Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORG Improving Outcomes for Children and Youth through Collective Impact February 15,

Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORG

Improving Outcomes for Children and Youth through Collective Impact

February 15, 2012

National League of Cities Webinar

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Today’s Webinar

Concepts and Elements of Collective Impact

Examples from NLC Members

Questions and Answers

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FSG and NLC Presenters

• Jeff Kutash, Managing Director, Head of Education & Youth Practice, FSG

• Emily Gorin, Senior Consultant, FSG

• Douglas Scarboro, Executive Director, Office of Talent and Human Capital and Education Liaison to the Mayor, City of Memphis, TN

• Sid Sidorowicz, Strategic Advisor, Office for Education, City of Seattle, WA

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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 95 full-time professionals with passion and experience to solve social problems

• Advancing Collective Impact via publications, conferences, speaking engagements, client projects

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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.”

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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

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Traditional Approaches 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

IsolatedImpact

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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 Impact Collective Impact

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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 organizationsSource: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews

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The Collective Impact Approach Can Apply to Solving Many Complex Social Issues

Education Healthcare

Economic DevelopmentYouth Development

Homelessness

Community Development

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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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Collective Impact Efforts Tend to Develop Over Three Key Phases

Phase IIOrganize for Impact

Phase IIISustain Action and Impact

Develop group; structure

communication and decision making

Map the landscape and use data to

make case

Facilitate community outreach

Create infrastructure/ backbone and

processes Facilitate and refine

Analyze baseline data to ID key

issues and gaps

Components for Success

Create common agenda (common goals, strategy)

Engage community, build public will

Establish shared metrics, indicators,

measurement approach

Support implementation;

alignment to goal/strategies

Continue engagement, conduct advocacy

Collect/track/report progress; process to

learn and improve

Phase IInitiate Action

Governance &Infrastructure

Strategic Planning

Community Involvement

Evaluation &Improvement

Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews

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Backbone Organizations Require a Unique Skill-Set to Support Collective Impact Efforts

*These skills can exist within a single organization or within another organization in the effort.

• Have high credibility

• Seen as neutral convener

• Have dedicated staff

• Build key relationships

• Frame issues

• Create a sense of urgency

• Promote learning

• Balance inclusivity vs. expediency

Highlights of Successful Backbones

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Successful Backbone Organizations Tend to Manage Six Key Functions

Function Description

Strategic

Coherence

Oversee strategic direction Analyze landscape, identify gaps

Data

Management

Collect, house, analyze, and disseminate data Manage process of defining and refining common indicators

Facilitation Manage meetings and logistics Act as neutral arbiter between players, as necessary

Communica-

tions

Identify communication strategy to reach stakeholders Manage frequency, content, and delivery of messages

Community

Outreach

Support meaningful cross-sector community engagement Help develop policy agenda and coordinate advocacy

Funding

Coordinate grant writing among initiative partners Seek and manage new grants Possible: Re-grant, serve as fiscal agent

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Many Types of Organizations Can Serve as Backbones

Types of Backbones Examples

Funders

New Nonprofit

Existing Nonprofit

Government Agency or School District

Shared Across Multiple Organizations

Steering Committee

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Mutually Reinforcing Activities

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• Programs working on the same activity measure results on the same criteria

• Use Six Sigma to improve performance across organizations

• Vision: Improving educational outcomes for all children in the Cincinnati, Northern Kentucky region from “cradle to career”

• Networks have met regularly for more than five years

• Use web-based tools, such as Google Groups

• Strive is an independent nonprofit: 8 staff, $1.5M annual budget

• Strive supports technology, facilitation and communications

• 300 organizations work on 5 key points in the education pipeline

• Use evidence-based strategies

Common Agenda1

Shared Measurement2


4Backbone Support

Organization

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Strive Is an Education Collaborative in Cincinnati That Is a Best-in-Class Example of Collective Impact

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• Developed strategies and action steps for system governance/coordination, service continuum, shared data, accountability

• Prioritize activities to pursue in the near-term

• Key system-wide outcomes tracked across organizations, specific indicators by strategy

• Aggregate, system-wide data and outcomes made public

Shared Measurement2

• Routine updates to and from state and local actors

• Regular meetings of steering group and work groups


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• Strategic Planning Action Committee (SPAC) and supporting staff oversee implementation

• Workgroups launched in data use and continuum

Backbone Support Organization

5Mutually Reinforcing Activities

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The New York Juvenile Justice System Uses Collective Impact to Improve Public Safety and Youth Outcomes

• Vision: Improving public safety and youth outcomes in communities across the state

Common Agenda1

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Appendix

The Community Center for Education Results Is Also Pursuing a Collective Impact Approach to Education in Seattle

Unacceptable achievement gaps for low income students and children of color, as well as low achievement rates from cradle to college and career in South Seattle and South King County

“Road Map Project”: new initiative aimed at dramatic improvement in student achievement – cradle through college/career in South Seattle, South King County

Goal: “to double the number of students in South King County and South Seattle on track to graduate from college or earn career credential by 2020

Working groups are coordinating action in 4 areas (10-12 cross sector people per group):

• Early learning

• Kindergarten to 12th grade

• Post secondary success

• Community Support

Shared set of indicators measuring progress towards: (1) healthy and ready for Kindergarten, (2) supported and successful in school, (3) graduate from high school --college and career-ready, (4) earn a college degree or career credential

The Community Center for Education Results is the “backbone” organization for this effort,providing dedicated staff to support the initiative

Solution and Goal

Backbone(s)

Implementation

Collective Impact Need

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Appendix

The Roadmap Participants Have Agreed on One Framework and One Set of Success Measures

Healthy and ready for

Kindergarten

Supported and successful in

school

Graduate from high school --college and career-ready

Earn a college degree or career

credential

• % students proficient in 3rd grade reading

• % students proficient in 4th grade math

• % 9th graders who pass end of course algebra exam

• % students motivated and engaged to succeed in school

• % students who are not triggering all three Early Warning indicators

• % parents who believe a college degree is important and actively support their child’s education

• % students graduating high school meeting proposed Washington State graduation requirements

• % students who take SAT/ACT and/or take a community college placement test in high school

• % high school graduates who take developmental education courses in college

• % students who earn a post-secondary credential by age 26

• % students who enroll in postsecondary education

• % students who persist year to year

• % children meeting kindergarten readiness standards

• % children accessing comprehensive medical and dental care

• % eligible children enrolled in evidence-based early learning programs

Readiness AttainmentAchievement

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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

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City-Based Efforts that Involve Municipal Government Have Unique Considerations

Geographic scope (city vs. county vs. region)

Role of policy makers / elected officials and the need for a policy agenda

Backbone organization or staff within government

Use of political capital and convening power to promote and support collective impact

Silos / funding streams that need to be aligned

Opportunity to catalyze and / or fund efforts

Sample Considerations

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Thank You for Joining Us Today!

To talk more with FSG about Collective Impact:

• Jeff Kutash, Managing Director [email protected]

• Emily Malenfant, Senior Consultant– [email protected]

Collective Impact resources available on FSG’s website: http://

fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx

mailto:[email protected]

mailto:[email protected]

http://fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx



City of Seattle

Shared Measurement

Targets 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19Children meeting age level expectations on WaKIDS 65% 69% 72% 75% 79% 82% 85%

3rd graders meeting MSP reading standard 79% 79% 80% 81% 82% 84% 85%

4th graders meeting MSP math standard 65% 65% 66% 68% 70% 72% 74%

5th graders meeting MSP science standard 64% 65% 66% 68% 71% 74% 78%

6th graders meeting MSP reading standard78% 79% 80% 82% 83% 84% 86%

7th graders meeting MSP math standard 67% 69% 71% 73% 75% 76% 78%

8th graders meeting MSP science standard 71% 72% 73% 74% 75% 76% 77%

Students passing EOC math 2 test 70% 71% 72% 73% 75% 78% 80%9th graders promoting on time to 10th grade

89% 90% 91% 92% 92% 93% 94%

Students graduating on time 75% 78% 80% 82% 85% 87% 90%Students graduating with HECB requirements for entry into college

63% 65% 66% 68% 70% 72% 73%

Students completing CTE course of study before graduation *

TBD TBD TBD TBD TBD TBD TBD

SPS graduates enrolling in post-secondary education

68% 69% 69% 70% 71% 72% 72%

SPS graduates not taking remedial courses in college

66% 68% 69% 71% 72% 74% 75%

SPS graduates continuously enrolled in college for one year

74% 75% 77% 79% 81% 82% 84%

Steering Committee

• Develop a plan focused on the fundamentals

• Prioritize strategies

• Establish public/private sector alignment

• Ground plan in best practices, facts and research

• Incorporate broad base of community input (MFF based on voices of more than 3000 people)

• Be innovative, but build on existing assets and momentum

Improving Outcomes for Children and Youth through Collective Impact

PeopleFirst Partnership

February 15, 2012

Steering Committee







PeopleFirst Partnership Mission: Grow, attract and retain talent in Memphis/Shelby County.

Core Activities:• Identify and prioritize actionable, measurable initiatives with game-

changing impact on key performance metrics. • Encourage collaboration among partners and stakeholders.• Advocate for local and state policy reform and public/private sector

investment that advances our agenda.• Monitor implementation progress using reliable, measurable

information • Communicate results to the community.

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Steering Committee







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18-Member

Memphis Fast Forward Steering Committee

Co-chairs:Gary Shorb, Methodist Health Care

A C Wharton, Jr., Mayor, City of Memphis

Mark H. Luttrell, Jr., Mayor, Shelby County

Government EfficiencyMayor A C Wharton, Jr.

Mayor Mark H. Luttrell, Jr.

Co-chairs

Operation Safe CommunityBill Gibbons, Director

TN Dept. of Safety & Homeland Security

Chairman

Memphis Shelby Growth Alliance

Dr. Bill Evans, Director & CEO St. Jude Children’s Research Hospital

Chairman

PeopleFirst PartnershipGary Shorb, President & CEO

Methodist LeBonheur Healthcare

Chairman

Growth Alliance Board

Crime Commission Board

PeopleFirst PartnershipBoard

The PeopleFirst Partnership drives the Education and Talent agenda of Memphis Fast Forward.

Steering Committee







Identifying our priority initiatives.

In 2010 a Planning Council identified Key metrics, 4 Goals, 10 Strategies and a proposed set of priority initiatives for our starting point.

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• Chairman -- Kriner Cash, Superintendent, Memphis City Schools

• John Aitkin, Superintendent, Shelby County Schools • Sandra Allen, Director, Le Bonheur Center for Children

and Parents • Kenya Bradshaw, Director, Stand for Children • Julie Coffey, Shelby County Office of Early Childhood and

Youth • Reid Dulberger, VP of MemphisED Administration, Greater

Memphis Chamber • Nate Essex, President, Southwest Tennessee Community

College • Desi Franklin, Executive Director, Workforce Investment

Network

• Robert Lipscomb, City of Memphis Housing and Community Development

• Michelle Fowlkes, Operation Safe Community/Memphis Shelby Crime Commission

• John Moore, President and CEO, Greater Memphis Chamber

• Shirley Raines, President, The University of Memphis • Roland Raynor, Director, Tennessee Technology Center

Memphis• Douglas Scarboro, Executive Director, City of Memphis

Office of Talent and Human Capital• Blair Taylor, President, Memphis Tomorrow• Regina Walker, Sr. Vice President, The United Way of the

Mid-South• Fenton Wright, Director, Shalom Project

Steering Committee







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Strategy One: PreNatal Health and Early Parenting.

Initiative : Early Success Coalition

Strategy Two: High-Quality Early Learning.

Initiative: Advocacy for Public Pre-K

Strategy Three: Great Teachers and Leaders.

Initiative: MCS Teacher Effectiveness and Leadership Effectiveness Initiative

Initiative: SCS Tennessee Educator Acceleration Model

Strategy Four: Instructional Reform and Higher Standards.

Initiative: MCS & SCS - implement national common core standards, new student assessments, increased instructional rigor aligned with new standards

Strategy Five: Student Supports: Academic, Health and Mental Health

Initiative: MCS & SCS - improve data systems to flag struggling students and connect them to appropriate interventionsInitiative: Teen Pregnancy Prevention

Strategy Six: Parent Involvement.

Initiative: In development

Strategy Seven: Post-Secondary Preparation in Middle and High School.

Initiative: MCS & SCS Expand use of ACT’s EPAS system beginning in middle school

Strategy Eight: Post-Secondary Completion.

Initiative: Southwest Tennessee Community College Completion Initiative

Initiative: University of Memphis Completion Initiative

Initiative: Partial Completers Initiative –In development

Initiative: Student Financial Aid

Strategy Nine: Career Pathways.

Initiatives: In development

Strategy Ten: Talent Outreach and Engagement.

Initiatives: In development

Goal C. Adults earn certifications and college degrees that prepare for local careers

Goal B. Youth graduate high school “college ready” Goal D. Talent is attracted to and retained in M/SC

Goal A. Children enter kindergarten “ready to learn”

4 Goals, 10 Strategies and potential initiatives.

PeopleFirst Partnership will dedicate an upcoming Board meeting to review and consideration of key K-12 efforts that should be included in the new unified system. We will provide our conclusions to the transition commission and unified board, as well as make sure our agenda is informed by their thinking.

Steering Committee







Key Metrics

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Metric Current Baseline Benchmark

Percentage kindergarten ready (KRI score ≥ 70 in math and reading)

MCS in 2011: 44% English, 54% Math

No Benchmark

Percentage college ready (composite ACT score ≥ 19)

MCS: 4% in 2011SCS: 28% in 2011

25% in US in 2011

High School graduation rate MCS: 70% in 2010 SCS: 96.3% in 2010

90% TN Target

Percentage adults with post-secondary degrees; special emphasis on 25-34 year olds

SC: 28.2% in 2010 (All adults over 25)

US: 28.2% in 2010 (All adults over 25)

College Board Target for US: 55% of 25-34 year olds by 2025

Steering Committee







Criteria for considering adoption of priority initiatives.

• Major “game-changing” impact on one of our four goals, metrics.

• Research-informed rationale for success.

• Leadership controls the necessary resources to effectively oversee implementation OR If the effort is steered by a collaborative, it has clearly established roles and accountabilities as part of formal agreements or MOUs

• Action plan for 2012 with realistic objectives and metrics.

• Leverages existing resources for greater achievement (e.g. new partnerships, new methods, redirecting resources to new priorities)

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Documents

Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORG Improving Outcomes for Children and Youth through Collective Impact February 15,