United Way PowerPoint Presentation Template

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Key Requirements for Transforming to Community
ImpactLessons from the Impact Transformation
Partnership (ITP) October 2005
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3 Key Requirements for Transforming to Community
Impact

1. Focus Identify limited number of community
   impact priorities for action, establish
   investment strategies to pursue these priorities
2. Align Activities Resources Focus
   organizational activities and resources (staff,
   money, board, skills, plans, functional areas,
   and external relationships) to support community
   impact priorities
3. Transform the Organization Develop and implement
   a comprehensive plan to guide coordinate the
   changes in content, processes and people needed
   to transform the organization.

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3 Key Requirements for Transforming to Community
Impact

1. Focus
2. Align Activities Resources
3. Transform the Organization

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What Does Focus Mean?
Select a limited number of issues and strategies
in which to invest time, relationships,
technology, expertise, money, and other resources
to improve peoples lives
Focus is essential for delivering meaningful
results with limited resources
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What Does Focus Mean?
Investments of time, relationships, technology,
expertise, money, other resources
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Steps to Focusing

• Identify how, when and who to engage in
  identifying community and organizational
  issues/priorities for action and what that
  process will look like.
• Identify a limited number (3-4) of high-priority
  issues (such as preparing children for school)
• Establish specific vision, targeted issues,
  objectives, and investment strategies for each
  priority issue to guide hard choices and focus
  resources (not just money) to achieve significant
  results.
• Identify metrics for demonstrating progress and
  results.

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3 Key Requirements for Transforming to Community
Impact

1. Focus
2. Align Activities Resources
3. Transform the Organization

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What does Align Activities Resources Mean?

• All staff understand how their function supports
  the community impact strategies
• Staff have specialized skills, yet work together
  to support the organizations community impact
  strategies
• Functions and resources support the
  organizations community impact strategies

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What does Align Activities Resources Mean?

• Everyone shares responsibility for achieving
  community impact
• Everyone shares responsibility for mobilizing
  resources
• Everyone shares responsibility for creating the
  brand experience
• Everyone includes both staff and volunteers
  -- especially board members

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Aligning Activities Resources to Achieve
Community Impact
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Initial Steps in Aligning Activities Resources

• Get focused (see 1 above)
• Help staff and volunteers understand how their
  work contributes to achieving community impact
  goals.
• Create individual, departmental and
  organizational accountability for achieving goals
  and making progress on identified priorities.

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Initial steps in Aligning Relationships with
Important Stakeholders Community Partners

• Develop a well-thought-out plan for how, what and
  when to communicate with and involve community
  partners (including funded agencies) about UWs
  change.
• Integrate partnerships, initiatives, funding and
  other current impact work into priorities OR
  develop an exit strategy for them.

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Initial Steps in Aligning Relationships with
Important Stakeholders The Board of Directors

• Engage and involve the board to become partners
  and champions for the community impact business
  model.
• Define the appropriate composition, functions,
  roles, responsibilities of a transformed UW board.

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Initial Steps in Aligning Relationships with
Important Stakeholders - Major Donors

• Develop communication plans and deliver key
  messages to specific audiences to engage them in
  community impact, garner support and deepen
  involvement.
• Build and maintain year-round investor
  relationships with Active Community Investors and
  other key investors focusing on the community
  impact agenda.

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3 Key Requirements for Transforming to Community
Impact

1. Focus
2. Align Activities Resources
3. Transform the Organization

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What is Transformational Change?

• Three Types of Change
• 1. Developmental Change
• Getting better at what you already do
• E.g., Getting better at allocating funds to
  agencies
• 2. Transitional Change
• A significant but clearly defined change in what
  you do
• E.g., Changing from agency funding to program
  funding

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What is Transformational Change?

• Three Types of Change
• 3. Transformational Change
• A fundamental change in the very essence of the
  business
• E.g., changing from a focus on raising and
  distributing funds to a focus on changing
  community conditions
• Requires changes in mindset and culture

The future state is so radically different than
the current state that a shift of mindset is
required to invent it, let alone implement and
sustain it. - Dean Anderson Linda Ackerman
Anderson
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Transformational Change Mindset

• Mindset is the beliefs, assumptions, values,
  thought patterns, mental models that guide us to
  do what we do.
• Mindset is critical because how we think creates
  what we producewhat people believe and assume
  dictates their behavior.
• If we are not conscious of our mindset, we will
  recreate that which we are trying to change.

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Transformational Change Organizational Culture

• Organizational culture is the pattern of widely
  shared beliefs, values, and work practices that
  play out over time in an organization, and shape
  its personality and business effectiveness.
• An organizations culture is seen in its

- Norms - Values (shared) - Assumptions -
Morale - Behavior - Heroes, heroines

• Leadership style
• Rewards, punishments
• - Decision-making styles
• - Handling of mistakes
• - Shared delusions
• - Openness to learning

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Three Aspects of Transformational Change

• The Content of the Change
• The type or nature of the change (structure,
  strategy, business process, culture, product or
  service)
• The People in Change
• The emotional reactions, degree of involvement,
  acceptance, commitment cultural dynamics that
  affect the change
• The Process of Change
• The way in which a change is planned, designed
  implemented

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General Observations about these Key Requirements
for Transforming to Community Impact

• Each United Way has unique strengths and
  weaknesses, and thus may require different
  prioritization and sequencing of these
  challenges.
• Addressing all three requirements is necessary
  for the transformation to Community Impact.
• While necessary, these three requirements are not
  sufficient by themselves.

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Related Resources on United Way Online

• What Is Community Impact? (keyword WhatIsCI)
• Ogre Story (keyword Ogre)
• The Road to Community Impact Changing Direction
  (keyword ChangingDirection)
• Getting Focused to Make Tough Choices (keyword
  GetFocused)
• The Community Investment Triangle (keyword
  CITriangle)

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Related Resources on United Way Online (continued)

• Redefining Agency Relationships for Community
  Impact (keyword RedefineAgency)
• Aligning for Impact (keyword Alignment)
• Hometown Literacy Partnership Experience
  (keyword Hometown)

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