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

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 professionals with passion and experience to solve social problems
Advancing Collective Impact via publications, conferences, speaking engagements, client projects

3. FSG and Collective Impact
FSG Is Playing a Leadership Role in Accelerating Collective Impact Approaches to Solving Large-Scale Social Problems
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
Introduction to Collective Impact
There Are Several Types of Problems
Simple
Baking a Cake
Sending a Rocket to the Moon
Complicated
Complex
Raising a Child
Simple Problem: The right “recipe” is essential but once you’ve discovered it, replication will get you almost the same result every time
Complicated Problem: The right “protocols and formulas” are needed, as are high levels of expertise and training – experience is built over time to get to the right result, which can be repeated over time with the expectation of success
Complex Problem: There are no “right” recipes or protocols that work in every situation. There are many outside factors that influence the situation, and every situation is unique. Experience helps, but in no way guarantees success
The social sector often treats problems as simple or complicated
Source: Adapted from “Getting to Maybe”

5. Introduction to Collective Impact
Traditional Approaches Are Not Solving Our Toughest—Often Complex—Challenges
Funders select individual grantees
Organizations work separately and compete
Evaluation attempts to isolate a 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
Isolated Impact
Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis

6. Isolated Impact Collective Impact
Introduction to Collective Impact
Imagine a Different Approach—Multiple Players Working Together to Solve Complex Issues
All working toward the same goal and measuring the same things
Cross-sector alignment with government, nonprofit, philanthropic, and corporate sectors as partners
Organizations actively 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. Mutually Reinforcing Activities Continuous Communication
Five Elements of Collective Impact
Achieving Large-Scale Change through Collective Impact Involves Five Key Elements 1
Common Agenda
Common understanding of the problem
Shared vision for change 2
Shared Measurement
Collecting data and measuring results
Focus on performance management
Shared accountability 3
Mutually Reinforcing Activities
Differentiated approaches
Coordination through joint plan of action 4
Continuous Communication
Consistent and open communication
Focus on building trust 5
Separate organization(s) with staff
Resources and skills to convene and coordinate participating organizations
Backbone Support
Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis

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

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

10. It Is Not Always Easy to See the Value of Backbone Organizations’ Work
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. (Needs / Assumptions and Goals) (Initiative Outcomes)
Theory of Change
Effective Backbone Organization Leadership Is Critical to Collective Impact Success
Why we collectively are taking action
(Needs / Assumptions and Goals)
What we are doing to address the issue
(Activities)
Early indications that our activities will lead to change (Backbone Outcomes)
The change we collectively hope to see if we are successful
(Initiative Outcomes)
Isolated Impact
Guide Vision
Support Alignment
Shared Measurement
Build Public Will
Advance Policy
Mobilize Funding
Partners
Initiative
Community

12. Backbone Organizations Come in a Variety of Types
Types of Organizations That Could Serve as Backbones
Funders
New or Existing Non-Profits
Government Agencies and Other Intermediaries
Private Sector
Multi-Organization Initiatives
Strong and Adaptive Leadership
Sustained Funding and Resources
Core Requirements to be a Successful Backbone Organization*
High Credibility in the Community
Dedicated Staff
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
Guide Vision and Strategy
Build a common understanding of the problem
Provide strategic guidance to develop a common agenda
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
Build public will, consensus, and commitment
Create a sense of urgency and articulate a call to action
Support community member engagement activities
Advance Policy
Advocate for an aligned policy agenda
Mobilize Funding
Mobilize and align both public and private funding to support goals
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. Phase of Collective Impact Initiative
Key Learning
Among Different Backbone Organizations, Organization-Specific Challenges Add Nuance
Among the backbone organizations…
Phase of Collective Impact Initiative
Phase I
Initiate Action
Phase II
Organize
for Impact
Phase III
Sustain Action & Impact
Organizational Capacity $ $ $
Scope of the Vision and Strategy and / or Geographic Reach
Vs.
Organizational Structure/ Parent Organizations

15. Backbones Typically Require At Least Three Key Staff Positions
Backbone Organizations
Backbones Typically Require At Least Three Key Staff Positions
Illustration of a Backbone Structure:
Project Director
Data Manager
Facilitator(s)
Leadership
Oversees effort
Advises Steering Committee
Manages accountability
Manages working groups/networks
Communication
Reports data
Shares data for use
Connects working groups/networks
Critical Thinking
Addresses complex issues
Planning
Leads vision, goal, strategy setting
Plans data collection, data sharing
Aligns partners to implement
Embracing Change
Champions change at senior level
Provides data to help change occur
Champions change in groups
Teamwork
Listens, reinforces senior collaboration
Partners with data providers
Helps community partners align
Source: Adapted from Strive Network

16. Backbone Organizations
Every Backbone Needs Funding for its Activities; a Backbone Organization Likely Requires an Annual Budget of ~$3-400K
Illustration of a Backbone’s Budget:
Expense Category
Budget ($)
Description
Salaries
80,000
1 FTE Executive Director
55,000
1 FTE Facilitator
65,000
1 FTE Data Manager
25,000
.5 FTE Administrative Support
Benefits
45,000
At 20% of salaries
Professional Fees
90,000
Consultants, R&E, Web
Travel and Meetings
16,000
Workshops, events, retreat
Communications
Reports, collateral, media
Technology
In kind hardware, software, IT
Office
3,650
In kind/paid rent, utilities, supplies
Other
1,000
Staff training, miscellaneous
Total Expenses
425,650
Covered by grants and fees
Source: Adapted from Strive Network

17. Effective Backbone Leaders Share Common Characteristics
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 benefits to 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 you participate?

19. Thank You! To talk more with FSG about Collective Impact: John Kania
Collective Impact resources available on FSG’s website: