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The Need for Cross-Sector Collaboration
Addressing today’s most pressing challenges requires developing the capacity to lead collaboratively and to effectively work across sectors.
Tag: Collective Impact
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The Essential Skills of Cross-Sector Leadership
Becoming an effective cross-sector leader requires a set of skills built around three broad areas: building teams, solving problems, and achieving impact.
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Creating a Cross Sector Leadership Network
The James Irvine Foundation’s New Leadership Network provides lessons about how to foster civic innovation.
Collaboration
Beyond the Backbone
Three alternatives to the backbone organization—a fundamental aspect of collective impact efforts—that can help ground collaborations focused on systemic change.
Education
Equity Along the Paths to and Through College
How a New York community center is training college advisors, school counselors, volunteers, and members of community-based organizations to provide high-quality college advising.
IMPACT INDIA
Reframing Education Change in India
Improving learning outcomes in India requires that funders and social purpose organizations shift to working on the entire educational ecosystem rather than focused interventions.
Collaboration
Collective Impact Without Borders
Successful, multi-national, collective impact efforts require that organizations carefully consider two dimensions of their approach.
Review
Collaboration
Stretching Toward Solutions
Although his advice could at times be more concrete, Kahane offers an effective critique of current approaches to collaboration and shows the need for a different way of working together.
Video
Collaboration
Data On Purpose | Do Good Data: Unlocking Data and Unleashing Its Potential
How can we work together to make our vast stores of data more useful to people working in different fields and sectors?
Scaling
What Exactly Do We Mean by Systems?
Everyone is talking about systems. Or at least, that's how it seems in my wonkish corner of the philanthropic world. You can't attend a conference or even have a meeting without hearing about systems, whether it's people trying to disrupt them, map them, learn from them, or catalyze them.