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

January 5, 2018 | Author: Anonymous | Category: Business, Finance, Investing
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The Annie E. Casey Foundation

Mission is to build better futures for vulnerable children and families

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


Social Investments Unit

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

$125 million endowment allocation – Place based and thematic investments

Flexible terms but invest through financial intermediaries

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

Systems to track financial and social return 2

Social Investments Support

Impact – Ratings systems and standardized performance metrics

Field Building – Tools and resources to increase foundation social investing

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

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

Results Based Leadership Approach

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

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

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

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

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

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

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

Social Investments & Leadership Development partnership

Consulted CDFI Executive Directors

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


CDFI Leadership Learning Network (LLN) Overview

Program Structure & Content

• • •

Methods Discussions

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

• • • • • • •

Participants commit to taking action between sessions

Personal reflection

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


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


CDFI LLN – Seminar 1 You as a Leader

Begin forming a cohesive & trusting network

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

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

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

Receive 360 degree feedback & create Individual Learning Plans 9

CDFI LLN – Seminar 2 Making a Measurable Difference

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?

Practice holding accountability conversations for commitments & results

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

Identify an organizational challenge to address 10

CDFI LLN – Seminar 3 Moving the Work Forward:

Stepping Up to the Adaptive Leadership Challenge

Consider how roles and authority impact the work

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

Learn effective communication and messaging techniques

Practice developing a message to enroll stakeholders towards a result


CDFI LLN – Seminars 4 - 6

Seminar Theme


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


Impact – Participant Feedback

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

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

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

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


Results Based Leadership Resources

Trying Hard is Not Good Enough, Mark Friedman

Theory of Aligned Contributions, Jolie Bain Pilsbury:

Leadership on the Line, Ronald Heifetz & Marty Linsky

Leadership Made Simple, Ed Oakley & Doug Krug

RBL Tools:


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