User Guide - United Way Perth
Contents
1. also includes i iii nine suggested outcomes within f these three broad categories and these ideas are a good starting point for the development of the outcomes section of your local community impact plan They are based on outcomes that have frequently been identified by other Canadian UWCs and so they tend to be a good fit for the kinds of roles UWCs play in a community k Most local UWCs will be selective in choosing from this list and develop a local community impact plan with a smaller number of outcomes You may also find that you need to unpack some of the outcomes in the Framework into more specific and focused outcome statements that fit the local context and provide funded organizations and partners with a clearer sense of the ways in which they might document their particular contribution to the larger shared outcome You will also need Local planning documents needs assessment studies and report cards are very helpful sources of information about local social issues and needs This information can often be translated into good ideas for outcome statements Statistical reports from all levels of government school boards the police hospitals and other major local institutions can also be helpful 12 It is important to remember Many community planning documents include a list of local issues requiring attention While your outcomes will certainly draw on these reports it is important to remember t2. assets and context of each community However these Frameworks are intended to represent a foundation upon which the UWC Movement can e Better align our communication and marketing strategies locally and nationally in order to accent our focus on community impact e Improve our donor stewardship especially with regional and national partners and position UWC as a partner of choice for corporate and individual donors e Create Opportunities for collaborative action and e Deepen our capacity as UWCs to advance community impact The Focus Area Frameworks are not intended to be static documents As our collective experience and knowledge of each focus area evolves so too must our definition of and approach to each focus area Through this current work we have made some adjustments to the focus area wording found in the Brand Framework These changes demonstrate the evolving nature of our work and how it is articulated These Frameworks are intended to be one part of a larger Focus Area Action Plan that seeks to contribute to and help the Movement address the following critical business needs e Create a shared understanding and vision for each focus area e Better align our communication and marketing strategies to accent our social change orientation e Improve donor stewardship and retention and position UWC as a partner of choice for corporate and individual donor giving strategies and e Deepen our capacity as UWCs
3. be reviewed when decisions will be made and how much time organizations will have to respond some of these fears may be reduced Why do we have to come up with new actions The programs we have funded for years are still doing good work and deserve our support An impact model identifies local social issues that require attention It foregrounds areas where new action is needed in order to create a sense of urgency underscore the relevance of UWC s work and 25 attract new partners and supporters These priorities are not created by your UWC in isolation but agreed upon through consultation with various partners including local non profit organizations Acting in new more impactful ways does not necessarily mean investing in completely new programs or strategies and dropping programs that have worked for years It may mean that the rationale for continuing to fund long standing programs changes Rather than funding them simply because you have always funded them your impact plan may enable you to say that you are funding them because they have proven to be effective at contributing to the key outcomes identified in your model It may be possible to help existing programs grow and innovate re tool some existing programs or help them get better at measuring impact Developing a Reflection and Reporting Plan Don t we need an expensive database to do this kind of analysis Several larger Canadian UWCs have begun to implement on line
4. outcome statements it is important to reach out to your community and seek their input and their endorsement UWCs use a variety of methods including town hall meetings online surveys needs assessment studies or focus groups for this purpose 13 Stakeholder Community Funded organizations UWC Volunteers Local researchers Other funders Donors Politicians and other community leaders How they Help Providing direct input from community members including actual perspectives from vulnerable populations Provide insight into the actual aspirations of those in the community Knowledge of unmet needs and emerging issues Knowledge of what has worked in the past Access to the perspectives of vulnerable people Knowledge of what resonates with donors and the general public Knowledge of local statistics and trends about social issues Knowledge of best practices Knowledge of evaluation methodology Knowledge about UWC s unique niche Knowledge of local issues and unmet needs Knowledge of what resonates with donors and the general public Knowledge of how to communicate with donors and the general public Challenges that may arise Ability to reach out to and engage community members directly Focusing on aspirations of community versus problems May have a vested interest in certain kinds of action Limited knowledge of the complexities of social intervention May push for
5. strategy for example The plan may also highlight areas where UWC can do a better job documenting and disseminating the impact of the work it is already doing or areas where the UWC should no longer invest The plan may also identify areas where UWC might advocate for others to act or pursue new kinds of resource development strategies so that it will be better able to act in the future Using the Framework The Focus Area Frameworks describe the four key brand strategies and these descriptions may prompt you to consider options for action that are outside of UWC s traditional role The Focus Area Frameworks also include tables that summarize types of action that are common in the UWC movement and linked to research about best practices These ideas may be helpful in building a local 18 action plan However these tables are not comprehensive There are many promising options for action not listed here The Frameworks may also be helpful in describing your action plan in a more focused concrete way For example you may have a list of past investments that are designed to address poverty Using the outcomes from the Framework you may be able to highlight those investments aimed at helping people who are homeless and differentiate them from those investments designed to prevent homelessness by addressing underlying causes You will also need Consultation with partners is crucial when developing an action plan It is the best way to m
6. systems designed to make data collection reporting and analysis less time consuming and more rigorous Rolling out a system like this is expensive and time consuming Although it is certainly a helpful tool it isn t the place to start if you are new to outcome measurement Creating a clear focused and simple set of expectations for measurement a solid well defined set of key outcomes and a few basic indicators to track should come first We don t have the training to develop good outcome measures The agencies we fund are small and undet resourced and so are we Is the measurement work we do really going to convince anybody Outcome measurement and program evaluation are highly technical fields and some people devote their entire careers to this kind of work It isn t realistic to expect that people who run a UWC or a community agency will have the time to develop this level of expertise Given this reality some people wonder whether the kind of measurement that can be pulled together by people who are not experts will be credible enough to convince outsiders However a community impact plan is not primarily a measurement exercise It is primarily a communication and partnership building process and measurement is important insofar as it informs that process Data from many sources can be useful and data that varies in quality and depth can be useful When you share more information about your key outcomes your action plan and you
7. the experience of an Essential Data Collection Pilot Project completed during the Spring 2013 in partnership with the National Corporate Partnership Task Force and a group of 22 UWCs It is important to remember A reflection and reporting plan is a shared responsibility Organizations that receive grants from UWCs have some responsibility to demonstrate the impact of their work but they Tools and Resources UWC Community Impact Module 8 Measure Outcomes 2010 UWC Community Impact Module 9 Communicate Outcomes 2010 These resources and more can be found on the UWC Members portal Podcast centre Orientation to Community Impact should not be solely responsible for designing the systems and generating the information that will enable you to develop a culture of reflecting and reporting As a UWC you should be evaluating your own work and working closely with others to design tools gather data and present findings in a way that is engaging and meaningful Reflection and reporting is about more than the accumulation of data It is also about interpreting that data together with partners drawing insight and using that insight to inform action Many organizations put too much emphasis on creating systems to gather data and not enough on drawing insight from the information they already have A good monitoring and evaluation plan e places very clear and realistic expectations on funded programs regarding what th
8. various populations was often very similar For this reason the focus area frameworks were deliberately designed around outcomes that could apply to a wide range of vulnerable populations Our conclusion was that it made more sense to treat what kind of change and for who as separate questions There ate so many compelling social problems Who are we to say that one is more important than another It is true that there is a long list of social problems in most Canadian communities It is also true that these problems are interconnected It is difficult to talk about poverty without also considering food security housing policy immigration and school success The outcomes that you choose to focus on in your plan are not simply those that are most important They are the areas where you feel UWC has the best opportunity to make a meaningful contribution to change If you think of social problems as a huge tangled knots your list of key outcomes are like the two or three areas where you have decided to begin working on the tangle We can t measure whether we have achieved such high level outcomes so why name them Complex social problems like homelessness or youth mental health change very slowly and it is almost impossible to isolate the forces that move the needle in a positive direction or a negative direction This is why it is so important to unpack your high level key outcomes into more specific measurable and controlla
