods ❑ Oricntncwdcvclopmcntmthcstrcct ❑ Work with health pmviders m pmmote healthy choices ❑ Monitor bus mutes[o enhance efficiency and effec[iveness ❑ Supportfoodproduc[ionspaces,Communiry-SupporcedAgnculmre ❑ Expandpassengerairandrailservice ❑ Networkwithother"foodcities" ❑ TargernewdevelopmentneartheairyortreshiUresidential ❑ Romotehealthyfoodspreparation ❑ Leveragetechnologytoimpmvevehicularmobiliryandsafery ❑ Harvestlocalmlidwasteformmpost ❑ ImplementtheDubuqueMetropolitanAreaTransportationStudy2045 ❑ Suppor[frontyardfoodgardening Long2angeTransportationPlan ❑ ImplementtheCommunirySolutionsActionPlan ._..._.. ......... .____.. _..__........._._...... Improve[rash colleaion in down[own Land Use ❑ Ensuresafelightingofa¢ivepedes[rianzones ❑ promoteaccessroeducztlonreueation,andservicesinallneighborhoods ❑ Enhancesidewalkmnnec[ivity ❑ Supportcommunirypolicrngefforb ❑ Linkneighborhoodsviatrailsandopenspace ❑ Supportsafeneighborhoodsthroughmmmunirypartnerships � Integratedevelopmentinmtheenvimnment ❑ Update the Parks and Recreation Plan ❑ Encourage a mix of housing options for all ❑ CommuniryHeal[h+Wellness/RecreationCenter ❑ Enmuragemulti-familydevelopmentnearjo6sNvalkable,mixed-useareas ❑ Make Dubuque more dog-friendly ❑ Ndjus[zoning regula[ions[o promo[e mixed-use development ❑ Fwthereffor[soflndusiveDubuque ❑ ExploreanewschodsitemservefuturedevelopmentalongSouthwestAaetlal ❑ Expandchildcareopdonsandresources ❑ Expl�reopportunities(orLimitedc�mmercialinneighborhoods ❑ Bringeventstoallneighborhoods ❑ Concentatewmmeaialusesdownmwnandalongmajormrridors ❑ Co-marketcommuniTyeven� ❑ A<<owforneworexpandedindustrialparks ❑ Enmurage newforms of culture and art ❑ Pmvide recreational oppormnities for all ❑ Pmmore preservatioq adaptive reuse of buildings and materials � Explore additional riverfmn[recrea[ional opportuni[ies ❑ Communica[ebenefi[sofhis[oncpreserva[ion � Explorepotentialforamountainbikingfaciliry ❑ Utilizeemergingfundingsourcestosupportrehabilitation . .........'....'.."..`"...'.'...'....'......'........`..`....................................... ❑ Expandpmgramstotrainpreservatioo-rela[ed6uildingtrades Dubuque THE CTTY OF � YI beinl�ly DUS E 'I��I.' 200��201b2013 Masterpiece on the Mississippi zov.zoi9 � � � � • I' , ,.i � � � � � � •� � Page � 7 2. Outreach In the Spring of 2019, implementation efforts as part of'Imagine Dubuque'were well underway. Internal team meetings between the City of Dubuque and Teska Associates provided the foundation from which planning actions began to take root. It was essential the community understand that Imagine Dubuque is their plan. An all-hands-on-deck approach is required to ensure success and clear focus on the 110 recommendations. Marketing Prior to going to the community with this Call to Action, the project website, messaging and engagement tools were reviewed and refined. The project logo was re-designed to include a "LeYs Do This!" tagline, the Imagine Dubuque project website was updated, new marketing materials were created; a 2-minute video featuring Mayor Roy Buol and local community leaders was produced and posted to the project website, city website, and social media to inspire involvement; and an Action Toolkit was created to direct folks to recommendations they could help lead and key contacts to connect with. LET'S DO THIS! REMEMBER IMAGINE DUBUQUE? IMAGINF. l�� DID. NOW IS THE TIME FOR ACTION! F � `�? , �'� - _ � � ; p - , —_ ^* - � � > � �� p.. ,i � , + , � .. :. �' �' ,�■' ' - �"'�: �'.r s_.i . _ �� _.I �i�� w,-t1��r:*::u�_v,<iETINSPi;x�u SIGN-vr (vnnACHAMPIGN VIeWPASTEVENTS r t. v p __ ^ ' �IM�FVE ' ' • • _s.�- -__.= r '� r .7 � ---__-:-- - - � ,= ` � i ._ _. _ _ � ..__._._.___ .. ._.._...�....a.... _ _ . — _ — -- - o� _—.�_._.�: _ EXECUTIVESUI✓I��. ... RECOMMENDA710NGUIDE w.++:2�:�TING �-0ATERIALS Interactive Website Tools+ Engagement Materials Events Following these upfront promotional and marketing efforts, in-person engagement commenced! The summer months were filled with a series of events, pop-up booths, and presentations to community partners and residents. At these sessions,the City and Teska gained a deeper understanding of recent successes, and additional actions already underway while educating folks on how they could get involved. This Kick-Start began with the Mayor's Luncheon at the Holiday Inn, followed by presentations to the Dubuque Jaycees and Noon Optimist Club,and Pop-Up Booths at these community venues: Page � 8 • Millwork Night Market • Food Truck Friday at Washington Park • Intermodal Transportation Center • Dubuque... and All That Jazz! • Public Library • Dubuque Farmers' Market • Convivium Urban Farmstead • Juneteenth Celebration at Comiskey Park • Multicultural FamilyCenter �,�k ' ,,�� . `t�' � . ��i ,�,µ � � �.. I , . �71�-I;{ �� ,.n� ,�,�� - i��i � t � - -- �� ' 4� ,� � � ; � , , 7 Y �, ,. ,Y� P� s� !� �� ,� �v, ��i r t � _ ' i i . °� '��• �";'"'��P� .�,Y; ��.r- ��... ��I �li +. ,, . �' � �i � ` � �� * � ti — �IAr�y��,ll�p�l l�' r�'a., , � Ap Il�li ��' �� - � ;' � �s` � 6�4 .-, �. ��, a� ,� „�. � � � �J . > ,r-''' - i ^�P`i � �r ��) . � � 1 � � 5 r.�1 . � � �,1� �dj i � 1 � e � - � . . �. �I , � �, �, y i - t �R t � �^ � � ,.;u �� , � . r . , � � � �� _ - P .�-� �!! �� _„ , � - _ �"'° �. �JY � 9elhe ` !1 wp `a�d0 it. :DD AGin' I � � •� T.�� I � Page � 9 Internal Meetings Meanwhile, bi-weekly calls and meetings between City Planning Staff and Teska (Backbone Organization),Working Groups, quarterly meetings with the broader Technical Team, and check-ins with the City Manager, Long Range Planning Advisory Commission, and City Council provided a systematic way to share information,gather feedback, improve the process,and determine next steps. From these meetings the implementation framework was established (Collective Impact Model) and key roles and responsibilities (Connectors, Coordinators, and Champions) defined. By the end of 2019 City Staff had successfully identified and confirmed all project Connectors and most Coordinators; recruiting and identifying Champions will be a major step in 2020. Website Development Early in 2019, the existing Imagine Dubuque website was reformatted and structured to focus on plan implementation (www.Ima�ineDubuque.com). The website updates centered on highlighting initial plan implementation successes and encouraging the community to get involved in taking their plan from dream to reality. It also provided extensive background material so that both those initially involved in plan development and those new to Imagine Dubuque could have a common basis for participation. Given the vast nature of involvement and internal and external communication/reporting required to implement Imagine Dubuque, it was decided that a new website would need to be built to meet these custom and long-term needs. City staff met and laid the groundwork to contract with Dubuque's Creative Adventure Lab to begin next steps and ideation on this process through an innovation partnership. , � , ; {,i --- • 7��L��\�;c� �"��t��,�� _�C�m�o�r , ( � `� '��ycr I�� .