Inspiring Other Leaders in the Field
As part of their work together, each cohort member shared their commitment and values relative to respecting the power, agency, autonomy, and the dignity of people, families, and communities.
We defined respect as, “having due regard for the feelings, wishes, rights, or traditions of others.”
We defined autonomy as “self-directing freedom and especially moral independence.”
We defined agency as “the capacity, condition, or state of acting or of exerting power.”
We defined dignity as “the quality or state of being worthy, honored, or esteemed.”
We defined power as “possession of control, authority, or influence over others.”
Throughout the two-year program, cohort members inspired and supported each other in accelerating these efforts. They shared strategies, tools, and approaches, reflected on lessons they were learning on this journey, and provided peer consulting and coaching.
Strategically, the cohort leveraged the Human Services Value Curve (HSVC). The Human Services Value Curve is a transformation framework and system-wide theory of change that helps leaders at all levels of an organization and community envision and create a path for achieving better person-centered outcomes for individuals, families, and communities, as well as improve and accelerate human services social value for society.
The cohort built on the Human Services Value Curve by designing action plans to inspire other leaders in the field to bolster their efforts to lift up the respect, agency, autonomy and dignity of people, families, and communities, and deliver greater race-based equity in social and economic mobility along four dimensions: Governance and Structures, Insight & Evidence, Services & Solutions, and People & Culture.
To help human services leaders make progress on their capacity-building journey, Leadership for a Networked World reviewed best practices and worked with practitioners as part of the Human Services Summit at Harvard University to develop a framework referred to as the “Human Services Value Curve.” As an organization advances along the curve, the enabling business models support new horizons of outcomes.
The Human Services Value Curve is not a one-size-fits-all solution, but rather a framework to help leaders envision and create a path for their organization. In addition, the levels of the Human Services Value Curve are fluid, meaning that you may see your organization at various levels depending on the program.
For inspiration and concrete ideas on how to implement some of the concepts captured in the cohort wide framework, please check out these videos describing how Jeremiah Program is: 1) Engaging in Systems Change, 2) Changing the Narrative, and 3) Lifting up Unheard Voices and how Hispanic Unity of Florida: is 1) Engaging in Systems Change and 2) Collecting Data to Drive Impact.
The NextGen Initiative aspired to accelerate efforts to lift up the respect, autonomy, agency, and dignity of families and communities. Integral to this aspiration was intentionally advancing racial equity in social and economic mobility and creating the conditions for thriving communities. To inspire and guide other leaders in this critical work, the NextGen Initiative documented the top six action steps along each of the four dimensions of the Human Services Value Curve: Governance and Structures, Insight & Evidence, Services & Solutions, and People & Culture.
“We have made racial equity a key element of our five-year strategic plan, improved the pay of our employees (who are 77% minorities), and been intentional about partnering with organizations paying a higher wage to youth and families involved in our job and employment related programs.”