Collective Impact: Backbone Organizations

1. Collective Impact:Backbone Organizations Session for: October 8, 2012 CMF / MNA Conference

2. FSG Overview FSG Overview • Nonprofit consulting firm specializing in strategy, evaluation and research with offices in Boston, Seattle, San Francisco, DC, Geneva, and Mumbai • Partner with foundations, corporations, nonprofits, and governments to develop more effective solutions to the world’s most challenging issues • Recognized thought leader in social impact, philanthropy and corporate social responsibility • Staff of 100 full-time professionalswith passion and experience to solve social problems • Advancing Collective Impact via publications, conferences, speaking engagements, client projects

3. FSG Is Playing a Leadership Role in Accelerating Collective Impact Approaches to Solving Large-Scale Social Problems • FSG and Collective Impact • Client work in Collective Impact: FSG understands how to enable and sustain cross-sector partnerships through our work with clients in the following sectors: • FSG articles paved the way for Collective Impact: • Leading Boldly (2004) • Breakthroughs in Shared Measurement (2008) • Catalytic Philanthropy (2009) • Collective Impact (2011) • Channeling Change: Making Collective Impact Work (2012) • Economic development • Education reform • Environmental sustainability • Juvenile justice • Teen substance abuse • Public health

4. There Are Several Types of Problems Simple Complicated Complex • Introduction to Collective Impact Baking a Cake Sending a Rocket to the Moon Raising a Child The social sector often treats problems as simple or complicated Source: Adapted from “Getting to Maybe”

5. Traditional Approaches Are Not Solving Our Toughest—Often Complex—Challenges • Introduction to Collective Impact IsolatedImpact • Funders select individual grantees • Organizations work separately and compete • Evaluationattempts to isolatea particular organization’s impact • Large scale change is assumed to depend on scaling organizations • Corporate and government sectors are often disconnected from foundations and nonprofits Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis

6. Imagine a Different Approach—Multiple Players Working Together to Solve Complex Issues • Introduction to Collective Impact • All working toward the same goal and measuring the same things • Cross-sector alignment with government, nonprofit, philanthropic, and corporate sectors as partners • Organizationsactively coordinating their action and sharing lessons learned Isolated Impact Collective Impact Collective Impact recognizes that no single organization is responsible for a major social problem, so no single organization can cure it Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis

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

8. The Collective Impact Approach Can Apply to Solving Many Complex Social Issues • CI across Issue Areas Homelessness Health Education * Economic Development Youth Development Community Development * * * * Indicates FSG Client

9. Collective Impact Is Best Structured with Cascading Levels of Collaboration, with the Backbone Playing a Critical Role Common Agenda • Implementing Collective Impact Shared Measures Steering Committee Governance, Vision and Strategy Backbone Action Planning Working Groups Implementation Partners Public Will Community Members Source: FSG Interviews and Analysis

10. Key Learning 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 quarterback—doesn’t end up in the end zone, but they’re the ones handing it off, making a pass or calling a different play if the defense looks different.” • “I’m at a lot of events with people in the know who don’t understand what these backbones do. But they are doing what they are supposed to do—the work behind the scenes. They both fill a role that, if it weren’t for them, no one would be pushing certain items.” • “They are an umbrella that can say, ‘this is an issue, let’s address it together.’” • “They serve as the voice for early care and education and bringing issues to the 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

11. Theory of Change Effective Backbone Organization Leadership Is Critical to Collective Impact Success Guide Vision Support Alignment Shared Measurement Build Public Will Advance Policy Mobilize Funding The change we collectively hope to see if we are successful (Initiative Outcomes) Why we collectively are taking action (Needs / Assumptions and Goals) Partners Initiative Community Early indications that our activities will lead to change(Backbone Outcomes) What we are doing to address the issue (Activities) Isolated Impact

12. Backbone Organizations Backbone Organizations Come in a Variety of Types Types of Organizations That Could Serve as Backbones Multi-Organization Initiatives Funders New or Existing Non-Profits Private Sector Government Agencies and Other Intermediaries Core Requirements to be a Successful Backbone Organization* Strong and Adaptive Leadership Sustained Funding and Resources Dedicated Staff High Credibility in the Community Ability to Be a Neutral Convener * These skills can exist within a single organization or within another organization in the effort Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis

13. Backbone Organizations Backbone Organizations Are Critical to Any Collective Impact Effort—And They Perform Six Major Functions • Build a common understanding of the problem • Provide strategic guidance to develop a common agenda Guide Vision and Strategy • Convene key external stakeholders to do mutually reinforcing activities • Facilitate communication and collaboration • Catalyze or incubate new initiatives Support Aligned Activities • Collect, analyze, interpret, and report data • Catalyze or develop shared measurement systems • Provide technical assistance for building partners’ data capacity Establish Shared Measurement Practices • Build public will, consensus, and commitment • Create a sense of urgency and articulate a call to action • Support community member engagement activities Build Public Will Advance Policy • Advocate for an aligned policy agenda • Mobilize and align both public and private funding to support goals Mobilize Funding Backbones must balance the tension between coordinating and maintaining accountability, while staying behind the scenes to establish collective ownership Source: FSG Interviews and Analysis

14. Key Learning Among Different Backbone Organizations, Organization-Specific Challenges Add Nuance Phase II Organize for Impact Phase III Sustain Action & Impact Phase I Initiate Action Among the backbone organizations… Phase of Collective Impact Initiative Organizational Capacity $ $ $ Scope of the Vision and Strategy and / or Geographic Reach Vs. Organizational Structure/ Parent Organizations

15. Backbone Organizations Backbones Typically Require At Least Three Key Staff Positions Illustration of a Backbone Structure: Source: Adapted from Strive Network

16. Backbone Organizations Every Backbone Needs Funding for its Activities; a Backbone Organization Likely Requires an Annual Budget of ~$3-400K Illustration of a Backbone’s Budget: Source: Adapted from Strive Network

17. Key Learning Effective Backbone Leaders Share Common Characteristics Stakeholders describe backbone organization leaders as: Visionary Results-Oriented Collaborative, Relationship Builder Focused, but Adaptive Charismatic and Influential Communicator Politic Humble “Someone who has a big picture perspective—[who] understands how the pieces fit together, is sensitive to the dynamics, and is energetic and passionate.” Source: FSG interviews

18. Group Discussion In Small Groups, We Will Discuss the Collective Impact Model and the Role of the Backbone Organization • Discussion Questions • What do you see as the benefitsto the community in taking a collective impact approach? • In your table’s topic area, what challenges exist that prevent the community from being able to make progress in this area? • What role does the backbone organization play in advancing work in this topic area? • What should happen next? Given your role in the sector, how do youparticipate?

19. Thank You! • To talk more with FSG about Collective Impact: • John Kania • john.kania@fsg.org Collective Impact resources available on FSG’s website: http://fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx