1. April 29 - May 1, 2015 Collective Impact Experts Exchange

2. Agenda Welcome & Introductions Group Check-In Thumbnail Sketch: Backbone Elements in Collective Impact Ogden United Promise Neighborhood, United Way of Northern Utah Washtenaw Coordinated Funders, United Way of Washtenaw County Ready by 21, Forum for Youth Investment Group Activity Q&A

3. Collective Impact Check In Received “that article” on collective impact? Sick of receiving “that article” on collective impact? Actively exploring a collective impact approach? Feel as though you’re getting sucked/pushed into establishing or participating in “the collective”? References: Kania and Kramer, “Collective Impact,” Stanford Social Innovation Review http://www.ssireview.org/articles/entry/collective_impact Edmondson & Hecht, “Defining Quality Collective Impact,” Stanford Social Innovation Review http://www.ssireview.org/articles/entry/defining_quality_collective_impact Vu Le’s blog post on collective impact, http://bit.ly/1aJzbtl

4. Results for this Session Build your knowledge Make it Real Inspire Action Ability to describe key backbone functions for collective impact and funding collaboratives Give permission to collaborate without calling it collective impact Evaluate your readiness using self assessment questions about backbones Inspire you to explore a funding collaborative or applicability of a collective impact approach in your community

5. Six Functions of Backbone Organizations Guide Vision and Strategy Build a common understanding of the problem Provide strategic guidance to develop a common agenda Support Aligned Activities Coordinate and facilitate communication and collaboration Convene partners and external stakeholders Create paths for, and recruit, new partners Seek opportunities for alignment with other efforts Establish Shared Measurement Practices Collect, analyze, interpret, and report data Catalyze or develop shared measurement systems Provide technical assistance for building data capacity Build Public Will Create a sense of urgency and articulate a call to action Support community member engagement activities Produce and manage external communications Advance Policy Advocate for an aligned policy agenda Mobilize Funding Mobilize and align public and private funding to support goals Reference: FSG, “Evolving our Understanding of Backbone Organizations” (2012) http://www.fsg.org/KnowledgeExchange/Blogs/CollectiveImpact/PostID/389.aspx

6. Presented By: Leslie Herold Executive Director, Collective Impact United Way of Northern Utah Case Study #1: Accountability in a Backbone Organization

7. Managing & Measuring Accountability Ownership – Action – Risk – Creativity – Results

8. Choosing a Database for Outcomes Key Capabilities: Track and analyze participant demographic data Manage referrals Assess participant needs and progress Maintain comprehensive history of participant information Monitor participant attendance Identify and track key trends Measure program and staff efforts and effectiveness Identify which of your efforts, services, staff and programs are most effective at achieving desired outcomes Address multi-funder reporting obligations with dynamic reporting capabilities – in mere minutes

9. Change is hard... changing the culture of the way you work together is super hard! Sharing the results and taking credit... still to be determined.

10. Lessons: The Hard Way What went wrong What we learned How we fixed it What we would have done differently

11. Presented By: Bridget Healy Director of Community Impact United Way of Washtenaw County Case Study #2: Alignment and Resources Across Multiple Backbone Organizations

12. Goals for this Talk Build your knowledge Make it real Inspire action Describe a funding collaborative which shares backbone functions Understand “ingredients” for success informing the Coordinated Funding Model Discuss the value proposition of funding collaboratives to United Ways Evaluate existing assets and barriers in your community to development of a funding collaborative

13. Apologies in Advance...

14. Movement Along a Funding Continuum Not Collective Impact. Why?

16. Assets Strong relationships Local government funding of human services Succession planning Nonprofit “skin in the game” Risks Staff workload Greater focus leaves some out Public official turnover Retreat from current model “Sticky Wickets” Funder Identity Communicating the model Measurement & evaluation Model is not “set it and forget it” Benefits Reduced work for nonprofits Preservation of public funding Leverage! Greater aligned action & community impact

17. Getting to Aligned Action Benefits: Why expand your role? Why now? Assets: What do you need to do so? Who should be at the table? Trust (1-10) with potential partners? Existing synergy or partnerships? Risks: What could go wrong if you move forward? What could go wrong if you don’t move forward?

