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The
following results were reported by the United
Way of Lake County in conjunction with its
ITP work, for which Ron served as lead consultant.
Example
United Way of Lake County
Gurnee, IL (UWLC)
“Our
work with Ron resulted in our entire organization
building a common vision. We have 18 staff
members and everyone is so dedicated to staying
focused. On all levels, people feel empowered.
The ownership our staff feels about our work
is just incredible."
- Kristi Long, President
Strategic
Challenges
The following Strategic Challenges were
identified through the diagnostic survey
and interview process:
-
Establish clear priorities
in order to focus limited resources and
differentiate UWLC
-
Develop plan for mobilizing
diverse resources to support priorities
o financial and other resources
-
Create & implement
segmented marketing and communications
plan to support priorities
-
Targeting key stakeholders:
corporate and individual donors and
potential donors, community leaders,
agencies, etc.
-
Align internal resources
(staff and volunteers) to support priorities
Key Community Issues
Identified
Education was selected by the UWLC “Initiatives
Committee” from among a range of issues
identified through a collaborative needs assessment.
The UWLC “Solutions Committee”
then selected Early Childhood Education as
a focus within Education. A Success by 6 Committee
is being formed to develop a specific set
of goals and strategies.
A secondary issue has also been identified.
The broad issue is healthcare, and Abbott
Labs has expressed an interest in partnering
with UWLC on this issue in the future, based
on UWLC’s work on the assessment and
prioritization process that identified Early
Childhood Education as a priority.
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.”
Focus
The following is a
list of specific progress made in UWLC’s
efforts to obtain better focus
in order to channel the resources of UWLC
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.
-
Identified factors
children need to be successful in schools,
identified the related assets and gaps
in services for each
-
Early childhood education
focus area selected and strategies identified
-
Reduced number of priority
areas from 5 to 3
-
Children are Successful
-
Eliminate Barriers
to Good Health
-
Basic Needs (safety,
food & shelter, etc.)
Align Activities & Resources
The following is a list of specific
progress made in UWLC’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.
- Committee Structure (covers allocations,
outcomes, initiatives) focus areas
- CEO & Bd Chair breakfasts with Board
members – groups of 4-5 re change
from FR/allocations to changes in community
conditions
- Day of Caring was organized around a focus
on Early Childhood
- Campaign CEO calls organized around early
childhood
- Leadership Breakfast on Success By 6
- Women’s Leadership Council –
focus on Success By 6
- Initial Outline of Strategic Plan incorporated
new focus approach
- Marketing workplan build around focus
areas, emphasis on new focus on priorities
- Message training for Resource Development
staff & vols
- Greater internal communication around
Community Impact focus
- Role of convener around response to Katrina
- The right people are in the right positions
- Board has better understanding, more ability
to communicate about UWLC’s work
- Board meetings focus on Community Impact
issues
Transform the Organization
The following is a list of specific
progress made in UWLC’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.
- Cross-functional communication and collaboration
has become part of the culture
- Staff have more responsibility
- Staff feel more empowered – have
a greater voice
- Staff find work more rewarding and job
more satisfying
- Staff have greater understanding of the
work of the organization and the relationship
of their jobs to it
- “Community Impact” dept is
now “Community Development”
dept.
- Role of convener around Katrina
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