Project Got Your Back
Report date
November 2020
What has been most instrumental to your progress?
The following activities were the most instrumental to making progress for the MNME project.
1. Engaging and facilitating the entire Military/Veteran ecosystem of diverse organizations to have opportunities to assess the conditions hindering the current system from meeting the needs of MN military connected (a term that we defined as a group). After understanding what best practices were happening across the nation, we developed a statewide infrastructure to create a system to nurture collective impact activities. This infrastructure consists of quarterly meetings to ensure engagement and communication across all providers. There is a statewide steering team of providers that serve the entire state and regional gatherings where there are task forces that are creating solutions for each of their areas. This infrastructure development was a critical step needed to create space for co-creation. This is important because there is now a formalized/recognized
structure that can be used to direct any individuals or organizations that want to support 'military connected' to join the work in meaningful ways. This did not exist in this space prior to this project.
1. Engaging and facilitating the entire Military/Veteran ecosystem of diverse organizations to have opportunities to assess the conditions hindering the current system from meeting the needs of MN military connected (a term that we defined as a group). After understanding what best practices were happening across the nation, we developed a statewide infrastructure to create a system to nurture collective impact activities. This infrastructure consists of quarterly meetings to ensure engagement and communication across all providers. There is a statewide steering team of providers that serve the entire state and regional gatherings where there are task forces that are creating solutions for each of their areas. This infrastructure development was a critical step needed to create space for co-creation. This is important because there is now a formalized/recognized
structure that can be used to direct any individuals or organizations that want to support 'military connected' to join the work in meaningful ways. This did not exist in this space prior to this project.
2. Creating a shared brand MN Military & Veteran Exchange (MNME) and website (www.mnme.us) provided ways to communicate about the project and provide a unified space to explain the military and veteran collective impact effort, post co-created solutions, and offer a single access point to services needed by military connected.
Co-branding the project was needed to remove power struggles and organize knowledge sharing in this space. There are so many organizations trying to serve and message in various ways, all of which can be overwhelming and confusing to currently serving, veteran, families, and caregivers looking for assistance. The website has been developed to be a resource guide, but not set up in a way to simply list services. Instead, we are attempting to create an educational space where providers bring their solutions around a specific topic together. The compilations of providers and solutions in one space for a specific audience is MNME.
Co-branding the project was needed to remove power struggles and organize knowledge sharing in this space. There are so many organizations trying to serve and message in various ways, all of which can be overwhelming and confusing to currently serving, veteran, families, and caregivers looking for assistance. The website has been developed to be a resource guide, but not set up in a way to simply list services. Instead, we are attempting to create an educational space where providers bring their solutions around a specific topic together. The compilations of providers and solutions in one space for a specific audience is MNME.
3. Executing on a co-created resource event (this ultimately was planned to be a physical event and shifted to being a virtual event due to COVID) was a huge win for this project. The collaborative event brought over 170 speakers together presenting on all areas of social determinants of health. We had over 50 topical presentations that were co created by organizations (for example: caregiver needs, family issues, substance use disorder, mental resilience, and more). Without this project there wouldn't have been the relationships or even a leadership structure to bring the efforts of so many together in a unified way as a much needed solution for the community.
This was important because it created a space in time to practice co-creation and collaboration. Due to the outcomes and impact of the event there is now a baseline to grow on the collective work.
This was important because it created a space in time to practice co-creation and collaboration. Due to the outcomes and impact of the event there is now a baseline to grow on the collective work.
Key lessons learned
Funding and sustaining collective impact is nearly impossible. Being the convening organization who attempts to take no credit for the work of others whose goal is facilitating the progress of others creates a difficult dynamic for fundraising. We have learned this to be true of so many other backbones. To overcome this struggle many organizations across the country end up writing grants to provide services to sustain funding. They report a whole new set of challenges an organization faces trying to facilitate and participate simultaneously.
