The following results were reported by this United Way of Northern Nevada & the Sierra in conjunction with its ITP work, for which Ron served as lead consultant.

Example
United Way of Northern Nevada & the Sierra ,
(Reno, NV) Metro 3

"Ron understands the theory behind transformational change in organizations. More importantly, Ron knows how it really works. He helped our organization translate theory into practice - leading us to create our own changed organization reflecting our unique community."

Strategic Challenges

Key Community Issues Identified
UWNN&S has three “Funding Priorities” with a goal, outcomes and indicators of success for each focus area.

Youth Services
Goal: Improve the health, safety & education outcomes for youth to reach their full potential.

Health & Wellness
Goal: Empower all people to achieve an optimal state of health and well-being.

Basic Needs
Goal: Stabilize individuals and families in crisis, and improve their ability to achieve se3lf-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.”


Focus
The following is a list of specific progress made in UWNN&S’s efforts to obtain better focus in order to channel the resources of UWNN&S 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.

Align Activities & Resources
The following is a list of specific progress made in UWNN&S’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.

• Management team reviews partnership/initiative opportunities, screens to decide which are strategic:
  
• Saying “no” more often
  
• Assign someone to explore option before making a decision
  
• Recommend involvement to board
  
• Negotiating contract Community Foundation to co-sponsor H&HS “Community Conversations”
  
• Minimum allocation amount of $5,000 established
  
• Rolled out new priorities at “Community Leadership” event
  
• Changed from Leadership Givers event to Community Leadership event to acknowledge that resources include more than money
  
• Used “Resource Mobilization & Action Strategy” to identify who our partners are
  
• New Year’s Card
  
• Community Investment Triangle used as “basic marketing” piece
  
• Marketed “Basic Needs,” “Prevention,” and “Community Change” areas as designations
  
• Campaign reports to the board are in summary form (and include non-financial partnerships) instead of about individual companies and include sponsorships, etc – total revenue
  
• Focusing staff time on more relationship building with TOP companies, more strategic in allocating staff resources in campaign generally
  
• “Coordinated Ask” document
  
• Using vacant staff salary for contracting with marketing firm (getting a deal?)
  
• Worked to orient firm on change
  
• Marketing firm rep going to Brand Forum with Terri
  
• Decision that RD (outside of campaign) will focus on planned giving, major giving, endowment, online giving
  
• Created and implemented plan to reduce size of board, restructure and compress committees, change content of board meetings to emphasize strategic direction and community impact work
  
• Fund distribution system overhauled
  
• Collaborative grant applications
  
• Subject matter experts added to panels
  
• Electronic reports to show all results in single document
  
• Non-partners can participate in collaborative applications
  
• Volunteers trained on priorities and new system
  
• Streamlined paper work
  
• Marketing places greater emphasis on initiatives
  
• Workplans developed through a group process (instead of individually)
  
• More time to accomplish workplan because routine work related to board and executive committee meetings reduced
  
• Volunteers have more time to accomplish substantive work
  
• Consent agenda let to Finance Committee becoming more engaged – feeling more accountable
  

Transform the Organization
The following is a list of specific progress made in UWNN&S’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.

• Management Team consciously asks how major activities do/could support transformation
  
• Nothing is routine – every activity has to be examined: why and how?
  
• Staff report constantly reminding self about mindset change – to listen to others and be more receptive of ideas
  
• Board leadership supportive when bumps in the road occurred
  
• Staff has come together more – thinking in terms of the whole group
  
• Staff more inclined to support experimental/creative approaches

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