1. Collective Impact: The New Normalin the Greater Cincinnati RegionMonday, September 24, 2012 United Way of Greater Cincinnati Cincinnati, OH

2. FSG.ORG Todays ConversationI. What is Collective Impact? 9:00 10:00 AM Break 10:00 10:15 AMII. What is Needed for Collective Impact to Succeed? Measuring Shared Outcomes 10:15 10:45 AM The Value of Backbone Support 10:45 11:15 AM Group Discussion11:15 AM 12:00 PMIII. Debrief and Closing 12:00 12:30 PM2 2012 FSG 3. Collective Impact Overview FSG.ORGThere Are Several Types of ProblemsSimple Complicated Complex Sending a Rocket toRaising a ChildBaking a Cake the MoonNo right recipes or protocolsFormulas needed Right recipe essentialOutside factors influence Experience built over time andGives same results every timeExperience helps, but doesnt can be repeated with success guarantees success The social sector traditionally treats problems as simple or complicatedSource: Adapted from Getting to Maybe3 2012 FSG 4. Collective Impact Overview FSG.ORG Traditional Approaches Are Not Solving Our Toughest, and OftenComplex, Challenges Funders select individual grantees Organizations work separately and competeIsolated Impact Evaluation attempts to isolate a particular organizations impact Large scale change is assumed to depend on scaling organizations Corporate and government sectors are often disconnected from foundations and nonprofits4 2012 FSG 5. Collective Impact Overview FSG.ORG Imagine a Different Approach Multiple Players Working Togetherto Solve Complex Issues IsolatedImpact Understand that social problems andtheir solutions arise from interactionof many organizations within largersystem Cross-sector alignment withgovernment, nonprofit, philanthropicand corporate sectors as partners Organizations actively coordinatingtheir actions and sharing lessons Collective learnedImpact All working toward the same goal andmeasuring the same things 5 2012 FSG 6. Collective Impact OverviewFSG.ORG Five Elements of Collective Impact Common Agenda Shared MeasurementMutually Reinforcing Activities ContinuousCommunicationBackbone Organizations6 2012 FSG 7. Collective Impact OverviewFSG.ORGThe Collective Impact Approach Can Apply to Solving ManyComplex Social IssuesEducationHealthcareHomelessnessWorkforce Development Economic Development Community Development *7 2012 FSG 8. Collective Impact Overview FSG.ORG Working in Collective Impact Requires a Mindset Shift Adaptive vs. Technical Supporting common agenda building, information sharing and coordination/ Problem Solving alignment Allowing answers to come from within No Silver Bullets. But We Many small changes implemented in alignment can add up to large scaleDo Have Silver Buckshotprogress Creating new incentives to workCredibility vs. Credit collaboratively vs. competitively 8 2012 FSG 9. FSG.ORG Coordination Happens Through Cascading Levels of Linked Collaboration Common Agenda SteeringShared MeasuresCommittee Governance, Vision and StrategyWorking Groups Action Planning Backbone Partners ExecutionCommunity Members Public WillSource: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews 9 2012 FSG 10. FSG.ORG10 2012 FSG 11. FSG.ORGHow Collective Impact Works1. Achieve a perpetual state of simultaneous planning and doing2. Allow for the Shock of the Possible3. Pay attention to Relationships Its what happens between people, organizations,communities and systems that matters most4. Listen, listen, listen for how to respond to unanticipated results Data helps point the way5. A certain mindset is crucial Adopt an attitude of burning patienceFile name 11 2010 FSG 12. FSG.ORG Todays ConversationI. What is Collective Impact? 9:00 10:00 AM Break 10:00 10:15 AMII. What is Needed for Collective Impact to Succeed? Measuring Shared Outcomes 10:15 10:45 AM The Value of Backbone Support 10:45 11:15 AM Group Discussion11:15 AM 12:00 PMIII. Debrief and Closing 12:00 12:30 PM12 2012 FSG 13. FSG.ORGShared Measurement is a Critical Piece of Pursuing a Collective Impact ApproachDefinition Identifying common metrics for tracking progress toward a common agenda across organizations, and providing scalable platforms to share data, discuss learnings, and improve strategy and actionBenefits of Using Shared Measurement Improved Data Quality Tracking Progress Toward a Shared Goal Enabling Coordination and Collaboration Learning and Course Correction Catalyzing ActionSource: Breakthroughs in Shared Measurement and Social Impact, FSG, 2009 13 2012 FSG 14. Greater Cincinnati Shared Outcomes Project: Overview FSG.ORG Positive Efforts toward Shared Outcomes and Collective Impact Are Underway across Multiple Sectors in Greater Cincinnati Arts and Culture CommunityDevelopment Education Health WorkforceDevelopmentPlease note that this diagram represents only a sample of collaborative efforts in the Greater Cincinnati Area 14 2012 FSG 15. Review of Progress Toward Shared Outcomes FSG.ORGFive Key Areas Are Crucial for Successful Use of Shared Outcomes Key Features of Shared Outcomes Progress How strong are collaboration and relationships in the sector? Supportive What are current dynamics in the sector?Environment How broad is agreement around common outcome use? Common Is there a common agenda for progress in the sector? Agenda How broadly is this common agenda accepted? How wide is input in the development and selection of outcomes? Outcome How similar are outcomes currently tracked in the sector? Selection How do shared outcomes inform learning in the sector? What is sector capacity to track selected outcomes?Data Collection Are there concerns about sharing data in the sector? Is there an existing structure, database or hub for data? How frequently do stakeholders meet to review shared outcomes? Data Use How is data used to inform collaboration and activities? How is data used to inform ongoing evolution of shared outcomes? 15 2012 FSG 16. Shared Outcomes FSG.ORGIn Cincinnati, the Education and Workforce Development Sectors Have Made the Most Progress on Shared OutcomesMatrix of Sector Progress Toward Shared OutcomesSupportiveCommonOutcomeData EnvironmentAgendaSelectionCollection SectorsArts and Culture CommunityDevelopmentEducation Health WorkforceDevelopmentIndicates strong progress Indicates moderate progress Indicates little progress 16 2012 FSG 17. Roadmap for Shared Outcomes Development FSG.ORGA Roadmap for Shared Outcomes Development Can Be Used to Guide Sector Specific Development B. Develop Sector SupportiveA. Mobilize Definition & ScopeC. DevelopEnvironmentCommunity Common for SharedStakeholders Agenda Outcomes Common AgendaD. Select E. DevelopCommonCommon OutcomeOutcomes Indicators SelectionG. Design andF. Develop Data H. DeployDevelop DataCollection ToolsSystem inDataCollection and StandardsSectorCollectionSystem or HubI. Institutionalize J. Evaluate &K Use Data to Data Use Opportunities for Modify SystemInform Practice Learning (ongoing)17 2012 FSG 18. Greater Cincinnati Shared Outcomes ProjectFSG.ORGOur Research Indicates Significant Progress in Several Sectors and Interest in Cross-Sector Collaboration Preliminary Findings from Cincinnati There is strong progress, albeit with some variation, in Cincinnati sectorstoward effective use of shared outcomes There are significant areas of potential overlap between sectors, andinterest among sector representatives in exploring possibilities Outcomes identified or agreed upon by multiple sectors include thefollowing (most are in education and workforce development): Kindergarten readiness Hourly wage, expected hours Standardized state Degree or credential achievement test scores obtained High school graduation rates Job type ACT test scores Job retention Job placement Job advancement Outcomes in other sectors range more widely, although there isincreasing focus in the health sector on outcomes around preventivescreening, diabetes, obesity, tobacco use, and high blood pressure18 2012 FSG 19. Greater Cincinnati Shared Outcomes ProjectFSG.ORG Recommendations for Shared Outcomes Within and Across Sectors Emerged from Our Work Preliminary Recommendations Continue to support (stay the course) those sectors that showhigh agreement on priority outcomes (Education, WorkforceDevelopment, Arts) Facilitate further consensus building in emerging sectors (Healthand Community Development); consider development of sharedoutcomes for segments of these sectors Fund data system development, data collection training andmaintenance, and data use and learning for Education, WorkforceDevelopment, and Arts Incentivize as well as hold accountable partners to develop and usedata 19 2012 FSG 20. Greater Cincinnati Shared Outcomes ProjectFSG.ORG Cincinnati Funders Play an Important Role in Advancing the Development and Use of Shared OutcomesRecommended Next Steps for Funders Funders should consider their priority interests and program areas of work and identify opportunities to support the use of shared outcomes Funders should estimate funding requirements for activities, such as incentivizing as well as holding accountable, partner organizations to use shared outcomes Funders should consider investing in key partner organizations (such as backbone organizations) to build their capacities to support shared outcome data infrastructures Funders should also continue to serve in key roles as conveners as well as to invest in building consensus and supporting continuous learning20 2012 FSG 21. FSG.ORG Todays ConversationI. What is Collective Impact? 9:00 10:00 AM Break 10:00 10:15 AMII. What is Needed for Collective Impact to Succeed? Measuring Shared Outcomes 10:15 10:45 AM The Value of Backbone Support 10:45 11:15 AM Group Discussion11:15 AM 12:00 PMIII. Debrief and Closing 12:00 12:30 PM21 2012 FSG 22. Key LearningFSG.ORG It Is Not Always Easy to See the Value of Backbone Organizations Work The Role of Backbone Organizations Is Often Described with a Metaphor (They are) kind of like the quarterbackdoesnt end up in the end zone, buttheyre the ones handing it off, making a pass or calling a different play if thedefense looks different. Im at a lot of events with people in the know who dont understand what thesebackbones do. But they are doing what they are supposed to dothe workbehind the scenes. They both fill a role that, if it werent for them, no onewould be pushing certain items. They are an umbrella that can say, this is an issue, lets address it together. They serve as the voice for early care and education and bringing issues tothe tables to funders that may not otherwise be heard. (The backbone) has also formed a bridge between early childhood agencies,corporate leaders, and funders.Source: FSG interviews 22 2012 FSG 23. Theory of Change FSG.ORGEffective Backbone Organization Leadership Is Critical to Collective Impact SuccessWhy we collectivelyThe change weEarly indicationsare takingWhat we are doingcollectively hope to that our activitiesaction to address thesee if we are will lead to change(Needs /issue successful(BackboneAssumptions and(Activities) (Initiative Outcomes) Goals)Outcomes) Guide Vision Support AlignmentIsolated Impact Shared MeasurementPartnersBuild Public Will InitiativeAdvance Policy Community Mobilize Funding23 2012 FSG 24. Backbone Activities FSG.ORGBackbone Organizations in Greater Cincinnati AreSupporting Collective Impact Initiatives in Six Key Ways Guide Vision and Strategy Support Aligned Activities Establish Shared Measurement PracticesBuild Public WillAdvance PolicyMobilize Funding24 2012 FSG 25. Evaluation Design Process FSG.ORG The Evaluation Design Process Took Place Over 3 Months Working Group 16 Activity AreasSurveyDiscussions Instruments27 Outcome IndicatorsIndividual and aggregated baseline reportson Backbone Effectiveness25 2012 FSG 26. Key LearningFSG.ORGBackbone Organizations Were Assessed Against SixFunction AreasKey Findings Common strengths: Guiding visionand strategy, supporting alignedactivities, and establishing sharedmeasurement practices Common challenges: Externalcommunications, building public will,and advancing policy Areas for increased attention:Building public will, advancing policy,assisting partners with data capacity26 2012 FSG 27. Key LearningFSG.ORG When Comparing the Backbone Organizations, Organization-Specific Challenges Add Nuance Among the backbone organizations Phase of Collective Phase IPhase II Phase III Initiate ActionOrganizeSustain Action &Impact Initiativefor Impact ImpactOrganizational Capacity$$$Scope of the Vision and Strategy and / orVs.Geographic Reach Organizational Structure/Parent Organizations27 2012 FSG 28. Key LearningFSG.ORG Effective Backbone Leaders Share Common Characteristics Stakeholders describe backbone organization leaders as: Visionary Results-OrientedCollaborative, Relationship BuilderFocused, but AdaptiveCharismatic and Influential Communicator PoliticHumble Someone who has a big picture perspective[who] understandshow the pieces fit together, is sensitive to the dynamics, and is energetic and passionate.Source: FSG interviews 28 2012 FSG 29. Opportunities for Backbone Alignment FSG.ORG Backbone Organizations and Collective ImpactInitiatives Can Work Together for Greater Cincinnati Opportunities for Backbone organizations could not just learn from Alignment each other, but actively work more closely together Backbone organizations could align Data and Shared Measurement for the community Collaborating asBackbones Backbone organizations could align Funders on a community-wide vision Or Collaborating Backbones could collaborate on areas such as on IssuesCollege to Career or Early Childhood EducationSource: FSG interviews 29 2012 FSG 