- - � o0 oua►�h�ve... , ID�k�" r�tr.r�ri �OR�InI�P �� , � � � � r � n �� "� (� , ,� �V ID�c b M�d+►� �Xn�"��> L` .:� ��i"i�11ess� in 1 �`�.at�l' �r _� '� s� � � � � `, � � ,�- I��. � µ L ..4 m�� - � � NI �.` \J I ;C�� ..� ��s �Que S � ��I-PERSoU � ��k u�5�' �I �'�`' ' ki ako{'{' �� Commu,�y p . � �V�f��t �0�� ,, �U I�,D OI��IfRS�} F�M co� t��s��a� „ �' �p��_ C��NRE�ce r�rts o coue�s-uo si��: Discussion Mind Map from Technical Team Meeting Page � 10 Celebrating Success As part of the implementation process,the Backbone Organization worked early on to identify and celebrate great local success stories already underway in Dubuque. These efforts, metrics, and stories then were celebrated in the promotional video, on the project website, City website,via social media, and at events. A large banner was designed that highlighted these stories to generate greater public awareness about the positive impacts underway.The Mayor's Luncheon showcased additional inspirational stories by featuring the following three keynote speakers: 1. Joe Hearn, President of Dupaco Community Credit Union,whose organization was seeking a vibrant and sustainable home, and chose to invest in downtown Dubuque and the Historic Millwork District. I � � � � \ ' ` ,f i � , � ,� � .' � �_ -- -- - �, �' � � � `� � � � I� � / r � �� L_ � „'`�_ 2. Leslie Shalabi,Co-Founder of Convivium Urban Farmstead,who is creating community around food and partnering with organizations like Crescent Community Health Center on the Pacific Islander Health Project. , � ► ' -' I `�� ,`s�+ e��,, � `� 'TI p�* . y`�'�,:� `-Y#'�4!.=�'�r> r,�... �"��4�/.,.. L ' IY �� , . , �I � � V ,w �'.'l � * s�� ,+7` =' �'� � '' � `�� ' ..a ��. .^ ��'Y,M M • �; �£.,, i'. � � �.'t!� :� ,�,�" ` * ..F .�, � �� 1 4�T� il,1 ,l.,1 - - .J` "G. , �".n �,� .� _„r' ��,-0 , ^f i' � .. � pJ �,� �i �j �- y� �T� 's�'"SE�F�_.� i � �y - -- �i' . . .. +�IR�!a: .-�3 ' c e il�_��'� *'� 3. Robert Kimble, Executive Director of the Dubuque Dream Center,who is helping reach our community's most vulnerable young people through effective programming in partnership with Dubuque CommunitySchools. ; ��r ��'� � y � �� ! �' � �� ' • �. , �, ' � ,1 �l; �'; � �. � �' �. x 1� � }`:,. s , ' ,� i -- . . • �. .��- � s . �"i�. �.�- v � �� Page � 11 The 2-minute kick-start video noted Dubuque's efforts to (1) address generational poverty through the Fountain of Youth Program (program director Caprice Jones), (2) improve health education via the Pacific Islander Health Project(participant and community leader Pastor Roger Joel),and (3) business growth and local entrepreneurship opportunities(owner and chef Ken Lin, Oolong Asian Cuisine). All that said, it goes without saying that the project pipeline in Dubuque is far greater than what has been showcased to date—The Smokestack is showcasing a rich diversity of LGBTQ programs and events like Latin Club and Salsa Dance Night that are encouraging new forms of art,culture, diversity,and inclusivity; Healing Harmonies Chorus at Oaks Bible Chapel is furthering mental health by providing musical therapy for those suffering from memory loss; the new skate park at Flora Park provides a free, all ages recreational outlet thanks to a partnership with 'Kids in Dubuque Skate'. The depth and diversity of implementation efforts ongoing in Dubuque speaks to the importance of the organizational structure developed in 2019. Champions will play a critical role in bringing new and ongoing projects and metrics into focus. It is also why a new website platform is being sought out in 2020 to provide an engaging and efficient way for the entire Dubuque community to get involved with taking action, documenting metrics,and celebrating implementation efforts as they evolve and move forward. 3. Next Steps - 2020 and Beyond As we enter the new year, it is important to recognize how critical upcoming 2020 efforts will be in ensuring implementation of Imagine Dubuque is successful. With the overall structure defined and kick- off tasks complete,the hard work of building the Champion network, measuring progress through metrics,and continuous communications and reinforced activities can begin in earnest. Key tasks to be completed in 2020 include: a. Continue to Celebrate Success—From skate parks to major downtown redevelopment efforts like Dupaco Credit Union's new operations facility—much is happening in Dubuque that aligns directly with the vision cast in Imagine Dubuque. To build momentum and community pride, it is critical to share those stories with the community—and the world. Connectors and Coordinators will be charged with identifying these success stories—typically shared by a Champion. The Backbone Organization will be responsible for working with key internal and external partners to share those stories through social media, City and partner newsletters,and the press. At a minimum,social media posts will be made monthly highlighting at least one project or program that is charting a path forward towards achieving one of the Plan's 110 recommendations. b. Build Champion Network—While some specific Champions have been identified, many more community members are needed to step forward and assist with specific projects. Some of these efforts are undoubtedly underway already and we just need to plug the Champion into the Imagine Dubuque Collective Impact Model. In other cases, new Champions need to step forward from the community to tackle one or more recommendation. A 2020 goal is to have at least one Champion identified for 75%of the Plan's 110 recommendations. Page � 12 c. New Website—As previously highlighted, a new Imagine Dubuque website is in the works to better coordinate,celebrate, and connect participants and community projects. A workshop is planned for early 2020 to establish a clear program for site development,with a goal of obtaining an outside vendor and creating the new website within the 2020 calendar year. d. QuarterlyTechnical Team Meetings—The Technical Team will continue to meet quarterly in 2020 to monitor progress and identify additional ways to further the Imagine Dubuque vision. e. Quarterly Connector Meetings—The Backbone Organization will continue to meet quarterly with Connectors to further plan goals in each of the seven plan categories. f. Working Group Meetings—Bi-annual meetings are planned between Connectors and Coordinators, and the Backbone Organization, to build the Champion network, identify success stories to highlight,and address any concerns or issues that arise during the implementation process within one of the seven plan categories. g. City Council Updates—A City Council update is planned on February 4, 2020 to review highlights of this Annual Report. Another update will be provided in late summer/early fall. In addition, bi-monthly meetings between the City Manager,the Planning Services Manager,and the Chair of the Long Range Planning Advisory Commission will continue in 2020. A 2020 Imagine Dubuque Annual Report will also be prepared for the City Council and other community partners by the Backbone Organization. h. Facilitator Guide and Training—A facilitator guide and training for community facilitators is planned to accompany the Recommendation Selection Guide. This will leverage community resources for outreach to community groups, organizations and other entities to facilitate structured discussions on the Imagine Dubuque recommendations to help identify Champions for the plan recommendations. A graphic timeline of these activities is included on the following page. Page � 13 � N O N O . N O N � C .