Collective Impact: A Framework for Transformative Community Change Shiloh Turner President Executive Philanthropy Advisors
There Are Several Types of Problems Simple Complicated Complex Sending a Rocket to Raising a Child Baking a Cake the Moon No “right” recipes or protocols “ Formulas ” needed Right “recipe” essential Outside factors influence Experience built over time and Gives same results every time Experience helps, but doesn’t can be repeated with success guarantees success The social sector traditionally treats problems as simple or complicated
Traditional Approaches Are Not Solving Our Toughest Social Problems Collective Impact Isolated Impact • Funders select individual grantees • All players work toward the same • Nonprofits work separately and goal and measuring the same compete things • Evaluation attempts to isolate a • Cross-sector alignment occurs, particular organization’s impact with government and corporate • Large scale change is assumed to sectors as essential partners depend on scaling organizations • Organizations actively coordinate • Corporate and government sectors their action and share lessons are often disconnected from learned foundations and non-profits Imagine a different approach – Multiple players working together to solve complex issues
Collective Impact Is a Unique and Differentiated Approach to Bringing Actors Across Sectors Together Type of Definition Collaboration Long-term commitments by a group of important Collective Impact actors from different sectors to a common agenda Initiatives More Elements of Collective Impact for solving a specific social problem Groups of funders interested in supporting the same Funder Collaboratives issue who pool their resources Partnerships formed between government and Public-Private private sector organizations to deliver specific Partnerships services or 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
COLLABORATION COLLECTIVE IMPACT Convene around Work together programs / initiatives to move outcomes Use data to prove Use data to improve Addition to what you do Is what you do Advocate for ideas Advocate for what works
Working in Collective Impact Requires a Mindset Shift Adaptive vs. Technical Problem Solving No Silver Bullets.… But We Do Have Silver Buckshot Focus on goal, but allow solutions to emerge Credibility vs. Credit Balancing accountability for impact with accountability for learning
Five Elements of Collective Impact Common Agenda Shared Measurement Mutually Reinforcing Activities Continuous Communication Backbone Organizations
Common Agenda
Common Agenda
Common Agenda
Shared Measurement
Mutually Reinforcing Activities
Mutually Reinforcing Activities
Mutually Reinforcing Activities
Continuous Communication
Backbone Support
Cincinnati Case Study
Themes of our organic learning journey Community’s problems did not develop overnight. Must take a long-view approach. (Philanthropy uniquely suited to do so) Real solutions must go beyond what any one program can achieve; they must address the root cause. We were program rich, but systems poor We needed to do things differently. Together. Did we have the civic infrastructure it will take? The answer was no. Collective Impact was the answer. The language just hadn’t been invented yet.
Building the Civic Infrastructure 2008: Partners for a 2012: 2000: 2015: 2006: Competitive Green ArtsWave LISCC Strive Workforce Umbrella 2003: 2014: 2006: 2009: Success By Agenda GenH Skyward 360 Six
In 2012, GCF made a 5-year commitment to support multiple local backbone organizations Components of GCF’s Investment • Provide five years of “change capital” to a cohort of six backbone organizations as a way to test whether or Provide not sustained and reliable support from GCF would enable the region’s key catalysts for change to scale up change and increase the pace of their efforts capital • The investment was $3.5M over 5 years (2012-2016) • 2012: Established and convened a community of practice with a cohort of 6, hosted a community forum • 2013: Expanded community of practice to Arts Wave, Cradle Cincinnati, Women’s Fund, and Collective Facilitate a Impact on Health and provided technical assistance on communications and how backbones can better community of articulate their value practice • 2014: Expanded cohort to include Green Umbrella, provided technical assistance on design thinking for building community will • 2012: Evaluation framework for assessing the work of backbones in collective impact Build the • 2013: Effective ways to communicate the backbone story and framework for assessing sources and capacity of local measures of influence backbones • 2014: Human-centered design approach and the field • 2015: Initial effort to bring an equity lens to collective impact by disaggregating key data Champion the • Published multiple blogs in Stanford Social Innovation Review need to • Multiple publications and presentations throughout the US support • Consulted with more than 50+ communities across the US, and 5 countries outside the US systems • Backbone leaders sought for their thought leadership and heralded as models of success change • 2012: Baseline evaluation, identifying shared theory of change, six core activities of a backbone, and Evaluate the corresponding indicators of effectiveness backbones’ • 2013: Determined backbones’ sources of leverage and influence efforts • 2014: Synthesized primary and secondary data
What We Hoped to Accomplish Primary: Accelerate change in six key community sectors/initiatives Secondary: Learn more about what it takes to do this work well; how to best evaluate, communicate, and support it Foster collaboration among backbones Share knowledge with the field
Backbone support
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 .”
Backbone Shared Theory of Change Why we collectively The change we Early indications are taking What we are doing collectively hope to that our activities action to address the see if we are will lead to change (Needs / issue successful (Backbone Assumptions and (Activities) (Initiative Outcomes) Goals) Outcomes) Guide Vision Support Alignment Partners Isolated Impact Shared Measurement Build Public Will Initiative Advance Policy Community Mobilize Funding
Six Core Activities of Backbone Organizations Guide Vision and Strategy Support Aligned Activities Establish Shared Measurement Practices Build Public Will Advance Policy Mobilize Funding
Guide Vision and Strategy
Support Aligned Activities
Establish Shared Measurement Practices
Build Public Will
Advance Policy
Mobilize Funding
Results
Tremendous philanthropic, corporate, and public investments are leveraged through the backbone cohort, unlike virtually anywhere else in the nation; businesses and foundations believe funding these backbones will move the needle in the region Backbone Organization New and Aligned Funding: 2012-2015* Agenda 360 $2.3MM Green Umbrella $2.9MM $664.0MM LISC (place matters and other LISC neighborhoods) Partners for a Competitive $53.0MM Workforce StrivePartnership $36.3MM Success by Six $43.0MM Skyward $18.6MM Total $820.1MM * Aligned and new funding, also stated as leveraged funding, is not necessarily received only by the reporting organization, but results from the work of the organization
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