1. Finance Workgroup Phase 4
Making the Best Use of Existing Resources
This PowerPoint file is to be used as a template for the third meeting of the finance workgroup. In this meeting the finance lead will share cross-agency fund-mapping data with the finance workgroup and facilitate a conversation regarding how partners can support the work.. A three-hour block of time should be scheduled for this meeting. See the Finance Facilitator Guide for Phase 4.3 for pointers on preparing for this meeting.
To customize this PowerPoint deck, the finance lead will need to add the three-year budget estimates generated during the previous meeting, as well as the cross-agency fund map analysis, slides from the partnering agencies regarding funding and priorities of their agency and points of alignment with E2S.
The notes section of most slides contains talking points. These can be adapted as appropriate. Italicized text is intended to be delivered as scripted for making important points or to help make smooth transitions. Walk through the presentation with your finance coach as part of your preparation.
Materials
Flipchart and markers with a flipchart “Parking Lot” for questions.
Handout
Agenda
Example: Complex Financing for Collective Impact
Worksheet 5: Total Three-Year Costs and Funding Gaps from the Developing Scale and Budget Estimates
Meeting3: Making the Best Use of Existing Resources

2. INTRODUCTIONS AND OVERVIEW
Finance Workgroup Phase 4
INTRODUCTIONS AND OVERVIEW
Welcome everyone to the meeting and introduce yourself and do a round of introductions for the group.
You all received some background information on Evidence2Success in advance of this meeting. Today we are here to learn more about the goals of the finance workgroup and the roles and functions of workgroup members. For introductions please share your name, your role and organization and what you would like to get out of today’s meeting. (Or introduce the Penny Exercise].
For groups whose members already seem to know each other well, ask each person to answer the question, “What do you want to get out of today’s meeting?” and chart their responses on a flipchart in the front of the room. You will come back to this paper at the end of the meeting to be sure that everyone’s objectives have been met.
For groups in which members are less familiar with each other, you may want to offer a simple icebreaker, such as the Penny Exercise. Distribute one penny to each member of the group. Ask people to think about one special thing that happened in that year of the penny that they are willing to share with the group. Then ask each person to introduce themselves by stating their name, position and one significant thing that happened in their life during the year on the penny. The purpose of this exercise is learn more about one another, sharing personal information to create a safe environment.
Thank and acknowledge those who have been collecting data at the agency for the time and energy they’ve put into these efforts to date.
Meeting 1: Finance Workgroup Charge and Orientation

3. Goals and Objectives for Today
Finance Workgroup Phase 4
Goals and Objectives for Today
Consider a range of financing strategies that can support the implementation of Evidence2Success
Focus on improving the use of existing public funds
Review how dollars are currently invested by sharing cross-agency fund-mapping data
Partners share opportunities to finance selected evidence-based programs within their agencies
Define next steps
After introductions, review the goals and objectives for the meeting. Then refer participants to their agenda and review the agenda for the day. Share location of restrooms and any other logistical information participants need.
Meeting3: Making the Best Use of Existing Resources

4. Developing a Strategic Financing Plan
Finance Workgroup Phase 4
Developing a Strategic Financing Plan
Community board identifies priority programs, scale and needed supporting infrastructure based on assessment data.
1. What are your financing goals?
Finance workgroup develops cost estimates for implementing programs and supporting infrastructure.
2. What financial resources do you need to implement those goals?
Finance workgroup oversees development of fund map information
3. What resources do you have?
Finance workgroup identifies financing strategies to support implementation with input from Evidence2Success partnership.
4. What financing strategies will you implement?
Let’s begin by reminding ourselves on the key steps in developing a strategic financing plan. There are four steps in developing a strategic financing plan to support the implementation of Evidence2Success.
First, the community board identified our financing goals: the priority programs and the scale at which they should be implemented to affect outcomes in our community.
Next, we worked to estimate costs: the financial resources required to implement those programs identified by the community board, including the infrastructure to support the total work of Evidence2Success over the next three years. At our last meeting, we developed detailed cost estimates based on identified goals.
The third step is assessing resources. Today we are going to look at our budget gaps: the difference between the program costs and the funding already secured to support the program. We will be focusing on a broader picture of current resources—service dollars reviewed in the fund-mapping process—and considering opportunities to redirect dollars toward the prioritized programs and the infrastructure.
The fourth step is designing financing strategies. Over our next two meetings, the finance workgroup will then consider and prioritize the financing strategies that hold the most promise for implementation.
Meeting3: Making the Best Use of Existing Resources

