ACEs Design Principles
FY2014 Accomplishments
• Formed ACEs Stakeholders Group
• Received PCA Iowa Grant to develop and implement
ACE-related strategies within the Taylor Neighborhood
Area
• Identified target audiences of:
 Schools/PTA
 Parents
 Birth – 4 yrs. Child Care Providers
 Churches
 Non-Profits
 Law Enforcement
 Judicial
FY2014 Accomplishments
• Created a Purpose Statement:
“Working together as a community, we coordinate our efforts and
leverage resources, to break the cycle of Adverse Childhood
Experiences”
• Created a list of activities to work on together:
 Define structure and role of group
 Determine which piece of the work each of us our
responsible for
 Create guiding principles
 Identify gaps in our work
 Identify how we will track and measure our progress and the
impact of our work
 Assess how our work connects with Johnson Co.
FY2014 Accomplishments
• Created a shared list of ACEs related efforts:
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Prevent Child Abuse Iowa Grant
Social Norms Marketing
Reaching Families
On My Own and Okay
Safe Sleep
ACEs/TIC Community Trainings
ACEs Community Conversations
ACEs Info. HUB on UWECI Website
Trauma-Informed System
ACEs Speaking Engagement
Family Connections Library
A Multiple Alliance Collaborative – Cedar Rapids School
District
 Police Efforts to reduce Community Violence
 Know Your Neighbor Event
 Family Fun Night Event
FY2014 Accomplishments
• Created a list of Guiding Principles:
 Do no harm
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Commit to being present
Move together with one vision
Focus on the sweet spot
Respect the sovereignty of each partner
o Share the gift that fits
o Equality of membership
Leveraging Resources
Break down silos
Safe place
Asset-based
Shared learning
Developing a Community Change Strategy
Principle 1: Be clear about your outcome.
Define the specific result sought for a specific population.
1. Review national research, UWW frameworks
2. Use local data and engage with diverse stakeholders to
determine:
a. Which aspects of the issue are of greatest concern
b. What population segments are most affected
3. Agree on the specific result sought for a specific population
4. Clarify any ambiguous words in the outcome.
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
Developing a Community Change Strategy
Principle 2: Uncover the underlying issues.
Pinpoint the conditions that keep the outcome from being
achieved.
1. Use local data and engage with diverse stakeholders
(consumers, agencies, trusted advisors) to determine
and document:
a. The absence of building blocks to achieving the outcome.
b. The presence of roadblocks to achieving the outcome
2. Select the most critical obstacles; document findings
3. Test the choices
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
Community Change Map
United Way of East Central Iowa
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Developing a Community Change Strategy
Principle 2: Uncover the underlying issues.
Pinpoint the conditions that keep the outcome from being
achieved.
4. Use local data and engage with diverse stakeholders
(consumers, trusted advisors) to learn the underlying issues
that cause or contribute to the critical obstacles; document the
findings
5. Establish intermediate outcomes for the critical obstacles
6. Identify underlying issues to target; document the rationale
7. Test choices
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
Developing a Community Change Strategy
Principle 3: Build strategies for changing community
conditions.
Target lasting changes that will overcome the obstacles and
improve lives for years to come.
1. Research best and promising practices to deal with underlying
issues; test for local relevance
2. Choose specific approaches for addressing the underlying
issues
3. Determine what changes in policies, systems, associations,
etc. are needed for the approaches to work
a. Engagement opportunities??
b. The 80/20 Rule
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
Developing a Community Change Strategy
Principle 3: Build strategies for changing community
conditions.
Target lasting changes that will overcome the obstacles
and improve lives for years to come.
4. Define the details of each desired changes (who, what,
where, when, how many, how often, etc.)
5. Test choices
6. Identify what resources are needed by when
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
Developing a Community Change Strategy
Principle 4: Plan to track progress and results.
Gather data you will use to communicate impact and
increase effectiveness.
1. Decide which changes targeted by your strategies are
important to track (the outcome is a “given”)
2. Identify indicators, data sources, data collection
3. Set up a system for monitoring implementation activities
4. Develop a schedule for regular data review and use
5. Identify what resources are needed by when
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
Developing a Community Change Strategy
Principle 5: Develop a plan to mobilize resources.
“A goal without a plan is only a wish”
“Hoping is not a strategy”
“A 75% solutions to the right problem is better than a
100% solutions to the wrong problem”
Source: Meg Plantz, Building Strategies, Measuring
Results; United Way Worldwide 2008
The Five Conditions of Collective
Impact
Common Agenda
Shared
Measurement
All participants have a shared vision for change including a
common understanding of the problem and a joint approach to
solving it through agreed upon actions.
Collecting data and measuring results consistently across all
participants ensures efforts remain aligned and participants hold
each other accountable.
Participant activities must be differentiated while still being
Mutually Reinforcing
coordinated through a mutually reinforcing plan of action.
Activities
Continuous
Communication
Consistent and open communication is needed across the many
players to build trust, assure mutual objectives, and create
common motivation.
Backbone Support
Creating and managing collective impact requires a separate
organization(s) with staff and a specific set
of skills to serve as the backbone for the entire initiative
and coordinate participating organizations and agencies.
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Prioritization Considerations
• Number of individuals affected
• Degree of demographic disparity
• Severity of issue (impact on health and wellbeing of population)
• Family Impact
• Systems Change
(source: Iowa Title V Needs Assessment)