Aligning Staff and Volunteers for the Impact Work

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Aligning Staff and Volunteers for the Impact Work

• February 14th, 2008

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Presenter Charles Wright, MSWDirector, Agenda
Integration

• United Way for 10 years.
• Unique job four teams.
• Staff Excellence Award 2001
• UWA Outcomes Forum 2002 (planning team)
• Standards of Excellence team (Community
  Engagement)
• Young Leaders Market (UWA)
• UWA CRM taskforce (2007)
• My girls Mia and Marissa

2400 Reading Road Cincinnati, Ohio
45202 513-762-7158 Charles.wright_at_uwgc.org www.uw
gc.org
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Presenter Chris Galvin,Director, Ottawa County
UWGT

• SAH Mom for 11 years (Community Volunteer)
• Worked in the chemical dependency field and moved
  to a major medical center in behavioral health
• Found niche as Ottawa County Director of United
  Way of Greater Toledo in 1993
• Used to measure my life in campaigns have been
  involved in 15 as paid staff
• Added Impact work to my job description three
  years ago just in time for alignment
• Member International Association of Facilitators
• Facilitate annual f2f meeting and ongoing online
  meetings for group of women in the meetings and
  hospitality industry

United Way in Ottawa County 1854 E. Perry , Port
Clinton, Ohio 43452-1581 Voice 419.734.6645 Fax
419.734.4841 Toll free 866.394.8848 chris.galvin_at_
unitedwayottawacounty.org
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Aligning Staff and Volunteers for the Impact Work

• Alignment is as much mindset as organization
  structure and entails that your staff and
  volunteers work towards a common goal in an
  integrated effort.
• Consider the skills, functions and processes
  required to manage the workflow of
  cross-functional activities.
• Real world re-alignment examples and
  reflections such as the executive roles and
  skills important to lead the change, evolving
  staff competencies and how board champions are
  important to the transformation in the muddy
  middle and later stages will be shared.

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A New Model for Improving Lives Uses Two
Approaches
COMMUNITY IMPACT
People, time, talent, relationships, expertise,
etc.
of community populations
Financial resources of business and employees
of program clients
DIRECT IMPACT
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Community ImpactWhat is it?
Seeking Systemic Solutions
Community Impact
95 of our communitys children are accessing
quality early learning experiences and are
assessed to be ready for school
Program Impact
300 children develop cognitively,
socially and physically in quality
early learning programs
300 children develop cognitively,
socially and physically in quality
early learning programs
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What is Alignment?
Deb
Bob
Rob
Shelly
Tina
Vince
Ann
Barb
Terry
Sonya
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Weve Learned that Alignment is NOT

• a properly constructed organizational chart
• creating the right job description
• a job solely for senior leadership
• only the responsibility of community impact
• resource development staff

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Organizational Alignment Requires

• individual and team commitment to
  organizational
• priorities, goals and values
• ways to measure and celebrate success
• organizational culture that rewards desired
  
• behaviors

Aligning for Impact Module III
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Organizational Alignment Requires

• An organizational mindset and culture in which

• Responsibilities for achieving community impact
  are shared

• Responsibilities for mobilizing resources are
  shared, and

• Everyone has responsibilities for creating the
  brand experience

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Achieving Community Impact Requires That All
Functions Work Toward Shared Outcomes
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Reflecting on the two examples (process)

• Aligning to.

Improve Lives
Lasting Change Efforts and Quality Direct
Services
Mobilizing Resources
Effective Foundation
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Reflecting on the two examples (people)

• Aligning of.

United Way Staff
United Way Board and other volunteers
Community Partners
Agencies
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Achieving Community Impact Requires That All
Functions Work Toward Shared Outcomes
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Community Impact Needed Infrastructure

• Vision 2010 A framework for the journey.
• Changed Mission and Vision Statement
• 2. An Agenda for Community Impact.
• 4. 2007 Priority Outcomes a business plan.
• 5. Performance Planner achieving 2005 Priority
  Outcomes.
• Performance planner
• Performance review

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Where We Began Vision 2010

• Based on Four Basic Outcomes

Community Better
People Give
People Believe
Effective Foundation
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The Agenda for Community Impact
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Our Community Vision
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UNITED WAY OF GREATER CINCINNATI 2005 PRIORITY
OUTCOMES
FINAL 2005
Strategically Develops Resources
Strategically Invests Resources
Planned Giving Donors Generate 3M
2005 Campaign Achieves Goal
Initiates and Begins to Implement An Agenda for
Community Impact
Investments Aligned to Impact Agenda
United Way 211 Connects People to Service,
Volunteer Opportunities
Strategic Breakthrough Initiatives I Achieve
Outcomes
Agenda Defined
Strategic Breakthrough Initiatives II Achieve
Outcomes
Government Foundations Increase Commitments to
the Agenda
Volunteer Connection Expands Engagement
Builds Investor and Stakeholder Engagement
Ensures Efficient and Effective Operations
Priority 1 3 of 5 Green
2 of 5 Yellow 0 of 5
Red Priority 2 2 of 3 Green
0 of 3 Yellow 1 of 3
Red Priority 3 0 of 6 Green
6 of 6 Yellow 0 of 6 Red
Information Systems Meet Customer Needs
Team Members/ Resources Aligned  
Leaders Developed
UW Investors Provided Ideal Experience
Community Support for Agenda Increased
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Key Principles In Developing the Agenda

• Maximum Impact
• What we choose to do must offer the opportunity
  for the greatest improvement in the community
  outcomes.
• Strategic
• The Agenda will drive all of United Ways work.
• Measurable
• We must be able to set clear objectives and
  measure progress against them.
• Collaborative
• United Way cant do this work alone or simply by
  shifting resources. Partnership is essential.
• Integrated Whole
• Rather than independent outcomes.

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Building The Agenda for Community Impact
With an understanding and agreement that

• We were trying to achieve a higher level of
  impact in our community
• We would develop an agenda with an outcomes
  framework
• We would be more research-based in our future
  work
• We would be transparent in our process and
  monitor progress in the development
• We would have a set of principles to guide our
  work and a set of criteria to decide on
  priorities
• We would be inclusive throughout our process and
  course correct when necessary

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The Work Ahead

• Fund Programs that
• Achieve Measurable Results Aligned to Community
  Outcomes
• Lead and Support Strategic Initiatives
  Collaboratives that
• Achieve System Change Toward Community Outcomes
• Align Our Work with Major Community Partners
  Funders
• To Have Impact on Community-Level
  Outcomes and Measurements

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Chriss Epiphanies' on Alignment

• The old United Way operated like a bucket brigade
  filling buckets with money and throwing it
  haphazardly at the fire. Then spent oodles of
  time reviewing how the folks at the end of the
  line emptied the buckets. Once in a while we
  checked to see if the fire was going out.
• Fundraising messages said, Golly gee! Give us
  more money cuz we did good things with the money
  you gave us last time. That isnt really an
  incentive for new donors because the campaign
  message was retrospective.

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Chriss Epiphanies' on Alignment

• A message aligned to achieve a specific impact
  says, Give because this problem cant be tackled
  without your help. It is a message that can be
  carried so many more places than the workplace.
  Help can be grants, in-kind contributions best
  and brightest minds to problem solve and dream.
• Family stability work led another funder to
  approach us to partner on a neighborhood project.

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Starting Monday -

• What is it, that you are going to take back to
  your organization?
• Remember Impact ITS EVERYBODYS BUSINESS
  (Brian Gallagher)

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Thank You and Good Luck

• Charles and Chris