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All About the
Backbone!
Catalyzing Large Scale Change: The
Funder’s Role in Collective Impact
May 2014
Boston | Geneva | Mumbai | San Francisco | Seattle | Washington
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Backbone Organizations
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Herding Cats Video
http://www.youtube.com/watch?v=Pk7yqlTMvp8
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Source: FSG Interviews and Analysis
© 2014 FSG
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Agenda
Backbone Roles
Selecting the Backbone
Backbone Staff and Budget
Discussion and Q&A
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Six Core Functions for the Backbone Organization
Guide Vision and Strategy
Support Aligned Activities
Establish Shared Measurement Practices
Build Public Will
Advance Policy
Mobilize Funding
Backbones must balance the tension between coordinating and maintaining
accountability, while staying behind the scenes to establish collective ownership
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Source: FSG Interviews and Analysis
© 2014 FSG
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Common Misperceptions about the Role of Backbone
Organizations
Common Misperceptions
• The backbone organization sets the agenda for the group
• The backbone organization drives the solutions
• The backbone organization receives all the funding
• The role of backbone can be self appointed rather than
selected by the community
• The role of backbone isn’t fundamentally different from “business as usual” in terms of staffing, time, and
resources
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Source: FSG Interviews and Analysis
© 2014 FSG
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Effective Backbone Leaders Share Common
Characteristics
Stakeholders describe backbone organization leaders as:
Visionary
Results-Oriented
Collaborative, Relationship Builder
Focused, but Adaptive
Charismatic and Influential Communicator
Politic
Humble
“Someone who has a big picture perspective—[who] understands
how the pieces fit together, is sensitive to the dynamics, and is
energetic and passionate.”
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Source:
Source: FSG
FSG Interviews
interviews and Analysis
© 2014 FSG
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Hamilton Roundtable for Poverty Reduction:
The Challenge
• Loss of heavy manufacturing base
• Massive job losses in 1980s and 1990s
• Cuts to social assistance in mid 1990s
• Downloading of services to the municipal government
Downloading of programs from federal and provincial governments
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The Poverty Matrix – Hamilton Results
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Hamilton Roundtable for Poverty Reduction:
Change Framework
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Collective Impact Infrastructure:
Structuring for Intentionality and Uncertainty
Common Agenda and Shared Metrics
strategic guidance
and support
partner-driven
action
Ecosystem of
Community Partners
Steering
Committee
Work
Group
Backbone
Organization
(or set of
organizations
that collectively
play backbone
function)
= community
partner (e.g.,
nonprofit, funder,
business, public
agency, resident)
Chair
Chair
Chair Chair
Work
Group
Chair
Chair
Work
Group
Chair
Chair
Work
Group
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* Adapted from Listening to the Stars: The Constellation Model of Collaborative Social Change, by Tonya Surman and Mark Surman, 2008.
© 2014 FSG
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Agenda
Backbone Roles
Selecting the Backbone
Backbone Staff and Budget
Discussion and Q&A
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© 2014 FSG
FSG.ORG
Many Types of Organizations Can Serve as Backbones
Types of Backbones
Examples
Funders
New Nonprofit
Existing Nonprofit
Government Agency
Shared Across Multiple
Organizations
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Selecting a Backbone Is an Important Process that Should
Build the Credibility of the Backbone and the Initiative
Open
Process
Semi-Open
Process
Conduct landscape scan of key
players, including the “usual suspects” and beyond
Predetermined
An “early backbone” helps guide the initiative from the beginning,
including helping to select the
Steering Committee
Build understanding of the role of a
backbone among early initiative
leaders
Approach high-potential backbone
organizations to assess their
interest in serving as a backbone
Based on existing knowledge of
key players, backbone is “named,” usually by the initiative’s funders
6-12 months after the first SC
meeting, a determination is made
to either make the early backbone
into a permanent backbone, or
open the process to other
backbones
Issue an RFP
Interview applicants
Steering Committee and/or
funder(s) selects backbone
The backbone helps recruit a
Steering Committee, potentially
with the help of an early “advisory group” or funders
Pros: Transparent, builds credibility,
open to many organizations with
different skill sets
Pros: Allows for a backbone “try out,” backbone staff available from
beginning of initiative
Pros: Quick, avoids difficult
conversations in the short-term
(though may arise in the long-term)
Cons: Takes time, must work through
potentially difficult decisions
Cons: May be politically difficult, and
inefficient to switch backbones
Cons: May not have high credibility,
may not find the org. with the best
skill set, assumes funders know best
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Moving the Backbone: Key Considerations from the Hamilton
Roundtable for Poverty Reduction
Interest / contribution to poverty reduction
Shared focus on Common Agenda
Alignment of mission with HRPR
aspiration/strategy
Charitable purpose aligned with
Roundtable
Shared ownership of successful
operations
Ability to provide Administrative and
Operational oversight
Agreement by Board of Directors
Mission alignment
CEO/Executive Director agrees to be active
member
Sufficient organizational capacity
CEO participation
Credible, recognized and stable
Credible Not-For-Profit or Funder
Registered charity in good standing
Registered Charity
Ability to provide in-kind office space
Office space
Ability to attend monthly meetings
Meeting participation
Charitable purpose alignment
Shared commitment
Administrative capacity
Board Agreement
Organizational capacity
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Agenda
Backbone Roles
Selecting the Backbone
Backbone Staff and Budget
Discussion and Q&A
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A Backbone’s Scope and Budget May Grow Over Time, Primarily Reflecting Staff Additions And Available Resources
Year 2*
Year 1
1.