18. Presented By: Larry Pasti Senior Director, Field Services The Forum for Youth Investment Case Study #3: So You Really Want to Be a Backbone Organization

19. Launching a Collective Impact Initiative Has Three Prerequisites Financial Resources Committed funding partners Sustained funding for at least 2-3 years Pays for needed infrastructure and planning Influential Champion Commands respect and engages cross-sector leaders Focused on solving problem but allows participants to figure out answers for themselves Urgency for Change Critical problem in the community Frustration with existing approaches Multiple actors calling for change Engaged funders and policy makers ! Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis

20. Selecting a Backbone: A Process that Builds the Credibility of the Backbone and the Initiative Predetermined Semi-Open Process Open Process  Conduct landscape scan of key players, including the “usual suspects” and beyond  Build understanding backbone’s role among early initiative leaders  Approach high-potential backbone organizations to assess interest in serving as a backbone  Issue an RFP & interview applicants  Steering Committee and/or funder(s) selects backbone  An “early backbone” helps guide the initiative from the beginning, including helping to select the Steering Committee  6-12 months after the first SC meeting, a determination is made to either make the early backbone into a permanent backbone, or open the process to other backbones  Based on existing knowledge of key players, backbone is “named,” usually by the initiative’s funders  The backbone helps recruit a Steering Committee, potentially with the help of an early “advisory group” or funders Pros: Transparent, builds credibility, open to many organizations with different skill sets Cons: Takes time; must work through potentially difficult decisions Pros: Quick; Avoids difficult conversations in the short-term (though may arise in the long-term) Cons: May not have high credibility, may not find the org. with the best skill set, assumes funders know best Pros: Allows for a backbone “pilot”; backbone staff available from beginning of initiative Cons: May be politically difficult and inefficient to switch backbones Source: FSG.org

21. Many Types of Organizations Can Serve as Backbones Types of BackbonesExamples Funders New Nonprofit Existing Nonprofit Government Agency or School District Shared Across Multiple Organizations “Backbone for Backbones” Private Sector

22. Collective Impact Infrastructure: Structuring for Intentionality and Uncertainty Common Agenda and Shared Metrics Strategic Guidance and Support Backbone Organization (or set of organizations that collectively play backbone function) Steering Committee Partner-Driven Action = community partner (e.g., nonprofit, funder, business, public agency, resident) Ecosystem of Community Partners Work Group Chair Adapted from Listening to the Stars: The Constellation Model of Collaborative Social Change, by Tonya Surman and Mark Surman, 2008.Listening to the Stars: The Constellation Model of Collaborative Social Change

23. Maintain a high level of credibility within the community Serve as a neutral convener Include a dedicated staff Build key relationships across members of the initiative Focus people’s attention and create a sense of urgency Frame issues to present opportunities and difficulties Use evaluation as a tool for learning and progress Ensure coordination and accountability Stay “behind the scenes” to establish collective ownership Set the agenda for the group Drive the solutions Receive all the funding Self appoint rather than be selected by the community The Backbone Organization Brings Value to the Work Through “Leading from Behind” Source: FSG Interviews and Analysis Does … Does Not … “If you’re leading and no one is following then you’re just out for a walk.” – Afghan Proverb

24. Backbone Support Organizations: Diagnostic Do you Have the Skills? 6 Activities of Backbone Organizations 1.Guide vision and strategy 2.Support aligned activities 3.Establish shared measurement 4.Build public will 5.Advance policy 6.Mobilize funding Is it a Fit? 1.Partnership’s vision matches your vision 2.Geographic Scope – similar to Partnership 3.Geographic Levels – neighborhood, city/county state 4.Leadership Levels – respected by grasstops and grassroots 5.Credibility – are you seen as the natural leader in this space? Do you Have the Bandwidth? 1.Dedicated Staff (with skills) 2.Organizational buy-in 3.Sustainability potential 4.Start-up flexibility – willingness to serve in interim or time limited role ©The Forum for Youth Investment

25. Leslie Herold, Executive Director, Collective Impact @ United Way of Northern Utah lherold@uwnu.org(801) 399-5584 x107 Bridget Healy, Director of Community Impact @ United Way of Washtenaw County bhealy@uwwashtew.org(734) 677-7209 Larry Pasti, Senior Director, Field Services @ The Forum for Youth Investment larry@forumfyi.org (202) 207-3723 Q&A