Collective Impact. Prepared for Grantmakers of Kentucky. August 15, Boston Geneva San Francisco Seattle Washington FSG.ORG

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1 Collective Impact Prepared for Grantmakers of Kentucky August 15, 2014 Boston Geneva San Francisco Seattle Washington FSG.ORG

2 Agenda What is Collective Impact? Great Idea. How does it really work? Deep Dive: Role of Funders 2

3 Juvenile Justice in New York $286,000 = 89% recidivism rate FSG

4 The NYJJ System is Significantly Fragmented Across State, Cities, and 62 Counties FSG.ORG Source: FSG interviews and analysis; State of NY Juvenile Justice Advisory Group, State of NY, : Three-Year Comprehensive State Plan for the JJ and Delinquency Prevention Formula Grant Program FSG

5 Traditional Approaches Are Not Solving Our Most Complex Social Problems Funders select individual grantees Organizations work separately compete and Isolated Impact Corporate and government sectors are often disconnected from foundations and nonprofits Evaluation attempts to isolate a particular organization s impact Large scale change is assumed to depend on scaling organizations Source: FSG SSIR Collective Impact Article, Winter 2011; FSG Interviews; FSG Interviews & Analysis FSG

6 Imagine a Different Approach Multiple Players Working Together to Solve Complex Issues Collective Impact Understand that social problems and their solutions arise from interaction of many organizations within larger system Cross-sector alignment with government, nonprofit, philanthropic and corporate sectors as partners Organizations actively coordinating their action and sharing lessons learned All working toward the same goal and measuring the same things Source: FSG SSIR Collective Impact Article, Winter 2011; FSG Interviews; FSG Interviews & Analysis FSG

7 Collective Impact is the commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem. Source: Channeling Change: Making Collective Impact Work,

8 The Collective Impact Approach Can Apply to Solving Many Complex Social Issues Education Health Homelessness Youth Development Economic Development Community Development 8

9 1 2 3 Achieving Large-Scale Change through Collective Impact Involves Five Key Elements Common Agenda Common understanding of the problem Shared vision for change Shared Measurement Collecting data and measuring results Focus on performance management Shared accountability Mutually Reinforcing Activities Differentiated approaches Coordination through joint plan of action 4 Continuous Communication Consistent and open communication Focus on building trust 5 Backbone Support Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis Separate organization(s) with staff Resources and skills to convene and coordinate participating organizations 9

10 Efforts Tend to Transpire Over Four Key Phases Components for Success Phase I Generate Ideas and Dialogue Phase II Initiate Action Phase III Organize for Impact Phase IV Sustain Action and Impact Governance and Infrastructure Convene community stakeholders Identify champions and form crosssector group Create infrastructure (backbone and processes) Facilitate and refine Strategic Planning Hold dialogue about issue, community context, and available resources Map the landscape and use data to make case Create common agenda (common goals and strategy) Support implementation (alignment to goal and strategies) Community Involvement Facilitate community outreach specific to goal Facilitate community outreach Engage community and build public will Continue engagement and conduct advocacy Evaluation And Improvement Determine if there is consensus/urgency to move forward Analyze baseline data to ID key issues and gaps Establish shared metrics (indicators, measurement, and approach) Collect, track, and report progress (process to learn and improve) 10

11 The NYJJ Steering Committee and Working Groups Aligned Against the Common Agenda Vision: Across New York State, the juvenile justice system promotes youth success and ensures public safety Community Outcomes Community safety & quality of life Delinquent acts Victims have a voice in the process Youth Outcomes Just and fair to youth Services to meet youth development needs Successful reintegration of youth System Governance and Coordination Source: FSG Interviews and Analysis Components of System Excellence Effective Continuum of Diversion, Supervision, Treatment, & Confinement Accountability of System & Organizations Within the System Shared Data and Information Driven Decisions and Policy FSG