9. very technical approaches to measurement that are time consuming and expensive May have deep but narrow expertise May slow down action planning because of concerns about academic rigor Different use of jargon different planning cycles and hierarchical decision making processes May have limited patience for in depth discussion of social issues and outcomes May have their own agendas 14 A good local outcome statement Aligns with the broad outcome categories in the Framework Identifies a clear change that is measurable at a community level the contribution of your UWC and illustrates distinct Makes clear who is expected to experience change for example vulnerable seniors people living in poverty rural youth all preschool children Is drawn from strong evidence Is achievable and realistic Resonates with local community members is seen as important clear achievable and necessary Tools and Resources UWC Community Impact Module 3 Setting Priorities 2010 UWC Community Impact Module 4 Engage and Mobilize the Community 2010 Community Conversation Workbook Harwood Institute for Public Innovation in collaboration with United Way Worldwide Public Participation Toolbox International Association for Public Participation 2006 These resources and more can be found on the UWC Members portal Podcast centre Orientation to Community Imbact A good list of outcomes within a communi
10. United Way Centraide Canada Focus Area Frameworks Draft Edition Presented at UWCC National Conference May 2013 Acknowledgements This document has been developed in 2013 as part of the Focus Area Action Plan to deepen our collective understanding of the work of United Way Centraides both locally and nationally and to help create a shared vision for our work The development of this work has been enabled through United Way Centraide Canada and through the commitment and dedication of a large number of individuals and local United Way Centraides We would like to acknowledge and thank the following for their guidance advice and expertise The Authors Andrew Taylor and Jaime Brown Taylor Newberry Consulting Inc The Focus Area Advisory Group Talia Bell Manager of Evaluation and Operations United Way Calgary amp Area Louise Bellingham Vice President Marketing United Way Toronto Gina Borza Director Evaluation Community Impact amp Investment United Way Lower Mainland Jennifer Chegus Associate Director Resource Development United Way Toronto Kris Cummings Director Community amp Voluntary Sector Investment United Way Cambridge amp North Dumfries Lorraine Goddard Senior Director Community Impact United Way Windsor Essex County Carole McDougall Director of Communications United Way Halifax Anita Stellinga Vice President Community Investment United Way Peel Region Susan Vardon Director Na
11. anage expectations and to identify those ideas that have broadest support If your action plan eventually includes a decision to change or discontinue funding for some initiatives a strong consultation process will help to ensure that these decisions are made in the most transparent and evidence based way A good action plan gives the reader clear concrete and exciting ways to get involved in advancing the outcomes and achieving the aspirational goal It helps stakeholders see their individual efforts as components of a coordinated plan and it clarifies UWC expectations for grant recipients The actions identified in a good action plan are actions capable of making a measurable difference in the key outcomes 19 5 Developing a Reflection and Reporting Plan We Are Holding Ourselves Accountable A community impact plan is designed to enable a UWC to make a measurable difference on specific outcomes It is important that the plan include a clear explanation of how success will be defined and how it will be measured This component of the plan is important because it ensures accountability and transparency It constitutes a commitment on the part of the UWC to monitor progress share results and adjust the strategy as needed Most plans draw on multiple lines of evidence Community level statistics from the Canadian Census or other sources are used to track positive and negative trends through time in the key outcomes Often outcome measuremen
12. ancial Security e Individuals have family sustaining meaningful employment e Individuals amp families are financially stable and have supports and assets to avoid financial Crisis Individuals and families have access to affordable goods and services needed to support independence and stability 11 2 Choosing Key Outcomes The Change We Can Make Together Aspirational goals are by nature very broad It is important for UWC to be clear about the specific unique and important contribution it makes to the achievement of the aspirational goal This helps to show that UWC investments partnerships and actions are different from and complementary to those of other funders In a community impact plan these outcome statements are centrally important in making investment decisions focusing and analyzing reports from funded agencies and building compelling community impact messages for donors and other partners Many UWCs develop a small number of general high level plain language outcomes as well as a larger number of more specific concrete and precisely worded outcomes This helps to show how different kinds of UWC investments and actions form a coherent strategy and it also ensures that your UWC can communicate consistently to various audiences in appropriate levels of depth Using the Framework Each Focus Area Framework identifies three high level outcome categories designed to be used in a consistent way across Canada Each Framework
13. ations Where possible the case for action also reviews the investments of other funders the gaps in those investments and the areas where innovation is needed However many UWCs do not have the resources to undertake an intensive process like this on a regular basis In these cases the process of pulling together a case for action may focus on informal consultations with key local partners and or drawing on existing local research 16 Using the Framework The Frameworks make a case for action on each high level outcome drawing on well known national research The Frameworks also include sample statistics that may be helpful in building a compelling case for action Although the statistics listed on the Framework are national many of them have been broken down on the Statistics Canada website into small geographic areas like regions or towns You will also need It is important that a local community impact plan draws on local information in order to make a case for action This can be very simple For example it may involve quoting from local research reports produced by a municipal government or a health unit or holding a small meeting with key partners to identify local issues Success A good case for action persuades the reader that action is necessary and that UWC is the right organization to act It resonates with a variety of audiences including donors partners and local organizations A good case for action is not an attem
