Systems Mapping for Social Change - Harvard Social Enterprise Conference (SECON) 2018

Transcript

1. Systems mapping for social change Tools & approaches for creating durable impact +
2. Jeff Mohr Cofounder & CEO, Kumu Advisor, The Omidyar Group Henning Ringholz Senior Executive, Small Foundation Visiting Scholar, MIT Legatum Center Harvard MPA ‘17 Jess Ausinheiler HKS MCMPA18 Jeffrey Glenn Harvard Chan School DrPH18 Perspectives
3. “We must take care not to oversimplify an increasingly complex and dynamic reality. This is a common mistake, resulting in a great deal of bad conventional wisdom.” ~ Larry Kramer and Daniel Stid, Hewlett Foundation
4. “…as we have watched funders and their grantees struggle and often fail to reach their ambitious goals, we have repeatedly felt a nagging suspicion that the conventional tools of strategic philanthropy just don’t fit the realities of social change in a complex world.” ~ Strategic Philanthropy, Stanford Social Innovation Review
5. “Every system is perfectly designed to get the results it gets.” ~ Paul Batalden, IHI Senior Fellow
6. 1. Acknowledge Our Limited view
7. 2. Embrace Complexity, Seek Simplicity
8. 3. Make Assumptions & Mental Models Explicit
9. VS. VS. VS 4. Look for Patterns, Not Problems
10. 5. Pay attention to Unintended Consequences
12. Sugary-sweetened drinks banned from a school Childhood obesity rate over last 30 years; movement from urban to rural Unsafe neighborhoods and lack of open space leading to less exercise Freedom of choice vs. school’s job to prevent unhealthy choices
13. Systems Thinking Warm Up Turn to a partner and share a complex challenge you’re working on. Then use the iceberg model and brainstorm 1-2 examples of: • Events • Patterns • Structures/Mental models
14. kumu.io A powerful web- based platform for mapping systems and networks. Free for public and classroom use.
15. Remember…The map is not the destination
16. Complex Market Systems Require New Approaches Henning Ringholz
17. Financing Provides seeds Buys produce Extension service Provides seeds Buys produce Extension service Innovation & support Linkages, mentoring, metrics Mobile platform Tillage and other services Finance providers Insurance providers Export
18. Affordable Housing & Transportation Jess Ausinheiler
20. Stakeholders in need of access to a thriving community & quality of life Access to meaningful Education Access to Q Housing Access to Living Wage Jobs Access to Q Health care Access to healthy food Access to Transportation Access to safe neighorhoods Existing Community's ability to preserve or improve their status Stable/ increasing housing prices Access to elected decision makers Information & awareness re: proposed development Ability to organize / political power Civic leadership's ability to ensure community, self &/or business interest Understanding of the Public interest Broad & deep knowledge (systems level) Q of Leadership Independence of action Independent funding Independent from politics Diversity of thought/ representation Market Rate developers ability to provide a profitable quantity & quality of market-rate housing Costs Land Construction Labor Mtls Process costs Process Time/ Uncertainty Fees Financing costs Interim Long- term Regulations Revenue # units Interest rates Availability of capital Revenue per unit Total Unit Cost Existing Market value Expected rate of return Profit Firm's IRR Firm's Brand Foundations' ability to fulfill their mission Sustain / increase asset base Build brand Quality of knowledge Quality of decision making Local, State & Federal government's ability to design & cause delivery of an "ideal" community (thru funding & regulating) in line with the interest & support of the Public Q of decision making Policy setting ability of Administrative Officials Ability to define & design an ideal community/ project Q&Q of Deep Knowledge Ability to execute NGO Advocates ability to work well on funding streams, regulation, and compliance Ability to lobby individual decision makers Ability to mobilize constituents Ability to litigate Adjacent service providers ability to ensure affordable, integrated quality of life services Total demand for IQOL services Total capacity for IQOL services Available funding for IQOL services Availability of Multilayer capital Availability of Subsidies Availability of LIH Tax credits Quality of AH brand Housing supply Rental supply Ownership supply Fluidity of job location Availability of Jobs Availability of workers Power of the American Dream Access to recreation Physically safe Environ- mentally safe Access to Health Access to Community Access to the Economy Consultants, lawyers, lobbyists