Being a true backbone for collective impact causes an organization to need to be very careful to not take credit for the work of the collaborative. Since outcomes are key to fundraising, there is work to be done for all backbones to determine how to articulate outcomes when your organization is not providing direct services and instead facilitating collaboration. Storyboarding the value of collective impact is something many in this space need.
Being a true backbone for collective impact causes an organization to need to be very careful to not take credit for the work of the collaborative. Since outcomes are key to fundraising, there is work to be done for all backbones to determine how to articulate outcomes when your organization is not providing direct services and instead facilitating collaboration. Storyboarding the value of collective impact is something many in this space need.
A few lessons: 1) Politics are difficult but relationships and actions overcome. 2) Turf wars exist even when there are open and transparent conversations being held. 3) Not all staff and organizations are committed to exploring new ways of solving problems, status quo is enough for many.
Our partnership with both the Federal VA Veteran Experience Office (VEO) built credibility for the project, especially for the large scale event. Building trusted relationships with certain service providers made it possible for us to open doors that we never would have been able to open on our own. Through our meaningful work we have created value for all kinds of other organizations across the eco system (for large organizations they have still thrived, while small non profits have been able to be known). There has been a changing perception for giving a collective impact project a chance because of the improved communication and vision that has now been set. Every organization can find ways to engage and leverage the collective project.
Our partnership with both the Federal VA Veteran Experience Office (VEO) built credibility for the project, especially for the large scale event. Building trusted relationships with certain service providers made it possible for us to open doors that we never would have been able to open on our own. Through our meaningful work we have created value for all kinds of other organizations across the eco system (for large organizations they have still thrived, while small non profits have been able to be known). There has been a changing perception for giving a collective impact project a chance because of the improved communication and vision that has now been set. Every organization can find ways to engage and leverage the collective project.
Failure was something that happened prior to the grant but has continued to offer learning to us and national partners. Nationally, networking service providers on software to client case manage has been seen as the prescribed solution in the veteran space. Prior to our Bush grant we tried and were forced to picot realizing that there was not going to be support for this type of solution without going through a longer process of generating awareness of the problem, group definition of potential solutions, etc.
Pivoting our attention to group development was key. We chose to focus on bringing a different type of software tool, one that could organize the strategy of the the organizations to articulate and monitor their collective progress toward shared goals. While this did not get the traction we needed (mostly due to COVID and loss of momentum for an external project as nearly all organizations focused inward on changes needed to adjust to the new service needs) there is a value to that work.
After 4 years there now exists infrastructure (meetings and website), relationships, and trust to create collective case management of military connected across the state.
Pivoting our attention to group development was key. We chose to focus on bringing a different type of software tool, one that could organize the strategy of the the organizations to articulate and monitor their collective progress toward shared goals. While this did not get the traction we needed (mostly due to COVID and loss of momentum for an external project as nearly all organizations focused inward on changes needed to adjust to the new service needs) there is a value to that work.
After 4 years there now exists infrastructure (meetings and website), relationships, and trust to create collective case management of military connected across the state.
Reflections on the community innovation process
All three have been important. Inclusion has been important to ensure all voices are at the table buying into the process and potential of the work. There are many political reasons that work does not get done in the military and veteran space. By being inclusive we have brought attention to all organizations in a equal way so there can be some power equalization. Not just the largest organizations setting the direction and being heard. In addition the volume of those engaged in the work is making it harder for political powers to deter progress of those committed to the collective project. Collaboration has been important because as we have continued to invite and engage organizations we have gained strength and generated a collective mutually beneficial value proposition for all. Resourcefulness has been important because there is no way with the limited budget of this project we could have accomplished the work we set out to do and have accomplished. We have pulled from the strengths of aligning to other national and local groups creating win-win outcomes for multiple programs building sustainability for the project. This community owned project has gained national attention.
Progress toward an innovation
We have innovated and learned in MN in ways that have caught the attention of national players to learn from us. We figured out how to build a sustainable statewide infrastructure and brand while partnering with the VA to deliver a large scale community event (during COVID). Other states have focused on implementing technology (a solution that only works in larger metropolitan areas). While we have instead studied on the needed system change.
1. We are engaged at the national level on policy with our congressional leaders
2. We have moved the needle with service providers to change the way they deliver siloed programs
3. We have created an environment for relationships and engagement to occur
4. We are engaged in process changes needed to align our solutions ahead of the problem
The Bush funding provided us much needed funding to allow us to lead Experience 2020 which moved the relationships that had been created, to setting a shared goal of the event, and executing as a community together to address the social determinant needs of the MN military connected community.
We are definitely closer to a sustaining breakthrough.
1. We are engaged at the national level on policy with our congressional leaders
2. We have moved the needle with service providers to change the way they deliver siloed programs
3. We have created an environment for relationships and engagement to occur
4. We are engaged in process changes needed to align our solutions ahead of the problem
The Bush funding provided us much needed funding to allow us to lead Experience 2020 which moved the relationships that had been created, to setting a shared goal of the event, and executing as a community together to address the social determinant needs of the MN military connected community.
We are definitely closer to a sustaining breakthrough.
What it will take to reach an innovation?
We have had innovation, we would just love more time to have more to ensure the solutions are community owned, lead forward, and sustained as the backbone's footprint and leadership steps back.
What's next?
We are looking to pass the project over to a new owner, if we are no longer able to find funding to sustain the work. We are doing a final round of fundraising this fall to fund two more years and ensure sustainability and implementation of a shared collective statewide case managed process. MNME could apply for Senate Bill 785 which passed and will provide national funding for this specific work in late 2021.... the federal government will be funding collective impact in the military/veteran.. The VA only serves 1/3 of the population, this is a very unknown fact. Even congressional leaders do not know this. The VA needs to continue partnering with the community (they have had wins with our organization in MN that they need in other parts of the country) to ensure 100% of military and veterans are served.
We are also exploring Mission United (United Way leads this work in many parts of the country with larger veteran populations), The Governors Office, (North Dakota has a model that is funded by the state that could be a realistic longer term solution), partner/acquired by a national veteran program (there are many organizations that want to learn from our work), etc.
We are also exploring Mission United (United Way leads this work in many parts of the country with larger veteran populations), The Governors Office, (North Dakota has a model that is funded by the state that could be a realistic longer term solution), partner/acquired by a national veteran program (there are many organizations that want to learn from our work), etc.
If you could do it all over again...
1. Focus on funding. Take time to sell not just shoot for progress on community building. Focus on branding and social media recognition.
2. The work is making a difference even if you can't always see it! - This is difficult work and it can be incredibly isolating when you are leading it as backbone organization that is as lean as ours. There have been moments of doubting whether this project is really creating value because our successes (building infrastructure and relationships) are not measurable and everyone thinks value only exists if you can measure it. There is no doubt that we have created value, there are very few conversations where we don't hear people say how much the work we are doing has helped them or their organizations.
3. For this work to be sustainable you have to let others take control of pieces and do it their way! - In doing so we lose our ability to control the final success, but if we don't there will never be the transfer of leadership from the backbone support to the collective community for long term sustainment and ownership of the work and outcomes.
2. The work is making a difference even if you can't always see it! - This is difficult work and it can be incredibly isolating when you are leading it as backbone organization that is as lean as ours. There have been moments of doubting whether this project is really creating value because our successes (building infrastructure and relationships) are not measurable and everyone thinks value only exists if you can measure it. There is no doubt that we have created value, there are very few conversations where we don't hear people say how much the work we are doing has helped them or their organizations.
3. For this work to be sustainable you have to let others take control of pieces and do it their way! - In doing so we lose our ability to control the final success, but if we don't there will never be the transfer of leadership from the backbone support to the collective community for long term sustainment and ownership of the work and outcomes.
One last thought
COVID really negatively impacted our progress. I am sure this is true for nearly all non profits. Doing collective work is very hard when there is no chance for face to face/personal interaction. Zoom has led to some time saving and innovation, but there is no substitute to face to face interaction when building partnership, engagement, and accountability (zoom fatigue and hiding is REAL)