5. Developing a Strategic Financing Plan
Finance Workgroup Phase 4
Developing a Strategic Financing Plan
What are your financing goals?
What financial resources do you need to implement those goals?
What resources do you have?
What financing strategies will you implement?
Review priority programs and scale
Meeting 2
Cost estimates: programs and infrastructure
Meeting 2
Oversee development of fund map information
Let’s begin by reminding ourselves on the key steps in developing a strategic financing plan. There are four steps in developing a strategic financing plan to support the implementation of Evidence2Success.
First, the community board identified our financing goals: the priority programs and the scale at which they should be implemented to affect outcomes in our community.
Next, we worked to estimate costs: the financial resources required to implement those programs identified by the community board, including the infrastructure to support the total work of Evidence2Success over the next three years. At our last meeting, we developed detailed cost estimates based on identified goals.
The third step is assessing resources. Today we are going to look at our budget gaps: the difference between the program costs and the funding already secured to support the program. We will be focusing on a broader picture of current resources—service dollars reviewed in the fund-mapping process—and considering opportunities to redirect dollars toward the prioritized programs and the infrastructure.
The fourth step is designing financing strategies. Over our next two meetings, the finance workgroup will then consider and prioritize the financing strategies that hold the most promise for implementation.
Meeting 3
Finance strategies and allocation of grant
Meetings 4, 5
Meeting3: Making the Best Use of Existing Resources

6. Strategic Finance Planning Process
Finance Workgroup Phase 4
Strategic Finance Planning Process
Meeting 3 (TODAY): Overview of range of financing strategies and focus on improving the use of existing public funds
Meeting 4: Review full range of financing strategies and identify strategies of interest
Meeting 5: Prioritize finance strategies and agree on recommendation for allocation of grant dollars
Meeting 6: Revise strategies according to community board input and develop work plan
Here is how we will structure the work during the next four meetings to get to the point of having a collaborative strategic financing plan. Walk through the focus of each of the meetings and answer any questions. Point out that the last meeting was not listed on the previous slide.
Community Board Review
Meeting3: Making the Best Use of Existing Resources

7. Providence Example: Complex Financing for Collective Impact

8. Principles for Effective Strategic Finance Planning
Finance Workgroup Phase 4
Principles for Effective Strategic Finance Planning
Commitment to collaborative decision-making process
Focus on outcomes
Shared commitment to shift investments from:
services without evidence to tested, effective programs
deep-end treatment to early intervention and prevention
Thoughtful combination of diverse funding streams and financing strategies
Transparent decision making and reporting
Shared accountability and commitment to quality implementation
Before we begin reviewing the financing strategies, it is helpful to review the core principles guiding the Evidence2Success strategic financing work. We are using a short-term planning process to guide and structure our joint efforts to finance the work. These principles, however, speak to the long-term nature of the work, which is dependent on ongoing:
Commitment to a collaborative decision-making process that includes public agency, school and community leaders.
Focus on outcomes: the chosen outcomes determine program priorities and drive financing decisions. Financing should not drive program priorities.
Shared commitment by public agency, school and community leaders to incrementally shift investments from deep-end treatment to early intervention and prevention. Such investment shifts to prevention before problems require treatment or to early intervention before problems become intractable can result in significant financial savings.
Thoughtful combinations of diverse funding streams and financing strategies to ensure stable support over time. Given the fragmented and categorical nature of public funding for children and families, public agency, school and community leaders will need to creatively develop a diverse and coordinated portfolio of financing strategies to support evidence-based programs over time.
Transparent decision making and reporting to demonstrate how public funds are spent and what results they yield. Evidence2Success requires a strong partnership among public agencies, schools and communities. An essential component of that partnership is clear and transparent decision-making processes.
Shared accountability among the partners for better outcomes. Just as public agencies, schools and communities share responsibility for decision making, they also share accountability for implementing, evaluating, scaling and sustaining the work. A commitment to quality implementation means a commitment to supporting the fidelity monitoring and continuous quality improvement processes that are required to implement with quality. .
Meeting3: Making the Best Use of Existing Resources

9. Finance Workgroup Phase 4
Financing strategies
Welcome everyone to the meeting and introduce yourself and do a round of introductions for the group.
You all received some background information on Evidence2Success in advance of this meeting. Today we are here to learn more about the goals of the finance workgroup and the roles and functions of workgroup members. For introductions please share your name, your role and organization and what you would like to get out of today’s meeting. (Or introduce the Penny Exercise].
For groups whose members already seem to know each other well, ask each person to answer the question, “What do you want to get out of today’s meeting?” and chart their responses on a flipchart in the front of the room. You will come back to this paper at the end of the meeting to be sure that everyone’s objectives have been met.
For groups in which members are less familiar with each other, you may want to offer a simple icebreaker, such as the Penny Exercise. Distribute one penny to each member of the group. Ask people to think about one special thing that happened in that year of the penny that they are willing to share with the group. Then ask each person to introduce themselves by stating their name, position and one significant thing that happened in their life during the year on the penny. The purpose of this exercise is learn more about one another, sharing personal information to create a safe environment.
Thank and acknowledge those who have been collecting data at the agency for the time and energy they’ve put into these efforts to date.
Meeting 1: Finance Workgroup Charge and Orientation

10. Overview of Financing Strategies
Finance Workgroup Phase 4
Overview of Financing Strategies
Improving the use of existing public funds
Maximizing federal funds
Allocating state or local general funds
Public-private partnerships
Social impact bonds
Debt financing
Generating new revenue
During the next four meetings focused on financing strategies, we are going to review seven financing strategies and discuss what opportunities they hold for your work. These seven strategies provide a framework for thinking broadly about potential financing strategies. They include:
Improving the use of existing public funds
Allocating state or local general funds
Maximizing federal funds
Public-private partnerships
Debt financing
Social impact bonds
Generating new revenue
Over the course of the meetings, we will drill down into each of these to consider what specific resources and funding sources within each of them could be aligned with your programs and infrastructure functions. Today we are going to focus on improving the use of existing public funds.
Meeting3: Making the Best Use of Existing Resources

11. 1. Improving the Use of Existing Public Funds
Finance Workgroup Phase 4
1. Improving the Use of Existing Public Funds
Approaches include:
Redirection: Shifting funding or staffing resources from lower priority services to higher priority services
Reinvestment: Shifting funding higher cost services to lower cost services that are equally or more effective and reinvesting the savings
Redirection can occur without changing changing the way dollars are flowing in budgets:
Using existing staff to implement identified tested, effective programs
Building the use of tested, effective models into RFPs
Examples: Positive Action in Providence, RECLAIM Ohio
Improving the use of existing public funds is a critical first strategy to consider and, as you all know, is a central focus of Evidence2Success. Before you advocate for new or expanded funding, you want to be able to demonstrate you are effectively spending dollars currently in the system.
Approaches include:
Reinvestment: shifting funding from higher cost services to lower cost services and reinvesting the savings
Redirection: shifting funding from lower priority services to higher priority services
As we begin to discuss opportunities for improving the use of existing public funds, it is important to note that redirection of resources toward tested, effective programs can occur without substantially changing how the $$$ are actually flowing within your budget. For example, you could redirect dollars toward a tested effective program by having your staff use a particular tested, effective program model in their work with clients. Or you could ask existing providers that you contract with to utilize tested, effective models.
In our work in the pilot site in Providence, one of the programs selected for implementation was Positive Action: a school-based program that focused on positive social and emotional development. The school district redirected a small amount of Title I funds to support the initial training for the program. They also allocated their teachers’ time to delivering the program during the school day—a critical redirection of staffing resources that allowed for wide-scale implementation of the program in the district in a relatively short period of time and helps to create the foundation for sustainability.
One good example of reinvestment is RECLAIM Ohio. In 1993, in response to a growing need for community-based alternatives for young people involved in the juvenile justice system and overcrowding in juvenile justice institutions, the Ohio state legislature created the RECLAIM Ohio initiative. The initiative encourages juvenile courts to develop or purchase a range of community-based options to meet the needs of young people involved in the juvenile justice systems or at risk of offending. Counties are provided funding to implement community-based services based on a refund of dollars that would have been spent if the young person was committed to a juvenile facility. Evaluation found an 80% drop in youth committed to secure facilities from 1992 to 2012—which allowed four facilities to be permanently closed and $50 million saved. Evaluation has also found that those participating in RECLAIM services have lower rates of recidivism compared to those who spent time in secure facilities.
Meeting3: Making the Best Use of Existing Resources

12. 1. Improving the Use of Existing Public Funds (continued)
Finance Workgroup Phase 4
1. Improving the Use of Existing Public Funds (continued)
Fund-mapping work: Data-informed decision making about resources
Aimed at helping all partners to understand the landscape of current funding
Helps each partner to consider where to look for opportunities to align resources to Evidence2Success priorities
Review cross-agency analysis
How well aligned are our current investments and services to the needs identified through the survey?
Partners share where they see opportunities to support Evidence2Success
Policy and funding context
Opportunities to support priority programs and infrastructure
As you all know, an important goal of Evidence2Success is to help leaders use good data to make decisions. The community board used the youth survey data to set priorities. Many of you have been involved with fund-mapping data collection over the last few months; the goal of fund mapping is to give you data to help you made decisions about how you make best use of existing public funds. Looking at the information across agencies helps us to understand the landscape of current funding and answer the question “What are the funds that are invested in our community and what are they supporting?
Each of the partners that did fund mapping has also had the opportunity to individually look at their agency’s fund mapping data to help to identify places where there may be opportunities to use dollars more effectively and align spending to the E2S programs. Now we are going to share the cross agency analysis and give individual partners the opportunity to share information on opportunities for supporting the work within their agencies.
Meeting3: Making the Best Use of Existing Resources

13. Cross-agency fund-mapping data analysis
Finance Workgroup Phase 4
Cross-agency fund-mapping data analysis
Welcome everyone to the meeting and introduce yourself and do a round of introductions for the group.
You all received some background information on Evidence2Success in advance of this meeting. Today we are here to learn more about the goals of the finance workgroup and the roles and functions of workgroup members. For introductions please share your name, your role and organization and what you would like to get out of today’s meeting. (Or introduce the Penny Exercise].
For groups whose members already seem to know each other well, ask each person to answer the question, “What do you want to get out of today’s meeting?” and chart their responses on a flipchart in the front of the room. You will come back to this paper at the end of the meeting to be sure that everyone’s objectives have been met.
For groups in which members are less familiar with each other, you may want to offer a simple icebreaker, such as the Penny Exercise. Distribute one penny to each member of the group. Ask people to think about one special thing that happened in that year of the penny that they are willing to share with the group. Then ask each person to introduce themselves by stating their name, position and one significant thing that happened in their life during the year on the penny. The purpose of this exercise is learn more about one another, sharing personal information to create a safe environment.
Thank and acknowledge those who have been collecting data at the agency for the time and energy they’ve put into these efforts to date.
Meeting 1: Finance Workgroup Charge and Orientation

14. Fund-Mapping Data Collection Methodology
Finance Workgroup Phase 4
Fund-Mapping Data Collection Methodology
Insert information regarding the fund mapping data collection methodology, including:
Participating agencies
Fiscal year of data
Major data fields collected
See the template for your public system/agency from the online fund-mapping tool for this information.
Meeting3: Making the Best Use of Existing Resources

15. Priority Outcomes and Risk and Protective Factors
Finance Workgroup Phase 4
Priority Outcomes and Risk and Protective Factors
Insert information the priority outcomes and risk and protective factors that your community selected.
The power of collecting data on our current spending is to be able to look at your spending information in relation to the outcomes and needs of youth in the community, so I want to start by sharing the priority risk and protective factors that the community board selected based on careful review of the survey data. These are the outcomes, risk factors and protective factors that community partners agreed are most critical to address.
Meeting3: Making the Best Use of Existing Resources

16. Finance Workgroup Phase 4
What Are We Financing?
Year 1
Year 2
Year 3
Program 1
Total Costs
Program 2
Program 3
Infrastructure
TOTAL COSTS
SECURED FUNDING
FUNDING GAPS
Handout
Developing Scale and Budget Estimates Worksheet 5: Total Three-Year Costs and Funding Gaps
Insert the budget slide from the PowerPoint for Phase 4, Meeting 2: Developing Scale and Budget Estimates, revising it to include any changes to the program costs based on discussions at the last meeting. Hand out the “Developing Scale and Budget Estimates Worksheet 5: Total Three-Year Costs and Funding Gaps,” including any revisions to the budget made at the last meeting, if applicable.
And once priority outcomes, risk and protective factors were selected, the community board selected programs that have strong evidence showing they can address risk and protective factors and achieve desired outcomes.
During our last meeting, we reviewed scale goals for the program prioritized by the community board, drafted budgets for individual programs based on those scale assumptions and estimated costs for supporting infrastructure. Based on these discussions, the total cost of implementing Evidence2 Success in year one is [insert year one cost], in year two is [insert year 2 cost] and in year 3 is [insert year three cost]. This slide reflects revisions we made to the draft budget based on our conversations, including [insert areas where significant revisions were made to the draft program or infrastructure costs presented at the last meeting].
To offset these costs, Evidence2Success has [insert amount of secured funding in years 1, 2 and 3] in secured funding. $300,000 of this funding is part of our agreement with the Annie E. Casey Foundation, which matches $150,000 of local money to implement tested, effective (evidence-based) programs.
Subtracting the secured funding from the total costs leaves a funding gap of [insert funding gaps in years 1, 2 and 3]. Today, we are starting our discussion about financing strategies to fill those funding gaps. During our next two meetings, we will decide on our short- and long-term strategies to support implementation of tested, effective programs and the broader work of Evidence2Success.
Know that the work to develop our scale goals is iterative. It is helpful to have aspirational goals for implementation of programs in our portfolio, which we developed with input from the Community Board and with consideration of the priority placed on individual programs by the community board. Once we have gone through the strategic finance planning process, we may opt to adjust those goals based on the resources we identify for implementation, particularly in year 1.
Are there any questions?
Meeting3: Making the Best Use of Existing Resources

17. What Outcomes Are Investments Focused on Achieving?
Finance Workgroup Phase 4
What Outcomes Are Investments Focused on Achieving?
Priority Outcome Prosocial Behavior
The chart above is a sample of the chart generated when you click the link E2S Report: Amount Spent by Outcomes Targeted in the Fund-Mapping Tool. You should insert the chart generated based on your data. You should also fill in the agencies whose data is included in this analysis in the text box. When presenting the data, highlight ways in which the community’s investments may or may not align with the findings from the YES data and the priorities set by the community board. On the slide above, we have highlighted the prioritized outcome Prosocial Behavior within the Positive Behavior outcome domain. Provide definitions of outcome areas with significant levels of investment, noting that the person charged with data entry made the decision about how to categorize contracts by outcome area.
This slide shows the primary outcomes that your community contract dollars are focused on. You can see that the largest portion of this community’s spending (38%) is directed at the outcome positive behavior, which includes juvenile delinquency programs, substance abuse treatment and prevention and a range of youth development programs. As we discussed at the start of this presentation, the outcome of prosocial behavior within the positive behavior domain is one of the prioritized outcomes that came out of the community board’s process. This area of spending is an important point of intersection with the Evidence2Success priorities.
Outcome Domain Definitions for Reference
Educational Skills and Attainment (Include early care and education programs; core K-12 education, education support and remediation; dropout prevention; postsecondary access and vocational and technical education programs):
Academic Performance
School Suspension/Expulsions
Emotional Well-Being (include mental health intervention programs and prevention programs primarily targeting emotional well-being):
Emotional regulation
Depression and anxiety
Suicidal thoughts
Positive Behavior (include interventions targeting juvenile delinquency including probation, juvenile detention and juvenile placements, community-based alternatives to juvenile placements and gang and violence prevention programs; youth development programs; substance use disorder treatment and prevention programs; and pregnancy prevention and sexual education and health programs):
Prosocial behavior
Antisocial behavior (e.g. delinquency, gang involvement)
Conduct problems
Substance use
Sexual behavior and the absence of enduring negative behavior (e.g. risky sexual behavior, pregnancy, STI)
Positive Relationships (include child welfare services including child protective services and out of home care, permanency programs, family preservation and support and parenting programs that intervene early to support healthy parenting and attachment, mentoring programs, peer connection and support groups):
Relationships with parents
Relationships with peers
Relationships with non-parental adults
Physical Health (include maternal and child health programs, healthcare services & physical recreation programs, prevention and interventions programs targeting nutrition and obesity):
Chronic health problems (e.g. asthma, ADHD)
Sick days
Agencies Included:
Meeting3: Making the Best Use of Existing Resources

18. Finance Workgroup Phase 4
What Services Are We Supporting in Priority Outcome Areas?: Positive Behavior
The information above is generated in the E2S Report: Amount Spent by Outcomes Targeted – Contract Spending in the fund mapping tool. We have one sample entry in the above chart. You should insert your information based on your data, including all of the programs funded within this outcome area. If you have more than will fit on this slide, you could include the largest sources on the slide and provide a handout with the detail of all of them.
Now let’s drill deeper into the programs that are currently being implemented and funded within our priority outcome area. Review the major programs highlighting who they are serving and what services are being provided. If there are people in the room funding programs, you can ask them to briefly describe them. Highlight overall summary information: Are most programs targeted to a particular age range? Are there ages not served? Are the serivces more remedial? Preventive? A mix? Do funders report having good data on effectiveness for most programs or not? Remind the group that the community board selected the priority programs to address gaps they saw in the programs and services currently being implemented in the community.
Meeting3: Making the Best Use of Existing Resources

19. How Much Are We Investing in Prevention versus Remediation?
Finance Workgroup Phase 4
How Much Are We Investing in Prevention versus Remediation?
Average Annual Cost
Per Participant
Remedial Programs:
$ 72,500
Universal Prevention:
$ 450
The chart above is an example of the chart generated when you click the link E2S Report: Amount Spent by Level of Intervention in the Fund Mapping Tool. You should insert the chart generated based on your data. You should also fill in the agencies whose data is included in this analysis in the textbox. As you present, highlight the level of intervention that has the largest amount of spending and any surprising findings from this analysis such as the degree to which spending on remediation services outpaces spending on universal and/or indicated prevention. Frame to participants that even if the mandate of their agency is more remedial, community-based contracts is likely the area of the budget where they have the most flexibility to invest in more preventive services. Remind participants about the definitions of level of intervention, noting that the person charged with data entry made the decision about how to categorize contracts:
In addition to considering how your investments align with Evidence2Success outcomes, another important analysis to consider is to that extent we are investing in prevention versus remediation. You have a handout titled “Levels of Prevention” that defines the categories on the chart. (Very briefly explain the levels of prevention definitions). While we recognize that some agencies (such as juvenile justice or child welfare) have a mandate to address problem behavior, we also know that spending on community contracts is typically where agencies have the greatest flexibility to invest in prevention. Looking at your community contracts spending you see that that majority 62% is spent on remediation, with another 24% spent on indicated prevention. Remedial programs are generally much more expensive than prevention programs. Within our fund map data, the average annual cost per participant among the remedial programs as over 72,000 while the universal prevention was 450. Over time, a goal of our financing work is see this pie shift so that more dollars are invested in prevention and we do not need to spend significant dollars on expensive remedial services.
Level of Intervention Definitions for Reference
Universal Prevention: Includes interventions that focus on an entire population (national, local community, school district) and aim to prevent or delay social, emotional, health or mental health problems and to promote positive social and emotional development. An example of a universal prevention program might be a social emotional learning program such as Positive Action (provided to all middle school children in a school district).
Selected Prevention: Includes interventions that focus on groups who are at elevated risk of social, emotional, health or mental health problems. Interventions might be targeted to subgroups or the general population because of characteristics such as age, gender, family history or economic status. One example of a selective prevention program might be a prenatal and parenting program, such as Nurse-Family Partnership, targeted to low-income parents.
Indicated Prevention: Includes interventions for children, youth and families who are experiencing early signs of problem behaviors. One example of an indicated prevention program might be a violence prevention and intervention program, such as Functional Family Therapy, targeted to juveniles who have committed a first-time, minor offense.
Remediation: Includes interventions that are focused on addressing problems in children, youth and families who are involved with public systems due to problem behaviors. One example might be Multidimensional Treatment Foster Care (MTFC) for children and youth who require out-of-home placement.
Agencies Included:
Meeting3: Making the Best Use of Existing Resources

20. What Do We Know About How Effective Our Investments Are?
Finance Workgroup Phase 4
What Do We Know About How Effective Our Investments Are?
The chart above is an example of the chart generated through the Effectiveness of Programs information in the Community Contract touchpoint. You should replace this chart with the chart you generate from the tool displaying your data. The talking points below refer to the example data above in order to provide you with ideas for how to frame your comments about this analysis. With the input of your Finance Coach, you should revise these comments to reflect the key points from your data.
The final information we will look at from the cross agency analysis is what those providing data reported in terms of how much they know about how effective the programs the are funding are. As you can see, among the 5.25 million in investments, 8% were reporting programs where there is good data showing they are effective, and we identified 1 Blueprint program being implemented: the Life Skills Training program being implemented in the schools at an approximate cost of $150,000 annually. We should note that those responding did not report that programs were ineffective—just that the data they have is inconclusive or they just don’t have data. This is another area where an important goal of Evidence2Success is to see investments shift so that more dollars are supporting programs where there is good data on effectiveness, and better data is being collected so we know whether investments are making a difference.
$5.25 million in mapped investments
8% reported as data shows effective
1 Bllueprints program - $150,000
Life Skills Training
Meeting3: Making the Best Use of Existing Resources

21. Finance Workgroup Phase 4
DISCUSSION
Use this slide to as a placeholder to field questions from meeting participants and revisit the participants’ priorities for the day and issues from the parking lot, if time permits.
Meeting 1: Finance Workgroup Charge and Orientation

22. Finance Workgroup Phase 4
AGENCY SHARING
Use this slide to as a placeholder to field questions from meeting participants and revisit the participants’ priorities for the day and issues from the parking lot, if time permits.
Meeting 1: Finance Workgroup Charge and Orientation

23. Agency-Specific Data Slides
Finance Workgroup Phase 4
Agency-Specific Data Slides
Key Funding and Policy Trends
Current Priorities
Opportunities for Alignment with Evidence2Success
You should work with your agency partners in advance of the meeting to put together slides for each agency that highlight key policy and funding trends at the federal, state and local level that are affecting their agency and key priorities their agency is currently focused on—and ask them to speak to opportunities for alignment. In your conversations in advance of the meeting, push leaders to be as specific as possible regarding how and when they can support the programs in the portfolio. For agencies who are not prepared to share specific funding opportunities, they can speak generally to where there is alignment here. You should chart opportunities as partners share them and carefully manage the time so that you have time for each partner to share information.
Once all partners have shared, leave time to do a quick review of all of the opportunities for support that have been highlighted.
Meeting3: Making the Best Use of Existing Resources

24. Finance Workgroup Phase 4
Next Steps
Next Meeting (Meeting 4) (Date)
Review full range of financing strategies
Identify strategies of interest and additional information needed
Meeting 5 (Date)
Prioritize financing strategies
Make recommendation for allocation of grant dollars
Meeting 6 (Date)
Finalize plan based on community board input and develop work plan
Insert upcoming meeting dates and times if they have already been determined. If no further meetings have been scheduled, consider doing so in the room or be explicit about the plan to schedule those meetings.
Today, we spent time focusing on how existing funds can be used most effectively. At the next meeting, we will move to reviewing the full range of finance strategies.
Next steps that we’ve identified throughout our day include: (if the group has identified next steps related to their discussion of the data, track these throughout the day, chart them and come back to them here).
Meeting3: Making the Best Use of Existing Resources

25. Finance Workgroup Phase 4
Thank participants for their time and commitment.
Meeting3: Making the Best Use of Existing Resources