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Collective Impact
September 2013
FSG.ORG
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© 2013 FSG
FSG Is a Nonprofit Consulting Firm and a Leader in Collective
Impact Thinking and Implementation • Nonprofit consulting firm specializing in strategy, evaluation and
research
− Partner with foundations, corporations, nonprofits, and
governments to develop more effective solutions to the world’s
most challenging issues
– Recognized thought leader with multiple articles published in
HBR, SSIR, Chronicle of Philanthropy, and the American Journal
of Evaluation
• FSG articles have paved the way for Collective Impact
‒ Leading Boldly (2004)
‒ Breakthroughs in Shared Measurement (2008)
‒ Catalytic Philanthropy (2009)
‒ Collective Impact (2012)
‒ Channeling Change: Making Collective Impact Work (2012)
‒ Embracing Emergence: How Collective Impact Addresses
Complexity (2013)
• FSG understands how to enable and sustain Collective Impact
efforts through our work with clients in the following sectors:
‒ Juvenile justice
‒ Teen substance abuse
‒ Economic development
‒ Education reform
‒ Environmental sustainability
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© 2013 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
Raising a Child
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© 2013 FSG
Traditional Approaches Are Not Solving Our Most
Complex Social Problems
• Funders select individual grantees
Isolated Impact • Organizations work separately
and compete
• Corporate and government sectors
are often disconnected from
foundations and nonprofits
• Evaluation attempts to isolate a
particular organization’s impact
• Large scale change is assumed to
depend on scaling organizations
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© 2013 FSG
Imagine a Different Approach – Multiple Players
Working Together to Solve Complex Issues
• Understand that social problems – and
their solutions – arise from interaction
of many organizations within larger
system Collective Impact
• Cross-sector alignment with
government, nonprofit, philanthropic
and corporate sectors as partners
• Organizations actively coordinating
their action and sharing lessons
learned
• All working toward the same goal and
measuring the same things
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© 2013 FSG
Collective Impact is the commitment of a
group of important actors from different
sectors to a common agenda for solving a
specific social problem.
Source: Channeling Change: Making Collective Impact Work, 2012
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© 2013 FSG
Collective Impact Involves Five Key Elements
Common Agenda • Common understanding of the problem
• Shared vision for change
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
Shared Measurement
• Collecting data and measuring results
• Focus on performance management
• Shared accountability
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© 2013 FSG
Collective Impact Is Distinct from Other Valid
Approaches to Collaboration
It is distinct from other forms of collaboration
Type of
Collaboration Definition
Collective Impact
Initiatives
Long-term commitments by a group of important actors from
different sectors to a common agenda for solving a specific
social problem
Funder
Collaboratives Groups of funders interested in supporting the same issue
who pool their resources
Public-Private
Partnerships Partnerships formed between government and private sector
organizations to deliver specific services or benefits
Multi-Stakeholder
Initiatives Voluntary activities by stakeholders from different sectors
around a common theme
Social Sector
Networks Groups of individuals or organizations fluidly connected
through purposeful relationships, whether formal or informal
Mo
re E
lem
en
ts o
f C
ollecti
ve I
mp
act
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Collective Impact Can Apply to Many Complex
Social Issues
Education Healthcare
Economic Development Youth Development
Homelessness
Community Development
*
*
*
*
* Indicates FSG Client
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© 2013 FSG
Achieving Collective Impact Takes a Mindset Shift
Technical
Solutions to
Problems
Adaptive
Solutions to
Problems
Silver Bullet Silver Buckshot
Credit Credibility
Source: Channeling Change: Making Collective Impact Work, 2012; FSG Interviews and Analysis
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© 2012 FSG
FSG.ORG
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.
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
Work
Group
Work
Group Work
Group
Chair Chair
Chair
Chair
Chair
Chair
Chair
Chair
Common Agenda and Shared Metrics
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© 2012 FSG
FSG.ORG
Backbone Organizations Engage in Six Important Activities
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
Source: FSG Interviews and Analysis
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© 2012 FSG
FSG.ORG
The Unique Role of Backbone Organizations Can Be
Misunderstood
That the backbone organization:
ₓ sets the agenda for the group
ₓ drives the solutions
ₓ receives all the funding
ₓ is self appointed rather than selected by the community
ₓ Is “business as usual” in terms of staffing, time, and resources
Source: FSG Interviews and Analysis
Common Misperceptions
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© 2013 FSG
Shared Measurement Is a Critical Piece of Pursuing
a Collective Impact Approach
Identifying common metrics for tracking progress toward a common agenda across
organizations, and providing scalable platforms to share data, discuss learnings,
and improve strategy and action
Improved Data Quality
Tracking Progress Toward a Shared Goal
Enabling Coordination and Collaboration
Learning and Course Correction
Catalyzing Action
Definition
Benefits of Using Shared Measurement
Source: Breakthroughs in Shared Measurement and Social Impact, FSG, 2009
Overview of Shared Measurement
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© 2013 FSG
Several Challenges Can Occur When Developing and
Implementing Shared Measurement Systems
Difficulty in coming to agreement on common outcomes and indicators
Concerns about relative performance / comparative measurement across
providers working in the same space
Limited capacity (time and skill) for measurement and data analysis within
participating organizations
Alignment among funders to ask for the common measures as part of their
reporting requirements
Time and cost of developing and maintaining a system, both for human capital
and technology
Challenges
Overview of Shared Measurement
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There Are Three Phases to Developing a Shared
Measurement System
Design Develop Deploy
1 2 3
• Shared vision for the
system and its relation to
broader goals, theory of
change or roadmap
• View of current state of
knowledge and data
• Governance and
organization for
structured participation
• Identification of metrics,
data collection approach,
including confidentiality/
transparency
• Development of web-
based platform and
data collection tools
• Refinement and
testing of platform
and tools
• Staffing for data
management and
synthesis
• Learning forums and
continuous
improvement
• Ongoing infrastructure
support
• Improve system based
on a pilot, review,
refinement, and
ongoing evaluation of
usability and impact
Developing a Shared Measurement System
Source: FSG Analysis
Designing Shared Measurement Systems
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© 2013 FSG
Strong
Leadership
Substantial
Funding
Broad
Engagement
Ongoing
Staffing
Support
Technology
Continuous
Learning
1
Developing the strategy
requires:
• Strong leadership
• Substantial funding
• Broad engagement
• Ongoing staffing support
2
Web-based technology provides a
critical tool for bringing it to scale:
• Easily accessible – voluntary
participation open to all stakeholders
• Highly customizable, cont. updated
3
Shared measurement creates cross-learning
opportunities through continuous learning and
improvement:
• Stakeholders regularly share data
• Facilitated process to learn from each other’s
experiences, and to improve coordination
Developing Shared Measurement Systems Requires Strong
Leadership, Funding, Broad Engagement, Infrastructure
and a Commitment to Learning
Designing Shared Measurement Systems
Source: FSG Analysis
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© 2013 FSG
There Are a Number of “Tips and Tricks” to Bear in Mind
When Developing Shared Measures
Overview of Shared Measurement
Collecting and
Presenting Data
• Set specific and time-bound goals and report progress relative to
targets
• Include data on whole populations (vs. a sample) where possible
• Use numbers as well as percentages to make goals more tangible
Identifying
Indicators
• Limit “top-level” indicators to a manageable number (~15), with
additional contributing indicators if needed
• Establish a set of criteria to guide the identification and prioritization
of potential indicators
Leveraging
Existing Efforts
and Expertise
• Form a voluntary team of data experts to advise on the design,
development, and deployment of a shared measurement system
• Develop a crosswalk of what partners are already measuring
• Consider leveraging existing indicators adopted by relevant efforts
at the local, provincial, or federal level
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© 2013 FSG
FSG.ORG
Predetermined
Solutions
and
Emerging Rules of
Interaction
Predetermined
Rules of Interaction
and
Emerging Solutions
Current
Approach
Needed for Large
Scale Change
Collective Impact Requires a New Approach
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© 2013 FSG
Characteristics of Complex Systems
1. Are not predictable in detail
2. Achieve order without central control
3. Evolve naturally through emergence
4. Have embedded systems
5. Operate through co-evolution
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© 2013 FSG
FSG.ORG
Addressing Complexity in Collective Impact Efforts
• Collective Doing
• Collective Learning
• Collective Seeing
• Create Common Intent
• Use Structure to Take
Advantage of Emergence
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© 2012 FSG
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© 2013 FSG
Thank You!
To talk more with FSG about Collective Impact:
• Jennifer Splansky Juster, Director
Collective Impact resources available on FSG’s website: http://fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx