Understanding First 5 LA’s Countywide Systems Improvement ......Cultivating relationships, champions & partners Capacity Building capacity at multiple levels Public education: efforts

Understanding First 5 LA’s Countywide Systems Improvement Strategies

September 2014Learning Brief Vol. 2

About this Learning BriefThe purpose of this document is to provide foundational information for each CSI strategy(including context, achievements, and challenges), and describe how these strategies collectivelycontribute to First 5 LA’s efforts to improve early childhood systems in Los Angeles County. Thispreliminary “story” is based on interviews with First 5 LA staff, as well as analysis of existing data,reports, and documents. It is primarily intended for internal organizational learning and coversthe period spanning the existing strategic plan (2009-15). The evaluation team will incorporateadditional survey and interview data to further assess these four strategies and the extent towhich these investments are contributing to improvements to systems, policies, andinfrastructure that benefit the 0-5 population.

Introduction

2

CSIIntroduction

First 5 LA’s strategic plan (2009-15) outlines comprehensive countywide systems improvement (CSI) strategies designed to support and sustain positive long-term outcomes for children 0-5 and their families. As tobacco tax revenues continue to decline, there is increased interest in exploring the effectiveness of strategies that create favorable policies, build infrastructure and strengthen connections within and between the various overlapping systems (i.e. health, early education, child welfare) that impact young children. The evaluation of First 5 LA’s countywide systems improvement (CSI) focuses on four intertwined strategies: public education, resource mobilization, policy, and capacity building. To date, these strategies have been implemented in relative isolation within various departments, but they all make important contributions to systems improvement by influencing decisions, leveraging resources, cultivating relationships, and building capacity.

InfluenceInfluencing

opinions, behaviors, policies

& practices

Leverage Leveraging &

mobilizing resources

Relationships Cultivating

relationships, champions &

partners

CapacityBuilding capacity at multiple levels

Public education: efforts to educate the

public about important issues related to young

children

Policy and advocacy: efforts to improve the

broader policy environment

Resource mobilization: efforts to leverage additional

resources beyond First 5 LA’s direct investments

Capacity building: efforts to strengthen

capacity of organizations to provide services and programs

Indicators of progress(Cross-cutting intermediate outcomes)

CSI Strategies

Countywide Systems Improvement (CSI)

Influence

Relationships

Capacity

Strategies & Funding Levels (2009-12)

Intermediate Outcomes Long-term Outcomes(Evaluative Questions)

8%Public

Education($1,335,941)

23%Resource

Mobilization($3,603,030)

58%Capacity Building

($8,954,879)

9%Policy &

Advocacy($1,429,601)

Leverage

Source: Financial data from LFA First 5 LA Strategic Plan 2015-2020: Focusing for the Future

To what extent is First 5 LA increasing awareness and motivating behavior change?

In what ways is First 5 LA contributing to improved policy, practices, priorities and conditions?

To what extent has First 5 LA leveraged fiscal and non-fiscal resources and relationships?

In what ways has First 5 LA helped to strengthen & increase capacity, performance and effectiveness of local organizations?

Given the long-term nature of systems improvement, the CSI evaluation focuses on four intermediate and cross-cutting elements (intermediate outcomes) that are critical to systems improvement efforts.

Public Education

“We’ve been developing a series of campaigns that have aligned well with

strategic goals and have achieved a level of visibility in the county.”

– Staff Interview

‐

Since its inception, First 5 LA has been part of an unprecedented statewide movement to raise awareness and bring attention to the critical importance of the first 5 years of life. In many ways, public education is an implicit part of nearly all services, programs and initiatives First 5 LA invests in. Over the years, First 5 LA has partnered with various agencies, including First 5 California to expand and promote important public education campaigns.

During the 2009-15 strategic plan period, the Public Affairs Department (PA) began to more explicitly integrate messaging campaigns into existing First 5 LA initiatives (such as Best Start) and further develop brand recognition. They also began to develop public messaging campaigns geared specifically to LA County and First 5 LA’s priority investments. In an effort to enhance its efforts, the PA Department recently engaged Edelman, a renowned public relations firm, to help inform First 5 LA’s public education messaging and branding, as well as assess the effectiveness of marketing and communications efforts.

While it is very difficult to attribute changes in behavior to First 5 LA’s public education campaigns, these efforts make important contributions to systems improvement by expanding awareness, influencing behaviors, and creating public will for issues that effect young children and families.

“Slowly, people have started to know what our logo is and turn it into a seal of approval.”

– Staff Interview

Setting the StageUnderstanding the Context for Public Education

Public Education Overview

5

Capacity BuildingPublic

Education

Public Education Defined: To create awareness of specific issues affecting children and families or to motivate people to change their behavior.

• Raising awareness & influencing behaviors - Messages are intended to be actionable, targeting behaviors.

First 5 LA’s approach to Public Education:

Target Audience

(public)

Media & public relations

Marketing & advertising

Social & new media

Community outreach• Diverse modes: The mode of

communication varies depending upon the campaign and audience.

• Diverse Audience: First 5 LA’s audience is diverse and includes children, parents, caregivers, grantees, “influencers” and the general public at large.

Leveraging NetworksGrantees activities

6

First 5 LA Grantee Activity Type(Mid year 2013-14 n=123 grants)

Public Education

Sources: “Getting Better Data” Community Education section. Note that Getting Better Data refers to the time period of July through December 2013.

*Note that categories are not mutually exclusive, as some grantees participate in multiple activities. Other community-based efforts include educational classes, door-to-door canvasing, focus groups, community meetings, trainings and workshops, and partner meetings.

How is First 5 LA partnering and leveraging grantee networks to

advance public education?

Starting in 2013, First 5 LA enhanced their data collection efforts (through “Getting Better Data”) and began asking grantees about relevant public education efforts. While available data is still limited, an initial review of grantee responses sheds light on grantee activities and the potential to further develop and expand this network of early childhood ambassadors.

Preliminary data reveals that most grantees promote education and messaging via low-tech grassroots and relational dissemination efforts, with a few investing in media campaigns and activities.

15%

21%

33%

38%

20%

46%

Media (radio, TV, print, etc)

Public speaking

Community events, fairs, etc

Dissemination of materials

Organizing communityassociations

Other community-based efforts

Major milestones and achievements

7


Education

Major Campaigns (FY 2012-13) Get Out and Play

Re-Think Your Drink

Ready to Learn

Read Early, Read Aloud

Quality Child Care

A Father Really Matters

In addition to building internal capacity and the infrastructure of the Public Affairs Department, other noteworthy milestones include the development of public messaging campaigns and brand recognition as well as strengthening and leveraging relationships:

Campaigns & Brand Recognition: According to staff interviews, increased recognition of First 5 LA and its major public education campaigns.

Network Building: Through grantees, First 5 LA expands the reach and potential impact of public education campaigns, however, leveraging these grantee networks has not been deliberate. First 5 LA may wish to consider making network building a more intentional part of its strategies.

First 5 LA

Ready Set Grow

Best Start


Sources: Rethink Your Drink campaign summary materials.

8

• Ready. Set. Grow! serves as a key information website and listserv for Los Angeles county parents (http://www.readysetgrowla.org/)

• Over 1.5 million Ready Set. Grow! bilingual Family Guides were distributed from 2009 to 2012

• Eat Healthy, Grow Strong and Get Out & Play were promoted via Ready Set. Grow!

• Facebook page had over 1,000 likes and Twitter feed had over 4,300 followers in 2014


Education

• 77 news outlets covered the Rethink Your Drink campaign• 200,000 “Potter the Otter” books distributed at 28 community events and at

L.A. County WIC Centers• Distributed over 5,000 water canteens at community events

Major milestones and achievementsPartnering, collaborating and leveraging networks

9

Public Education

Sources: “Getting Better Data” Community Education section (July through December 2013).

25,000 Estimated number of 25,000 people reached through grantee campaigns

and outreach in 2013.

88 Number of organizations

and entities that were actively involved in community education

efforts about early childhood issues in 2013.

Below are a few specific examples of how First 5 LA leverages grantee networks to advance public education messages and promote changes in behavior and practice.

6,000Number of parents and community members

educated about child wellness and abuse prevention by Para Los Niños’ through

Partnerships for Families presentations and networking opportunities.

Physical ActivityNorth East Tree’s helped promote physical

activity and education by organizing community members and disseminating

information about Tot Parks and Trails

Breast FeedingThrough the Baby Friendly Hospital

initiative, Pacific Alliance Medical Center disseminated information about

breastfeeding via hospital tours and baby showers for expectant families.

Considerations for future work

10

Capacity Building

Opportunities to strengthen awareness: The recently released First 5 LA Family survey, conducted by NORC, revealed that the 74% of respondents from households with children 0-5 in Best Start communities had never heard of Best Start.

Better Alignment: Recent interviews and other reports suggest the public education agenda should become more targeted and aligned with other countywide efforts within First 5 LA to ultimately be more effective.

Public Education

1. This was one of several screening questions used by NORC. The sample size for these questions is considerably higher because not all respondents went on to complete the full survey.Sources: Edelman Report: First 5 LA Brand Awareness and Perception Research: Internal and External Stakeholders; LFA First 5 LA Strategic Planning: Framework for Impact; First 5 LA Listening, Learning, Leading report.

Strengthen and Leverage Networks: First 5 LA has developed a solid network of partners and relationships that can be further leveraged for communications and public education efforts. The Edelman group suggested a strengthened feedback loop between communication with internal and external stakeholders.

Capitalize on Brand Recognition with Public: Analysis of First 5 LA’s branding conducted by the Edelman group suggested there is name and brand recognition by the public, but a lack of consistent messaging.

With the exception of the recent Edelman report, little data has been collected and analyzed about First 5 LA’s public education strategy. Moving forward, it would be helpful to establish metrics and data collection mechanisms for accessing progress and refining the organization’s strategy. Based on the initial review of existing data (primarily the Edelman report), key considerations for future efforts are outlined below:

74%

26%

Have you heard of Best Start?1

No

Yes

N=20,812

Policy & Advocacy

“First 5 is now one of the largest funders of policy work on early childhood. It’s a

substantial contribution.”

-Staff Interview

‐

Setting the StageUnderstanding the Context for Policy

The First 5 LA Public Policy Department partners with child advocacy and community groups to educate public and government officials about the effects of policy and legislation on the lives of children and families. In more recent years, the Policy Department has placed more deliberate focus on assessing policy trends and identifying opportunities to leverage and influence policy efforts such as the landmark Affordable Healthcare Act (ACA) and other key federal, state, and local policies.

With new executive leadership and a strong commitment to leverage and promote a favorable policy environment, First 5 LA has shifted from a reactive position to a more proactive policy agenda. This shift has included the addition of Sacramento and Washington D.C.- based advocate teams to advise the organization on federal and state debates. By strengthening its own internal infrastructure and external strategy, First 5 LA has contributed to increased focus on several key policy issues including High Quality Early Care and Education (ECE), and Family Strengthening Programs and Services (Home Visiting).

Policy andAdvocacy

Policy and Advocacy Overview

First 5 LA’s Approach to Policy & Advocacy:

Improving the rules, standards, guidelines, policies, priorities, and/or resource allocations to improve the conditions for children 0-5 and their families.

Strengthening a base of support (grassroots and institutional) around children 0-5 and their families.

Influencing opinion leaders and decision-makers.

Strengthening the advocacy capacity of grantee organizations.

Policy and Advocacy: Advocating for resources and policies at the local, state or federal levels to achieve large-scale and lasting change in the lives of children, families and communities.

12

Policy andAdvocacy

Policy Advocacy Fund* (PAF I)$5.5 million

Policy Agenda (FY13-14)$541, 900

2009-2012

*Additional funds awarded after 2012 bringing PAF awards to more than $10 million

Leveraging NetworksGrantee Activities

In Fiscal Year 2012-13, there were 23 grantees awarded through the PolicyAdvocacy Fund. There were two cycles that awarded grantees over $10million to support strategies in the policy and advocacy arena to advance the2010-2015 First 5 LA Policy Agenda. As seen in the figure to the right, thevast majority were focusing their efforts on Advocacy.

In addition, grantees were asked to describe the type of work their projectswould focus on. Over half (60%) were focused on policies related to healthissues for children and families of children 0-5. Health issues are inclusive ofpolicies related to barriers to medical insurance, dental care, adequatemental health services and good nutrition. See Figure below.

13

Policy andAdvocacy

Sources: PAF I and II internal documents

73.9%

29.2%

26.1%

21.7%

34.8%

8.7%

Advocacy (Organizational andLegislative)

Policy Research and Analysis

Community Mobilizing

Policy Education andAwareness

Policy Development andImplementation

Coalition Building

Grantee Focus of Policy Efforts(n=23)

Note: Grantees could have described multiple areas of focus

ECE34%

Community Spaces

4%Home

Visitation8%

Health60%

Focus of Grantee Projects


14

Policy andAdvocacy

Cultivating Relationship & Leveraging Networks: First 5 LA has increased connections to advocate networks, bringing more attention to several strategic policy priorities.

We didn’t expect to have so many opportunities this year...

advocates have done a good job of putting early childhood

education on the map.-Staff Interview

Visibility as a Policy Leader: By aligning its policy priorities with emerging legislation (rather than introducing new legislation), First 5 LA has leveraged advocacy networks and gained traction on several key policy initiatives:

• Early Care and Education efforts have moved First 5 LA into a potential leadership position among early childhood advocates.

• Home Visiting Policy change efforts have opportunities for growth as the ACA is implemented.

Grantee Policy Wins

15

Policy andAdvocacy

With the help of First 5 LA and other stakeholders, grantees have been able to influence and improve the policy landscape for children 0-5 and their families.

• Advancement Project (PAF grantee) helped pass a resolution at LAUSD which infused $32 million in funding to expand early education programs.

• Maternal Child Health Access (Community Opportunity Fund grantee – see Capacity Building section) helped support local and state public and private organizations to implement lactation accommodations required by law benefitting over 350,000 employees and developed policy recommendations to address childhood obesity in childcare settings and policies to increase green space and safe areas to exercise.


16

Policy andAdvocacy

Building capacity to advocate: One staff member saw the completion of two cycles of PAF grants to be a major accomplishment furthering the goals of the policy strategy, describing it as “funding the field”.

Strengthening and mobilizing child advocacy networks: First 5 LA helped to strengthen networks by convening advocates and facilitating connections. Specific examples include:

Convening a statewide coalition of advocates for early childhood issues.

Convening to promote leadership in these groups rather than competition for funding.

Creating a Los Angeles County coalition around Local Control Funding Formula (LCFF).

First 5 LA has been able to support policy grantees for multi-year

awards and has given grantees the opportunity to be flexible and opportunistic which has led to

important policy wins.-Staff Interview


Building on current success: First 5 LA has experienced several notable policy “wins” in the last few years. Reflecting and building upon strategies that have worked can help inform future efforts. For example, leveraging ECE success with policy stakeholders will be important for future policy work. In addition, other areas of progress include establishing priorities, releasing funds, cultivating champions, and mobilizing advocacy networks.

17

Policy and Advocacy

First 5 LA is increasingly viewed as a leading advocate for early childhood issues: First 5 LA is often sought out by legislators and advocates to play a leading role in policy work but as one staff member described, “we aren’t totally ready for all of this yet”. Given First 5 LA’s growing reputation as an advocate, more attention may be needed to adequately prepare for this emerging role.

Based on the initial review of existing data, key considerations for future efforts are outlined below:

Resource Mobilization

Setting the StageUnderstanding the Context for Resource Mobilization

As part of the implementation of the Strategic Plan 2009-2015, the Community Investments (CI) Department was established in 2010 to identify and facilitate partnerships that mobilize external financial and non-fiscal resources in support of early childhood programs, services, and systems. In FY 10-11, $11 million was allocated specifically to the resource mobilization strategy. This allocation coincided with renewed energy in the broader funding environment around “collective impact” and emphasis on public/private partnerships that leverage resources and mobilize stakeholders around common goals.

During the early years, attention was focus on cultivating relationships and putting systems in place. As one internal leader noted, it’s now time to fine-tune the targets and “become more intentionally proactive vs reactive.”

Like other CSI strategies, resource mobilization cuts across most of the organization’s programmatic and systems-level investments. For example, the CI department has leveraged resources within the Best Start Communities, such as the 50 Parks Initiative, Healthy Food Access Initiative, and Wellness Centers.

“Externally there is a shift in LA County toward collective impact and

conversations about how all this work in communities and with

families is interconnected.”-Staff Interview

ResourceMobilization

Resource Mobilization Overview

First 5 LA’s Approach to Resource Mobilization

Grantmaking: Supporting strategic partnerships through co-investing and co-designing, matching funds to leverage public/private resources, and program-related investments.

Relationship Building: Developing and strengthening new and existing networks to facilitate leveraging of fiscal and non-fiscal resources.

Information Sharing: Encouraging the spread or scaling up of best practices, sharing information about funding and partnership opportunities, and ensuring that communities are working effectively and efficiently in order to maximize resources.

Resource Mobilization Defined: Leveraging fiscal and non-fiscal resources to maximize First 5 LA’s desired outcomes and sustain the well-being of children 0-5 and their families in Los Angeles County.

19


Sources: First 5 LA. Memo to Board of Commissioners. INFORMATION: Resource Mobilization Strategy. October 2010

Grantmaking

Relationship & Network Building

Information Sharing

Major milestones and achievementsInnovative Grantmaking

20


Leveraging through Matching Grants: Allocated $4 million in matching funds to improve community organizations’ odds of a successful application for non-First 5 LA funding.

Donorschoose.org: 1:1 Matching Grant of $450k for early learning projects in preschool and transitional kindergarten.

Challenge Grant Program: support organizations core operating expenses, and provided 11 organizations over 24-months customized training around expanding fundraising capacity.

Social Enterprise Grant Program: provided 7 organizations with financial support to launch or expand a social enterprise that will increase revenue for general operating support.

LA Partnership for Early Childhood Investment: $500k to support program operations and $1 million to create a pooled grant fund.

Baby Futures Fund: Leveraged more than $550k from Partnership members matched by First 5 LA 1:1.

$3.6 MillionInvested

(2009-12)

“[One important accomplishment is] just seeing First 5 as this force that’s beyond a bank for the county and a big pot of money, but actually as someone who’s looking to strategically invest their funds moving forward because of the declining revenue and someone who wants to play a bigger role in the policy arena.”

-Staff Interview

First 5 LA has contributed matching grants to various community organizations and funder collaboratives. Specific examples of matching grants are highlighted below:

Major milestones and achievementsStrategic Partnerships

21


LA Place-Based Learning Group: Develop relationships and share best practices among funders

LA Neighborhoods Revitalization Workgroup: Coordinate public/private collaboration and leverage Neighborhood Revitalization Initiative investments and other funding sources

Grade Level Reading Campaign: Member of the Steering Committee with LA Chamber of Commerce, Families in Schools and The California Endowment.

LA Compact: Member of the Chamber of Commerce Compact with educational entities (School Districts, Universities, etc.). Ensures that ECE is taken into account in cradle-to-career work.

First 5 LA has strategically partnered with other funders, public agencies, and non-profit agencies to promote cross-sector collaboration and leverageresources. Several examples include:

Considerations for Future Work

Importance of network building: Relationships and collaboration with other stakeholders help ensure First 5 LA is aware of issues related to Priority Areas, and aware of emerging best practices to address them.

Funding intermediaries: Investing in lead agencies to manage grantees across the county helps allow staff to work on a variety of projects, allow for capacity building within the intermediary and expand the scope of First 5 LA-funded resource mobilization work.

Building fiscal management capacity: Many grantee organizations need to build more capacity to develop reliable reoccurring revenue that covers the full cost of the services they provide.

Adapting funding procedures: First 5 LA’s contracting practices need to be flexible to accommodate innovative funding practices (e.g. allowing ample time to meet matching grants). Reporting requirements should also be commensurate with size of the grant.

22


“If [grantees] are not utilizing their funds properly or they’re not going out and

getting different sources of funding, that’s going to prevent them from having

resources over the long term.”-Staff Interview

Sources: Harder+Company Community Research. CSI First 5 LA Staff Interviews

Based on review of existing data, key considerations for future efforts are outlined below:

Organizational Capacity Building

Setting the StageUnderstanding the Context for Capacity Building

During the last decade, there has been increased emphasis on organizational capacity building among funders and national nonprofit service providers. For example, providers like Taproot and Nonprofit Finance Fund opened offices in Los Angeles County and the Annenberg Foundation expanded its capacity building focus by creating Annenberg Alchemy. In 2010, the Weingart Foundation invested in research to inform capacity building investments with the 2010 report “Fortifying LA’s Nonprofit Organizations: Capacity-Building Needs and Services in Los Angeles County.” All this has helped to fuel increased attention, dialogue, and collaboration among regional funders and capacity building intermediaries.

In many ways, First 5 LA was an early “thought leader” on organizational capacity building among First 5 Commissions, investing in a variety of noteworthy efforts to define and operationalize a capacity-building approach for both organizations and the communities they serve. In 2010, a cross-departmental workgroup developed a capacity building plan, however shifting priorities and changes in leadership left the plan and other capacity building efforts in limbo. Internally, there continues to be varying perspectives about the purpose, definition, nature, and scope of organizational capacity building.

With the implementation of the Best Start place-based effort, focus turned to community capacity building. Organizational capacity building has yet to be fully clarified, integrated, and aligned in this and other initiatives. Originally housed within the Best Start Department, organizational capacity building is now split between Community Investments and Grants Management.

“Capacity building grants are a valuable tool to help community-based organizations

build long-term improvements in their administrative and programmatic operations. Many foundations and government agencies

have used capacity building grants as a catalyst within their non-profit communities

to generate new energy within organizations and promote best practices.”

- COF Report Year 2 Evaluation Report

CapacityBuilding

Capacity Building Overview

24

Capacity Building

Sources: First 5 LA Strategic Plan Implementation Plan FY 2009‐2012 & First 5 LA Community Capacity Building Plan: A framework and approach for our place‐based work with families and communities in support of all children. (April 2010)

Organizational Capacity Building Defined: Customized support to strengthen informal and formal community organizations to ensure services and resources are high quality, coordinated, accessible and responsive to assets, needs, and interests of families and communities.

Community Opportunity Fund

Technical Assistance Institute

First 5 LA’s Approach to Capacity Building:

Communities Opportunity Fund (COF): Training and consultant support to organizations in human resources, fundraising, marketing, strategy, and organizational development. From 2008 to 2013, 46 grantees.

Technical Assistance Institute: Strengthening grantee fund development, financial management, and strategic communications. Total of 51 grantees participated from 2008 to 2012 before the Institute was discontinued.


25

CapacityBuilding

Increased awareness about relevance of organizational capacity building: The capacity building plan, TA Institute, and COF helped establish the initial concept of capacity building at First 5 LA. While it may be different than originally intended, interviewees noted there is now some awareness and support of capacity building.

Sources: COF Year 2 Final Report (June 2014); Technical Assistance Institute Case Study (January 2013)

TA Institute Achievements

Participants believed that their organizational capacity improved by participating in the TA Institute. Participating organizations valued the professional development, skill-building, and face-to-face learning with instructors and peers.

improve service quality

improve community access to services

expand funding base

increase organizational focus and awareness of community needs

increase their ability to leverage funding.

$8.5 MillionInvested in COF

(2008-13)

Participating organizations expressed value and benefit: COF participants reported grants helped build long term improvements in administrative and programmatic operations. For example, the grants helped organizations:

$404,000 Invested in TAI

(2008-12)


26

Capacity Building

Clarify organizational capacity building purpose, role, structure to implement, and relationship to other strategies: First 5 LA has the opportunity to re-envision organizational capacity building as part of the current strategic planning process and embed it in the Best Start effort and other strategies.

Build on existing learnings and successes: First 5 LA has a solid foundation of experience, promising practices, and lessons learned to build upon. Specific program design and operations considerations based on initial review of data include:

Programmatic Design Operations and Infrastructure

Diagnostic & Assessment Tools: Use structured tools to help diagnose and prioritize most critical organizational issues early in grant process.

F5LA Staffing & Management: Determine how to appropriately structure and staff a strategy that is cross-departmental in nature.

Structured Learning: Incorporate semi-structured peer learning and networking opportunities as well as workshops on key capacity building strategies and issues facing nonprofits.

Partner and Leverage: Continue to build partnerships with other organizations and funders that focus on organizational capacity building.

Deeper Engagement: Support organizations’ identification and procurement of qualified consultants.

Sustainability & Impact: Promote tools and establishment of systems at the grantee organizations to ensure that they sustain the program’s benefits over time; Publicize capacity building success stories.

Based on the initial review of existing data, key considerations for future efforts are outlined below:

Concluding Remarks

Value Relationships: Through various First 5 LA initiatives, the organization has increased its presence and ability to influence practices and leverage resources in important ways. However, the fundamental importance of partnerships and champions has not been an explicit part of organizational conversation to date. More attention should be given to understanding network building and assessing the development, quality, and sustainability of relationships as part of ongoing strategy and evaluation efforts.

Collaborate, Coordinate and Integrate Strategies: The CSI strategies discussed in this brief permeate all aspects of the organization’s work but have operated in relative isolation. More could be done to coordinate and weave these foundational strategies into all organizational activities and to create a heightened understanding of how they support the organization’s long-term sustainability goals.

27

The CSI evaluation is designed to support a strategic analysis of efforts to date and ultimately bring greater clarity and purpose to CSI strategies moving forward. While the key themes and findings highlighted in this brief are still preliminary, it is clear that First 5 LA has a body of experience to build upon. Key cross-cutting themes and opportunities to strengthen CSI strategies include:

Clarify Intention and Purpose: In the past five years, CSI strategies have evolved without an intentional focus, which was further exacerbated by transitions in leadership. The development of a CSI Theory of Change (TOC) could bring greater clarity as well as stimulate important conversations about priorities, resource allocations and areas where First 5 LA can have the most influence.

Documents

Understanding First 5 LA’s Countywide Systems Improvement ......Cultivating relationships, champions & partners Capacity Building capacity at multiple levels Public education: efforts