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There has been increasing buzz about “equity” and “racial equity” in the nonprofit and philanthropic sectors and among cross-sector collective impact efforts. This is a good thing and our nation’s persistent and rising racial and economic disparities demand it. Many groups are applying an “equity lens” to look outward at social problems and solutions, disaggregating data and seeking to differentiate opportunities and services to reduce disparities. But our organizations and collective efforts must begin by looking inward, using an “equity mirror” to examine our own composition, culture, and policies that reinforce and perpetuate societal disparities. To do equity, we must also be equity.

It can be a painful experience to hear that someone isn’t happy with our work. Many of us working in non-profits, government, or in collective impact efforts do this work because we want to see positive changes in our communities and when someone questions our intention or work it can feel like a blow to the work and the cause. But it is important to put on our wading boots and jump into the conversation.

In the past few months, I have heard many practitioners in the social sector discussing how continuous learning is integral for successful collective impact (CI) efforts. Although its importance is understood, practitioners say they are struggling with how to implement continuous learning processes effectively.

To effectively create collective impact in local communities, you need to pay attention to three things: a focus on context, developing many cross-sector partnerships, and systems change.

Funders often wear many hats in collective impact efforts, from convening partners to funding the infrastructure needed to guide cross-sector partnerships. One role that funders might also find themselves playing – either intentionally or sometimes by default – is that of backbone support for a collective impact effort.

Vancouver was voted one of the most livable cities in the world. This remarkable and most beautiful city is home to the 2015 Collective Impact Summit. The summit is a five day experience with inspiring speakers, a workshop faculty of top experts in collective impact and an urban retreat based in a great hotel in the heart of Richmond’s vibrant Chinatown district. Beyond extensive learning and professional networking opportunities this event even features downtime and social events with everything from daily yoga to a lively party on the last night.

Campbell Soup Company is implementing a 10-year, $10 million initiative to significantly reduce childhood obesity and hunger in the city of Camden, NJ, through its Campbell Healthy Communities program. (Video profile) Building on its work in Camden, Campbell Soup Company is also expanding the Healthy Communities program to other cities such as Norwalk, CT, Napoleon, OH, and Everett, WA, where the company has a business presence.

Below are some lessons learned from private sector leaders and other community leaders who are actively engaged in collective impact. These lessons were drafted by Kori Reed, Vice President of the ConAgra Foods Foundation, in advance of the breakout session that Campbell Soup Company’s Kim Fortunato moderated with Reed and other leaders on the topic of, “When and How to Engage the Private Sector in Collective Impact” during the Collective Impact Convening in May 2015 in New Orleans.

In 2011, The HCA Foundation partnered with Lipscomb University and the Center for Nonprofit Management to develop a program that provided nonprofit organizations with the framework and support to combine their strengths and create greater community impact. With a university partner, intensive skill development and team based coaching, this program became known as Collaboration College.

Hi everyone. If I seem smarter and more attractive in the past couple of weeks, it’s because I just came back from Harvard Business School. Well, technically, I was sent as part of Seattle’s delegation to the four-day Young American Leadership Program (YALP). But whatever, I feel smarter already; and since it is technically true, I am telling all my relatives that I went to Harvard. I even have a tote bag filled with pens I stole to prove it. I’ll give my cousins these pens when I visit them in Vietnam this July, and maybe they’ll stop sending me job postings.