Tracy Kartye, Director of Social Investments, Annie E. Casey

INVESTING IN LEADERSHIP DEVELOPMENT CDFI LEADERSHIP LEARNING NETWORK NFCDCU CONFERENCE JUNE 7, 2013

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The Annie E. Casey Foundation

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Mission is to build better futures for vulnerable children and families

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Invest in and foster public policies, human-service reforms and community supports, including: – Services to secure and sustain lifelong family connections – Public human service systems that strengthen families – Social and economic security for families in poor communities

– Use of data as a tool for change – Family-supporting communities

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Social Investments Unit

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Additional philanthropic tool to complement grantmaking – Double bottom line – financial and social return – Financing gap

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$125 million endowment allocation – Place based and thematic investments

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Flexible terms but invest through financial intermediaries

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Leverage/co-investment requirement – Influence other investors and share risk

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Systems to track financial and social return 2

Social Investments Support

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Impact – Ratings systems and standardized performance metrics

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Field Building – Tools and resources to increase foundation social investing

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Staff Training – Evaluate financial health of key grantees – Identify social investment opportunities

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Capacity Building – CDFI collaboration and partnership development – CDFI Leadership Learning Network 3

Results Based Leadership Approach

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Leadership matters – Investments in programs and system reform initiatives are not enough

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Portfolio of leadership development programs & tools – Support leaders from public, private and community organizations – Built upon Children and Family Fellowship (launched 1993)

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Results Based Leadership – Results-driven leaders are vital to achieving measurable and lasting improvements in child and family well-being – Provide leaders with skills to execute strategies and adapt to change 4

Five Results Based Leadership Competencies Competency

Achieve results and be data driven Close racial disparity gaps Act as instrument of change Master adaptive leadership skills Collaborate with others

Description & Examples •

Use results-based accountability (RBA) to approach change & decision-making. • Define a result & performance measures • Use data to make decisions & assess progress

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Recognize that issues of race, class & culture impact outcomes. • Have conversations about race, class & culture • Disaggregate data to identify disparities • Develop strategies to close gaps

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Individuals are capable of serving as catalysts for positive change. • Understand organizational & system dynamics • Lead from the middle

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Understand that complex community change requires leaders to impact stakeholders’ attitudes, values, beliefs & habits. • Build trust • Manage change & conflict

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The capacity to build effective partnerships enables leaders to align their actions & to administer resources. • Engage partners & stakeholders • Facilitate effective meetings that lead to aligned action 5

Results Based Leadership Program for CDFI’s

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Social Investments & Leadership Development partnership

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Consulted CDFI Executive Directors

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Identified key organizational and field leadership needs – Succession planning & sustainability – build the capacity of middle managers − Build skills to adapt to and lead a changing field o Messaging & branding o Managing relationships o Measuring impact

− Create a network to leverage peer connections 6

CDFI Leadership Learning Network (LLN) Overview Program Results • Accelerate results achievement within Casey’s Community Development Financial Institution (CDFI) portfolio: – Provide low-income & disadvantaged people & communities

access to quality financial products & services – Alleviate poverty & increase wealth of low-wealth people/communities

• Deepen & strengthen the bench of next generation leaders within Casey’s CDFI portfolio & for the CDFI field

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CDFI Leadership Learning Network (LLN) Overview

Program Structure & Content

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Methods Discussions

Focus on 5 Results Based Leadership competencies in community development finance context

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Participants commit to taking action between sessions

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Personal reflection

6 two-day seminars over 13 months 12 participants from 9 CDFI’s, including 1 CDCU

Readings

Instruction Case studies Site visits Peer learning & consultation Practice/application exercises

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CDFI LLN – Seminar 1 You as a Leader

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Begin forming a cohesive & trusting network

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Build capacity to reflect on themselves, their roles & the systems in which they operate

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Develop a greater awareness of their own leadership within the person-role-system framework

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Explore the power of conversations about race, class & culture for the purpose of identifying actions for reducing disparities

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Receive 360 degree feedback & create Individual Learning Plans 9

CDFI LLN – Seminar 2 Making a Measurable Difference

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Use Results Based Accountability (RBA) framework to define a population result, analyze trends, develop strategies to turn a curve & identify performance measures – How much did we do?

– How well did we do it? – What difference did we make/who’s better off?

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Practice holding accountability conversations for commitments & results

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Use Myers Briggs Type Indicator to understand preferences & work more effectively with others

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Identify an organizational challenge to address 10

CDFI LLN – Seminar 3 Moving the Work Forward:

Stepping Up to the Adaptive Leadership Challenge

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Consider how roles and authority impact the work

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Understand the relationship between change and loss – Power, relationships, competence, resources

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Learn effective communication and messaging techniques

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Practice developing a message to enroll stakeholders towards a result

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CDFI LLN – Seminars 4 - 6

Seminar Theme

Content

Seeing Systems: Leading Effectively at Every Level of the System

• Explore the impact of system dynamics & experience these dynamics in a simulation • Conduct a site visit & learn from leaders at all levels of the system

Execution: Moving to Action

• Work to mesh strategy with reality & align people with goals • Explore strategies for building trust & managing conflict

Looking Forward

• Determine how to continue leadership development practice • Focus on moving forward to achieve the outcomes desired for organizations & improved results for target communities

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Impact – Participant Feedback

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Tools like RBA have been helpful in linking performance to what difference the work ultimately makes

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Communication, messaging and facilitation techniques have improved presentations and collaborative work

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Have applied Myers Briggs Type Indicator with teams to understand preferences and work more effectively

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Program has been fun, challenging and very helpful to have a peer support network

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Results Based Leadership Resources

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Trying Hard is Not Good Enough, Mark Friedman

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Theory of Aligned Contributions, Jolie Bain Pilsbury: http://www.rbl-apps.com/TOAC.php

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Leadership on the Line, Ronald Heifetz & Marty Linsky

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Leadership Made Simple, Ed Oakley & Doug Krug

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RBL Tools: http://www.rbl-apps.com/

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