often fail to reach their ambitious goals, we have repeatedly felt a nagging suspicion that the conventional tools of strategic philanthropy just don’t ﬁt the realities of social change in a complex world.” ~ Strategic Philanthropy, Stanford Social Innovation Review
quality of life Access to meaningful Education Access to Q Housing Access to Living Wage Jobs Access to Q Health care Access to healthy food Access to Transportation Access to safe neighorhoods Existing Community's ability to preserve or improve their status Stable/ increasing housing prices Access to elected decision makers Information & awareness re: proposed development Ability to organize / political power Civic leadership's ability to ensure community, self &/or business interest Understanding of the Public interest Broad & deep knowledge (systems level) Q of Leadership Independence of action Independent funding Independent from politics Diversity of thought/ representation Market Rate developers ability to provide a profitable quantity & quality of market-rate housing Costs Land Construction Labor Mtls Process costs Process Time/ Uncertainty Fees Financing costs Interim Long- term Regulations Revenue # units Interest rates Availability of capital Revenue per unit Total Unit Cost Existing Market value Expected rate of return Profit Firm's IRR Firm's Brand Foundations' ability to fulfill their mission Sustain / increase asset base Build brand Quality of knowledge Quality of decision making Local, State & Federal government's ability to design & cause delivery of an "ideal" community (thru funding & regulating) in line with the interest & support of the Public Q of decision making Policy setting ability of Administrative Officials Ability to define & design an ideal community/ project Q&Q of Deep Knowledge Ability to execute NGO Advocates ability to work well on funding streams, regulation, and compliance Ability to lobby individual decision makers Ability to mobilize constituents Ability to litigate Adjacent service providers ability to ensure affordable, integrated quality of life services Total demand for IQOL services Total capacity for IQOL services Available funding for IQOL services Availability of Multilayer capital Availability of Subsidies Availability of LIH Tax credits Quality of AH brand Housing supply Rental supply Ownership supply Fluidity of job location Availability of Jobs Availability of workers Power of the American Dream Access to recreation Physically safe Environ- mentally safe Access to Health Access to Community Access to the Economy Consultants, lawyers, lobbyists EIR Mitigation Inspection delays & rework - - Wages - - AH developers ability to provide financially sustainable below market rate Q&Q housing with access to integrated quality of life services that add value to the Community Access to Public & Private Capital AH developer fees Access to IQOL Services AH development costs MR developer costs - - Fee/ project Availability of competitive investments Housing price Housing demand Rental demand Ownership demand Ownership Affordability Relative Income Ownership costs - - Minimum wage - - - Housing population Household/ family size - - Availibility of capital Construction capital Mortgage capital Financial institutions ability to generate highly competitive IRR while complying Market share Institution Brand Compliance (CRA) Operational efficiency Scale Access to investment capital Rate of return Ability to mitigate risk Q of investment decision making Competitive pressure - - - Ability to ensure compliance Q & Q of Staff - Leadership ability of Elected Officials Q&Q of Broad Knowledge Ability to ensure Public Interest Ability to gain Public Support - Population growth Net Immigration <Costs> - Openness to Outside Expertise Renter/ Owner Subsidies Non-fluidity of housing ownership Purchasing costs - Q of Location Density - Purchase price Other ownership costs Q of Development Design Economies of scale - Impact/ dollar spent Q&Q of Staff/ People available funding <Local, State & Federal government's ability to design & cause delivery of an "ideal" community (thru funding & regulating) in line with the interest & support of the Public> <AH developers ability to provide financially sustainable below market rate Q&Q housing with access to integrated quality of life services that add value to the Community> <Relative Income> <Revenue per unit> <Ability to ensure compliance> Union wages Potential impact of Advocacy strategy e.g., Rent control, inclusionary zoning, development capital, inclusionary zoning, rental assistance, etc. AH eligible land AH processing time Q of MR Organizational Capacity - - Equity capital Access to capital The Community's ability to ensure XX% of the AH Population equitable access to a thriving quality of life by 20XX Rental assistance - Q of AH Organizational Capacity <Compliance (CRA)> - AH Financing costs Constraints on Development - Asset/ Income disparity - Community Participation in Project Design Legend Reinfocing relationship Opposing relationship Q = Quality b b - Delay over time b Q&Q = Quality & Quantity NGO's Foundations Government AH Developers Market Rate Developers Housing Market Financial Institutions AH Population Civic Leaders <Ability to litigate> Mortgage deduction Renter protections - IQOL = Integrated Quality of Life <Community Participation in Project Design> Influence of Special Interest Lobbying - - Q of Government organizational capacity Government Silos - Government's access to capital - <Availability of competitive investments> - - Zoning associated costs Q of AH Culture Q of AH Information Systems Q&Q AH Staff Q of MR Culture Q of MR Information Systems Q&Q of MR Staff - AH developers ability to provide .... Ability to Collaborate <Availability of LIH Tax credits> <Q of AH Organizational Capacity> <Availability of Subsidies> <AH Available Land> Risk allocation Q&Q of Ongoing Public Engagment <e.g., Rent control, inclusionary zoning, development capital, inclusionary zoning, rental assistance, etc.> <Foundations' ability to fulfill their mission> - Compatability between regional, local & national regulations Q of AH Development Community Feedback Q of CL decision making <Quality of decision making> Strategic consideration Founder & Board intent Community Foundation Positioning Resources available to leverage Competition for Resources - Q of Evaluation (& Communication of Impact) - Political power Access to Affordable Energy Degree of Inclusion Q&Q of Staff & Support Services Ability to Elect Qualified Candidates Ability to influence the Political System <Ability to influence the Political System> Proximity Ability to generate & communicate compelling facts/ data/ political frames e.g., Seniors, Veterans, Healthcare, Environmental & others Property taxes Bldg code & regs Inclusionary <Local, State & Federal government's ability to design & cause delivery of an "ideal" community...> <Local, State & Federal government's ability to design & cause delivery of an "ideal" community...> Definition of Access to IQOL AH Developer Costs - Cash Deferred # of Deals Sustainable Operations Project Quality Rate of interest - Transparency - Housing Industry - Silos - - Copied here with permission from Housing California.
as it currently exists Turn your challenge or goal into a collective inquiry Don’t embed solutions or hypotheses Right-size the elevation (not overly broad or overly speciﬁc) Avoid abstract or fuzzy language Don’t relinquish to experts
Positive coordination among NGOs NGO experience & capacity to carry out programs Growing media attention on the issue Huge and growing number of refugees Restrictions around refugee employment Not enough ﬁnancial support / donor fatigue Poverty Overcrowded classrooms Safety Trauma
Systems Practice Course (https://www.plusacumen.org/ courses/systems-practice) Humanity United Performance Report (https:// humanityunited.org/performancereport2016/) The Systems Thinker (https://thesystemsthinker.org)