� � H C O ++ a-�+ C - � � � Q � O � N �i W _, z Z� � m �y N �V Q �7� O � Q� J J �Q Q � L � � O � � � � � �U a�+ 4J � � a H � • U co � � � � � � � L O � � � ..•� � � � U w U � U � � C7 U � Stanford REVIEW Collective Impact By John Kania & Muk Kramer Stanford Social [nnovalion Review Winter 2011 Lopyoigh[m 2011 by Lelaud Sdu[ood]o.Uuiveosity All Nigh[s Neservetl �i�en/weamieunnoretim reeview i�b��ramawoe,..,m..si�euewo�e Collective Im act p LARGE-SCALE SOCIAL CHANGE REQUIRES 3ooleadersoflocalorganizationsagreedtoparticipate,includ- BROAD CROSS-SECTOR COORDINATION, ingtheheadsofinfluentialprivateandcorporatefoundations, citygovernment officials,school district representatives,the Y E T T H E S O C I A L S E C TO R R E M A I N S presidents of eight universities and community wlleges,and F O C U S E D ^"' T u� i c n i n T�n i- �--v�n i T i - - �e executive directors of hundreds of education-related non- profit and advocacygroups. Theseleaders realizedthaffixingonepointonthe educaiional BYJOHNKANIA&MARKKRAMER �ntinuum—suchasbetterafter-schoolprograms—wouldn't Illust7^ation�Ma7^tin Ja7^i^ie make much difference unless all parts of the continuum im- proved at the same time.No he scale and complexity of the U.S.public education system has single organization,however thwarted attempted reforms for decades.Major funders,such as innovative or powerful,wuld the Annenberg Foundation,Ford Foundation,and Pew Charitable accomplishthis alone.Instead, Trusts have abandoned many of their efforts in frustrarion after ao- theirambitiousmissionbecame knowledging their lack ofprogress.Once the global leader—after to wordinazeimprovements az World War II the United States had the highest high school gradu- every stage of ayoungperson's ation rate in the world—the wuntry now ranks i8th among the top life,from"cradle to career." 24industrializednations,withmorethanimillionsewndaryschool Strivedidn'ttrytocreate srudents dropping out every year.The heroic efforts of wunfless teachers,administrators, anew educationalprogram or andnonprofits,togetherwithbillionsofdollarsincharitablewntributions,mayhaveledto attempttoconvincedonorsto impor[ant improvements in individual schools and classrooms, spend more money.Instead, yetsystem-wideprogresshasseemedvirtuallyunobtainable. throughacarefullystructuredprocess,Strivefocusedtheen- Againstthesedauntingodds,aremarkableexceptionseems tireeducationalcommunityonasinglesetofgoals,measured to be emerging in Cincinnati.Strive,a nonprofit subsidiary in the same way.Participating organizations are grouped of KnowledgeWorks,has brought together]ocalleaders to into is different Smdent Success Networks(SSNs)bytype of tackle the student achievement crisis and improve education activity,such as earlychildhood education ortutoring.Each throughout greater Cincinnati and northern Kentucky.In SSN has been meeting with coaches and facilitators for two the four years since the group was launched,Strive partners hours every two weeks for the past three years,developing have improved student success in dozens of key areas across shared performance indicators,discussing their progress, three large public school districts.Despite the recession and and most important,learning from each other and aligning budget cuts,34 ofthe 53 success indicators that Strive tracks their efforts to support each other. have shownpositive trends,including high school graduation Strive,both the organization and the process it helps fa- rates,fourth-grade reading and math swres,and the number cilitate,is an example of collective impact,the commitment of a ofpreschoolchildrenpreparedforkindergarten. groupofimportantactorsfromdifferentsectorstoawmmon Whyhas Strive madeprogress when so manyother efforts agenda for solving a specific social problem.Collaboration is have failedt It is because a core group of community leaders nothing new.The social sector is filled with examples of part- decided to abandon their individual agendas in favor of a wl- nerships,networks,and other types ofjoint efforts.But wl- lectiveapproachtoimprovingstudentachievementMorethan lectiveimpactinitiativesaredistinctlydifferentUnlikemost 36 s1nNFoeosoanuNNovnnoNeeview•w��e��zon 1 � �, � 1 � � } `NosP � �n� � /I ` � _ 'ii�� ' ' \ / ' � ,�� . i_{ : l - � I , � - �� ^ �. _ � � l/ _ ,� �� /� �� \� '�.. � S- 1 's � _ - . `/ � ; / /I �i l J �I - . � � � � � � � � � , � . , . -� �'� . o � �� : wllaborations,wllecriveimpactiniriarivesinvolveacentralized thazbetterfarmingpracticesandimprovedplantstockswuldtriple infrastrucmre,adedicatedstaff,andastrucmredprocessthatleads theyieldperhectare,dramaticallyincreasingfarmerincomesand to a wmmon agenda,shared measurement,continuous wmmuni- improvingthe sustainabilityofMars's supplychain.To acwmplish cation,and murually reinforcing activities among all participanta this,Mars must enlist the wordinated efforts of multiple organiza- (See"Types of Collaborations"onpage 39) tions the Cote d'Ivoire government needs toprovide more agricul- Althoughrare,othersuccessfulexamplesofwllectiveimpactare turalextensionworkers,theWorldBankneedstofinancenewroads, addressingsocialissuesthat,likeeducation,requiremanydifferent andbilateraldonorsneedtosuppor[NGOsinimprovinghealthcare, playerstochangetheirbehaviorinordertosolveawmplexproblem. nutrition,andeducationinwwagrowingcommunities.AndMars In i993,Marjorie Mayfield Jackson helped found the Elizabeth River must find ways to work with its direct competitors on pre-wmpeti- ProjectwithamissionofcleaninguptheElizabethRiverinsoutheast tiveissuestoreachfarmersoutsideitssupplychain. ernVirginia,whichfordecadeshadbeenadumpinggroundforindus- Thesevariedexamplesallhaveawmmontheme:thatlarge-scale trial waste.Theyengagedmorethan ioo stakeholders,includingthe social change comes from better cross-sector coordination rather citygovernmentsofChesapeake,Norfolk,Portsmouth,andVirginia thanfromtheisolatedinterventionofindividualorganizations.Evi- Beach,Va,theVirginiaDepar[mentofEnvironmentalQuality,theU.S. denceoftheeffectivenessofthisapproachisstilllimited,butthese