How can local governments turn complex challenges into shared progress? Our new Speak Up report shows the Collective Impact Model (CIM) at work in Malmö, Mechelen, and Skive. It combines clear theory with on-the-ground practice, offering tools, inspiring case studies and candid lessons. Read the interview with lead researcher Katrijn Goossens and explore the case snapshots to see what your municipality can take away.
What the report covers — at a glance
The Collective Impact Model (CIM) is a framework for tackling complex social challenges that no single actor can solve alone. It rests on the idea that lasting change happens when governments, citizens, businesses, and civil society align around a shared agenda, track progress through common measurement, and are supported by a backbone organisation that keeps everyone moving in the same direction.
This report bridges theory and practice:
- A clear introduction to the Collective Impact Model, its five building blocks (common agenda, shared measurement, mutually reinforcing activities, continuous communication, backbone organization), and its three preconditions for getting started: urgency, influential champions, and adequate resources.
- Three in-depth case studies—Malmö, Mechelen, and Skive—each mapped against the building blocks, with honest reflections on both successes and struggles. The research combined desk study and interviews, then used thematic analysis to identify lessons across cases.
- A practical roadmap filled with lessons and recommendations tailored for local governments.
Why this report matters for local governments
- Actionable: You can lift elements and adapt them to your local context.
- Transferable: The preconditions and building blocks recur across all three cases, providing a blueprint without being a rigid, one‑size‑fits‑all recipe.
- Balanced: The report shares what worked and where it was hard (e.g., sustaining engagement, clarifying roles, building shared metrics).
Curious to dive deeper? Read the full Speak Up report.
Setting the scene — urgency and collaboration
“Our societies are at a democratic crossroads. We need new forms of collaboration where citizens, governments, businesses and civil society co-create solutions.”
Katrijn Goossens, lead researcher, Hannah Arendt Institute
Why is the theme of this report so urgent today?
Goossens: Our societies are at a democratic crossroads. Trust in institutions is slipping, just as the challenges we face—climate change, inequality, public health—are becoming tougher and more complex. Old-style top-down governing simply isn’t enough anymore. What we need are new ways of working together: citizens, governments, businesses, and civil society sitting at the same table, co-creating solutions. It’s about more than smarter decisions—it’s about rebuilding trust and making people feel genuinely involved.
Complex problems can only be solved collectively. Why is collaboration so difficult in practice?
Goossens: Collaboration sounds easy, but once you’re in the room it gets complicated. Every organisation has its own priorities, culture, and way of working, and these don’t always fit neatly together. Real collective impact asks for patience: long-term commitment, trust that grows over time, and involving all stakeholders right from the start so solutions actually reflect people’s reality. On top of that, you have to deal honestly with power differences and inequality. And then there’s the technical side: building shared measurement systems takes time and persistence. That’s why a strong backbone organisation is so important—someone to hold the process together, keep people aligned, and make sure collaboration doesn’t collapse under its own weight.
“Collaboration sounds simple, but real, collective impact needs long‑term commitment, mutual trust, and early involvement of all stakeholders.”
Katrijn Goossens
Malmö, Mechelen and Skive — what you’ll learn from each case
Was there a case study that inspired you most?
Goossens: Malmö really stuck with me. The city managed to design a climate approach that mirrors the collective impact model almost perfectly. It’s big, ambitious, and truly collective: a shared agenda, common measurement, constant communication, activities that strengthen each other, and a backbone that ties it all together. What inspired me most is how long-term the vision is. They’re not chasing quick wins; they’re building a sustainable framework for decades to come. It shows just how powerful the model can be when you embrace it fully.
Climate Transition Malmö (Sweden)
Malmö has set itself an ambitious mission: becoming a climate-neutral city by 2030. To get there, the city mapped out seven transition areas—from renewable energy and sustainable mobility to climate-smart consumption and circular construction. For each area, roadmaps chart the course, with milestones, indicators, and regular reviews to keep everyone on track. What makes Malmö stand out is the sheer breadth of participation: nearly 300 organisations and companies have signed up to the city’s climate contract, working side by side with government and citizens. The message is simple but powerful: every resident of Malmö is part of the solution.
Pro-Arsenaal Mechelen (Belgium)
In Mechelen’s Arsenaal district, the city is tackling three challenges at once: better housing, stronger community ties, and safer streets. The approach follows the Collective Impact Model, with a core team and a steering group working hand in hand to coordinate the effort. To understand local needs, they mapped out 86 key indicators and knocked on doors to hear directly from residents. One of the most inspiring results is the A-team: a programme that offers paid internships to vulnerable young people, guiding them toward future jobs in prevention and safety—helping the neighbourhood while investing in its youth.
Climate Villages Skive (Denmark)
In Skive, climate action begins at the village square. The municipality invites residents to take the lead, linking climate goals with community life. Each cluster of villages sets up its own coordination group, shaping a local agenda through Fremtidsbutikken—creative workshops that spark ideas and mobilise neighbours. Out of these sessions grew projects like the Climate Ring, a green route connecting villages, as well as repair cafés and lively climate education events. The energy is there; the next step is to build a shared measurement system so the community can see—and celebrate—the impact of their efforts over time.
What municipalities can do tomorrow
“Be patient, measure the impact, and learn along the way—true impact comes from working on all building blocks continuously.”
Katrijn Goossens
What advice would you give to cities or organisations that want to use this model?
Goossens: First of all, don’t expect a quick fix. Collective impact is a marathon, not a sprint. The backbone is your anchor—without it, coordination falls apart. Start by drafting a shared agenda, but be prepared to adapt it as you go; it’s a living document. Bring everyone on board from the beginning and invest in building real trust, not just formal partnerships. Set up good communication channels, measure your progress, and—maybe most importantly—be patient. Impact doesn’t appear overnight; it grows when you nurture all the building blocks consistently.
- Name the urgency and champions. Make the case for change visible and rally a small group of influential leaders.
- Build a backbone early. Even a compact team with clear roles (coordination, data, communications, partner engagement) can keep momentum alive.
- Co-create the shared agenda. Map stakeholders, host structured conversations, and evolve toward a simple, shared vision.
- Design measurement for learning. Start early, budget for it, use both numbers and stories, and track both short- and long-term progress.
- Make activities reinforce each other. Let each partner contribute where they are strongest, creating visible wins.
- Communicate continuously.
Keep communication flowing. Combine formal check-ins with informal contact—street-level presence, quick chats, constant updates.
And finally, how did you experience the research yourself
Goossens: At first, I was mainly interested in the role of citizens in the model. But as the research went on, I realised how crucial it is that all stakeholders work together—the whole “societal pentagon.” That insight really broadened my perspective. I also discovered how powerful local governments can be. They face plenty of hurdles, but when they take the lead and involve others, they can drive real change. Working on the Speak Up project gave me the chance to see this up close, across three very different contexts. Meeting so many inspiring people along the way was a highlight. For me, it confirmed one thing: collective collaboration at the local level can truly make a difference in tackling complex challenges.
About Speak Up (Interreg North Sea Region)
This report is part of Speak Up, a three‑year Interreg North Sea project with 12 partners in 6 countries focused on effective citizen engagement and community participation.