Community Leadership Webinar

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• Community Leadership Webinar 1
• Values, Culture and Will
• March 13, 2009

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Welcome

• First Community Leadership Webinar
• Hosted by CFLeads the Council on Foundations
• More than 90 participants

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Agenda

• Welcome Winsome Hawkins
• The Making of the Community Leadership Framework
  Mike Howe
• Aligning for Community Impact Steve Joul
• Becoming A Catalyst for Community Change
  Jennifer Leonard
• Q A

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Presenters

• Mike Howe Chair, National Task Force on
  Community Leadership
• Steve JoulPresident, Central Minnesota Community
  Foundation
• Jennifer Leonard President Executive Director,
  Rochester Area Community Foundation

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THE MAKING OF THE COMMUNITY LEADERSHIP FRAMEWORK

• Mike Howe
• Chair
• National Task Force on Community Leadership

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National Task Force on Community Leadership

• 30 philanthropic leaders
• 12 months
• 2 frameworks individual community foundation
  and field-level

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CL Framework Value

• Many pathways to community leadership not
  prescriptive
• A way to unpack complex concepts and processes
• A tool for planning that starts from analysis
  rather than intuition
• A tool for taking stock and evaluating progress
• A means to target the right actions to achieve
  desired results
• Finallya definition of community leadership

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Community Leadership Definition

• The community foundation is a catalyzing force
  that creates a better future for all by
  addressing the communitys most critical or
  persistent challenges, inclusively uniting
  people, institutions and resources, and producing
  significant, widely shared and lasting results.  

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Unpacking the definition
The community foundation
is a catalyzing force that creates a better
future for all by addressing the communitys
most critical or persistent challenges
inclusively uniting people, institutions, and
resources and producing significant, widely
shared and lasting results.
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Framework for Community Leadership, First Level
Building Blocks

D. Understanding and skills
A. Values, culture and will
C. Resources
B. Relationships
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Building blocks are inter-related

• Not mutually exclusive
• Strengthening one building block strengthens
  others
• Best strategies address multiple building blocks

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First-Level Building Blocks
A. Values, Culture Will

• Common good
• Diverse inclusive
• Results-driven learning organization
• Respectful transparent

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First-Level Building Blocks
B. Relationships

• Grassroots grasstops
• Encourage engage new leaders

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First-Level Building Blocks
C. Resources

• Internal systems
• Human resources
• Donors and investors
• Business model

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First-Level Building Blocks
D. Understanding Skills

• Possess and gather information
• Community change processes
• Facilitation communication
• Knowing when on what to act
• Public policy
• Outcomes metrics

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Values, Culture and WillFirst-Level Building
Block

• The community foundation manifests the values,
  culture will to exercise community leadership.

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Building Block A Second-Level Building Blocks

• A.1 The community foundation is committed to the
  common good.
• A.2 The community foundation is fundamentally
  committed and organized to increase opportunity,
  diverse participation and fairness.
• A.3 The community foundation is a results-driven
  learning organization.
• A.4 The community foundation is humble,
  respectful and transparent.

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ALIGNING FOR COMMUNITY IMPACT

• Steve Joul
• President
• Central Minnesota Community Foundation

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History of Central Minnesota Community Foundation

• Created in 1985
• Primarily focused on Donor Services
• Limited unrestricted grant dollars
• Focused grant dollars in key areas
• Strengthening youth and families
• Supporting infrastructure of non profits
• Recognizing and appreciating diversity

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What Was Missing?

• Community/leadership initiatives had no basis
• No metrics to measure impact in the community
• Not leveraging impact of other funds held at the
  Foundation

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Donor Service vs. Community Service
Donor Services Organization
Discretionary Grantmaker
Source Development Deliberations by Stuart
Applebaum
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The X/Y Factor
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Measuring Community Service Social Capital

• Robert Putnams work at Harvard Bowling Alone
• Connections are important
• Greater connections mean
• Better schools
• Safer streets
• Greater economic growth
• More effective government
• Healthier lives
• Social Capital increases the productive
  potential of a community
• Social Capital defines Community
• Benchmark Survey
• Quantifiable
• Comparable
• Repeatable

Without adequate supplies of social capital
that is, without civic engagement, healthy
community institutions, norms of mutual
reciprocity, and trust social institutions
falter and lose efficacy. Robert Putnam
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Goals of the Social Capital Survey

• Establish a Benchmark Metric for the Region
• Create Community Discussion
• Create a Measure of Health of Our Community

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The Social Capital Survey

• Social Capital is a method of measuring the
  value of connections that individuals have to
  other individuals and to their communities.
• This survey looks at a variety of indicators
  found, in national research, to be good measures
  of social capital.

See also www.communityview.org
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A strategy map illustrates CMCFs ultimate goal
of building a prosperous community.
Prosperous Community
Financial Capital
Connected Resources
Example metrics dollars staying local Total
endowment
High Financial Capital Growth, High Social
Capital Growth

• The strategic plan supports growth in both
  social and financialcapital. The Vision is
• Engaging People,
• Connecting Resources,
• Building Community.