EnvironmentalProtectionAgency(EPA),theU.S.Navy,anddozens examplessuggestthatsubstantiallygreaterprogresswuldbemade oflocalbusinesses,schools,wmmunitygroups,environmentalorga- inalleviatingmanyofourmostseriousandcomplexsocialproblems nizations,anduniversities,indevelopingani8-pointplantorestore ifnonprofits,governments,businesses,andthepublicwerebrought thewazershed.Fifreenyearslazer,morethani,000acresofwazershed togetheraroundacommonagendatocreatewllectiveimpactIt land have been conserved or restored,pollution has been reduced doesn't happen ofren,not because it is impossible,but because it by more than 2i5 million pounds,wncentrations of the most severe is so rarely attempted.Funders and nonprofits alike overlook the carcinogenhavebeencutsixfold,andwaterqualityhassignificantly potentialforcollectiveimpactbecausetheyareusedtofocusingon improved.Muchremainstobedonebeforetheriverisfullyrestored, independentactionastheprimaryvehicleforsocialchange. but already2�species of fish and oysters are thriving in the restored wedands,andbaldeagleshavererumedtonestontheshores. ISOLATED IMPACT OrwnsiderShapeupSomerville,acityv✓ideefforttoreduceand ostfunders,facedwiththetaskofchoosingafewgrant- prevent childhood obesity in elementary school children in Somer- �ees from many applicants,try to ascertain which orga- ville,Mass.Led by ChrisrinaEwnomos,an associate professor at nizarions make the greatest wntriburion toward solv- Tufrs University's GeraldJ.and DorothyR.PriedmanSchool ofNutri- ing a social problem.Grantees,in mrn,compete to be chosen by tionScienceandPolicy,andfundedbytheCentersforDiseaseControl emphasizinghowtheirindividualacriviriesproducethegreatest andPrevention,theRobert WoodJohnson Foundation,Blue Cross effect Each organization is judged on its ownpotential to achieve B1ueShieldofMassachusetts,andUnitedWayofMassachusettsBay impact,independentofthenumerousotherorganizazionsthazmay andMerrimackValley,theprogramengagedgovernmentofficials, alsoinfluencetheissue.Andwhenagranteeisaskedtoevaluazethe educators,businesses,nonprofits,and citizens in collectively defin- impact of its work,every attempt is made to isolate that grantee's ingwellnessandweightgainpreventionpractices.Schoolsagreedto individualinfluencefromallothervariables. offerhealthierfoods,teachnutrition,andpromotephysical activity. In short,the nonprofit sector most frequently operates using an Localrestaurantsreceivedacer[ificazioniftheyservedlow-faz,high approachthatwecallisolatedimpact.Itisanapproachorientedmward nutritionalfood.Thecityorganizedafarmers'marketandprovided findingandfundingasolurionembodiedwithinasingleorganiza- healthy lifestyle incentives such as reduced pricegym memberships tion,combined with the hope that the most effective organizations for city employees.Even sidewalks were modified and crosswalks will grow or replicate to extend their impact more widely.�nders repaintedtoencouragemorechildrentowalktoschool.Theresult searchformoreeffectiveinterventionsasiftherewereacureforfail- was a staristically significant decrease in body mass index among ing schools that only needs to be diswvered,in the way that medi- the community's young children between 2002 and 2005. cal cures are diswvered in laboratories.As a result of this process, Even companies are beginning to explore collective impact to nearly i.4 million nonprofits tryto invent independent solutions to tackle social problems.Mars,a manufacturer of chowlate brands major social problems,ofren working at odds with each other and such as M&M's,Snickers,and Dove,is working with NGOs,local exponentially increasing theperceived resources required to make governments,and even direct competitors to improve the lives of ineaningful progress.Recent trends have only reinforced this per- more than Soo,000 impoverished wwa farmers in Cote d'Ivoire, spective.The growing interest in venture philanthropy and social whereMarssourcesalargeportionofitswwaResearchsuggests entrepreneurship,forexample,hasgreatlybenefitedthesocialsecmr by identifying and accelerating thegrowth ofmanyhigh performing 7oxHKnH�nisamanagingdirecmratFSG,whereheovereeesrhefrrm's nonprofits,yetithasalsoaccentuatedanemphasisonscalingupa consulting praaice_Beforejoining FSG,hewas a consulttnt atMercer Manage- mentConsultlngandCoeporauDedsionslnaThisisKania'sthirdaNdefor fewselectorganizationsasfllelceytosocialprogress. rhestanjord soctalznnovationaevtew. Despite the dominance of this approach,there is scant evidence tv[nxrsxxnmex�srheco-£ounderandamanag�ngd�reccoro£Fs�.He�salsorhe thatisolatedinitiarivesarethebestwaytosolvemanysocialproblems co-founder and the iNtial board chair ofthe Cenurfor Effeaive Phflanthropy,and aseniorfellowatHarvardUniversit}rs7ohnF.KennedySchoolofGovernment intoday'scomplexandinterdependentworld.Nosingleorganiza- Th�s�sxramersftfrhartide£orrhestanfordsonatznnovattonaevtew. tionisresponsibleforanymajorsocialproblem,norcananysingle 38 s1nNFoeosoanuNNovnnoNeeview•w��e��zon TYPES OF COLLABORATIONS shitrtingfromisolarsdimpactrpcol- ]ective impact is not merely a matter of Organizations have attempted to solve social problems by collaboration for decades without enwuraging more wllaboration orpublio- producing many results.The vast majority of these efforts lack the elements of success that privatepar[nerships.Itrequires asystemic enable collective impact initiatives to achieve a sustained alignment of efforts. approach to social impact that focuses on Funder Collaboratives -��ue who the relationships between organizations sed andtheprogresstowardsharedobjectives. ,,,antsystem,noraotney..,�b,.b..,,�airrer..,� Anditrequiresthecreationofanewsetof �engagestakeholdersfromothersectors. nonprofitmanagementorganizationsthat Public-PrivatePartnerships �artnershipsformedbetweengovernmentandprivate havetheskillsandresourcestoassemble -=rvicesorbenefits.Theyareoftentargetednarrowly, andcoordinazethespecificelementsneces- ;htasingledisease,andusuallydon'tengagethefull saryforwllectiveactiontosucceed. �,uch as the potential drug's distribution system. Multi-Stakeholderinitiatives taryactivitiesbystakeholdersfromdifferentseo THEFIVECONDITIONSOF i,theseinitiativeslackanysharedmeasurementof COLLECTIVESUCCESS _::cure to forge any true alignment of efforts or ur research shows that successful SocialSectorNetworks �sofindividualsororganizationsfluidlyconnected collectiveimpactinitiativestypi- 'herformalorinformaLCollaborationisgenerally callyhavefivewnditionsthatto- placed on information sharing and targeted short- getherproducetruealignmentandleadto i d structu red i n itiative. powerful results:a common agenda,shared Collective Impact Initiatives zrm commitments by a group of important actors measurement systems,mutually reinforc- :ndaforsolvingaspecificsocialproblem.Their ingactivities,continuouswmmunication, urementsystem,mutuallyreinforcingactivities, andbackbonesupportorganizations. 'f�dbyanindependentbackboneorganization. CommonAgendalCollectiveimpact requires all parricipants to have a shared organizationcureitInthefieldofeducation,eventhemosthighly visionforchange,onethatincludesawmmonunderstandingofthe respectednonprofits—suchastheHarlemChildren'sZone,Teachfor problemandajointapproachtosolvingitthroughagreeduponac- America,andtheRnowledgeIsPowerProgram(RIPP)—havetaken tions.Takeacloselookatanygroupoffundersandnonprofitsthat decades to reachtens ofthousands ofchildren,aremarkable achieve- believe they are working on the same social issue,and you quickly mentthatdeservespraise,butonethatisthreeordersofmagnitude findthatitisofrennotthesameissueatall.Eachorganizationofren short of the tens of millions of U.S.children that need help. has a slighfly different definirion of the problem and the ulrimate The problem with relying on the isolated impact of individual goal.These differences are easilyignoredwhen organizations work organizations is further compounded by the isolarion of the non- independently on isolated initiatives,yet these differences splinter profit sector.Social problems arise from the interplay of govern- the efforts andunderminethe impact ofthefield as awhole.Collec- mentalandcommercialactivities,notonlyfromthebehaviorof tiveimpactrequiresthazthesedifferencesbediscussedandresolved. social sector organizations.As a result,complexproblems can be Everyparticipant need not agree with every other parricipant on solved only by cross-sector coalitions that engage those outside all dimensions of the problem.In fact,disagreements continue to the nonprofit sector. divide participants in all of our examples of collective impact All We don't want to implythat all social problems require wllec- participants must agree,however,on theprimarygoals for the col- tive impact In fact,some problems are best solved by individual lective impact initiative as awhole.The ElizabethRiverProject,for organizations.In"LeadingBoldly,"anarticlewewrotewithRon example,hadtofindwmmongroundamongthedifferentobjectives Heifetzforthewinter2oo4issueoftheStanfordSociallnnovation ofwrporasions,governments,wmmunitygroups,andlocalcitizens Review,wedescribedthedifferencebetweentechnicalproblemsand inordertoestablishworkablecross-sectorinitiatives. adaptive problems.Some social problems are technical in that the Funders can play an important role in getting organizations to problemiswelldefined,theanswerisknowninadvance,andoneor actinwncert.InthecaseofStrive,ratherthanfuelinghundreds a few organizations have the ability to implement the solution.Ex- of strategies and nonprofits,manyfunders have aligned to support amplesincludefundingwllegescholarships,buildingahospital,or Strive'scentralgoals.TheGreaterCincinnatiFoundationrealigned installing inventorycontrols in afood bank.Adaptiveproblems,by its education goals to be more compatible with Strive,adopting contrast,are wmplex,the answer is not known,and even if it were, Strive's annual report card as the foundation's own measures for no single enriry has the resources or authority to bring about the progress in education.Everytime an organization appliedto Duke necessarychange.Reformingpubliceducation,restoringwetland Energyforagrant,Dukeasked,9reyoupar[ofthe[Strive]network?" environments,and improving community health are all adaptive And when a new funder,the Carol Ann and Ralph V.Haile Jr.�U.S. problems.In these cases,reaching an effective solution requires BankFoundation,expressedinterestineducation,theywereenwur- learningbythestakeholdersinvolvedintheproblem,whomustthen agedbyvirtuallyeverymajoreducationleaderinCincinnatitojoin change their own behavior in order to create a solution. Strive if they wanted to have an impact in local education.' w��e��zon•s1nNFoeosoanuNNovnnoNeeview 39 Shared Measurement Systems I Developing a shared measure- Cmetireuous Consnszcnication I Developingtrust among nonprof- ment system is essential to wllective impact.Agreement on acom- its,wrporations,and government agencies is a monumental chal- mon agenda is illusorywithout agreement on the ways success will lenge.Participants need several years of regular meerings to build be measured and reported.Collecting data and measuring results up enough experience with each other to recognize and appreciate wnsistentlyonashortlistofindicatorsatthewmmunityleveland thewmmonmorivarionbehindtheirdifferentefforts.Theyneed acrossallpar[icipatingorganizationsnotonlyensuresthatalleffor[s rimetoseethattheirowninterestswillbetreatedfairly,andthat remain aligned,it also enables the participants to hold each other decisions will be made on the basis of objective evidence and the acwuntable and learn from each other's successes and failures. bestpossible solurion to the problem,not to favor the prioriries of It may seem impossible to evaluate hundreds of different or- one organization over another. ganizations on the same set of ineasures.Yet recent advances in Even the process of creating a wmmon vocabularytakes time, Web-basedtechnologieshaveenabledcommonsystemsforreport anditisanessentialprerequisitetodevelopingsharedmeasurement ingperformanceand measuring outwmes.These systems increase systems.All the wllective impact initiatives we have studied held efficiency and reduce cost They can also improve the quality and monthly or even biweekly in-person meetings among the organiza- credibilityofthe data wllected,increase effectiveness by enabling tions'CEO-level leaders.Skipping meetings or sending lower-level granteestolearnfromeachother'sperformance,anddocumentthe delegateswasnotacceptable.Mostofthemeetingsweresupported progress of the field as awhole.� by external facilitators and followed a structured agenda AllofthepreschoolprogramsinStrive,forexample,haveagreedto TheStrivenetworks,forexample,havebeenmeetingregularlyfor measuretheirresultsonthesamecriteriaanduseonlyevidence-based morethanthreeyears.Communicationhappensbetweenmeetings decision making.Each type of activity requires a different set of inea- too:Strive uses Web-based tools,such as Google Groups,to keep sures,butallorganizationsengagedinthesametypeofactivityreport communicarionflowingamongandwithinthenetworks.Atfirst, onthesamemeasures.Lookingazresultsacrossmulripleorganizazions manyoftheleadersshowedupbecausetheyhopedthattheirpar- enablestheparticipantstospotpattems,findsolutions,andimplement ticipationwouldbringtheirorganizationsadditionalfunding,but themrapidly.Thepreschoolprogrunsdiswveredthatchildrenregress theysoonlearnedthatwasnotthemeetings'purpose.Whatthey �ringthesummerbreakbeforekindergar[en.Bylannchinganinnova- diswveredinsteadweretherewardsoflearningandsolvingprob- tive"summer bridge"session,atechnique more ofren used in middle lems together with others who shared their same deep knowledge school,andimplementingitsimultaneouslyinallpreschoolprograms, andpassionabouttheissue. theyincreasedtheaveragekindergartenreadinessswresthroughout BackboneSupportOrganizarionslCreatingandmanaging theregionbyanaverageofiopercentinasingleyear.3 collecriveimpactrequiresaseparateorganizarionandstaffwith MutuaUy ReinforcingActivities I Collective impact initiatives avery specific set of skills to serve as the backbone for the enrire depend on a diverse group of stakeholders working together,not iniriative.Coordination takes rime,and none of the participaring by requiring that all participants do the same thing,but by enwur- organizations has any to spare.The expectation that wllaboration aging each participant to undertake the specific set of activities at can occur without a supporting infrastrucrure is one of the most which it excels in a way that supports and is wordinated with the frequent reasons why it fails. actions of others. The backbone organization requires a dedicated staff separate The power of collecrive acrion comes not from the sheer num- from the participating organizarions who can plan,manage,and berofparticipantsortheuniformityoftheirefforts,butfromthe supporttheinitiativethroughongoingfacilitation,technologyand wordination of their differenriated acriviries through a mumally communications support,data wllecrion and reporting,and han- reinforcing plan of action.Each stakeholder's efforts must fit into dling the myriad logisrical and administrative details needed for an overarching plan if their combined efforts are to succeed.The the initiative to function smoothly.Strivehas simplified the initial multiple causes of social problems,and the components of their staffing requirements for a backbone organization to three roles: solutions,are interdependent They cannot be addressed byunw- project manager,data manager,and facilitator. ordinated actions among isolated organizations. Co➢ective impact also requires a higkily structured process Allpar[icipantsintheElizabethRiverProject,forexample,agreed thatleadstoeffecrivedecisionmaking.InthecaseofStrive,staff on the i8-point watershed restoration plan,but each is playing a worked with General Electric(GE)to adapt for the social sector different role based on its particular capabilities.One group of or- the Six Sigmaprocess that GE uses for its own wntinuous quality ganizationsworksoncreatinggrassrootssupportandengagement improvementTheStriveSixSigmaprocessincludestraining,tools, among citizens,asewndprovides peer review and recruitment for and resources that each SSN uses to define its common agenda, industrialparticipants whovoluntarilyreducepollution,andathird shared measures,and plan of action,supported by Strive facilita- wordinates and reviews scientific research. tors to guide the process. Thei555NsinStriveeachundertakedifferenttypesofactivities Inthebestofcircumstances,thesebackboneorganizationsem- atdifferentstagesoftheeducarionalconrinuum.Strivedoesnot bodytheprinciplesofadaptiveleadership:theabilitytofocuspeople's prescribewhazpracticeseachofthe3ooparticipatingorganizazions attentionandcreateasenseofurgency,theskilltoapplypressureto shouldpursue.Eachorganizationandnetworkisfreetochartits stakeholderswithoutoverwhelmingthem,thewmpetencetoframe own course wnsistent with the wmmon agenda,and informed by issues in awaythazpresents oppor[unities as well as difiiculties,and the shared measurement of results. the strength to mediate conflict among stakeholders. 40 STANFORDSOGALINNOVATIONREVIEW•WIn22011 F U N D I N G C 0 L L E C T I V E I M PA C T increasing the effecriveness of organizations with combined bud- Crearing a successful collecrive impact initiarive requires gets of$�billion The social sector,however,has not yet changed a significant financial investment:the time participating its fundingpractices to enable the shifr to wllective impact Until organizations mustdedicateto thework,the development funders are willing to embrace this new approach and invest suffi- and monitoring of shared measurement systems,and the staff of cient resources inthenecessaryfacilitation,wordination,andmea- thebackboneorganizarionneededtoleadandsupporttheiniria- surementthazenableorganizazionstoworkinwncer[,therequisite tive's ongoing work. infrastructure will not evolve. As successful as Strive has been,it has struggled to raise money, confronting funders'reluctance to pay for infrastrucmre and pref- F U T U R E S H 0 C K erenceforshorttermsolutions.Collectiveimpactrequiresinstead hatmightsocialchangelooklikeiffunders,nonprofits, that funders support along-term process of social change without government officials,civic]eaders,and business ex- identifyinganypar[icularsolutioninadvance.Theymustbewilling ecutivesembracedcollectiveimpact3Recenteventsat toletgranteessteertheworkandhavethepatiencetostaywithan Striveprovideanexcitingindicationofwhatmightbepossible. initiativeforyears,recognizingthatsocialchangecancomefromthe Strivehasbeguntowdifywhatithaslearnedsothatotherwm- gradualimprovementofanentiresystemovertime,notjustfroma munitiescanachievecollectiveimpactmorerapidly.Theorganization singlebreakthroughbyanindividualorganization. isworkingwithnineotherwmmunitiestoestablishsimilarcradle Thisrequiresafundasnentalchangeinhowfundersseetheirrole, tocareerinitiatives.^Importantly,althoughStriveisbroadeningits fromfundingorganizationstoleadingalong-termprocessofsocial impacttoanationallevel,theorganizationisnotscalingupitsown change.Itisnolongerenoughtofundaninnovuivesolutioncreued operazionsbyopeningbranchesinothercities.Instead,Striveispro- byasinglenonprofitortobuildthazorganizazion'scapacity.Instead, mulgatingaflexibleprocessforchange,offeringeachwmmunitya fundersmusthelpereateandsustainthewllectiveprocesses,mea- setoftoolsforcollec[iveimpac[,drawnfromStrive'sexperiencebut surementreportingsystems,andcommunityleadershipthazenable adaptabletothewmmunity'sownneedsandresources.Asaresult, cross-sector walitions to arise and thrive. the new communities take true ownership of their own collective Thisisashifrthatweforeshadowedinboth"LeadingBoldly"and impactinitiatives,buttheydon'tneedtostarttheprocessfrom ourmorerecentarticle,"CatalyticPhilanthropy,"inthefa112oo9 scrasch.Activitiessuchasdevelopingawllectiveeducationalreform issueoftheStanfordSociallnnavationReview.Intheformer,wesug- missionandvisionorcreatingspecificcommunity-leveleducational gested that the most powerful role for funders to play in address- indicators are expedited through the use of Strive materials and as- ing adaptiveproblems is to focus attention on the issue andhelp to sistance from Strive staff.Processes that took Strive several years create aprocess that mobilizes the organizations involved to find a to develop are being adapted and modified by other communities solutionthemselves.In"CatalyticPhilanthropy,"wewrote:"Mobi- insignificantlylesstime. lizingandwordinatingstakeholdersisfarmessierandslowerwork