Advancing the Region by Strengthening Nonprofits

Pittsburgh is the most livable city yet 51% of Pittsburgh’s neighborhoods are comprised of vulnerable people

The Tale of Two Cities

• Based on the 2010 census, we know that approximately 79% of county residents and 73% of City of Pittsburgh residents mailed in their census questionnaire—meaning that the remaining households had to be counted through in-home visits by enumerators, increasing the risk of an undercount. It is critical to ensure that every person is counted so that we receive the appropriate federal funding to meet the needs of our residents, and our community is fairly represented in Congress

• In order to identify communities at risk of being undercounted, the Census Bureau released a report: 2020 Census Barriers, Attitudes and Motivators Study Survey (CBAMs). The goal of the report is to understand why people may or may not participate in the 2020 census, and how those beliefs are shared by different demographic groups. The report provides a demographic breakdown by race, class, sexual orientation, ethnicity, and age. The top five barriers to participation include: (1) concerns about data privacy and confidentiality; (2) fear of repercussion; (3) distrust in all levels of government; (4) a lack of efficacy; and (5) belief that the census does not personally benefit people.

Developing a Plan of Action to Match Community Need

Learn why the 2020 Census matters to your organization and how a complete and accurate count benefits every single resident in the region.

Receive key information about local 2020 Census efforts underway, including talking points on how to combat misinformation in your community.

Identify resources available to engage and mobilize individuals to complete the 2020

Census.

• Feyisola Akintola, Special Initiatives Manager, Office of Mayor William Peduto

• Feyi represents the Office of Mayor Peduto in coordinating the local preparation efforts for the 2020 Census, in partnership with Allegheny County.

• Jessica Mooney, Manager of Special Projects, Office of County Executive Rich Fitzgerald

• Jessica is responsible for assisting the Director of Community Relations & Special Projects in interfacing with communities on issues relating to trails, education, veterans' affairs and municipal issues. She is also engaged in the Census 2020 efforts at the county level.

• Andréa Stanford, Assistant County Manager, Office of the County Manager

• Andréa Stanford works closely with the County Manager to support the internal operations of several Allegheny County departments. Additionally, she represents County Executive Rich Fitzgerald on county boards and commissions and manages external initiatives, including the regional preparation for the 2020 Census.

• Development of iterative subcommittees:

Complete Counts Committee: Structure

The CCC created six subcommittees:

1. Civic Fabric reflects the community pillars in our region, including libraries, faith-based organizations, federally funded health centers, community centers, and civic networks.2. Community Voices represents the groups that may be at risk of an undercount in our region, including but not limited to, individuals who identify as African-American, Asian American Pacific Islander, LatinX, immigrants/internationals, older adults, disabled, veterans, formerly incarcerated and experiencing homelessness.3. Data members include people familiar with data sources that can be used to inform, and support outreach efforts organized by the CCC and its partners. 4. Education includes representatives from every education level – early childhood, K-12, after-school programs, and colleges and universities and consists of administrators, schools, providers, educators and students.5. Government is comprised of municipal representatives as well as officials from county and City of Pittsburgh departments and agencies.6. Workforce reflects our business and labor communities including large and small employers, labor groups, suppliers, and chambers of commerce. • Each subcommittee has created preliminary project ideas related to their

focus area. This action plan combines and synthesizes these proposals into an overarching campaign to help ensure that every person is counted.

EXAMINEU S E DATA TO I N F O R M S TR ATEG I E S Use data to Inform StrategiesEDUCATEE X P L A I N W H Y T H E C EN S U S M AT T ER S Data Driven Story Telling

ENGAGEM A K E I T E A S Y F O R P EO P L E TO PA R TC I PAT E Market Campaign & Media Toolkit

Complete Counts: PA Census WorkCensus Opportunities• Discretionary Spending• Private Public Partnerships• Development of interactive

ecosystems that use innovation to improve the region

• Address issues or concerns that put a strain on programs that support society

• Support donors, community leaders, educators, corporate and small business partnerships

Comprehensive Successful Strategies: ULI

Role of Philanthropy in the 2020 Census

• Serve as a window to explore innovative ways to support society through

• government partnerships,

• university collaborations,

• corporate partnerships

Census ImpactPublic InvestmentsAffordable HousingInfrastructure InvestmentHuman Services Environmental Justice

Private InvestmentsEconomic DevelopmentCommunity StabilityInnovation

Lehigh Hard to Count Sectors• Low trust in government• Poverty

Pittsburgh’s Shocks and Stresses Profile

CROSS-SECTOR FRAGMENTATION Fragmentation between sectors challenges local governance and the ability to address endemic

stresses facing Pittsburghers. The City of Pittsburgh alone includes 90 distinct neighborhoods and is

home to over 3,100 non-profit organizations, many with overlapping missions that put them in

competition for the same resources.

Family Stability

Health & Wellness

Early Childhood

Education

Financial Stability

Financial Stability

Health & Wellness

CROSS-SECTOR COLLABORATIONBy addressing fragmentation through intentional cross-sector collaboration and investment, the City sees

the ONEPGH Investment Prospectus as a catalyst for cooperation to tackle our challenges and ensure that

necessary services and opportunities are reaching our residents efficiently and effectively.

