Collective Impact

Collective impact appears in Kyle’s notes as the operating model behind Destination: Home, the Santa Clara County public-private partnership working to end Homelessness. Per the May 2018 call with operations lead Chad Bojorquez, Destination: Home grew out of a San Jose mayor / county board “blue ribbon commission,” and under leader Jennifer Loving it adopted the Stanford collective-impact model. In practice this means acting as a “backbone” and strategy builder that convenes public and private partners, deploys cheap or 0% forgivable loans to (often for-profit) developers, and incubates data-driven systems the county later institutionalizes — anchored by a $50M Cisco grant seeding the Supportive Housing and Innovation Fund, with goals of ~5,000–6,000 supportive-housing units and a $1B private-sector target.

In the wiki the concept connects to Social Innovation, which is described as the cross-sector, public-private approach to entrenched social problems that Destination: Home exemplifies, and where corporate philanthropy (the Cisco grant) is framed as a community-partnership necessity rather than a tax on the corporate partner.

Context: “Collective impact” is a framework — popularized by John Kania and Mark Kramer in a 2011 Stanford Social Innovation Review article — for cross-sector coordination on complex social problems. Its hallmarks are a common agenda, shared measurement, mutually reinforcing activities, continuous communication, and a dedicated “backbone” organization to coordinate the participating groups.

Where this appears

• Chad Bojorquez — operations lead at Destination: Home, the Santa Clara County collective-impact effort to end homelessness.
• Destination: Home — adopts the Stanford collective-impact model; acts as backbone/strategy builder convening public and private partners around supportive housing.
• Social Innovation — frames Destination: Home’s collective-impact model as the embodiment of cross-sector social innovation.