TheseninewmmunitiesplusCincinnatihaveformedawmmu- thanfundingawmpellinggrantrequestfromasingleorganization. nityofpracticeinwhichrepresentativesfromeacheffortwnnect Systemicchange,however,ultimatelydependsonasustainedcam- regularlytosharewhattheyarelearning.Becauseofthenumber paigntoincreasethecapacityandcoordinationofanentirefield."We anddiversityofthewmmunities,Striveanditspar[nerscanquickly recommended that funders who want to create large-scale change determine what processes are universal and which require adapta- followfourpractices:takeresponsibilityforassemblingtheelements tion to a local wntext.As learning accumulates,Strive staff will ofasolution;createamovementforchange;includesolutionsfrom inwrporatenewfindingsintoanInternet-basedknowledgeportal outside the nonprofit sector;and use actionable knowledge to influ- that will be available to any community wishing to create a wllec- ence behavior and improveperformance. tive impact initiative based on Strive's model. These same fourprinciples are embodied in wllecrive impact This exciting evolution of the Strive wllective impact initiative initiatives.Theorganizers ofStrive abandonedthewnventional ap- is far removed from the isolated impact approach that now domi- proach offundingspecificprograms ateducationnonprofits andtook nates the social sector and that inhibits any major effort at com- responsibilityforadvancingeducationreformthemselves.Theybuilt prehensive,large-scalechange.Ifsuccessful,itpresagesthespread amovement,engaginghundredsoforganizationsinadrivetoward ofanewapproachthatwillenableustosolvetoday'smostserious sharedgoals.Theyusedtoolsoutsidethenonprofitsector,adapting socialproblemswiththeresourceswealreadyhaveatourdisposal. GE's Six Sigmaplanningprocess forthe social sector.And through It would be a shock to the system.But iYs aform of shocktherapy thewmmunityreportcardandthebiweeklymeetingsoftheSSNs thaYsbadlyneeded. they created actionable knowledge that motivated the wmmunity andimprovedperformanceamongtheparticipants. ivotes FundingCAllectivelmpact1n1t1at1ve5W5t5moneylJutltcan 1 interoiewwithKathyMachant,CEOofrheGrezterGln¢nnariFoundation,Apriiiqzoio. IJeahlghlyleveY2gP,dlnvPStmentAlJ3C�JoneoYgan1z2L1onwlTlla Z �eeMarkKramer,Marcieearkhurst,andLaiithavaidyanathan,&reaFthrougfisin modest annual budget can support a collective impact initiative of st,�,�in��„�„ca„dsoaatr�pa�r,ese sooiai impaoceamsors,wog. SeVeY21k1llndYedoYgan1Z3t1onS�m2gn1�1ngtk1e1mp2Ctofmllllons 3 "SSiccessfulS[arts,"UnitedWayofGreataCincinnati,secondedition,fallzoo9. oYevenIJ1111onsofdo113Ys1neXlsringfilnding.StYIVe�foYeX3mple� 4 �ndianapolis,Housmn,Richmond,va.,andHaya✓ard,Calif.,arethefirstfourcom- p muniries m implement Sttive's process for edurztionalreform.Pordand,Ore.,Fresnq k12S3y1.�m1111onannll311JlldgetlJlltlSCooYd1n2L1ngtkleeffoYTSand Calif.,Mesa,Ariz.,Albuquerque,andMemphisarejustbeginningtheirefforts. WIn22011•STANFORDSOGALINNOVATIONREVIEW 41 � � IMAGINE • DUBUQUE � �� : � � � VIABLE•LIVABLE • EQUITABLE • : � A CALL lOACT/ON - � � • � � • ' • ��` Iiii � _.- i , �� i � �,�L-1��1T�i � � i �� , I � � I i f 1!' I I I �I �f lll II � I' , I ��1 G��} ��°�) I ,;�� },� I�III ,�l��_L'�I �- ; 1�,� �� i �► �-�� p � '+�' ��'� i5:�34p�w�le�l��z'C9�dY1GYi F� , P � � � � � � .�A�:,��mre��'�—� �,�i � 1 � � � ' ' ' � �` 1 ' : d ._ - ,�� `� �- �, ` iA � � , _ l ,� ' �.. �. LL� �,,�a�F , p �,� ��y :, � �1� *'yr�,,• ..,�f��7.t'd+��1'. � � � '�I t S n ` `. i'r ��=��t��4�� " �'� �.�„ ^. �'ap�'. �,; . � � h -� •r,;,,� 4� -:�. _ '��- -��'`'�'�: „ ;�� .� , ..- "� _ � _-� � � a , r� '��;., ,�. V ,,,,r, �� g� J `� � � ='y� r�;�, �� . ',b �� ,�' _ � : . � y, y, _ ,� �!'1'+ � '� ��- _ , /�. -_ �, .. � � � • _ , - � ' 1 1 r • • • � � �JJ _ r_ ��r '} - ._� . �.�_ P� � . � . . � ��jN�,� � � _y� ,r . �IMAGINE . , .. .. ,�.. �. DUBUQUE •. W.su.��.ae�..w��.�a. •.. .,. . .. .. .a . „'...^ ��::�::. �. � . . .T= A CALL TOACTION - � � � . . ,��-� ,�., , �,[are.�" `_ ' ' , � �i� ,� !! � �•• � �u� � � � III Illl ��IRAq � ' ��, � . � . . .�.. I �}� N ��`;Fp[ �� — � � � nr�u 3� �E' ��, _. / � �s PFd�� Fd W�� .'�' �i S . � .�� .! . � � � e . , � ` �p�e��}g .' , ` �� " e� +;.. T�.m � � ` . � 0 (OI11D0.fHEMVE (1T4DLGfl � .a j,� "�'`'r�'�' ":��`{ `� '` �. � . �.�oeo��r�r,�� } ,�;�� . ,;�. 1��::fL tl D p.nebvlhr t! �il P i� � �•.�f � (ITV�LGIIf11l�S qYID � �� Zomny commi.oion ��" _ i -�A�al . +f�r' ; �OFI61 q�E�fl � conro�ranr .. . //p/�y' r� � f : �G 1 . . ,u. .. .�'^' d:�� IA �F � � �• z ' • '! �1� � ��J��l � Prepared by noted landscape architect The 1995 Comprehensive Plan was de- The 20171magine Dubuque Comprehen- lohn Nolen, the 1936 Comprehensive veloped by a newly formed Long Range sive Plan was developed by the commu- Plan was invaluable in setting a clear di- Planning Advisory Commission and Ciry nity - with over 12,500 ideas and over rection for Dubuque. The plan recognized staff. The planning process induded sig- 6,000 participants. City staff along with Dubuque's unigue natural environment nificant community input,and took near(y a team of consultants,coflected and sifted while addressing economic and socia! five years ta comp(ete. Key focus areas through these ideas which are coniained facets of urban life. included riverfront development, down- in this community CALL TO ACT/ON to town,and industrial park master plans. guide Dubuque's future as a viable,liva- ble and equitable community. PLAN AT A GLANCE What is the purpose of our ,i�sperity Comprehensive Plan? • � • 4 5 Policy guide for community's Environmental Social+ Cultural p h y s i c a I� S�C� a �, a n d e c o n o m i c Ir�tegrity Vbrancy development. - :: � 8 9 Inclusively engaged 6,000 people, Commurrty o�t�o�+ �� generated 12,500+ ideas. Facilities ` bility �_�. `��, O Ideas narrowed into themes in 7 �o ACaIIToAction ,o, �pencRx categories to create 110 community recommendations. �, •' 6�000+ PARTICIPANTS 12 MONTH PROCESSH 500 PEOPLE PER ONTH Imagine Dubuque's Communications Plan outlined tl�e type,timing,and - interplay of all mmponents rroted below. The divrrsity of these co!!er � ' � tiwe elements together yielded ovrr 12,500 ideas! � Projed � Project � Project � Color Logo Tagline DetaiLs Scheme Print Videoand Sacial News + Materials OnGnePosts Media Radio Prol'ect Mobile Quick Smartphone Website App Polls Polls 4 I IN-PERSON EVENTS Q Community � Pop-Up � Focus O Interviews Workshops Idea Booths Groups PLAN AT A GLANCE Why is it important to you? 1i�sperity • � • Plan Recommendations used to 4 5 inform City Council goal setting, Environmental Social+ Cultural a n n u a I b u d g et p r i o r i t i e s, a n d I a n d Ir�tegrity Vbrancy use decisions . - :: , 8 9 City staff, boards, commissions Commurrty o�t�o�+ �� and community partners are Facilities � b�� called to action to implement the ,_�, �-�, � Plan's 110 recommendations . iQ ACall To Action A �ppencRx WORKINGTOGETHERTO BECOME MOREVIABLE,LIVABLE,& EOUITABLE omic Deve(o • � / � � `��oo ryiP�f I& Spstainabilit GreaterDubuque Su ortSe�y�r � ^ Pr � ' / � �G,�r0e,�e',n - ',?'STARTUP '�"^'�"7"� � ,� D�SU%A C((„ , dubuque � \ DUI3UQUE�)� jobs �<S�F � � A C�DUBUQUE � �aS`pess Initia��P� �avernan�e Due�. � � �" F ... . MA'�NST0.EkT ' m � +��ern� >yp DUFUQUFARFI �� COVryTy�� . � I � • ' . cHn-a�unuQur • ��" ECIA . . .o4eua4' � � IMAGINE . • ' • � ' • � ' ° : � DUBUQUE lOW1 .. • 1 � • 1 ��,Il1Y Ca�P `p� �(�U[dt10ry /\\ � Coi, unhyFoimdafio� HuIrH'amil�� i�rr,,.,,.,n.e„y,,. �"Mvltltulfural �ti°,��m."sn�°R.e � som�yc.,.�..�o .. ' � ' ' ' ' � ��u�uE ��'Dubuque us dubuque �« r� � � � ,/�v,�.T.,�,��.,, `o�munit CarP `o��nunit �aiP � Clazke a .� - wanscou�e. . � � � � � � � faces: voices /� � . `-��-�� u. ,. � � m �� UR AE M • • � • . �� FS_ �� •� ��{, IIUMANG CresceotCommum[y �SOCILTY � � an:a�dc�m�R Inifiativa b �J Check out these projects already underway... . . . . . . , . . . . . 7 - • . $105K DISPERSEDTO . In2018, Dubuqueadded LOCAL STARTUPS electronic recycling to its BUSINESSES IN 2018 O large item collection. ■ • . • • ' • . . • " ' ' 350+ JOBS 4,300 TONS CREATED IN DUBU�UE Of trash was diverted from landfills to recycling in 2018. � • . � � � � � 48 MILES 19K+ provdeddueto OF FIBER-OPTIC CABLE extended hours � � IMAGINE : DUBUQUE . � � VIABLE •LIVABLE• E�UITABLE A CALL lOACT/ON • ' ' ' - • ' ' - ,- ; ; � �i� �� ,., �,__ - � . - . . . . . i , i r� isi i ��i� —t� i ,�:. � � � �� j � � � . . � � � ��i��l�l r��J��,I�;F' . 1� ,; �, °�, �;j'��as�e+,nu��:��a��.��r�en�.^�s� ,�u � � �... , � � � � � � � �, • 1 ��!'�Y- �� , l �r ,,-t- W , :,+ .. �'I��:H S�' '�. � � � � _,,.,t gYe ��'.�� J:' ..nii n I � .,,��r ,. �:�,. � ,� � � �."� � � . / � � . � �= , _ � aw�'�a*:��.,t,. t, � ' ��'�� i _. � � � � � � .��?'� „ ".' �` � �� y� r��, _ � � �,.r1 �� i � .�I . y� �' ' � �� , , '�� , . , � Yd ��-„=' �� ` ? � /� _.��..iL.J1►3 `', � � a ,,�'�:i � � J �'J�4J�1��rJ��J 'J� �!r!�`J • � � I . ' • 1l ' . ' 11 ' I ' 11 � � � � � _ . . . - • . . . . . � � • • • • ' • ' - • • • A Common Agenda 0�00 Continuous Continuous ��1 Communication Communication �/ i i v i i � H i � H i � � CONNECTORS %� ��, COORDINATORS ;� �, CHAMPIONS ;� �, , , , , , , , , ,,,` ; •,,` ,; •,,` ,, Mutually Reinforcing Activities // Shared Measurement System 7 PLAN CATEGORIES 32 PLANSUB-CATEGORIES 110 PLAN RECOMMENDATIO ECONOMICPROSPERITY -----------) � ---------------------------------� y SUSTAINABLEENVIRONMENT -----------� ' . �� ----------------------� SOCIAL&NLTURALVIBR0.NCY -----------� � ---------� LIVABLENEIGHBORHOODS&HOUSING -----------� I' -----------------------------------------� COMMUNITY FACILITIES -----------� ' � � ---------------------------------� TRANSPORTATION&MOBILITY -----------� ' . . . �' ---------------------� LANDUSE ._-_-__-__-� � � . . � � � ____-____� � i � BACKBONE SUPPORT ORGANIZATION �TESKA ASSOCIATES City Department Managers • Role is informational & referral • Create and share templates for Socrata / STAR Rating / Open Data team members 0�00 for data collection, equity and STAR indicators, and management � ' � i • Connect with Community Coordinators, � CONNECTORS '' City government, partners, and/or , , 'o ; community . , �'a e'� • Participate in quarterly Imagine `��'� -- - --�'�' Dubuque Implementation meetings • Trackthrough `equity lens' • Share data and progress metrics from Coordinators and Champions with City Council to showcase success measures City Leadership Team + Community Partners • Role is ta provide input and effort to Champions to identify a path forward, help remove obstacles, and successfully achieve subcategory goals � ; . • Define what metrics will be collected to ' COORDINATORS ' measure progress / equity indicators , , ` B '� ,' • Determine what "success" looks like for . � .' each sub-category � s `�� __ __ -�`e� • Create template ta track progress within subcategory and share with associated Connector and Champion • Coordinate with Connectors, Champians, Government, Partners, Community Individuals, C�i�y Staff + -� Communii�y Par�ners ; � • Role is implementation of projects, � ' ) programs, e�ents, initiati�es, and efForts �� that help meet the 110 recammendations � � � � , . � � CHAMPIONS �' • Define what metrics will be collected to , � � : measure progress / equity indicators . , . , . � �'��____ p ,� �� "� • Determine what "success" laoks likefor each project and initiative • Track progress and share with associated Community Coordinator PLAN CATEGORY CONNECTORS Jill Connors Economic Prosperity Economic Development Director 000� Sustainable Environment Gina Bell � ; Sustainability Coordinator ��, CONNECTORS % , � . � Social + Cultural Vibrancy Cori Burbach Assistant City Manager ```��'��-____- '"��' Livable Neighborhoods + Alexis Steger Housing Housing + Community Development Director Community Facilities Gus Psihoyos City Engineer Transportation & Mobility Renee Tyler Transportation Services Manager Land Use Laura Carstens Planning Services Manager Economic Economic Employment Greater Continue ongoing Dupaco Dupaco Prosperity Development Dubuque efforts to diversify Community headquarters Director Development Dubuque's economy, Credit Union relocation to Corporation including all sectors downtown (GDDC) and all employment types and categories � • • � � - , � . . , , . � • � • � • � � � � � 83K � + ' -- RE�EVELODMENTPROJECT ,� ��,' ,� r' ,, •, - FULL-TIME �� , � ��,� �� r ��,; ;� ,,��.�,�_ �� , EMPL�YEES ;, �_ � �� . � e '� C BY 2023 � ��-� ' � REINVESTMENT DROJECT Sustainable Sustainability Healthy Housing Continue Healthy Visiting Nurse Bee Branch Environment Coordinator Neighborhoods Resiliency Homes strategy as Association Healthy Coordinator part of CHANGE and (VNA) Home Homes Bee Branch Advocate Resiliency revitalization efforts Program f^l r� . , . . , • - • � . , . � '�r �� _.rti.� +�� .1.�:a..�../�i 1 ��',� :�� ,^� ' 1 Q APpLICATiOHS ^^ 4 �1V APPROVEQ �, , �- �� . � $ 2.5 MILLI�N t�~��'Z'R�'. ,,�_ �'�`�'' `'x ��` ,� INVESTED IN HEALTHY HOMES PROGRAAi1 129 �,4pgpµp� tirY-r' '�� J . y �.. J � �+Y ��` ". /17 pROJECTS '� � �., �-��s� � � `'� � UPPER 6EE BRANCH ;-Fl COMPLETE �� - � ;��A �' " `�'��rii , �' CREEK RESTORATION ��. - �- �; � • ' 33 ��Rway �� .� .. ri� � , :� . . _ , Yi �`,��' �"�� . � Social + Assistant City Education + Every Incorporate and support Dubuque Third Grade Cultural Manager Empowerment Child/Every recommendations from Community Reading Vibrancy Promise the 2017 Third Grade Schools Achievement Reading Community - Solutions Action Plan O 9.�� ,,�;. • • ��'.M1� � � * • � i . , . . . � . . . � � .�r 5��+ �� Y ' { � - IN AMERIGDRP5 ENRICHAAEM DROGRlUA ��, �� + ��'`STUOENTS TUTOREb i _ tiat. �;- � .. . . . . . . . .:.:�;`._..��'r:.��. . r: � � � 6Y AA�RICORPS PARTNER5IN EEARNING . , , , � ;� 'e�` "�,�. ,'M'•;,. . � ' 1 � • ' � ' • ' � . • ' ' • � ' , � . • . � <. .. 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