Our day
On Tuesday, January 30th, Martha Moriarty, Executive Director of LDA Minnesota Chair of the Board of Directors for the Metropolitan Alliance of Connected Communities welcomed the 70+ attendees to MACC's first ever Member Summit.

This Summit was an opportunity for us to come together not just as nonprofit leaders but as problem solvers to face head on the challenges we share. We used this opportunity to create meaningful connections with each other and to understand the powerful assets in our network. Each of us has a role in helping to figure out how we collectively leverage those assets to build new collaborative strategies and shape the future of our work.

For a full summary check out the Event Harvest document!
What does Courageous Collaboration mean?
We took time to connect and understand what courageous collaboration means to us. Everyone had a unique perspective, but the common threads throughout gives us a foundation to build a shared understanding that can inform our work.

We made everyone's definition visible in the space in the form of the leaves of an aspen grove. Although a grove of aspens appears to contain many trees, it is actually one organism that arose from a single seed with each trunk shares the same underground root system much like the MACC network.

Hover over or tap on a leaf to see what courageous collaboration looks like to the network!
It means risk It requires trust It creates opportunity
Diving in to challenging problems and opportunities, asking hard questions, committing to doing it together
Thinking outside the box. taking risks. stepping up. listen. trust. try the scariest thing at least once
Keep communication active and open, trust people's intentions, share your concerns, compromise, find shared long term impact and goals, thoughtful risk
Being willing to partner with someone you don’t know everything about, and to take on together a project you wouldn’t be successful to tackle alone
To use group strength to pave the way to a new normal, to use that strength to change the way we see ourselves and our communities
Reaching across agencies and organizations to make our community better for all
Disruptive to status quo. creates uncommon relationships and partners, it will feel uncomfortable at times but we must stay at table
Compromise. courage. taking risks. creating shared goals of working together, showing up, and deeply engaging in meeting these goals
Willingness to share stories and experiences - the good and the not-so-good with others in order to grow and develop services together. openness to new ideas
Trusting others to do great work, and granting them the ability to do things differently
Working together to come up with creative solutions to complex circumstances
Going beyond your set views of yourself and others to experience the benefit of something bigger
Taking risks to think outside of the box - letting nothing limit creativity and innovation
Taking the risk to step out of our comfort zone to find better ways to meet the needs of the people we serve
Listening to others and consider their ideas even if they sound crazy
Sharing resources, info, and success. respecting new ideas. sharing credit and focusing on group achievement
Working together - sharing thoughts, ideas, potential solutions, mistakes, etc. to enhance our work - not only with various outputs but hopefully to impact community outcomes
Let go and listen, bringing your wisdom and organization’s wisdom and intentionally inviting all others’ wisdom so we can say what needs to be said and hear what is said
For a full list of all the ways our network defines "Courageous Collaboration" check out page 3 of the Event Harvest doc!
The Keynote: A National Imperative - Our Imperative
Susan Dreyfus, CEO of the Alliance for Strong Families and Communities, delivered a keynote that put numbers and research behind challenges we all feel. Our sector is under pressure and the issues we’re tackling, as organizations and communities, aren’t easy-to-solve, technical problems.

The solution isn’t in the rearview mirror. No one person knows the answer. We need innovation, creativity, and shared ownership. We need to lean into these adaptive challenges, together.

Nonprofits are critical, socially and economically, but as the Alliance found, often underappreciated. Nonprofits are poised to drive even greater transformational outcomes for their communities - but they're also facing serious roadblocks.

Many nonprofits are stressed and unlikely to reach their full potential without significant change. Susan's keynote laid out our challenges, but also offered some provocative ideas to set us on a new path forward.

The Alliance identified 5 "north star" strategies:
  • Commitment to Outcomes
  • Capacity for Innovation
  • Strategic Partnerships
  • New Financial Strategies
  • Regulatory Modernization

Resources from Susan's Speech:

Full Recap and Visual Harvest - pages 4-5 of the Event Harvest Document

A National Imperative - Learn more about the Alliance's report and the "north stars" initiative

Trust as an Asset - Case Study on MACC's Origins and Model

Commitments of High Impact Organizations - Framework and Assessment Tool (Jump to framework from speech)

Governance as Leadership: Reframing the Work of the Nonprofit Board - Book (executive summary)
Designing our Shared Future
Topic Key Questions we need to answer? Action Steps Key Takeaway Add your insights, questions, or let us know you're interested in learning more!
Programmatic  collaborations - new forms of client referrals and developing service partners
Is it possible to map the current member services and network to relationships?

How can we facilitate the identification of member needs and potential collaborative programmatic relationships?

How can we identify funding to support deeper collaborations and service networks?
Mapping current member

Roadmap for collaboration and partnerships.. in order to create referral relationships
Further connections between MACC members can promote better referrals and holistic client services. Click here!

See the full worksheet!
Increasing agency for public policy capacity Wat can we do with low resources and staff time?

How can we share our collective knowledge?

What are the assets and barriers for MACC facilitating or inspiring civic engagement?

How is MACC different than MCN on policy capacity building?
Assess how true the “high interest” statement really is, across the network and if agencies are willing to invest time in learning from each other on this topic Focus on  funding /regulations positions rather than social issue positions OR focus on capacity, systems, and process - not on creating or advancing specific position Click here!

See the full worksheet!
Who's not at the table? How should we communication and with whom?

Where are the 'black holes' within organizations?

What is the table?
Define what the 'table' is
Broader communication
Determine barriers keeping people away from the table. Click here!

Emerging leaders How do we make this issue a priority in the network and at large?

How do we identify needs of emerging leaders and find/create tools and resources to match?

How can we leverage existing leadership capital among partner orgs to develop new leaders?

How do we address the need to diversify our leaders?
Conduct gaps analysis to understand issue deeply

Assemble stakeholders
to uncover collective resources,

Make strategic plan as coalition to handle labor market shifts/potential
problems before they occur

Address current barriers, Understand needs/values /motivations of younger
generations to keep sector  attractive
This is an important topic for all members and MACC can be a facilitator. Click here!

Tapping into social impact investment dollars Can MACC provide back office services for our for-profit ventures? Including legal? Could grouping of MACC Enterprises go into venture capital opportunity? Bring education about impact investing to MACC membership. Click here!

Strategic relationship building with funding community (i.e. County contractors) to influence service delivery models/funding What would it take to get more general operating money?

How do we engage with funders out side of the RFP process to develop common understandings of program delivery?

What are the current relationships we have in the funding community and how can we engage?
Relationship mapping with county/ funding communities

Identify the current opportunity to engage with funding/contracts

Clearly identify the strengths and value we bring to HS community, facilitate discussions
Commit to making investments in relationship building for future impact Click here!

How do we assess whether MACC is succeeding at its mission? Would a logic model/theory of change be helpful?

How do we link membership in MACC to impact?

What are the Alliance/existing tools that we can use and what do we need to create?
Develop a better “collaborative” tool for measuring success Are we measuring the collective impact or or the building of connections, collective experience, and collaborative solutions? Or both? And how? Click here!

Can MACC be a resource for fundraising? What is the extent MACC's role in this? (Don't duplicate the work of others)

Is there a way to get donors and funders to the table to have open conversations? (Including around the Report)

What did or didn't work the previous times MACC explored this? What can we learn from that?

Is there a way for us to get connected with other members who are doing similar work so we can consider sharing grants?
Survey MACC members questions about interests in fundraising

Provide an opportunity to convene members with philanthropy

Use the imperative report to have conversation with donors
Yes! Macc can be a  resource, but what and how needs to be defined. Click here!

From “unlikely” to essential partnership - Healthcare and more What capabilities exist within in the MACC network? What might be attractive to partners?

What is the need, who are the partners? (Current and potential)

What data do we have that can 'bridge the gap" between MACC orgs and potential partners?

Can we identify good ideas that are already at work in other communities?
Identifying similar goal b/w MACC
original 8 partners

Building a MACC capabilities outline to understand who does what

Seven degrees of Kevin Bacon “Asset Mapping”

Determine self interests of
community partners
Identify the critical needs, evaluate existing strengths, and find the tie-in to the mission. Click here!

What does it mean to be data informed? Who should be informed? What do you do with data collection practices that vary across programs? Across orgs?

How do we know we are fulfilling our mission?

Who decides what it is that you need to be informed?

What questions are we not asking that we should be?
Convene project-based, collaborative survey telling a deeper story about work and network Convene leaders and CEOs about Susan Dreyfus’ report. What data should we collect? What dashboards could help inform CEOs, leaders and community? Click here!

What does an equity framework for MACC and members feels like,
including operational impact, etc?
How can MACC help further develop the networks capacity, collaboratively?

How do we leverage the knowledge in the network - who's doing it well?

How do we address the gaps in nonprofit HR practices?

What partnerships might help?

Are there incremental but high-impact things orgs could or should commit to?
Find out where members are all at with D&I strategies

Connecting with Charities Review Council on their new toolkit and assessment - it’s affordable,

our HR department/functional leaders work on recruitment and other HR practices
We believe that MACC, as a network, can further develop members’ diversity and inclusion capabilities Click here!

Evaluation and data interpretation How do internal and external factors affect our interpretation of data?

How do short term issues play into long term effects?

How do we get stakeholders to have a shared understanding of the data that's presented to them?
Starting the discussion around
shared understanding, shared values and outcomes of programs
What does the data tell us? Are programs meeting their outcomes and able to tell the story of that? Click here!