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The
following results were reported by this United
Way in conjunction with its ITP work, for
which Ron served as lead consultant.
Example
United Way of Greater Cincinnati,
Cincinnati, OH (UWGC)
“As
a United Way CEO Ron was an innovator, a results-oriented
leader who added to the United Way movement's
body of community impact and branding work.
When he joined United Way of America, Ron
became our lead consultant (and) ‘met
us where we were,’ was sensitive to
our needs and questions, and led a team which
guided us to early success in the design of
our new work.”
- Rob Reifsnyder, President
Strategic Challenges
- Establish
clear priorities in order to focus, align
and integrate limited resources
-
Community priorities and outcomes
- Organizational
priorities and outcomes
- Develop an institutional culture to
support the transformation process
- Expand and deepen relationships with
Active Community Investors
Key Community Issues
Identified
UWGC’s Agenda for Community Impact has
identified two “ultimate outcomes”
on which the organization will focus:
- Children
grow into successful adults
- Families
and individuals achieve economic self-sufficiency.
For each of these ultimate
outcomes, “contributing outcomes”
(changes necessary to achieving the ultimate
outcomes) have been identified. Specific community
indicators (baseline trends of whole populations),
the causes of conditions identified in the
indicators, performance measures, and multi-dimensional
strategies have been identified for each of
the ultimate outcomes and contributing outcomes.
Two other critical components of the Agenda
for Community Impact were identified:
- The provision of fundamental care and
support for people through a Safety Net
of service
- Targeting 6-8 neighborhoods for intensive
work and investment, combining the best
evidence-based human service interventions
and proven community development strategies.
These will be designed to create environments
supportive of UWGC’s ultimate outcomes
of children growing into successful adults
and families achieving economic self-sufficiency.
Progress Made
The progress made by this local UW has been
organized into three categories that mirror
what the ITP process had revealed as “3
Key Requirements for Transforming to Community
Impact". These are “Focus,”
“Aligning Activities & Resources,”
and “Transforming the Organization.”
The progress made by each local UW has been
organized into three categories that mirror
what the ITP process had revealed as “3
Key Requirements for Transforming to Community
Impact” These are “Focus,”
“Aligning Activities & Resources,”
and “Transforming the Organization.”
Focus
The following is a list of specific progress
made in UWGC’s efforts to obtain better
focus in order to channel
the resources of UWGC and the broader community
toward specific community improvements.
The second column identifies the extent
to which the ITP process was influential
in achieving the progress (S = somewhat
influential; and V= very influential). The
final column indicates the documentation
or evidence demonstrating this progress.
- Priority Outcomes – Business Plan
- Agenda for Community Impact
- Priorities reduced from 32 to 3
priority areas
- Research-based focusing
- Most important things to the community
– not driven by vision council’s
own interests
- From hundreds of possible community
indicators, focus is on 6
- 2 years ago the plan was to create
7 Impact Plans, then for VP to integrate
them (totally different paradigm has
emerged)
- Integration between priority areas
- Call for Investment Guide
- Strategic Initiative Evaluation
- Criteria developed (such as)
- What was and was not working
- What was UW role (often unclear)
- What resourced needed
- Exit strategies developed
Align Activities & Resources
The following is a list of specific
progress made in UWGC’s efforts to align
its activities and resources around
its new emphasis on community impact. The
second column identifies the extent to which
the ITP process was influential in achieving
the progress (S = somewhat influential; and
V= very influential). The final column indicates
the documentation or evidence demonstrating
this progress.
- Community impact on every board agenda
– with detailed discussion at every
meeting
- Board retreat focused on CI
- Two interim structures created with job
descriptions etc.
- CI orientation provided to RD team
- Consultations with all funded agencies
(160 in 5 weeks)
- Staff from various departments utilized
in consultations
- Brainstorm exercise to include all staff
in development of CI Agenda
- All Team Retreat (all staff) on CI Agenda
- Agenda Integration Team = 2-3 RD staff
+ marketing + public policy
Transform the Organization
The following is a list of specific
progress made in UWGC’s efforts to transform
its organization to a community impact
organization. The second column identifies
the extent to which the ITP process was influential
in achieving the progress (S = somewhat influential;
and V= very influential). The final column
indicates the documentation or evidence demonstrating
this progress.
- Board Retreat
- Board Agenda changes (see above)
- Interim Structures (see above)
- All-Team Retreat (see above)
- Creation of Change Leadership Team
- ID major events/activities re how they
do/could contribute to transformation
- Staff leadership understands the need
to lead differently (not just manage)
- Help provide vision
- Not as comfortable
- Staff look at people & their roles
more strategically
- Staff feel more personally invested in
the organization
- Transformation Plan
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