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Presentation on theme: "UNITED WE STAND NATIONAL FUND SITES & LOCAL UNITED WAYS."— Presentation transcript:


2 PRESENTATION AGENDA 1.Introductions and session overview 2.Case study #1 – Greenville 3.Case study #2 – Philadelphia 4.Springboards and Landmines 5.Discussion

3 INTRODUCTIONS & SESSION OVERVIEW Who are you? Where are you from? Tell us 1 reason why you’re attending this session. Session Objectives Facilitate deeper and more effective collaboration between National Fund sites and United Ways in order to sustain and scale successes. For sites that are not yet collaborating: provide concrete examples of collaboration and tangible steps for developing relationships. For sites that are working together: explore how to maximize the partnership, drive greater impacts, build on past successes and overcome stubborn obstacles

4 CASE STUDY #1: GREENVILLE REGION WORKFORCE COLLABORATIVE 2009/10 Researched model Piloted 2 cohorts of classes UWGC leading thought and leveraging resources, but not taking active role 2010 - 2012 Received NFWS grant Built out partners (WIB, technical college system, service providers, funders, employers) 2011 – UWGC becomes Fiscal Agent 2012 - 2014 Sector expansion System level changes Program growth Pivot towards regionalism Lessons for UWGC FromTo TransactionalRelational IsolationIntegration BarriersSolutions ComplianceImpact

5 CASE STUDY #1: GREENVILLE REGION WORKFORCE COLLABORATIVE UWGC’s 5 Lesson/Action Points ConveneLeverageAdvocateIntegrateCommunicate

6 CASE STUDY #1: GREENVILLE REGION WORKFORCE COLLABORATIVE ActionWasIsOutcomes Convene provided site for Board meeting Prescriber leading thought, insulating and supporting activities of GRWC, responding to needs of GRWC Influencer more meaningful relationships, better/more efficient work, renewed energy Leverage No connection to campaign (not even a designation account) Transactional marketing Leadership-board champions Workplace Campaign alignment Proactive Marketing Greater integration of Resource Development/Marketing* Advocate Reactive, non-effective public policy Relational/human capital advocacy – city/county council, WIB, state officials greater influence as a workforce systems level leader in region/state* technical college system funding sector diversification Integrate GRWC and other investments separated IDA, VITA, front end service providers aligned to insulate and build parallel pipeline(s) scale Communicate UWGC staff member to GRWC ED multi-level communication chain a greater understanding of how this works and why we are doing it

7 CASE STUDY #2: JOIN Brief History of the JOIN Collaborative Why build stronger ties between JOIN & United Way? Proposed Value Proposition Phase 1- JOIN’s First Three Years Launch Phase Program Years 1 thru 3 Largest Funder$: Knight Foundation Social Innovation Fund Phase Transition Phase 2 nd half of PY3 thru 1 st half of PY5 Largest Funder $: Social Innovation Fund Phase 2 – JOIN’s Next Three Years Momentum Phase Program Years 5 thru 8 Largest Funder$: (proposed) United Way 20082011 20092010 2012201320152014 JOINUnited Way Track record of innovation, flexibility and entrepreneurialism in grant making, convening and research projects (ex: WPSI, ROI 360) Brand recognition and increased regional footprint provide infrastructure through which to disseminate work Strongly positive relationships with employer, funder and program partners Organizational capacity (including Communications, Resource Development staff) Product that can be used to connect with new funders and increase investment Deep relationships in the business community that align with JOIN’s mission

8 JOIN’S INVESTORS WERE ASKED TO HELP EVALUATE THE VALUE PROPOSITION And identified the following… StrengthsNatural connection to UW’s education and income work (and opportunity for many more aligned funds as a result) Regional infrastructure presents scaling and branding opportunities If funding can support operations, tremendous ability to sustain collaborative work UncertaintiesHow do we preserve this collaborative spirit with UW taking on a more significant role? What are the implications for the JOIN’s staff? Will there be new staff as a result of expanded responsibilities? How will competing internal funding priorities at UW impact JOIN’s fundraising efforts? FY15 LOOKED DIFFERENT FOR JOIN: SOME EXAMPLES ChangeScale of impact ProgramUnited Way’s education work enhanced connections with career and technical education practitioners and funders. Difficult to predict at this early stage. Staffing and responsibilities JOIN director oversaw direction of approximately $3M in aligned funding as part of the UW gen op funding process. Significant BrandingUW wants additional connection to the project. Ex: JOIN powered by UW; JOIN managed by UW Uncertain: we will work with the IC to approve any co-branding. OperationsYes. JOIN will shift to a July 1 – June 30 fiscal year.Minimal.

9 SPRINGBOARDS OR LANDMINES? Depending on your local UW and workforce collaborative, the following may represents assets or threats to your relationship. Where would you place the bubbles? How do we make as many as possible into positives? Branding Collective impact Definitions Outcomes Defining the population Tolerance for risk Aligned resources Shared agenda

10 DISCUSSION: UNITED OR UNTIED? Branding and Messaging To logo or not to logo Programmatic Connections Funder collaboratives in the context of other workforce initiatives Resource development Workplace Campaigns Relationship Management with the Corporate Partners Overlapping (or not) Geographies Butting into other UW’s territories, literally

11 TO CONTINUE THE CONVERSATION… Presenter Information Jennie Sparandara, Director Job Opportunity Investment Network AND Secondary & Post Secondary Education, United Way of Greater Phila & S. New Jersey 215.665.2434 John Young Shik Concklin, Program Investment Manager United Way of Greenville County 864.467.3531


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