1. Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORG Collective Impact July 2013 Session for: United Way of San Diego County

2. FSG.ORG 2 © 2013 FSG Juvenile Justice in New York $286,00089% recidivism rate=

3. FSG.ORG 3 © 2013 FSG The NYJJ System Is Significantly Fragmented With Dozens of Agencies, Organizations and Courts at Multiple Levels Source: FSG Interviews and Analysis; State of NY Juvenile Justice Advisory Group, “State of NY, 2009–2011: Three-Year Comprehensive State Plan for the JJ and Delinquency Prevention Formula Grant Program.” This complexity is increased due to varying processes and structures across New York State’s 62 counties

4. FSG.ORG 4 © 2013 FSG Today’s Talk Concepts and Elements of Collective Impact Collective Impact Examples Role Play Questions and Answers

5. FSG.ORG 5 © 2013 FSG There Are Several Types of Problems Source: Adapted from “Getting to Maybe” Simple Complicated Baking a CakeSending a Rocket to the Moon Social sector treats problems as simple or complicated Complex Raising a Child

6. FSG.ORG 6 © 2013 FSG 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

7. FSG.ORG 7 © 2013 FSG 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 ImpactCollective Impact

8. FSG.ORG 8 © 2013 FSG Achieving Large-Scale Change through Collective Impact Involves Five Key Elements Common Agenda Common understanding of the problem Shared vision for change Shared Measurement Collecting data and measuring results Focus on performance management Shared accountability Mutually Reinforcing Activities Differentiated approaches Willingness to adapt individual activities Coordination through joint plan of action Continuous Communication Consistent and open communication Focus on building trust Backbone Support Separate organization(s) with staff Resources and skills to convene and coordinate participating organizations Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews

9. FSG.ORG 9 © 2013 FSG Differences between Collective Impact and Collaboration Source: Jeff Edmondson, Strive CollaborationCollective Impact Convene around specific programs / initiatives Work together over the long term to move outcomes ProveLearn and improve Addition to what you doIs what you do Advocate for ideasAdvocate for what works Collective impact initiatives also are nearly always cross-sector, whereas collaborations often occur within a single sector

10. FSG.ORG 10 © 2013 FSG Collective Impact Can Apply to Many Complex Social Issues Education Healthcare Economic Development Youth Development Homelessness Community Development * * * * * Indicates FSG Client

11. 11 © 2013 FSG FSG.ORG In Collective Impact, A Broad Set of Partners Work to Achieve the Common Vision, Supported by a Backbone and Steering Committee * 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 partner-driven action strategic guidance and support = community partner (e.g., nonprofit, funder, business, public agency, resident) Ecosystem of Community Partners Backbone Organization (or set of organizations that collectively play backbone function) Steering Committee Work Group Chair Common Agenda and Shared Metrics

12. 12 © 2013 FSG FSG.ORG Six Core Functions for the Backbone Organization Backbones must balance the tension between coordinating and maintaining accountability, while staying behind the scenes to establish collective ownership Guide Vision and Strategy Build Public Will Support Aligned Activities Mobilize Funding Establish Shared Measurement Practices Advance Policy Backbone Organizations Source: FSG Interviews and Analysis

13. 13 © 2013 FSG FSG.ORG Common Misperceptions about the Role of Backbone Organizations The backbone organization sets the agenda for the group The backbone organization drives the solutions The backbone organization receives all the funding The role of backbone can be self appointed rather than selected by the community The role of backbone isn’t fundamentally different from “business as usual” in terms of staffing, time, and resources Common Misperceptions Backbone Organizations Source: FSG Interviews and Analysis

14. FSG.ORG 14 © 2013 FSG Thank You! To talk more with FSG about Collective Impact contact: Jennifer Splansky Juster, Director jennifer.juster@fsg.org jennifer.juster@fsg.org Autumn McDonald, Consultant autumn.mcdonald@fsg.org autumn.mcdonald@fsg.org Collective Impact resources available on FSG’s website: http://fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx http://fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx