Issue Brief #7: Scaling Programs And Growing Impact With .
Issue Brief #7:Scaling Programs &Growing Impact with theSocial Innovation FundA product of the National Assessment ofthe Social Innovation Fund (SIF)September 2016This report is in the public domain. Authorization to reproduce it in whole or in part is granted. Uponrequest, this material will be made available in alternative formats for people with disabilities.
Issue Brief #7:Scaling Programs and Growing Impact with the Social Innovation FundSeptember 2016AuthorsLara Malakoff, M.U.R.P.Janet Griffith, Ph.D.Submitted ToLily Zandniapour, Ph.D.Office of Research and EvaluationCorporation for National and Community ServiceFor inquiries, please contact evaluation@cns.govAcknowledgementsJanet Pershing, Ph.D. and Xiaodong Zhang, Ph.D., of ICF International, provided review and insights thatinformed the development of this product.About This DocumentThis document was produced pursuant to a contract between the Corporation for National andCommunity Service and ICF International (Contract Number: GS-23F-8182H; CNSHQ13F0091).ICF International 9300 Lee Highway Fairfax, VA 22031-1207 www.icfi.comThis document was commissioned as an independent study by the Corporation for National andCommunity Service. Views expressed in the document do not necessarily reflect the official viewpoints ofthe agency or its staff. This document is in the public domain. Authorization to reproduce it in whole orin part is granted. This document has been formatted to be readable by assistive technologies, inaccordance with Section 508 regulations.Recommended CitationMalakoff, L. & Griffith, J. (2016). Issue Brief #7: Scaling Programs and Growing Impact with the SocialInnovation Fund. (Prepared for the Corporation for National and Community Service, Office of Researchand Evaluation). Fairfax, VA: ICF International.About CNCSThe Corporation for National and Community Service (CNCS) is a federal agency that improves lives,strengthens communities, and fosters civic engagement through service and volunteering. Each year,CNCS engages five million Americans of all ages and backgrounds through AmeriCorps, Senior Corps,the Social Innovation Fund, the Volunteer Generation Fund, and other programs, and leads thePresident's national call to service initiative, United We Serve. For more information, visitNationalService.gov.
Table of ContentsTable of Contents ------------- i1.Introduction --------- 12.Approaches to Growing Impact/Scaling ----------------------- 23.4.5.2.1Expanding in the Current Location -------------------- 22.2Expanding to New Locations and Target Populations ---------------------------------------------- 22.3Expanding and Deepening Services ------------------- 3Conditions for Successful -------------------------------------- 43.1Strong Evidence of Effectiveness ----------------------- 43.2Need for - 53.3Deep Local Knowledge and ------------------------ 63.4Infrastructure/Organizational Capacity -------------- 63.5Well-Documented Models ------------------------------- 7The Role of the SIF in Scaling ------------------------------------ 74.1Expanding Opportunities for Funding --------------- 84.2Building Organizational Capacity --------------------- 84.3Enhancing Implementation Partnerships ------------ 9Conclusion --------- 11About This Issue Brief ---- 11About the Social Innovation Fund --------------------------------------- 11nationalservice.gov/researchi
1.IntroductionThe Social Innovation Fund (SIF) leverages public and privateKey Research Questions:resources to grow community solutions based on evidence of What does “scaling/growing impact”results. The National Assessment of the SIF seeks to documentmean in the context of the SIF program?and capture the impact the SIF has on key program What are the necessary conditions forstakeholders. Findings from this multi-component independentsuccessful scaling?assessment, sponsored by the Corporation for National and How has the SIF helped grantees andCommunity Service’s (CNCS) Office of Research andsubgrantees scale programs that work?Evaluation and conducted by ICF International, will tell thestory of the SIF and identify lessons learned. The SIF makes grants to experienced grant-makingorganizations, which identify promising programs within communities through an open and competitiveprocess and distribute funds to high-performing nonprofit organizations that implement them, andmatch the federal funds dollar-for-dollar. SIF subgrantees also match the funding they receive dollar-fordollar. All SIF-funded interventions undergo rigorous, independent evaluations to advance the base ofevidence for the funded intervention.Scaling is one of the SIF’s pillars and addresses its goal of “finding what works, and making it work formore