FYI: VPPNews: October Issue
"When you do the common things in life in an uncommon way, you will command the attention of the world." George Washington CarverWhat is Social Entrepreneurship?--- 2009年10月15日 星期四，Venture Philanthropy Partners <vvrana@vppartners.org> 寫道﹕
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Perceptions Matter: How VPP is Learning from Its Stakeholders
On behalf of my colleagues, I want to share some substantive and important findings about VPP’s investments during our first fund and explain how we are applying what we’ve learned as we begin deploying our second fund.
As part of VPP’s ongoing process of gathering stakeholder feedback, last fall I commissioned the Massachusetts-based Chatham Group, Inc. to conduct a comprehensive perception study. The firm’s president, Frederick Miller, spent eight months reviewing information and conducting 82 confidential, highly candid interviews with the boards, executives, and senior staff of our first portfolio investment partners (IPs) as well as respected thought leaders familiar with VPP’s work.
The objective of the Chatham Group interviews was to gain insights into the value of VPP’s investment partnerships and the factors that drove (or diminished) the value. A study heavily based on perception is one of several means we use to measure outcomes and results, and, as I learned from a similar study for VPP conducted in 2004-2005, external studies can be very helpful for refining and improving our approach.
VPP’s investment model requires that we invest significant time in building relationships of mutual trust with our IPs. This means that our IPs’ perceptions are even more critical to us than they are to the typical grantmaking organization. The perceptions of key thought leaders are also critically important to us—given that we aspire not only to have a positive influence on our investment partners and the children they serve, but also on the broader ecosystem in which we operate.
Overall Findings
Summary:
The Chatham Group study confirmed that VPP is highly regarded by our nonprofit partners and other key stakeholders and, in aggregate, creating significant value for our IPs. First and foremost, interviewees perceive that VPP’s investment has produced stronger results for children and youth by helping IPs reach more children, in expanded areas of service, with improved outcomes. Those interviewed feel VPP is helping leaders strengthen the organizations we invest in, helping them to raise their level of thinking and planning, and helping to build more solid and sustainable organizations. They perceive that VPP’s actions have helped create a growing network of influential people who better understand the opportunities for, and complexities of, supporting nonprofit organizations and improving the lives of children in low-income communities. All of the external stakeholders encouraged VPP to continue its work in the National Capital Region, and many shared the view that we are demonstrating the potential of regionally focused, place-based philanthropic investing.
The Chatham Group study validated our internal assessment that nine of the 12 investments have been successful, and, of these nine successes, five IPs are real standouts. Each of the five shared compelling evidence that VPP’s investment had transformative effects on their organizations. For example, they spoke of new systems that enable data-driven decision-making and performance assessment, greater depth of leadership teams, improved board knowledge and engagement, significant refinement and expansion of programs, greater ability to plan for the future, and growth of new funding streams.
Illustrative quotations:
- “VPP’s investment…launched the expansion into Maryland, development of a charter school, and our outcomes work. Now we use measurement in everything, and it results in better programs and outcomes for kids and brings additional resources to do even more.”
- “We are reaching almost six times as many students than before VPP—all in VPP’s [geographic] areas.”
- “The VPP staff has come a long way; I appreciate how VPP has learned, changed its thinking, and improved.”
How we’re acting on this feedback:
We are gratified that nine of 12 investments have been perceived as successful. Given the uncertainties and externalities that factor into our investment partnerships, we feel this is an acceptable ratio. However, we see commonalities among the three investments that failed to flourish, and we are working to reduce the chance that we enter into such investments in the future.
First, we are devoting more time up front to assessing fit. For an organization to truly transform, all the stars must be aligned. Assessing whether or not a potential investment is ready for growth and how much ability it has to absorb growth capital and strategic assistance is critical. To help with this assessment, we are now holding “visioning sessions” with the VPP investment team and prospective IPs, including key members of their boards. To address the inevitable power imbalance, we are using outside facilitators to push both sides for candor about goals, expectations, and concerns. These sessions are not easy, feel-good sessions. They are very straightforward, and they force a higher level of honest introspection on both sides that previously didn’t take place until after an investment was underway. They also begin to scope an organization’s true goals—a key part of assessing whether VPP has a good opportunity to help the organization achieve a new level of strength, scale, sustainability, and impact for children. If the fit isn’t right or the investment opportunity isn’t there, it’s much better to learn that before entering into a partnership.
Second, we are now better prepared to walk away at a number of defined points if an investment partnership is not succeeding. We have now made the business-planning process an extension of the selection process, so that if it becomes clear during business planning that the partner and VPP are not aligned or the investment opportunity is not what we initially hoped, we can exit prior to making a multi-year investment. We will be working with our investment partners to articulate performance milestones that are more strategic and clear than they were in the past, so there’s no room for ambiguity during our yearly assessments.
In the new fund we now have underway, we would like to see a larger proportion of investments fit into the “transformative change” category. Five out of 12 is a good outcome, but we are setting the bar higher for the second fund. To help executives and boards seize opportunities for creating fundamental, sustainable change, we’re planning to increase the financial and strategic resources (and possibly the time) for overcoming these obstacles. That is, we plan to make fewer, larger, longer investments this time around. And we will begin to focus on the number-one obstacle IPs face—financial stability—from day one.
Factors Perceived to Drive Results
Summary:
When the Chatham Group asked IPs to identify what aspects of the VPP investment, if any, had led to good outcomes for the organization and the children they serve, IPs consistently attributed positive results to specific initiatives made possible by VPP, such as creating new performance management systems, adding key new positions (e.g., CFO), and developing more effective boards and management teams.
The study also found that the level of authenticity and integrity of the relationship between the IPs and the VPP investment team helps to drive results. Fit between the two organizations is critical. Generally transformational results were more likely to occur where an IP and VPP developed particularly strong relationships of mutual trust.
Illustrative quotations:
- “We have far better infrastructure [now]…With VPP we were able to hire the staff we needed, build systems. Now we can look at how our programs can be strengthened for outcomes…This has become part of our culture, so it is very likely to sustain.”
- “We have much higher quality people than we could have afforded [without VPP].”
- “There is no question we have a strong-willed but very capable executive…When we concluded VPP believed in [name of executive] and [name of executive] had respect for [name of VPP partner]…we used informal communication with each other to make it work—and that is what led to the results and the big changes we achieved.”
- “VPP sometimes struggles to work with strong leaders. Often they are hard to work with, but some of that may be why they are successful.”
How we’re acting on this feedback:
Because they are a key factor in driving results, performance management systems will continue to be a big emphasis for us. These systems can take up to three years to implement, and we’re committed to helping IPs through this difficult process.
We are working to bring even more value to our partnerships. As VPP has evolved, we have retooled our investment team, bringing on board seasoned executives with the characteristics we know are correlated with higher success: ability to navigate the National Capital region, an extensive network in the IP’s field, wisdom, judgment, and integrity.
Using the experiences from our first fund, we are steering clear of investments where it seems unlikely that a trusting partnership will develop. We like strong leaders—but we are not the right fit for leaders who are not open to new data, insights, and new ways of thinking and working.
Perceived Value of VPP Investments vs. ‘Traditional Grant’
Summary:
A large majority of interviewees believe that VPP’s disciplined process and unique combination of financial and non-financial resources have produced results exceeding what can be achieved through a traditional grant. However, a few investment partners disagreed. They felt that the money was and still is the key factor for them—and that the strategic advice and other non-financial support that VPP brings had little additional value.
Illustrative quotations:
- “We would not have gotten the same value with a straight grant. Despite the pain, we learned a lot about ourselves…”
- “Yes, it’s worth [it for] rich people to put up money this way. [Names of foundations] can’t do what VPP does. [VPP] comes in and says you have to have systems; you have to have accountability; you have to get beyond your ego to get what you need to make it work.”
- “We knew what we needed to do and how we needed to use the money. For the most part, it was the money they could make available and our decisions [that drove change]. The other resources were not worth so much.”
How we’re acting on this feedback:
A key take-home lesson for me is that VPP’s non-financial support is critical, but we need to accept that IPs are likely, at least initially, to value our money more than anything else. So in our early conversations with prospective partners, we no longer have the unspoken expectation that we’ll hear executives express a desire for non-financial support. These are capital-starved organizations. They need and want the money, and that’s ok. The burden is on VPP, during the course of the investment, to prove the value of our advice, leverage, and network in those moments when the executive is facing challenges he or she has never faced before.
Sometimes it takes a long time before that strategic support is valued, and that’s ok, too. Recently, I received a call from an IP leader who doesn’t often initiate calls with VPP. This strong, unflappable executive said, “I have a crisis. I really need your help.” As it turns out, a VPP colleague and I were able to help solve the problem quickly. We had a chance to demonstrate the value of VPP beyond the check—and that relationship and trust deepened as a result.
Conclusion
By sharing their candid insights, our IPs and other external stakeholders have done us a great service. These insights have reinforced our sense that our investments, while complex and challenging for all involved, are worth the added time and expense. We heard loud and clear that we’ve gotten some of the details wrong over the past eight years. But we also heard a great deal that we got right—and through our partnerships with IPs we keep getting better at supporting the necessary conditions for transformation.
Please feel free to reach out to us if you have comments or questions at info@vppartners.org. As always, we welcome your feedback.
- Carol Thompson Cole
Note: We would like to give special thanks to the many interviewees who gave their time, thoughts, and, particularly, their candor to this study. Your feedback makes it possible for us to improve our efforts. This report is available on our website and includes a list of those interviewed.
VPP Investors Receive Update on DC Public School Reform
State Superintendent Kerri Briggs, VPP Investor Jack Davies, Chancellor Michelle Rhee, Mayor Adrian Fenty, VPP Investors Don and Ann Brown, VPP Investor Herb Miller, and VPP President and CEO Carol Thompson Cole gather for a report on DC public school reform at Brown’s home.
More than 60 VPP Investors and friends gathered at the home of Investors Don and Ann Brown to hear the latest progress in the reform efforts of DC Public Schools (DCPS). Mayor Adrian Fenty, State Superintendent Kerry Briggs, and Chancellor Michelle Rhee updated the audience on the current state of DCPS, achievements to date, and challenges ahead.
“Right after I was elected, I had the opportunity to talk to Mayor Bloomberg who told me to hire great people…Chancellor Rhee makes the tough decisions we need and has the willingness to stand up for what’s best for kids…And we couldn’t have attracted a superintendent like Superintendent Briggs before, with her deep expertise at the federal and state levels,” Fenty said describing the team leading change in DC’s schools.
Briggs described her office’s role in helping make sure “the federal government will see us as a high-impact investment and not a high-risk one.” Her focus is on improving operations, including data projects and overhauling policies.
Rhee described the accomplishments to date. When she began her tenure, less than a quarter of students were performing at grade level; now half the students are at grade level. The achievement gap, then 70 points, is now 50, a number that Rhee says she still feels “sheepish” about but thinks they can eliminate entirely in five years, with continued reform. Under her leadership, DCPS has closed 15% of schools and cut the budget at the central office by half, passing the savings on to schools. With all of the progress so far, she says, “We still have so far to go…The trajectory is good, but we have a lot of work ahead.”
When asked about the role of charter schools in reform, she said, “I’m a huge proponent of choice and competition…Reform would not have been possible without the charter movement. The dropping enrollment in DCPS and fear drove people to change. Charters were an important wedge…The spread of performance mirrors DCPS though, and that’s a problem. We need to demonstrate quality.”
“Improvements in education are critical in order to increase the opportunities for all children and youth in this region. Our investors appreciate the opportunity to stay informed on the progress of reform.” said Carol Thompson Cole, President and CEO of VPP.
VPP Releases Report on First Portfolio Performance
As part of its ongoing efforts to share learning and demonstrate accountability and transparency, Venture Philanthropy Partners has released a report, Performance Culture: A Survey of our Portfolio I Investments in Organizations Serving Children and Youth. The report presents key insights on the performance of the 12 nonprofit investment partnerships initiated between 2001 and 2004. These investment partnerships, all of which will have concluded by the end of 2009, constituted the first investment portfolio. Each partnership consisted not only of significant infusions of growth capital but also multiple forms of strategic assistance. This report presents information about the portfolio as a whole and a section that focuses on each investment.
VPP Supports Business Planning Process for KIPP DC
KIPP DC is the second organization that VPP has selected to work with in its second portfolio. KIPP DC is part of a national network of high-performing, college-preparatory charter schools that serve under-resourced communities. KIPP DC’s four schools, which span from early childhood programs to high school, have achieved outstanding results in student performance and achievement. The support from VPP will help KIPP DC develop a strategic plan to further its expansion and continue in its work of raising both expectations and performance of public education. McKinsey & Co. has been engaged to lead the planning process.
KIPP, or the Knowledge is Power Program, is based on the “Five Pillars” core set of principles: high expectations; choice and commitment; more time; power to lead; and focus on results. Students who enter a KIPP school commit to a longer and more intensive school day and year, which results in roughly 65% more time spent in class than a regular public school student. KIPP is committed to closing the gap in educational opportunity for children in under-resourced areas and is on track to doing so: 90% of students in the Pre-K program are reading at or above kindergarten level by the end of one year with KIPP, and KIPP DC middle schools graduate the highest-performing eighth-graders in the entire District of Columbia.
“We are pleased to work with KIPP DC on its plan to expand and serve more children in the District. KIPP’s record of excellence in educating underserved students makes them a natural fit for a VPP investment. We believe that our experience with charter schools and our network in the region will be helpful to the outstanding KIPP DC schools, and we look forward to working with them as they grow,” said Carol Thompson Cole, President and CEO of VPP.
KIPP DC plans to expand from four schools serving 1,100 students to 10 schools serving 3,400 students over the next four years. To do this and strategically plan for later growth, KIPP DC has identified several areas to explore during business planning: strengthening its ability to identify, hire, and retain the very best teachers and staff; enhancing its outcomes framework; refining the model to serve a larger number of students with a broad range of academic skills; and strengthening its engagement with the communities it serves.
