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Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORG
Presentation to:
Collective Impact
July 17, 2012
2012 Children’s Cabinet SymposiumForum for Youth Investment
© 2011 FSG2
FSG.ORG
2 © 2012 FSG
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 passionand experience to solve social problems
• Advancing Collective Impact via publications, conferences, speaking engagements, client projects
© 2011 FSG3
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3 © 2012 FSG
FSG is Playing a Leadership Role in Accelerating Disciplined Collective Approaches to Solving Large-Scale Social Problems
FSG and Collective Impact
• Client work in Collective Impact: FSG understands how to enable and sustain cross-sector partnerships through our work with clients in sectors including:
• 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)
• Additional research and field-building:‒ New article [Channeling Change: Making Collective Impact
Work] published by SSIR on the three phases of initiating, creating, and sustaining Collective Impact
‒ Juvenile justice‒ Teen substance abuse
‒ Economic development‒ Education reform‒ Environmental sustainability
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© 2012 FSG
Juvenile Justice in New York
$286,000 89% recidivism rate=
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Actors In the New York Juvenile Justice System
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.”
© 2011 FSG6
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6 © 2012 FSG
There Are Several Types of Problems
Source: Adapted from “Getting to Maybe”
Simple Complicated
Baking a Cake Sending a Rocket to the Moon
Social sector treats problems as simple or complicated
Complex
Rehabilitating a Youth
© 2011 FSG7
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7 © 2012 FSG
Traditional Approaches Are Not Solving Our Toughest – Often Complex – Challenges
IsolatedImpact
The Premise
• Funders select individual grantees • Nonprofits 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 non-profits
© 2011 FSG8
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8 © 2012 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 and corporate sectors as essential partners
• Organizations actively coordinating their action and sharing lessons learned
Isolated Impact
The Premise
Collective Impact
© 2011 FSG9
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9 © 2012 FSG
Collective Impact Requires Four Big Mindset Shifts
• Adaptive vs. Technical Solutions
• Silver Buckshot vs. Silver Bullets
• Credibility vs. Credit
• Coordination vs. Competition
Strategy + Process + Trust
Context
© 2011 FSG10
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10 © 2012 FSG
Five Elements of Collective Impact
Common Agenda
Shared Measurement
Mutually Reinforcing Activities
Continuous Communication
Backbone Organizations
© 2011 FSG11
FSG.ORG
11 © 2012 FSG
Successful Backbones Tend to Manage 6 Functions
Guide Vision and Strategy
Support Aligned Activities
Establish Shared Measurement Practices
Build Public Will
Advance Policy
Mobilize Funding
© 2011 FSG12
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12 © 2012 FSG
A Champion, Funding, and Urgency for Change Are All Key to Launching a Collective Impact Initiative
Influential Champion
Financial Resources
Urgency for Change
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• Commands respect and engages cross-sector leaders
• Focused on solving problem but allows participants to figure out answers for themselves
• Committed funding partners• Sustained funding for at least 2-3 years• Pays for needed infrastructure and planning
• 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
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