CBA Introduction and Orientation May 16 2014

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A Model for Capacity BuildingMay 16, 2014

Presenter: Sarah BoxxSocial Entrepreneurs Inc.

www.socialent.com

Overview of Topics History of the CBA

Framework of the CBA

Other Capacity Building efforts and tools

Things to consider with a learning community

But wait… before we start

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STARTING WITH THE END IN MIND

• What is most important to you to learn or gain from our discussion today?

• What needs to happen for you to feel your time was well spent?

The People & Organizations

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Social Entrepreneurs, Inc. Capacity Building County Wide Projects

Santa Barbara County: five countywide multi-agency initiatives, over 25 public and nonprofit agencies involved

Monterey County: 19 diverse agencies Stanislaus County: 17 diverse agencies Kings County: 8 agencies San Bernardino CBA (4 cohorts, 31 agencies)

Ongoing review of national research San Bernardino Capacity Building

Consortium

CBA I Participants

Bear Valley Community Healthcare District

Community Health Systems Inc.

El Sol Neighborhood Educational Center

Foothill Family Shelter Priscilla’s Helping Hands Rialto Unified School District San Bernardino City Unified

School District Soloman Ujamaa Center Inc.

CBA II Participants

Alternate Avenues Another Way Cedar House Life Change

Center Desert Sanctuary High Desert New Beginnings Making a Difference Morongo Basin Mental Health Project CUIDAR Rim Family Services, Inc.

Now, CBA I and CBA II participants belong to the Inland Empire Community Collaborative.

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CBA III Participants

Center for Oral Health Hearts & Lives Walden Family Services Easter Seals Disability Services Loma Linda University – Medical Center

CBA III participants joined the Inland Empire Community Collaborative - IECC

CBA IV Participants

3 Healthy Cities Cohorts (Town of Apple Valley, City of Montclair, Latino Health Collaborative of San Bernardino

4 Nonprofit agencies (representing a fatherhood program, DV, housing authority, afterschool program, food pantry)

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Inland Empire Community Collaborative

Integrative Therapy Services

Inland Empire Community Collaborative

Purpose: To ensure the sustainability of each agency by completing a sustainability plan and building the capacity of each agency.

Mission: To make a collective impact in our related communities through collaboration, leveraging and fundraising.

Vision: San Bernardino County nonprofits are innovate, resource rich, and able to meet peoples’ needs.

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Capacity Building Groups can benefit from capacity-building

services at many different stages of organizational life, size, budget, and staff — if:

The organization is open to change and willing to question itself.

The organization can clearly describe its mission. Key members believe that capacity building will

help to further the mission. The organization is prepared to commit the

necessary time and resources to capacity-building. Proven Capacity-Building Principles for Nonprofits

The Framework

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Project Goal

SUSTAINABILITY:The continuation of community

health or quality of life benefits over time.

Center for Civic Partnerships, “Sustainability Toolkit: 10 Steps to Maintaining Your Community Improvements”, page 8

Implications of the Definition

The focus should be on sustaining positive change for children and families, not perpetuating specific programs or rigid service models

Sustainability is about much more than money – vision, leadership, relationships, community engagement, public policy and other factors are just as important

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Essential Elements for Sustainability

1. Vision

2. Results Orientation

3. Strategic Financing Orientation

4. Broad-Based Community Support

5. Key Champions

6. Adaptability to Changing Conditions

7. Strong Internal Systems

8. Sustainability Plan

The Finance Project, “Sustaining Community Initiatives: Key Elements for Success”, April 2002

Framework Curriculum is researched and packaged for

participants

Multiple Coaches to maximize content expertise

Curriculum delivered in 8 6-hour learning sessions

On-site, teleconferencing or video coaching in between to customize materials for the organization

Peer learning, sharing and feedback is essential

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Outcomes by the 8 Elements of Sustainability

Elements Item Average Median

1. VISION

1.1 2.53 2.001.2 2.89 3.001.3 2.56 3.001.4 2.83 3.00

Summary 2.70 3.00

2.RESULTS ORIENTATION

2.1 2.78 3.002.2 2.22 2.002.3 3.56 4.002.4 3.61 4.002.5 3.38 3.002.6 3.06 3.502.7 3.00 3.00

Summary 3.09 3.00

3. STRATEGIC FINANCING

ORIENTATION

3.1 1.94 4.503.2 1.94 2.003.3 1.63 1.003.4 2.38 2.003.5 2.72 2.50

Summary 2.12 2.00

4. BROAD BASED COMMUNITY SUPPORT

4.1 3.61 3.504.2 3.06 3.004.3 2.56 2.754.4 2.56 3.004.5 1.78 1.004.6 1.56 1.00

Summary 2.52 2.88

Elements Item Average Median

5. KEY CHAMPIONS

5.1 2.19 2.005.2 1.50 1.505.3 2.50 2.005.4 2.13 2.00

Summary 2.08 2.00

6. ADAPTABILITY TO CHANGING CONDITIONS

6.1 2.50 2.006.2 1.81 2.006.3 2.63 2.506.4 2.00 2.006.5 2.50 2.00

Summary 2.29 2.00

7. STRONG INTERNAL SYSTEMS

7.1 3.06 3.007.2 2.50 2.007.3 3.28 4.007.4 2.78 3.007.5 2.89 3.007.6 2.50 3.00

Summary 2.83 3.00

8. SUSTAINABILITY PLAN8.1 2.33 2.00

8.2 2.22 2.00Summary 2.28 2.00

Resource: The Finance Project

The Finance Project was founded in 1994 with support from a consortium of national foundations interested in ensuring the viability and sustainability of promising initiatives that contribute to better futures for children, families, and communities.

In the past decade, the size and scope of their work has grown significantly and well beyond that initial vision. They continue to work in close partnership with many national, state, and local groups to provide a range of supports and services.

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The Finance Project

The Finance Project remains focused on helping their clients develop solid financing plans and strategies to sustain their programs.

The Finance Project identified the eight essential elements in their research.

They also introduced Results Based Accountability

Measuring Impact

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The Fiscal Policy Studies Institute

Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities (2005) Mark Friedman

“All performance measures that have ever existed for any program in the history of the universe involve answering two sets of interlocking questions.”

How much did we do, How well did we do it?

How hard did we try, Is anyone better off?

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A Framework for Evaluation

QUANTITY QUALITY

EFFORT

Q1

What did we do?

How much service did we deliver?

Q2

How well did we do it?

How well did we deliver service?

EFFECT

Q3

Is anyone better off (#)?

How much change for the better did we produce?

Q4

Is anyone better off (%)?

What quality of change for the better did we produce?

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Results Orientation

Back to the definition of sustainability: “The continuation of community health or quality of life benefits over time” – the focus should be on results for people/communities, not perpetuation of rigid programs or services

Infrastructure for evaluating results achieved Clear articulation of desired results Measures/indicators of results Systems to collect and compile good data

All decision making – budgets, program design, etc. – is based on maximizing results achieved

Assess Current Situation and Assets

Complete an online self-assessment to:

Identify current strengths and gaps in relation to the essential elements for sustainability

Inventory assets to leverage

Reflect and learn from past experiences

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Assess Current Situation and Assets

Self-assessment process:

Set up accounts for each participant (https://mckinseyonsociety.com/ocat/)

Identify key personnel to complete the assessment

Facilitate discussion of final scores

Output: Completed self-assessment

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Assess Current Situation and Assets

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Plan for Internal Systemsand Relationships

Use the Organizational Capacity Assessment Tool (OCAT) developed by McKinsey & Company to identify status of internal systems

Select capacity building priorities, define action steps to strengthen those areas

Evaluate strategic relationships and define strategies to enhance relationships that can contribute to sustainability

Strong Internal Systems

Services

Governance

Fund Diversification

Key Messages

CommunicationPlan

Measuring Outcomes

In the past four years, regardless of size or sophistication, the major internal areas of need included:

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Assessment Categories Aspirations

Strategy

Leadership, Staff, and Volunteers

Funding

Values

Learning and Innovation

Marketing and Communication

Advocacy

Managing Processes

Organization, Infrastructure and Technology

Attribute Rating Levels

A simple level is assigned to every element:Level 4 High level of capacity in place

Level 3 Moderate level of capacity in place

Level 2 Basic level of capacity in place

Level 1 Clear need for increased capacity

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The Roles

Funders’- financing, host site for learning events and participation at final event

SEI – coaches and trainers Participants – identified group with

consistent participation

Process Application process that outlines

expectations Eight 6 hour learning academies Consistent participation and peer sharing Follow – up coaching and direct TA from

SEI in between learning events Incremental drafting of sustainability

plan Final presentation at Funders Forum

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Funders’ Forum

1. Purpose Demonstrates participants’ increased capacity and

celebrates their efforts

Provides transparent communication from Funder’s on presentation style, message and impact

Gives participants experience in connecting with and understanding what is important to Funders

Positions them to refine their approaches to diversifying funding

Provides oral and written feedback on how to strengthen their presentations … //

Funders’ Forum

2. Approach Feedback form—complete for each presentation

Participants limited to eight minutes, two for questions

Discussion and feedback at the end

Most interested in funders’ perspectives of what is compelling and what questions funders would have or wish had been answered

How does having completed a sustainability plan differentiate participants from those agencies that have not?

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Collateral for Funders

Organizational Overview

Handout with Desired Results

Specific Appeal

Feedback and Panel Discussion

Dress Rehearsal

Peers and First 5 Staff provided feedback on presenta-tions