VPP selected KIPP DC because of its outstanding, sustained academic results and its demonstrated ability to both grow and sustain the highest-performing schools for the most underserved children in Washington, DC.
“We are thrilled to have the opportunity to work with Venture Philanthropy Partners, and are confident that their business planning support and expertise will enable KIPP DC to address some key strategic questions and ensure that we have developed the infrastructure to support the highest quality schools and serve more of the District’s children. VPP’s support as we grow to scale provides an unparalleled opportunity for reflection and thoughtful planning regarding our future. Our Board and staff are looking forward to the learning and momentum that will undoubtedly take place throughout this process,” said KIPP DC’s Executive Director, Susan Schaeffler.
Board Changes
New Members Join LAYC Board Of Directors
Thanks to Lori Kaplan, Executive Director , for this update.
Betsy Brand is Executive Director of the Youth Policy Forum. An expert in education reform and youth development, Brand is called upon to inform national policymakers on “best practices.” With her guidance, LAYC will be well-positioned to play an increased role in the formulation of national youth development policy.
Dr. Deborah Santiago is Co-Founder and Vice President for Policy and Research of Excelencia in Education. Santiago is a national expert on issues impacting the lives of Latino students as they pursue post-secondary educational opportunities. A published author, she served during President Clinton’s administration on the White House Initiative on Educational Excellence for Hispanic Americans.
Jon Fernandez is Project Director at the Federal City Council. A resident of Prince George’s County, Fernandez will assist LAYC in strengthening programming in the county and use his expertise in working with the region’s business community.
Jesse Mejia is an Analyst with the Volkswagen Group of America. Mejia has a wealth of connections in Prince George’s County, is a motivational speaker, and has worked with young people on goal-setting and planning for success.
Deirdre Francis-Hite is Director of Human Resources at the Lauinger Library at Georgetown University. Her background in organizational development will help LAYC meet its strategic goals in a range of areas, including organizational capacity and the creation of career pathways for staff.
Dr. Anthony Sims is School Development Coordinator and Regional Training Facilitator in Prince George’s County Public Schools Department of Family and Community Outreach Service and Strategic Partnerships. Sims will deepen LAYC’s work in both Montgomery and Prince George’s Counties and play a key role in the external evaluation of the Promotor Pathway, which helps disconnected youth navigate the transition to young adulthood.
“Following in Noel Bravo’s footsteps is a challenge, but he leaves a legacy of good stewardship that I will work to live up to in the tasks the Board has before it,” Marquez said.
Announcements of Note
College Summit Peer Leader Introduces President
Thanks to Vinette Brown, Director of Development, for this update.
On September 8, President Barack Obama delivered an inspirational back-to-school speech to the nation’s students at Wakefield High School, a College Summit-National Capital Region’s partner school. He was introduced by Wakefield Peer Leader Timothy Spicer who recently completed a College Summit workshop at the University of Richmond. Thanks, in part, to the college list he generated at the workshop, Spicer provided a solid answer to President Obama’s question, “So, are you thinking about college?” and rattled off names from his college list, including Morehouse, North Carolina A&T, James Madison University, Hampton, and Temple.
US Secretary of Education Arne Duncan described Spicer as a student who has clearly sought out and taken full advantage of an array of educational and extracurricular opportunities, including football, swimming, student government, and community service.
Spicer was interviewed on Fox News to discuss his introduction and the President’s speech. He says he was most impressed by the President’s genuine sense of empathy in relating to students, their obstacles, and their perception that it’s sometimes difficult to understand how high school (and homework) is relevant to one’s future. In response to the President’s call to action for students to set personal goals, he said, “My current personal goals came straight out of the [College Summit summer] workshop. I want to get my college applications done by November, and I want to challenge myself to do better on the SAT next month.”
CentroNía Leader Recognized
Thanks to Sydney Henriques-Payne, Communications Associate, for this update.
CentroNía’s Maryland Site Director Rosalba Bonilla-Acosta received the Civil Rights Champion Award from the Maryland Governor’s Commission on Hispanic Affairs on September 29. Bonilla-Acosta, a dedicated advocate for early childhood education, has two decades of experience at CentroNía. The award recognizes “qualified, outstanding individuals in Maryland who significantly contribute to the welfare and progress of our community.”
Heads Up Promotes College Awareness
Thanks to Trineka Greer, Director of Development & Communications, for this update.
As part of College Awareness Month in DC, Heads Up has partnered with the Ward 8 community to present the Heads Up, Ward 8! Family Education Expo, on October 17, from 11a to 2p. Students and their families are invited to Ballou High School to speak with local college admissions representatives and high school coll
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