WHAT IS A SYSTEMS APPROACH?

IN THE NEWS Drug busts increase drug-related crime “Get tough” prison sentences fail to reduce fear of violent crime Homeless shelters perpetuate homelessness Job training programs increase unemployment

WHAT DO THESE STORIES HAVE IN COMMON?

COMMON CHARACTERISTICS OF “FAILED” SOLUTIONS They: Address symptoms not underlying problems Are obvious and often success in short-term Produce short-term gains that are undermined by long-term impacts Create unintentional, negative consequences Mask our own responsibility for recurrence Source: Bridgeway Partners

FIXING NOW VS. IMPACT OVER TIME When you are confronted by any complex social system … with things about it that you’re dissatisfied with and anxious to fix, you cannot just step in and set about fixing with much hope of helping. This is one of the sore discouragements of our time. If you want to fix something you are first obliged to understand … the whole system. -Lewis Thomas

A SYSTEM IS Many parts Doing different things Working together Focused on a common goal

CONVENTIONAL VS. SYSTEMS THINKING CONVENTIONAL THINKING SYSTEMS THINKING The connection between problems and their causes is obvious and easy to trace. The relationship between problems and their causes is indirect and not obvious. Source: Bridgeway Partners

CONVENTIONAL VS. SYSTEMS THINKING CONVENTIONAL THINKING SYSTEMS THINKING Others, either within our outside our organization, are to blame for our problems and must be the ones to change. We unwittingly create our own problems and have significant control or influence in solving them by changing our own behavior. Source: Bridgeway Partners

CONVENTIONAL VS. SYSTEMS THINKING CONVENTIONAL THINKING SYSTEMS THINKING A policy designed to achieve short-term success will also ensure long-term success. Most quick fixes have unintended consequences. They make no difference or they make things worse in the long run. Source: Bridgeway Partners

CONVENTIONAL VS. SYSTEMS THINKING CONVENTIONAL THINKING SYSTEMS THINKING In order to optimize the whole, we must optimize the parts. In order to optimize the whole, we must improve relationships among the parts. Source: Bridgeway Partners

CONVENTIONAL VS. SYSTEMS THINKING CONVENTIONAL THINKING SYSTEMS THINKING Aggressively tackle many independent initiatives simultaneously. Systems change is the product of a few key, coordinated changes sustained over time. Source: Bridgeway Partners

WHEN TO USE SYSTEMS APPROACH The problem is chronic and has defied people’s best efforts to solve it. Diverse stakeholders find it difficult to align their efforts, despite similar intentions. People are working on many disparate initiatives at the same time. Promoting certain solutions (e.g. best practices) comes at the expense of engaging in continuous learning.

THE TRADITIONAL APPROACH Building better programs or organizations Building better programs = making better musicians

THE SYSTEMS APPROACH Bringing players together to form an orchestra, which creates a symphony

SYSTEMS APPROACH TO HOMELESSNESS Current approach is program-driven Each program Selects its target population Establishes its own criteria and outcome measures Result: Some good programs, but many people unserved Resources not coordinated Lack of accountability

SYSTEMS APPROACH TO HOMELESSNESS A systems approach is not just program-level collaboration but systematic coordination to use all resources better Shares a common vision Sets clear goals, and has the means to measure them Recognizes the role of each part in contributing to the results Holds each component accountable Makes change over time

KEY ELEMENTS OF A SYSTEMS APPROACH Use research to inform decisions and design Gather data on results and impact Create services that work for clients, not programs that work for providers and funders Always keep in mind the Big Picture

ROLE OF PHILANTHROPY

KEY ROLES FOR FUNDERS Leader/convener Capacity builder Strategic investor Advocate

LEADER/CONVENER Bring public and private parties together to address the issue jointly Often seen as neutral party Speak what is unspoken: costs, turf, failure Help generate a shared vision Get commitment to an ongoing process

DON’T IGNORE OTHER AGENDAS ROLE YES AND … Elected official Permanent housing with support services and jobs are important. This takes a long time and it’s expensive – and the community has other immediate needs. Business leader It’s important for everyone to have shelter. Our primary concern is homeless people downtown who hurt business. Source: Bridgeway Partners

DON’T IGNORE OTHER AGENDAS ROLE YES AND … Shelter director Giving people shelter is humane. The more beds we fill, the more money we get. Health Care for Homeless director Homeless people need basic health services outside of the ER. We have to compete with other providers for limited funding. Source: Bridgeway Partners

DON’T IGNORE OTHER AGENDAS ROLE YES AND … Affordable housing advocate All people need permanent housing first. We need to attract people who can afford to pay for housing. Donor We are committed to helping homeless people. Our board wants to help people now. Source: Bridgeway Partners

DON’T IGNORE OTHER AGENDAS ROLE YES AND … Concerned citizen No one should be homeless and shelters provide a humanitarian solution. I don’t want homeless people living near me. My tax money should go to more pressing problems. Homeless person Permanent housing gives me ongoing security. My community is other homeless people. I don’t know that I can make it in the “mainstream” world. Source: Bridgeway Partners

KNOWLEDGE/CAPACITY BUILDER Provide information on successful models/best practices Help collect and analyze local information and data to establish goals Build the system and program capacity to implement change

STRATEGIC INVESTOR Fund the collaboration and data collection Make program investments in keeping with agreed upon goals and outcomes Seed proven activities/ approaches that are new in the community Be patient and persistent Use philanthropic dollars to leverage change!

ADVOCATE Use position to raise awareness of solutions Point to opportunities to expand and leverage public resources Call for accountability Support small successes within a long-term context “Neutral party” status lends credibility With elected officials In the media With the business community