people,”—growing the impact of the work. Specifically, the Congressional authorization requiresgrantees to use funds received through the SIF to "make subgrants to community organizations that willuse the funds to replicate or expand proven initiatives, or support new initiatives, in low-incomecommunities.”1 Results from the SIF National Assessment’s grantee survey2 showed that SIF granteesincreased their reliance on rigorous evaluation as a basis for selecting programs to scale up. As this issuebrief demonstrates, the SIF has supported grantees and subgrantees in deciding how, when, and where toscale their programs and helped them build capacity and support to implement their scaling models.This issue brief shares best practices and lessons“Organizations like GEO, the SIF, and others have beenabout ways that SIF grantees and theirsuccessful in shifting conversations about scaling in the fieldsubgrantees used evidence of effectiveness toto be more complex, in recognizing that it's not about scale fordeepen or broaden their impact. The brief firstscale's sake. It’s about growing impact, and this can happenpresents an overview of approaches that SIFin several ways. Often people talk about nonprofits as thoughthey’re a monolithic entity, but the range of problems to solvegrantees and subgrantees have employed toand the range of strategies they’re using to solve thosescale their programs. It then presentsproblems is incredibly wide. It doesn’t make sense to boilinformation about factors that contributed todown scale to one simplistic definition of opening more officessuccessful scaling and outlines ways that the SIFor increasing the number of clients served.”has supported scaling efforts. Each section–Meghan Duffy, Grantmakers for Effective Organizationsprovides a set of action-orientedrecommendations. Some related resources aboutscaling are also included. This brief is informed by interviews with four SIF “Classic”3 grantees, three oftheir subgrantees, one funding partner, and two experts in the field.123Section 198K (i), National and Community Service Act of 1990, as amended, Public Law 101-610, iles/documents/1990 serviceact as%20amended%20through%20pl%20111-13.pdfZhang, X., Griffith, J., Sun, J., Malakoff, L., Pershing, J., Marsland, W., Peters, K., & Field, E. (2015) The SIF’s Impact onStrengthening Organizational Capacity, Fairfax, VA: ICF International.The SIF has two grant programs: Classic and Pay for Success (PFS). The Classic program unites public and private resources toevaluate and grow innovative community-based solutions that have evidence of results in low-income communities. PFS is aninnovative contracting and financing model that leverages philanthropic and private dollars to fund services up front, with thegovernment, or other entity, paying after they generate results. This issue brief focuses on SIF Classic only.nationalservice.gov/research1
2.Approaches to Growing Impact/Scaling“So the question then is shifting from how do you scalethis particular program to how do you scale the impact ofthe program, which may not be linear with replication. Itmay be that you can share what you've learned throughtechnical assistance or you can focus on policy change.So, the biggest shift I've seen is for those that have scaledsuccessfully and have evidence of what works, a real hardlook at different strategies for truly scaling the impact oftheir work When I look at organizations in SIF this is theproblem they’re grappling with they are saying, ‘My firstthree year plan was to go from 1,000 to 1,500 youngpeople.’ Is it satisfying to go then from 1,500 to 2,000 orwould my time and effort be better spent on figuring outhow I share what I’m learning in a way that would influencetens of thousands of kids?”Through the SIF’s investments in evaluation andscale, grantees and subgrantees have implementeda variety of approaches to growing impact. Theyhave expanded the numbers of people served in anexisting location or replicated or adapted effectivemodels in new environments for new populations,often with new funding sources. At the outset oftheir SIF grants, grantees and their subgranteepartners articulated their approaches to growingprogram impact in scaling plans and used the plansto monitor progress throughout the grant period.The scaling plans included growth goals, plans forachieving the goals, resources to be invested in–Jeff Bradach, The Bridgespan Groupscaling, planned actions to achieve goals, plans formonitoring progress, and potential risk and challenges. Over time, grantees and subgrantees also havestepped back to analyze their approaches to the problems they were trying to solve and expanded theirthinking about the meaning of growing impact to incorporate deepening services and outcomes.Throughout the SIF, grantees and subgrantees have learned more about what it requires to grow theimpact of their work, and they grew their programs—through expansion, replication, or adaptation—asthey developed the evidence, opportunities, and resources to do so.2.1Expanding in the Current LocationGrantees and subgrantees used SIF and match funding to serve more people in their current locations.For example, between the start of its SIF grant in 2010 and 2015, New Profit, Inc. provided technicalassistance to help almost all of its subgrantees meet their goal of doubling the number of youth ages 12-24served by programs designed to increase high school graduation, college enrollment, and employment.2.2Expanding to New Locations and Target PopulationsSome grantees and subgrantees scaled their work by funding effective models in new locations. Inexpanding to new locations or populations, SIF scaling efforts retained a strong focus on evidence, datadriven approaches, and competitive selection, all prominent characteristics of the SIF. When theyexpanded their SIF programs to new environments, however, grantees and subgrantees had to makedecisions regarding program fidelity—which elements needed to remain unchanged and which could bemodified to better fit the new needs and context. A number of grantees and subgrantees adapted theirprogram model as they scaled, depending on evidence, funding environments, or populations served.Through its 2010 SIF grant, REDF funded programs to create job opportunities for people who facebarriers to employment. Prior to its SIF grant, REDF funded three or four social enterprises at any onetime. With the SIF, REDF increased the number of subgrantees it funded to 10, expanded one in anadditional location, and collected a comparable set of data from different programs to examine whichadaptations of the social enterprise model were likely to be most successful in terms of employment andretention of the target population. REDF learned that adaptation of the social enterprise model wasrequired to build a sustainable, replicable model at scale. Prior to the SIF, REDF worked primarily in theSan Francisco Bay area. When REDF expanded its SIF program to fund organizations doing similar workin southern California, it saw the need to adapt its program to the new environment, given the differentnationalservice.gov/research2
labor market, business climate, and population needing employment. However, REDF identified threecore elements common to all its funded programs: transitional jobs suited to the skills of the targetpopulation, work environments supportive of people overcoming barriers to work, and connections tosupport services to help people sustain employment. Having these three core elements helped REDFsustain its attention to providing job opportunities for underserved people in all the communities whereit operates.Expanding to a new location often meant augmenting staff and infrastructure at both the current and thenew locations. Although some staff and resources can be shared across locations, the program in the newlocation may require additional dedicated administrative or programmatic staff with different skills orknowledge to serve new populations or community needs. When implementing a program in a newlocation, organizations had to look carefully at their staff’s capacity and ensure that resources were inplace to support the work at both the current and new locations.2.3Expanding and Deepening ServicesAfter setting initial goals to quickly increase the number of people served, some grantees and subgranteesrealized they needed to offer a more comprehensive set of services to meet their objectives and have animpact. This insight sometimes meant deciding to expand the depth of services as well as the number ofpeople served. AIDS United subgrantee Medical AIDS Outreach, for example, achieved its mission toprovide HIV care to patients in rural areas by serving those patients more holistically, with interventionsthat offered more comprehensive services—such as mental health and pharmacy consultations viatelemedicine. Doing so produced better outcomes for clients.When grantees and subgrantees deepened services, it“Our original proposal was to serve 25,000 childrenoften positioned them to produce greater impact. Thisacross Colorado, but it didn’t happen that way. We’reserving a smaller amount of children and families at ashift attracted additional funding, which enabledmuch deeper level and building the organization tofurther scaling of their programs. With its 2011 SIFserve children and families more completely with angrant, Mile High United Way (MHUW) set out tointervention they now feel more confident about.”fund organizations working to improve literacy–Jerene Petersen, SIF grantee, Mile High United Wayoutcomes for 25,000 children across the state ofColorado. As the organization built evidence abouteffective implementation models and developed the needed organizational infrastructure, it shifted itsapproach to expanding and deepening its services to a smaller number of children and families thanoriginally planned. This depth of service produced positive outcomes, including evidence that childrenwho received services were better prepared when they entered kindergarten, a finding that garneredsupport for scaling.Recommendations for choosing a growing impact/scaling approach: Consider supporting initiatives that deepen services and strengthen outcomes, as well as those thatserve more people or implement a program model in new locations, as the basis for further scaling. Distinguish those aspects of the model integral to its effectiveness from those that can be adapted toaddress the demands of new populations, locations, or funding and organizational environments.nationalservice.gov/research3
Scaling Quality Child Care Certification in ColoradoThe Colorado Statewide Parent Coalition (CSPC) grew the Providers Advancing School Outcomes (PASO) program, fundedthrough a 2011 SIF subgrant from Mile High United Way. After initially focusing on developing the skills of independent childcare providers, CSPC shifted to spreading its child care training model to new communities across the state. Many familiesin Colorado rely on family, friends, and neighbors for child care, so the program’s goal was to train these caregivers,enhance the quality of care for young Colorado children, and better prepare them for kindergarten. The training of child careproviders has had a significant impact on kindergarten readiness in Colorado. Through the SIF, one of the program’s sitesunderwent a process evaluation, and the results suggested revising its training so that participants could receive thenationally recognized Child Development Associate (CDA) certification. Now, upon program completion, participants receiveCDA certification. CDA was attractive, because it reduced barriers to participation (e.g., did not require proof of U.S.citizenship) and streamlined the training, shortened from 13 months to nine.In exploring different models for scaling the program over the next few years, CSPC seeks to identify organizations alreadyinvested in their communities, expand the impact of curriculum training instruction, and secure more sustainable funding. Forexample, CSPC is partnering with other community organizations and school districts to serve family, friends, and neighbors,and the children in their care.One opportunity for extending the program beyond CSPC’s ability is to directly deliver the train-the-trainer model for thePASO curriculum to guide implementation in new communities in Colorado. This approach echoes the SIF leverage modelby identifying communities of high need with partners who want to develop the leadership infrastructure to host the program.CSPC hopes to provide these communities with initial grants—which the communities would match—to purchase the PASOcurriculum and train-the-trainer model to deliver the trainings in the high quality intensive manner essential to their success.CSPC’s role would be that of trainer, quality assurance entity, and evaluator, rather than implementer. CSPC is alsoconsidering creating a training institute to offer the CDA curriculum through a fee-for-service model, which would diversifythe organization’s revenue stream as well as increase the impact of its work. CSPC continues to work with Mile High UnitedWay, philanthropic groups in Colorado, and other potential funders to raise financing to implement its scaling approach.3.Conditions for Successful ScalingThe SIF was the first opportunity for many grantees and subgrantees to emphasize scaling strongly andsystematically. Because the SIF encouraged grantees and subgrantees to think carefully about how toscale their programs, they came away with insights about the factors that contribute to successful scaling.To scale successfully, both the intervention and the implementing organization must be ready. Forinterventions, readiness requires strong evidence and documentation of need; for organizations, bothcapacity and deep local knowledge are required.“It’s been good to capture the challenges andsuccesses over five years and adjust on the3.1Strong Evidence of Effectivenessground. When we creat
The scaling plans included growth goals, plans for achieving the goals, resources to be invested in scaling, planned actions to achieve goals, plans for . Scaling Programs and Growing Impact with the Social Innovation Fund Issue Brief #7: Scaling Programs and Growing Impact with the Social Innovation Fund .
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