Investing in leadership development

1. Investing in leadership development CDFI Leadership learning network NFCDCU conference June 7, 2013

2. 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

3. 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

4. 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

5. 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

6. Five Results Based Leadership Competencies

7. 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 • Messaging & branding • Managing relationships • Measuring impact • Create a network to leverage peer connections

8. 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

9. CDFI Leadership Learning Network (LLN) Overview Methods • Discussions • Readings • Instruction • Case studies • Site visits • Peer learning & consultation • Practice/application exercises • Personal reflection Program Structure & Content • 6 two-day seminars over 13 months • 12 participants from 9 CDFI’s, including 1 CDCU • Focus on 5 Results Based Leadership competencies in community development finance context • Participants commit to taking action between sessions

10. 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

11. 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

12. 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

13. CDFI LLN – Seminars 4 - 6

14. 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

15. Results Based Leadership Resources • Trying Hard is Not Good Enough, Mark Friedman • Theory of Aligned Contributions, Jolie Bain Pilsbury: http://www.rbl-apps.com/TOAC.php • Leadership on the Line, Ronald Heifetz & Marty Linsky • Leadership Made Simple, Ed Oakley & Doug Krug • RBL Tools: http://www.rbl-apps.com/