Example metrics Social capital survey Number of
CVIEW users
Engaged People
Poor Community
Social Capital
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The redesign work was to align the work of the
Foundation to the two-pronged strategy

• Strong donor services
• Relatively small, scattered grant making
• A desire to be more strategic and understand
  impact

• Criteria with common philosophy
• Benchmark of social capital metric
• Clearly defined role for CMCF (as catalyst,
  observer, or participant)
• Start, Stop, Continue
• Venture Philanthropy

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Community Programs Committee Original Purpose

• ORIGINAL PURPOSE

• CURRENT FUNCTIONS

• to study and propose the role the Central
  Minnesota Community Foundation should play in
  bringing individuals and community resources to
  bear on significant community issues that lead to
  building a better community.

• Provides the vehicle by which the Foundation
  exercises leadership on the key important issues
  facing the community.
• Assess and monitor community needs and assets as
  well maintain inventory of who is doing what in
  the community.
• Recommend community foundation involvement on key
  community issues and determine approach of being
  observer, participant or catalyst.
• Recommend priority focus areas for the
  unrestricted grants of the Foundation
• Recommend grants from the Community Foundation

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Community Programs Committee -- Resources and
Tools

• Influential and engaged volunteers
• Unrestricted grants (100,000 per year)
• Neutrality of the Foundation
• Access to Donor Advisors with Funds at CMCF
• CommunityVIEW Interactive web-based tool to
  connect people and issues in the community

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In determining CMCF involvement, we will use the
following criteria
Address Community Needs 6. How does it address
community needs? 7. How does it build the
capacity of the community to be responsive?
Impact, Results Sustainability 8. To what
extent is the plan clear, sound, measurable, and
well developed? 9. To what extent is the
impact on the community broad-based and long
term? 10. To what extent are the results
measurable? 11. What is the potential for
sustainability? Resources Philanthropy 12.
How does it stimulate philanthropy? 13. How
does it engage other resources?

• CMCFs Role
• 1. How does CMCFs participation add value?
• To what extent does CMCF have the resources to
  support the level of involvement chosen?
• Build Community
• 3. Does it build Social Capital?
• 4. How does it create opportunities for
  individuals and families to successfully engage
  with the St. Cloud area economic, political,
  and social life?
• 5. How does it expand knowledge and
  understanding in the community?

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Restructure of Unrestricted Grant Making Process

• Committee used criteria to evaluate our
  leadership initiatives in community
• Solicited grant applications that created
  Bridging Social Capital
• Committee used Building a Healthy Community
  criteria to rank grant applications using on-line
  tool, CommunityVIEW
• Committee especially looked at how funded
  applicants measured the building of Social
  Capital
• Committee now looking at moving to a more focused
  and intentional approach to grant making by
  exploring the Venture Philanthropy model.

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Timeline
Criteria used for in-depth evaluation of CMCF
initiatives, grant rounds on hold, process is
redesigned. CPC grapples with what to invest in,
what to let go of
2005-06
CMCF holds training for non-profits on what
Social Capital is and the new grantmaking process.
Dec 2006
CPC utilizes CommunityVIEW for letters of intent
(gt60) and final selection of proposals.
2006-07
Continuation of Social Capital as the metric and
monitoring of Initiatives. Two grant rounds held,
with new criteria, larger amounts, investment and
venture philanthropy focus.
2006-07
A resurveying planned with the Social Capital
survey.
2009
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What Difference Has it Made?

• Some initiatives discontinued
• Agro forestry Fund
• Applied Technology Initiative
• Other initiatives enhanced
• Womens Fund
• Create CommUNITY
• Future decision making made easier
• Community Cultural Arts Plan

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Tough Love Advice and Thinking

• Should have done it sooner
• Question of additional metrics in Community
  Service Challenging discussion
• Crucial 2nd Level A Building Blocks
• A.1 Committed to effecting change that advances
  the common good
• A.3 The CF is a results driven learning
  organization

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Tough Love Advice and Thinking Continued

• 2 Building Blocks we wished had been stronger
• C. 2. The CF has human resources to exercise
  community leadership.
• C.4. The CFs business model provides flexible
  financial resources to support community
  leadership efforts.
• What would we do differently?
• Move process along quicker
• Provide more education to volunteers

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Conclusion
The Mission of the CMCF is to Engage People,
Connect Resources and Build Community This is
done by building both Financial Capital and
Social Capital.
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BECOMING A CATALYST FOR COMMUNITY CHANGE

• Jennifer Leonard
• President and Executive Director
• Rochester Area Community Foundation

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Becoming a Catalyst

• The Importance of Values, Culture and Will
• Internal Preparation Is Key
• Evolutionary, Not Revolutionary
• Critical Role of Strategic Planning
• Changing the Customer
• Changing the Conversation
• The Virtuous Cycle

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Hedgehog
Our People are Passionate
We Can Be Best in the World
?
Economically Sustainable
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Hedgehog
Our People are Passionate
We Can Be Best in the World
Community Change Agent
Economically Sustainable
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Revised Mission

• 2000 Version

• 2005 Version

• RACF builds a better community for everyone
  through philanthropy
• By stimulating growth and providing careful
  stewardship of the communitys endowment
• By engaging donors, recipients, and other
  partners
• By building upon and mobilizing community assets
  and resources

• We engage passionate philanthropists in improving
  our community.

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Revised Vision

• 2000 Version

• 2005 Version

• We engage passionate philanthropists in improving
  our community.

• To be greater Rochesters catalyst for community
  change.

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Our Values (Revised)

• 2000 Version

• 2005 Version

• World Class Stewardship
• Inclusiveness
• Opportunity for All
• Foster Personal Responsibility
• Personalized Donor Support
• Creative Problem Solving
• Collaboration/Partnership
• Impact/Making a Difference
• Independent

• Principled Leadership
• Permanent Stewardship
• Personalized Philanthropy
• Collaboration and Partnership
• Systemic Change
• Broadly Inclusive
• Independent and Nonpartisan

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Key Customers (Revised)

• Greater Rochester Community
• Philanthropists Committed to Greater Rochester
  Community
• Key Partners
• Community Leaders
• Nonprofits and Community Initiatives
• Legal and Financial Advisors
• Government and Private Funders
• Board, Staff and Volunteers

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Key Result Areas (Revised)

• Learning to Make Change
• Focusing for Impact and Engagement
• Telling Our Story
• Broadening Our Circle

• Did we prepare to be community change agents?
• Did we engage philanthropists and community
  partners?
• Does the community perceive us as facilitators
  of change?
• Have we reached and engaged more diverse
  populations?

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Learning to Make Change

• Outcomes
• Frequent, effective community leadership in
  multiple areas
• Demonstrable community improvements
• Public policy improvements
• Process measures
• Board and staff ready for roles as change agents
• Foundation operation is more sustainable
• Policies and procedures support core mission
• Community partnerships developed

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Focusing for Impact Engagement

• Outcomes
• Measurable impact in interest areas
• Our expertise recognized and solicited
• More philanthropists more actively engaged
• Increased resources in interest areas
• Process measures
• Strategies for impact and change identified
• Recruitment and deployment of staff
• Knowledge and accountability systems in place
• New ways to engage philanthropists in place

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Telling Our Story

• Outcomes
• Increased public awareness of Foundation
• Foundation seen as change agent, expert and
  leader
• Attraction of philanthropists who want what we do
• Process measures
• Foundation branded as community change agent
• Increased investment in marketing
• Culture of storytelling about impact
• Internal and external messages clear on mission
• Systematized reporting of results to all partners

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Broadening Our Circle

• Outcomes
• Increased variety of philanthropists
• Retention of diverse staff, board,
  philanthropists
• Foundation as place for community philanthropy
• Foundation broadly representative of community
• Process measures
• New ways to engage philanthropists
• Sustainable products allow everyone to be a
  philanthropist (without encouraging small funds)
• Outreach to specific target markets (geography,
  ethnicity, lifestyle, etc.)
• Foundations inclusive practices enhanced

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Timeline (as of 2006)

• 2006

• 2007

• Refine interest areas
• Re-price products
• Debate leadership role(s), oversight
• Choose new priority area
• Hire program, communications officers
• Restructure Program Dept
• Plan marketing campaign
• Investigate next gen philanthropist engagement
• Investigate technology (accountability and
  customer relationship management) tools
• Professional development

• Finish repositioning marketing messages,
  materials
• Launch marketing campaign
• Implement at least one giving circle
• Invest in technology tools
• Upgrade website to strengthen community issues,
  philanthropist interface
• 35th anniversary rollout, including Evening Out
• Consider different event for 2008

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Timeline (contd)

• 2008

• Hire development officer
• Major community leadership initiative
• Add one more giving circle
• Focus on grant accountability
• Continue telling the story

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Changing the Conversation

• A vehicle for change
• Not a vehicle for donors
• Support our community
• Not support anything you want
• Make a difference
• Not make a grant
• Join our family of philanthropists
• Not get our services for a low fee

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Changing the Conversation

• Larger funds get more services
• Not all funds get everything
• The work we do
• Not the business were in
• Community philanthropist
• Not fundholder
• Community Philanthropy Awards
• Not Philanthropy Awards

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Always Ask
Is This the Best Thing We Can Do to Strengthen
Greater Rochester?
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Three Years Later

• Board Development and Makeup
• Board Comfort with Sharing Credit
• Board-initiated Community Indicators Project
  (Joint with UW)
• Board Focus on Economic Downturn
• We Are At the Table Making Change
• Example Preventing After-School Cuts

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Q A

• Press 1 to enter the question queue
• To remove yourself from queue, press 2
• Please state your name community foundation
  before asking your question
• Direct your question to one of the presenters

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Thanks!

• For more info about the Community Leadership
  Framework, visit www.cfleads.org
• Archived Webinar available at www.cfleads.org
• Watch for Webinar announcements

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Community Leadership Webinar Series