1. INVESTING IN LEADERSHIP DEVELOPMENT CDFI LEADERSHIP LEARNING NETWORK NFCDCU CONFERENCE JUNE 7, 2013 0

2. 1 Mission is to build better futures for vulnerable children and families Invest in and foster public policies, human-service reforms and community supports, including: –Services to secure and sustain lifelong family connections –Public human service systems that strengthen families –Social and economic security for families in poor communities –Use of data as a tool for change –Family-supporting communities The Annie E. Casey Foundation

3. 2 Additional philanthropic tool to complement grantmaking –Double bottom line – financial and social return –Financing gap $125 million endowment allocation –Place based and thematic investments Flexible terms but invest through financial intermediaries Leverage/co-investment requirement –Influence other investors and share risk Systems to track financial and social return Social Investments Unit

4. 3 Impact –Ratings systems and standardized performance metrics Field Building –Tools and resources to increase foundation social investing Staff Training –Evaluate financial health of key grantees –Identify social investment opportunities Capacity Building –CDFI collaboration and partnership development –CDFI Leadership Learning Network Social Investments Support

5. 4 Leadership matters –Investments in programs and system reform initiatives are not enough Portfolio of leadership development programs & tools –Support leaders from public, private and community organizations –Built upon Children and Family Fellowship (launched 1993) Results Based Leadership –Results-driven leaders are vital to achieving measurable and lasting improvements in child and family well-being –Provide leaders with skills to execute strategies and adapt to change Results Based Leadership Approach

6. 5 Five Results Based Leadership Competencies CompetencyDescription & Examples Achieve results and be data driven Use results-based accountability (RBA) to approach change & decision-making. Define a result & performance measures Use data to make decisions & assess progress Close racial disparity gaps Recognize that issues of race, class & culture impact outcomes. Have conversations about race, class & culture Disaggregate data to identify disparities Develop strategies to close gaps Act as instrument of change Individuals are capable of serving as catalysts for positive change. Understand organizational & system dynamics Lead from the middle Master adaptive leadership skills Understand that complex community change requires leaders to impact stakeholders’ attitudes, values, beliefs & habits. Build trust Manage change & conflict Collaborate with others The capacity to build effective partnerships enables leaders to align their actions & to administer resources. Engage partners & stakeholders Facilitate effective meetings that lead to aligned action

7. 6 Social Investments & Leadership Development partnership Consulted CDFI Executive Directors Identified key organizational and field leadership needs –Succession planning & sustainability – build the capacity of middle managers −Build skills to adapt to and lead a changing field o Messaging & branding o Managing relationships o Measuring impact −Create a network to leverage peer connections Results Based Leadership Program for CDFI’s

8. 7 Program Results Accelerate results achievement within Casey’s Community Development Financial Institution (CDFI) portfolio: – Provide low-income & disadvantaged people & communities access to quality financial products & services – Alleviate poverty & increase wealth of low-wealth people/communities Deepen & strengthen the bench of next generation leaders within Casey’s CDFI portfolio & for the CDFI field CDFI Leadership Learning Network (LLN) Overview

9. 8 Program Structure & Content 6 two-day seminars over 13 months 12 participants from 9 CDFI’s, including 1 CDCU Focus on 5 Results Based Leadership competencies in community development finance context Participants commit to taking action between sessions CDFI Leadership Learning Network (LLN) Overview Methods Discussions Readings Instruction Case studies Site visits Peer learning & consultation Practice/application exercises Personal reflection

10. 9 You as a Leader Begin forming a cohesive & trusting network Build capacity to reflect on themselves, their roles & the systems in which they operate Develop a greater awareness of their own leadership within the person-role-system framework Explore the power of conversations about race, class & culture for the purpose of identifying actions for reducing disparities Receive 360 degree feedback & create Individual Learning Plans CDFI LLN – Seminar 1

11. 10 Making a Measurable Difference Use Results Based Accountability (RBA) framework to define a population result, analyze trends, develop strategies to turn a curve & identify performance measures –How much did we do? –How well did we do it? –What difference did we make/who’s better off? Practice holding accountability conversations for commitments & results Use Myers Briggs Type Indicator to understand preferences & work more effectively with others Identify an organizational challenge to address CDFI LLN – Seminar 2

12. 11 Moving the Work Forward: Stepping Up to the Adaptive Leadership Challenge Consider how roles and authority impact the work Understand the relationship between change and loss –Power, relationships, competence, resources Learn effective communication and messaging techniques Practice developing a message to enroll stakeholders towards a result CDFI LLN – Seminar 3

13. 12 CDFI LLN – Seminars 4 - 6 Seminar ThemeContent Seeing Systems: Leading Effectively at Every Level of the System Explore the impact of system dynamics & experience these dynamics in a simulation Conduct a site visit & learn from leaders at all levels of the system Execution: Moving to Action Work to mesh strategy with reality & align people with goals Explore strategies for building trust & managing conflict Looking Forward Determine how to continue leadership development practice Focus on moving forward to achieve the outcomes desired for organizations & improved results for target communities

14. 13 Tools like RBA have been helpful in linking performance to what difference the work ultimately makes Communication, messaging and facilitation techniques have improved presentations and collaborative work Have applied Myers Briggs Type Indicator with teams to understand preferences and work more effectively Program has been fun, challenging and very helpful to have a peer support network Impact – Participant Feedback

15. 14 Trying Hard is Not Good Enough, Mark Friedman Theory of Aligned Contributions, Jolie Bain Pilsbury: http://www.rbl-apps.com/TOAC.php http://www.rbl-apps.com/TOAC.php Leadership on the Line, Ronald Heifetz & Marty Linsky Leadership Made Simple, Ed Oakley & Doug Krug RBL Tools: http://www.rbl-apps.com/http://www.rbl-apps.com/ Results Based Leadership Resources