30. Group Discussion FSG.ORGIn Small Groups, We Will Discuss the Collective Impact Model and the Role of the Backbone Organization Join a group that is discussing a topic you are most interested in: Discussion Questions Common Agenda What do you see as the benefits to the community in taking a collective impact approach? Shared Outcomes In your tables topic area, what challenges Mutually Reinforcingexist that prevent the community from being Activitiesable to make progress in this area? Continuous What role does the backbone organization Communication play in advancing work in this topic area? What should happen next? Given your role in the sector, how do you participate?30 2012 FSG 31. FSG.ORG Todays ConversationI. What is Collective Impact? 9:00 10:00 AM Break 10:00 10:15 AMII. What is Needed for Collective Impact to Succeed? Measuring Shared Outcomes 10:15 10:45 AM The Value of Backbone Support 10:45 11:15 AM Group Discussion11:15 AM 12:00 PMIII. Debrief and Closing 12:00 12:30 PM31 2012 FSG 32. FSG.ORGAppendix 32 2012 FSG 33. Greater Cincinnati Shared Outcomes ProjectFSG.ORGThe Shared Outcomes Steering Committee IncludesKey Funders and Representatives from Greater CincinnatiStrategy Refresh Strategy Refresh Steering Committee MembersMike Baker, United Way of Greater CincinnatiE. Kelly Firesheets, The Health Foundation of Greater CincinnatiTeri Haught, ArtsWaveEric Rademacher, The Institute for Policy Research, University of CincinnatiShiloh Turner, The Greater Cincinnati Foundation 33 2012 FSG 34. Greater Cincinnati Backbone Effectiveness EvaluationFSG.ORG The Backbone Effectiveness Working Group Includes Representatives from Key Backbone Organizations and Greater Cincinnati Foundation Strategy RefreshStrategy RefreshWorking Group Members Stephanie Byrd, Success By 6 Greg Landsman, Strive Partnership Kathy Merchant, Greater Cincinnati Foundation Ross Meyer, Partners for a Competitive Workforce Bill Scheyer, Vision 2015 Kathy Schwab, LISC Mary Stagaman, Agenda 360 Shiloh Turner, Greater Cincinnati Foundation Kara Williams, Vision 2015 34 2012 FSG 35. Activities and Backbone OutcomesFSG.ORG Our Backbone Working Group Helped Define 16 Common Activity Areas Guide Vision and Build a common understanding of the problem that needs to be addressed Strategy Provide strategic guidance to develop a common agenda; serve as a thought leader / standard bearer for the initiative Support Aligned Ensure mutually reinforcing activities take place, i.e., Activities Coordinate and facilitate partners continuous communication and collaborative work Convene partners and key external stakeholders Catalyze or incubate new initiatives or collaborations Provide technical assistance to build management and administrative capacity (e.g.,coaching and mentoring, as well as providing training and fundraising support) Create paths for, and recruit, new partners so they become involved Seek out opportunities for alignment with other efforts Establish Shared Collect, analyze, interpret, and report data Measurement Catalyze or develop shared measurement systems Practices Provide technical assistance for building partners data capacity Build Public Will Build public will, consensus and commitment: Frame the problem to create a sense of urgency and articulate a call to action Support community member engagement activities Produce and manage communications (e.g., news releases, reports) Advance PolicyAdvocate for an aligned policy agenda Mobilize FundingMobilize and align public and private funding to support initiatives goals35 2012 FSG 36. Activities and Backbone OutcomesFSG.ORGThe Working Group Also Identified Several Indicators of Backbone Outcomes Guide Vision and Partners accurately describe the common agenda Partners publicly discuss / advocate for common agenda goals Strategy Partners individual work is increasingly aligned with common agenda Board members and key leaders increasingly look to backbone organization for initiative support, strategic guidance and leadership Support Aligned Partners articulate their role in the initiative Relevant stakeholders are engaged in the initiative Activities Partners communicate and coordinate efforts regularly, with, and independently of, backbone Partners report increasing levels of trust with one another Partners increase scope / type of collaborative work Partners improve quality of their work Partners improve efficiency of their work Partners feel supported and recognized in their work Establish Shared Shared data system is in development Partners understand the value of shared data Measurement Partners have robust / shared data capacity Practices Partners make decisions based on data Partners utilize data in a meaningful way Build Public Will Community members are increasingly aware of the issue(s) Community members express support for the initiative Community members feel empowered to engage in the issue(s) Community members increasingly take action Advance Policy Target audience (e.g., influencers and policymakers) is increasingly aware of the initiative Target audiences advocate for changes to the system aligned with initiative goals Public policy is increasingly aligned with initiative goals Mobilize Funding Funders are asking nonprofits to align to initiative goals Funders are redirecting funds to support initiative goals New resources from public and private sources are being contributed to partners and initiative36 2012 FSG 37. FSG.ORGThere are Three Phases to Developing a Shared Measurement System Developing a Shared Measurement System 1 2 3 DesignDevelopDeploy Shared vision for the Development of web- Learning forums andsystem and its relation to based platform andcontinuousbroader goals, theory of data collection tools improvementchange or roadmap Refinement and Ongoing infrastructure View of current state of testing of platform supportknowledge and data and tools Improve system based Governance and Staffing for data on a pilot, review,organization for management andrefinement, andstructured participation synthesis ongoing evaluation of usability and impact Identification of metrics,data collection approach,including confidentiality/transparencySource: FSG Analysis 37 2012 FSG 38. FSG.ORGKey Success Factors in the Development of Shared Measurement SystemsEffectiveStrong leadership and substantial funding (multi-year)Relationshipwith Funders Independence from funders in devising indicators, managing system Broad engagement during design by organizations, with clearBroad andexpectations about confidentiality/transparencyOpenEngagement Voluntary participation open to all organizationsInfrastructure Effective use of web-based technologyforDeployment Ongoing staffing for training, facilitation, reviewing data accuracyPathways for Testing and continually improving through feedbackLearning andImprovementFacilitated process for participants to share data and results, learn, and better coordinate effortsSource: Breakthroughs in Shared Measurement and Social Impact, FSG, 2009 38 2012 FSG 39. FSG.ORG Traditional Approaches Are Not Solving Our Toughest Social Problems Isolated ImpactCollective Impact Funders select individual grantees Nonprofits work separately and All players work toward the same compete goal and measuring the same things Evaluation attempts to isolate a particular organizations impact Cross-sector alignment occurs, with government and corporate Large scale change is assumed tosectors as essential partners depend on scaling organizations Organizations actively coordinate Corporate and government sectorstheir action and share lessons are often disconnected from learned foundations and non-profitsImagine a different approach Multiple players working together to solve complex issuesSource: Stanford Social Innovation Review: Collective Impact, Winter 2011 39 2012 FSG 40. Organization Introductions FSG.ORGGreater Cincinnati Has a Strong History of Collaborativeand Innovative Efforts to Tackle Social ChallengesThriving People Vibrant Places Educational Success, Health & Wellness,Cultural Vibrancy, Environmental Stewardship,Economic OpportunityJob Creation, Strong Communitiesplace matters 40 2012 FSG 41. Collective Impact: Overview FSG.ORGCollective Impact Is a Unique and DifferentiatedApproach to Bringing Actors Across Sectors Together Type of DefinitionCollaboration Long-term commitments by a group of important Collective Impact actors from different sectors to a common agenda forMore Elements of Collective Impact Initiatives solving a specific social problem FunderGroups of funders interested in supporting the same Collaborativesissue who pool their resources Partnerships formed between government and private Public-Private sector organizations to deliver specific services or Partnerships benefits Multi-Stakeholder Voluntary activities by stakeholders from different Initiatives sectors around a common theme Groups of individuals or organizations fluidly Social Sector connected through purposeful relationships, whether Networks formal or informal It is distinct from other forms of collaboration41 2012 FSG