EIR Mitigation Inspection delays & rework - - Wages - - AH developers ability to provide financially sustainable below market rate Q&Q housing with access to integrated quality of life services that add value to the Community Access to Public & Private Capital AH developer fees Access to IQOL Services AH development costs MR developer costs - - Fee/ project Availability of competitive investments Housing price Housing demand Rental demand Ownership demand Ownership Affordability Relative Income Ownership costs - - Minimum wage - - - Housing population Household/ family size - - Availibility of capital Construction capital Mortgage capital Financial institutions ability to generate highly competitive IRR while complying Market share Institution Brand Compliance (CRA) Operational efficiency Scale Access to investment capital Rate of return Ability to mitigate risk Q of investment decision making Competitive pressure - - - Ability to ensure compliance Q & Q of Staff - Leadership ability of Elected Officials Q&Q of Broad Knowledge Ability to ensure Public Interest Ability to gain Public Support - Population growth Net Immigration <Costs> - Openness to Outside Expertise Renter/ Owner Subsidies Non-fluidity of housing ownership Purchasing costs - Q of Location Density - Purchase price Other ownership costs Q of Development Design Economies of scale - Impact/ dollar spent Q&Q of Staff/ People available funding <Local, State & Federal government's ability to design & cause delivery of an "ideal" community (thru funding & regulating) in line with the interest & support of the Public> <AH developers ability to provide financially sustainable below market rate Q&Q housing with access to integrated quality of life services that add value to the Community> <Relative Income> <Revenue per unit> <Ability to ensure compliance> Union wages Potential impact of Advocacy strategy e.g., Rent control, inclusionary zoning, development capital, inclusionary zoning, rental assistance, etc. AH eligible land AH processing time Q of MR Organizational Capacity - - Equity capital Access to capital The Community's ability to ensure XX% of the AH Population equitable access to a thriving quality of life by 20XX Rental assistance - Q of AH Organizational Capacity <Compliance (CRA)> - AH Financing costs Constraints on Development - Asset/ Income disparity - Community Participation in Project Design Legend Reinfocing relationship Opposing relationship Q = Quality b b - Delay over time b Q&Q = Quality & Quantity NGO's Foundations Government AH Developers Market Rate Developers Housing Market Financial Institutions AH Population Civic Leaders <Ability to litigate> Mortgage deduction Renter protections - IQOL = Integrated Quality of Life <Community Participation in Project Design> Influence of Special Interest Lobbying - - Q of Government organizational capacity Government Silos - Government's access to capital - <Availability of competitive investments> - - Zoning associated costs Q of AH Culture Q of AH Information Systems Q&Q AH Staff Q of MR Culture Q of MR Information Systems Q&Q of MR Staff - AH developers ability to provide .... Ability to Collaborate <Availability of LIH Tax credits> <Q of AH Organizational Capacity> <Availability of Subsidies> <AH Available Land> Risk allocation Q&Q of Ongoing Public Engagment <e.g., Rent control, inclusionary zoning, development capital, inclusionary zoning, rental assistance, etc.> <Foundations' ability to fulfill their mission> - Compatability between regional, local & national regulations Q of AH Development Community Feedback Q of CL decision making <Quality of decision making> Strategic consideration Founder & Board intent Community Foundation Positioning Resources available to leverage Competition for Resources - Q of Evaluation (& Communication of Impact) - Political power Access to Affordable Energy Degree of Inclusion Q&Q of Staff & Support Services Ability to Elect Qualified Candidates Ability to influence the Political System <Ability to influence the Political System> Proximity Ability to generate & communicate compelling facts/ data/ political frames e.g., Seniors, Veterans, Healthcare, Environmental & others Property taxes Bldg code & regs Inclusionary <Local, State & Federal government's ability to design & cause delivery of an "ideal" community...> <Local, State & Federal government's ability to design & cause delivery of an "ideal" community...> Definition of Access to IQOL AH Developer Costs - Cash Deferred # of Deals Sustainable Operations Project Quality Rate of interest - Transparency - Housing Industry - Silos - - Copied here with permission from Housing California.
21. A systems thinking approach to global governance for NTDs Jeffrey Glenn
22. http://bit.ly/2C4Pizs
23. Humanity United: Addressing forced labor in corporate supply chains Jeff Mohr
27. New Strategy Built With Four Key Pillars Tools for corporations Investor awareness Brand and reputational risk Corporate legal accountability
28. Free Course Available on +Acumen
29. 1 Pick your frame
30. What forces account for the current levels of human slavery in corporate supply chains? Why have we been unable to meet the needs of Syrian refugee children?
31. Tips for framing questions Focus people on describing the system as it currently exists Turn your challenge or goal into a collective inquiry Don’t embed solutions or hypotheses Right-size the elevation (not overly broad or overly specific) Avoid abstract or fuzzy language Don’t relinquish to experts
32. What forces account for the current level of _______? Despite our best intentions, why have we been unable to _______?
33. 2 Enablers & inhibitors
34. Enablers Inhibitors
35. Refugees' commitment to helping/ volunteering Skilled educators in host countries Positive coordination among NGOs NGO experience & capacity to carry out programs Growing media attention on the issue Huge and growing number of refugees Restrictions around refugee employment Not enough financial support / donor fatigue Poverty Overcrowded classrooms Safety Trauma
36. Enablers Inhibitors Behaviors Policies Beliefs
37. Behaviors the actions people take (processes and skills of key people)
38. Behaviors the actions people take (processes and skills of key people) EXAMPLE positive coordination among NGOs
39. Policies rules and structures (systems, institutions, rule of law)
40. Policies rules and structures (systems, institutions, rule of law) EXAMPLE restrictions around refugee employment
41. Beliefs what people think and value (attitudes, norms, views of other groups)
42. Beliefs what people think and value (attitudes, norms, views of other groups) EXAMPLE refugees' commitment to helping/ volunteering
43. Your turn Brainstorm as many enablers and inhibitors you can think of for your topic Sort each enabler and inhibitor as primarily related to a belief, behavior or policy Fill in any gaps where you don’t have at least one belief, behavior, or policy 8 min
44. 3 Upstream / downstream
45. FACTOR Upstream causes Downstream effects
46. OVERCROWDED CLASSROOMS huge influx of Syrian refugees overstretched systems poor education quality resentment by host communities
48. 4 Build loops
52. Your turn Pick a theme that has come up in your exercises and try to draw a loop Start at one factor and add connections and factors until you end up back where you started Take a stab at whether the loop is reinforcing or balancing 8 min
53. … The Full Process
55. REMEMBER Map what is, not what you want to happen Hold your map (and strategy) lightly Pay attention to the quality of your curiosity Move to action quickly and test your hypotheses Don’t conflate good intentions with impact
56. Questions?
57. Interested in learning more? Kumu System Mapping Platform (https://kumu.io) +Acumen Systems Practice Course (https://www.plusacumen.org/ courses/systems-practice) Humanity United Performance Report (https:// humanityunited.org/performancereport2016/) The Systems Thinker (https://thesystemsthinker.org)
58. “Changemakers are people who can see the patterns around them, identify the problems in any situation, figure out ways to solve the problem, organize fluid teams, lead collective action and then continually adapt as situations change.” ~ Bill Drayton & David Brooks
59. Thank you jeff@kumu.io @kumupowered https://kumu.io +