Campaign Leaders Endorse Migrating Efforts to Support and Engage with the RCCC

For 2015, the coordinators of the Campaign to End Homelessness in Downtown San Diego have recommended that the Campaign migrate its people-power to support and engage with the Regional Continuum of Care Council (RCCC).RCCC Logo

The Governance Board acts on RCCC’s behalf and is representative of the relevant organizations and of projects serving homeless subpopulations within the San Diego Region. The RCCC Board is charged with important responsibilities and authorities on behalf of the community of stakeholders. Representation of a broader array of stakeholders on the RCCC Board will enhance the capacity to coordinate and leverage resources from various community sectors throughout the San Diego Region.

The RCCC is a collaborative community group consisting of representatives of the 18 cities within the County, nonprofit service providers and other interested parties.  The RCCC meets on a monthly basis to identify gaps in homeless services, establish funding priorities, and to pursue an overall systemic approach to addressing homelessness.

Kris Michell, President and CEO of the Downtown San Diego Partnership and Co-Chair of the Campaign, recommended at the December meeting that the Campaign be folded into the RCCC, allowing members to participate in RCCC activities on a regional scale, but still maintaining a tactical approach downtown.

“The goal has always been to benefit the entire region,” Michell said. “Today is the day we make it a reality by transitioning to a regional table.”

Kevin Crawford, president and CEO of the United Way of San Diego, voiced agreement with that vision.

The RCCC has five committees in need of volunteers: Sub-Populations/Coordinated Intake, Data, Evaluation, Fundraising, and Nominations/Selections.

In January, Michell and Nancy Sasaki will convene a meeting with the goal of encouraging Campaign participants to participate in the RCCC Committees.

Moving Beyond Collective Impact to Systems Change Leadership

Jennifer LeSar, tJennifer LeSarhe Campaign’s Co-Chair and President and CEO of LeSar Development Consultants, said at the December meeting that although the Campaign was built around the Collective Impact model, after 54 months of coordinating the Campaign, it had actually moved beyond Collective Impact.

The Leadership Team had, in fact, become system leaders, as defined by Stanford University Social Innovation Review.

“The deep changes necessary to accelerate progress against society’s most intractable problems require a unique type of leader – the system leader, a person who catalyzes collective leadership,” according to the Review.

“Learning on the job, letting go of control, working with other system leaders; all of these are the core capabilities of system leaders to see a larger system together, their ability to self-correct, shift from a collective focus of reacting to co-creating the future,” LeSar said.

LeSar added: “This Campaign has created dozens of systems change leaders. I am looking forward to co-creating our future together.”