12 What s Happened in NY State Since 2010? The number of juveniles in state custody declined by 45% Juvenile arrests have dropped by 24% The number of juveniles admitted to detention declined by 23% The number of juvenile probation intake cases declined by 20% These large drops in number of youth having contact with the system have not led to any increase in crime 12

13 Agenda What is Collective Impact? Great Idea. How does it really work? Structures Backbone Shared Measurement Readiness Deep Dive: Role of Funders 13

14 Youth Substance Abuse in Staten Island 40% of teens drink alcohol 12% of teens use prescription drugs 14

15 Common Agenda Steering Committee Cascading Levels of Collaboration: Not Your Normal Org Chart Shared Measures Backbone Governance, Vision and Strategy Working Groups Action Planning Partners Implementation Community Members Public Will 15

16 Steering Committee and Working Groups Steering Committee Comprised of cross-sector community partners touching the many parts of the issue Provides strategic direction and oversight for the initiative Champions and advocates for the work In some cases, committee members are also members or chairs of working groups Usually members, 2 co-chairs Work(ing) Group Comprised of community partners with knowledge and experience in a particular part (or chunk ) of the issue Designs and implements a targeted action plan, involving nonworking group members as needed Usually 8-12 members, led by 2 co-chairs willing to invest time and (ideally) staff capacity Some groups or networks serve slightly different functions (e.g., funders group, parent group, large community network) to raise awareness about project and provide mechanism for vetting specific actions 16

17 Sample Structure: TYSA FSG.ORG TYSA 2020 Goals: Decrease in youth in prescription drug abuse Decrease in youth alcohol abuse Social Norms Retail & Marketplace Availability Continuum of Care Policy and Advocacy Create data-driven messaging and education to change the attitudes and behaviors of parents, youth, and other stakeholders who influence youth substance abuse Reduce the retail and marketplace availability of alcohol and prescription drugs and develop policies that impact the economic availability of alcohol Develop and coordinate an approach to screening, referral, treatment, and recovery that reaches all Staten Island youth in need with high-quality services and care Develop and advance a policy platform that impacts availability of substances, quality of treatment, and other key facets of youth substance abuse Schools Faith-based organizations Youth-serving organizations Parents, Youth, Concerned Adults Physicians Pharmacists Alcohol Retailers Bars and restaurants Law Enforcement Treatment providers Physicians Juvenile justice Schools Local, State, and Federal policymakers Community members Advocates 17

18 Backbone Functions Guide Vision and Strategy Support Aligned Activities Establish Shared Measurement Practices Build Public Will Build a common understanding of the problem Provide strategic guidance to develop a common agenda Coordinate and facilitate communication and collaboration Convene partners and external stakeholders Create paths for, and recruit, new partners Seek opportunities for alignment with other efforts Collect, analyze, interpret, and report data Catalyze or develop shared measurement systems Provide technical assistance for building data capacity Create a sense of urgency and articulate a call to action Support community member engagement activities Produce and manage external communications Advance Policy Advocate for an aligned policy agenda Mobilize Funding Mobilize and align public and private funding to support goals FSG

19 Common Misconceptions of the Backbone The backbone does NOT ₓ set the agenda for the group ₓ drive the solutions ₓ receive all the funding ₓ Self-appoint, but rather is selected by the community ₓ Look or act business as usual in terms of staffing, time, and resources FSG

20 Types and Traits of Backbones Types of Organizations That Could Serve as Backbones Funders New or Existing Non-Profits Government Private Sector Multi- Organization Initiatives Core Requirements to be a Successful Backbone Support* Strong and Adaptive Leadership Sustained Funding and Resources Dedicated Staff High Credibility in the Community Ability to Be a Neutral Convener Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis FSG

21 Shared Measurement is More than Moving the Needle FSG.ORG Shared measurement systems encourage local organizations to align their efforts on shared outcomes, enable them to collectively track and evaluate their collective progress (or lack of) and offer organizations opportunities to benchmark their results against and learn from their peers But establishing a shared measurement system is easier said than done due to: Agreement: getting diverse organizations tackling complex issues to agree on a set of indicators that are shared and also reflect the nuances of their work Funder and policy silos: individual organizations have narrowly defined target groups and guidelines for tracking and reporting data, driving inefficiencies Cost: developing shared measurement systems is expensive both in terms of IT solutions and the data collection process Qualitative data: many success measures cannot be quantified proxies and stories must be used to track shifts in systems change Source: Collective Impact and Shared Measurement: Tough but Necessary. Mark Cabaj, The Tamarack Institute FSG

22 Magnolia Place Dashboard Supports Learning Set SMART aims for the improvement: Specific Measurable Action oriented Realistic Timely Long-term outcomes in student performance Measures of real-time improvement in services and supports Source: Magnolia Place Community Initiative, FSG Interviews & Analysis Three levels of change: 1. System 2. Across organizations 3. Individual organizations 22

23 A Champion, Funding, and Urgency for Change Are Key to Launching a Collective Impact Initiative Influential Champion Commands respect and engages cross-sector leaders Focused on solving problem but allows participants to figure out answers for themselves $ Financial Resources Committed funding partners Sustained funding for at least 2-3 years Pays for needed infrastructure and planning Urgency for Change Critical problem in the community Frustration with existing approaches Multiple actors calling for change Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews 23

24 Agenda Plenary: Collective Impact What is Collective Impact? Great Idea. How does it really work? Deep Dive: Role of Funders 24

25 Roles of Funders in Collective Impact Catalyst Backbone Support Funder initiates collective impact strategy as champion, financier, and convener, potentially playing a key role in attracting resources throughout the effort Funder organizes and coordinates the actions of cross-sector stakeholders to advance collective impact effort Participant Funder actively participates in collective impact effort, and aligns funding and measurement to the effort Source: FSG Interviews and Analysis 25

26 Funders Act and Think Differently in CI Focus on the overall issue, not just the individual grantees Ask how does the problem get solved? Not what is the best project or partner to fund? Pay attention to the relationships between organizations in addition to the capacity of a individual organizations Funding coordination processes among organizations may seem less interesting than funding one organization s program, however it can have deeper results long-term Think about long term process and gradual impact rather than short term solutions Long-term, systemic change takes time Build knowledge and alignment through shared measurement systems, regular meetings, and backbone organizations You can have tremendous impact by enabling the development and sharing of knowledge 26

27 Achieving Collective Impact Requires a Mindset Shift for Everyone! Adaptive vs. Technical Problem Solving Allowing answers to come from within No Silver Bullets. But we do have Silver Buckshot Many small changes implemented in alignment can add up to large scale progress Credibility vs. Credit Creating new incentives to work collaboratively not competitively 27

28 The Collective Impact Forum A Free Online Community for Collective Impact Practitioners, Partners, and Funders An Initiative of FSG and Aspen Institute Forum for Community Solutions 28

29 Supporting the Growing Collective Impact Movement at The Collective Impact Forum communities features: Over 5,000 members and growing 200+ resources on collective impact, including articles, case studies, videos, and tools, all free to access Community discussion forums where members engage on topics and queries related to collective impact Multiple communities of practice, with over 25% of the membership from backbone organizations News from the field, including RFPs, job postings, workshops, conferences, and webinars. Forum Partners Co-Catalysts An Initiative of FSG and Aspen Institute Forum for Community Solutions 29

30 About FSG At FSG we are on the forefront of how social change happens. As a non-profit consultancy we combine practical advice with unconventional thinking to achieve real results against the world s toughest problems. Hands On Consulting Idea Generation Communities of Practice We conduct about 100 consulting projects per year. We are experts in strategic planning, learning and evaluation, implementation and organizational change. Through papers, articles, blogs and webinars we influence more than 100,000 people per year. Recent ideas from FSG include Collective Impact and Shared Value. With the goal of advancing knowledge and practice we currently host communities for community foundations, as well as for practitioners of Shared Value and Collective Impact. Consulting Clients Content Partners Current Communities 30