Family Stability

Early Childhood

Education

Alignment for Growth that Benefits All Pittsburghers

Fragmentation between sectors challenges local governance and the ability to address endemic stresses facing Pittsburghers. The City of Pittsburgh alone includes 90 distinct neighborhoods and is home to over 3,100 non-profit organizations, many with overlapping missions that put them in competition for the same resources. By addressing fragmentation through intentional cross-sector collaboration and investment, the City sees the ONEPGH Investment Prospectus as a catalyst for cooperation to tackle our challenges and ensure that necessary services and opportunities are reaching our residents efficiently and effectively.

THE NEED FOR CROSS-SECTOR COLLABORATION

Key Collaborations

Philanthropy

• Philanthropy is intended to make investments in strategies and practices that mitigate risk to resilient communities. Using arts, culture, human services, economic development, science, education, and innovation to drive systemic change through a multi-sectorial approach.

ONEPGH Investment Prospectus

The Need to Support People, Planet, Place, & PerformanceOver the next 12 years, Pittsburgh will collectively require more than $4 billion of investment in 46 projects to achieve a Pittsburgh for all:

• Create 1,500 Seats to Ensure Pre-K For All• Increase Economic Mobility by creating 360 Apprenticeships, five

new business district managers, and six new Financial Empowerment/Opportunity Centers, and doubling our Micro Loan Program.

• Expand Access to Affordable Housing by doubling out Housing Opportunity Fund and making over 5,000 distressed properties available for affordable housing.

• Invest in our Critical Infrastructure, including Replacing All Lead Service Pipes

• Creating New Public Art, while Preserving our 168 Works of Art• Ensuring all Residents are within a 5-minute Walk of a High-Quality

Green Space• Removing 2 billion Gallons of Stormwater from our Sewers by

Investing in 27 Green Infrastructure Projects. • Take Climate Action by Eliminating Waste, Reducing Building Energy

Use and Greenhouse Gases by 50%, and Achieving 100% Renewable Energy Electricity

The Forbes Funds Approach 2018-2021

Systems Change Model

(London School of Systems Change: Base Camp America)

MacroLarge Governmental/Institutional Systems-Formal Service

Delivery Units

MesoIntermediary self-help and nonprofit organizations-Mediating

Service Delivery Units

Micro

Individual and smaller units-Informal Service Delivery Units

Catalytic Community Cohort

C3

TFF Targeted Objectives

North Side Wilkinsburg McKees Rocks Homewood Hill District

McKeesport Hazelwood Knoxville

Beltzhoover

Carrick Braddock

10 Catalytic Community Cohort(C3) Approach: (LEAP Ambassadors Program-Peer to Peer Model) Targeted Communities

High performing nonprofits train emerging nonprofit organizations

Focusing on 2-4 key organizational challenges

Quarterly Reporting on Targeted Goals

HERE’S THE PLAN

PIOSA Assessment and Review Mentored Learning Circles Peer-to-Peer Training Individual Coaching

PIOSA Assessment and Review

The PIOSA assessment instrument provides a scale for a

beginning measurement of each participating organization’s

capacity level and aids participating organizations in identifying

areas on which to focus learning. Progress benchmarks will be

established throughout the year and used to identify areas of

improvement.

Mentored Learning CirclesThis year-long learning circle of approximately 25-30 individuals - including the Executive Director and 1-2 senior staff members from ten nonprofit social service agencies connected to The Pittsburgh Foundations Small and Mighty grantees, Advancing Black Arts in Pittsburgh, and The Social Justice Fund – will create a demonstrable learning culture among participating agencies, a culture where agencies base decisions on data, learn the impact of those decisions by evaluating data, and pivot as needed to respond to changes in data.

• Creating and sustaining a culture that values learning.• Building Capacity for internal monitoring for continuous improvement.• Employing external evaluation for mission effectiveness.

Peer-to-Peer Training

Experiences and Emerging Learning Partnership Cohorts – “Who will lead

nonprofits when the current leaders retire?” The answer is Eds who may be

less experiences and lead smaller agencies, but they represent a core of future

leaders who will move into more significant leadership roles in the future. It’s

time to share the experience knowledge that currently exists here and that’s

why TFF to implement emerging and seasoned leadership learning that would

provide a year-long mentor relationship to address the challenges emerging

leaders face. The Forbes Funds’ model will include some instructional sessions

with the 10 – 12 mentor/mentee teams, but it will mostly be a mentorship

experience in which mentor and mentee will work together on specific

enhancement objectives, partnering on agency sits or in other joint

environments as support of their individual goals.

Individual CoachingBy incorporating C3, The Forbes Fund will provide individual

coaching to sixty Executive Directors during the next year. The

learning circle and the emerging leader partnerships will provide a

highly intense and focused opportunity for building leadership

capacity and directing it to specific organizations, as well as

individuals, outcomes. The EIR program has provided an excellent

foundation for this emerging model and therefore, we propose the

continuations and expansion of the basic coaching that has already

provided more than 240 individual executive directors since its

inception. It is important to prepare less experienced executive

directors for understanding their role and addressing topics such as

financial management, strategy, human resources management,

external affiliation, and board engagement.

Our Partners

Thank You