The following results were reported by this United Way of Class-Clay in conjunction with its ITP work, for which Ron served as lead consultant.

Example
United Way of Cass-Clay,
(Fargo, ND) Metro 2

“Ron’s guidance and expertise were invaluable during our United Way’s move to community impact. He kept us on track and on our timeline. His insight as a former United Way executive was extremely helpful has we moved away from a very traditional model to one that can make a difference in our community in the years to come. He is very skilled at examining a situation objectively and then recommending solutions that will fit the individual community. We would not have been as successful as quickly without his help.”

- Scott Crane, President

Strategic Challenges
The following Strategic Challenges were identified through the diagnostic survey and interview process:

Key Community Issues Identified
UWCC conducted an expedited community needs assessment process after which they selected early childhood as their broad priority topic, and have begun putting together a Success By 6 initiative aimed at addressing parental education. They have also adopted the Born Learning campaign.

In addition to Early Childhood, UWCC has identified two broad areas for direct services funding:

UWCC has also become involved in an Earned Income Tax Credit collaboration led by the local C.A.P., and now chair a committee of the collaboration.

Progress Made
See above regarding UWCC’s adoption of a focus on early childhood/parent education, and its involvement in two different community initiatives – one which it leads (SB6) and one which it does not (EITC).

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 UWCC’s efforts to obtain better focus in order to channel the resources of UWCC 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.

• Initial Community Priorities Study
• Early Childhood/SB6 selected as first priority
• Introduced SB6 @ Annual Mtg (Fed Reserve Board presentation)
• Shared findings of study with 30 key leaders
• SB6 Forum to talk with early childhood providers about barriers
• Identified top 10 barriers
• Reduced list to top 4 barriers
• Selected Parent Education as target issue
• Adopted Born Learning campaign
• Adopted broad focus areas for direct service programs
  • Basic Needs (Food, shelter, childcare, emergency services)
  • Prevention & Development
• Discussions with community partners regarding community planning instituteThe following is a list of specific progress made in UWCC’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.
  Align Activities & Resources
• Women’s Leadership event was fund raiser for SB6
• Annual Meeting transformed from routine business mtg (necessary evil?) to tool for educating and getting support for SB6
• Campaign video and all campaign materials include SB6
• Campaign training changed to incorporate SB6 & CI
• Began to restructure job responsibilities
• Adopted SOE as long term goals
• Corporate calls focusing on CI
• Plan for corporate calls to focus on SB6
• Grant writing for SB6
• Incorporating CI, SB6 into conversations with AdT prospects
• Board meetings focus more on CI subjects
• Identified chair for new RD task force
  

Transform the Organization
The following is a list of specific progress made in UWCC’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.

• Transformation Task Force to ID purpose, core values (discontinued)
• Staff are more automatically relating specific tasks, activities to how they will support CI
• Staff view donors differently, in terms of relationships
• Staff view nonprofits as partners & potential partners
  

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