2.
3.
4.
Typical
Responsibilities:
• Guide vision and strategy
• Liaise with Working Group
and Strategy Groups
• Build public will / awareness
• Begin implementation of
strategies and shared
measures
• Guide vision and strategy
• Support and coordinate
aligned activities
• Deepen shared
measurement practices
• Build public will / awareness
• Expand priority strategies
and partners based on data
• Build public will / awareness
• Communicate progress
• Advance policy
• Mobilize funding
Estimated
Budget:
$3-400K
$5-600K
$7-900K
Potential
Staff:
Executive Director
Data Manager
Facilitator
Project Coordinator
Year 3 On*
1. Executive Director
2. Data Manager
3. Facilitator
1.
2.
3.
4.
5.
6.
Executive Director
Data Manager
Facilitator
Project Coordinator
Communications Manager
Office Manager / Assistant
* The resources required by the Backbone vary with the needs of the initiatives. In some instances budgets have remained flat or declined; in others, FTEs and
budgets have grown with the changing requirements of the role
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Source: FSG case work and analysis
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Case Example: Hamilton Roundtable for Poverty
Reduction
Year 2*
Year 1
1.
2.
3.
4.
Potential
Staff:
1. Director
2. Manager, Community
Engagement
3. Administrative Staff
4. Tamarack Coach
5. Tamarack Evaluator
Director
Researcher
Administrative Staff
Tamarack Coach
Typical
Responsibilities:
• Guide vision and strategy
• Liaise with Working Group
and Strategy Groups
• Build public will / awareness
• Researches issue and
develops poverty matrix
Estimated
Budget:
$1-250K
• Guide vision and strategy
• Support and coordinate
aligned activities
• Develops shared
measurement practices
• Build public will / awareness
Year 3 On*
1. Director
2. Manager, Community
Engagement
3. Administrative Staff
4. Project Coordinator
5. Tamarack Coach
6. Tamarack Evaluator
7. Contract Staff
• Expand priority strategies
and partners based on data
• Build public will / awareness
• Communicate progress
• Advance policy
• Mobilize funding
• Renewal after 5 years
$3 - 500K
$3 - 500K
*Tamarack provided coaches for each of the communities to support their development. A common evaluation framework was also developed by Tamarack
and an external evaluator coordinated the data collection, review and learning process.
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Source: FSG case work and analysis
© 2014 FSG
FSG.ORG
Every Backbone Needs Funding; Backbone Budgets Can
Range From Around $400K to Upwards of $800K
Illustration of a Backbone’s Budget:
Budget ($)
Expense Category
Description
Low
High
80,000
155,000
1 FTE Executive Director
55,000
100,000
1 FTE Facilitator/Coordinator
65,000
100,000
1 FTE Data/Operations Manager
25,000
65,000
.5-1 FTE Admin. Support
Benefits
45,000
84,000
At 20% of salaries
Professional Fees
90,000
105,000
Travel and Meetings
7,000
30,000
Workshops, events, retreat
Community Engagement
0
35,000
Space rental, youth stipends
Communications
36,500
90,000
Reports, materials design, paid media
Technology
0
4,900
Office
0
74,000
Other
0
6,500
849,400
Salaries
Total Expenses
403,500
Source: Adapted from Strive Network, TYSA, & CCER
Consultants, R&E, Recruiting, Data Collection
In kind hardware, software, IT
In kind/paid rent, utilities, supplies
Staff training, miscellaneous
Covered by grants and fees
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Backbone Organizations Typically Have Multiple
Funding Streams
Private foundations
Community foundations
United Ways
Corporate foundations
Local businesses
Individual donors
Government funding
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© 2014 FSG
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Agenda
Backbone Roles
Selecting the Backbone
Backbone Staff and Budget
Discussion and Q&A
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© 2014 FSG
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Small Group Discussion
• When selecting a backbone organization, what are the
pros/cons of different types of backbone organizations
(see handout)?
• How does context (e.g., existing relationships and
players, leadership, local capacity, etc.) affect the
selection of a backbone organization?
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© 2014 FSG
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Many Types of Organizations Can Serve as Backbones
Types of Backbones
Examples
Funders
New Nonprofit
Existing Nonprofit
Government Agency
Shared Across Multiple
Organizations
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© 2014 FSG
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Thank You!
• Thank you for being part of the conversation today
• For more information on the backbone and collective impact and
to download Tamarack’s and FSG’s articles on the topic, visit the Collective Impact Forum at www.collectiveimpactforum.org
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Core Competencies- Leadership Group
(from Opportunities Waterloo Region)
Collaborative Leader
– Has demonstrated personal and/or
professional leadership in multistakeholder efforts by building
consensus and drawing people into a
process of change.
Communicator
– Able to share ideas, and describe
what you know and what you are
learning to diverse audiences.
Community Translator
– Understands the different language
used by stakeholders and serves as a
bridge between the various
communities and groups with an
interest in the initiative.
Lifelong Learner
– Desire to deepen understanding of
complex social and economic issues
that take complex solutions.
Politically Astute
– Broad non-partisan understanding of
political and social issues influencing
the public policy environment.
Strategic
– Understands the lay of the land and
can work within it.
Practical
– Has the ability to manage the details
and get things done on time.
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