14. ble sub outcomes By measuring progress on those you are able to make the case that you are contributing to change in the larger more important issue Developing a Case for Action Pm not a researcher or an expert on best practices and statistics How do I make a compelling case You might not be an academic expert but you are likely an expert on your own community and on the issues that are of concern to local people The Focus Area Frameworks can serve as the basis for engaging your community and looking to local sources of research Do donors really care about all this stuff Some do and some don t Increasingly large corporate donors are asking for evidence of impact New styles of fundraising that target younger donors and use social media rely heavily on evidence as 24 well This doesn t mean that people are no longer interested in personal stories from program participants or from front line staff Developing an Action Plan What s the point in having an action plan when our fundraising totals aren t going up year over year An action plan should be strategic and viable within the local environment If you expect campaign totals to remain fairly flat you may choose an action plan that focuses on improving the quality and impact of existing programs or reallocating resources from one issue to another Having a clear action plan that includes new ideas may also be a way to appeal to new donors What i
15. cal issue in a way that does align For example if your local stakeholders tell you should be focusing on gang violence you may decide that the best way to come at this problem is through a focus on community engagement for youth It is also possible that some of your local outcomes may fall outside those listed in the Frameworks If this is what has been identified by your local community priority process then that is okay 23 What about outcomes that focus on systemic issues like racism or sexism The outcomes in the Focus Area Frameworks focus for the most part on changes in the lives of individual people This may seem odd given that UWC s four strategies emphasize the need to focus on underlying causes and attack systemic issues The rationale for this choice was that person level outcomes are good rallying points that can be linked to many different kinds of intervention including systems change work Typically the end goal of an intervention designed to change public policy or alter the attitudes of the general public is to make life better for people who are vulnerable What about outcomes for seniors people with disabilities aboriginal people or recent immigrants for example In our review of local planning documents from around the country we found that many UWCs had developed outcomes focused on specific vulnerable populations This approach tended to lead to a long list of outcomes even though the actual change desired for
16. e resources and more can be found on the UWC Members Portal Podcast Centre Orientation to Community Impact Priority issues focus and provide direction for all elements of our work Priority setting is the basis upon which a community can e define a shared vision and outcomes e identify the effort and activities required to achieve change e Mobilize people and resources e Make investment decisions and e Measure and communicate results The UWC Standards of Excellence outline six critical standards of practice for UWCs seeking to engage and mobilize the community They are e Know Your Community on going processes that develop an in depth understanding of the community its population assets and characteristics and the dynamics that affect its development e Engage with the Community identify understand and inspire diverse individuals groups and sectors to better understand and become involved in community issues UWC brings together people whose paths do not usually cross and give voices to those who often go unheard e Build a Shared Community Vision and Action Plan UWC works with the community to establish a shared vision and a plan to achieve that vision UWC involves its partners in developing the vision identifying priority issues developing and implementing impact strategies and developing and mobilizing resoutces e Build and Sustain Effective Relationships to create community change UWC deliberate
17. erstand the complexity of the work and the tools that are available through UWCC to help you in this journey we have endeavored to National Corporate Task Force amp make the connections throughout this Focus Area Project User Guide to the preceding work 2013 including our Standards of Excellence and New Brand Frame amp the Orientation to Community Impact Community Impact modules both of which can be found on oe the UWCC Members Portal We also 201 Standards of encourage you to look to the Brand Frame Excellence document as well as the Change Starts 2006 Here Strategic Directions for the United Renewed Way Movement document to see a more mission complete picture This will provide you S2003 much of the information and tools you need to be able to begin or to continue MILESTONES TOWARDS CREATING COLLECTIVE VALUE this work in your community Overview As UWCs our mission is to improve lives and build community by engaging individuals and mobilizing collective action UWCs adopt a community building approach to improve community conditions and to create opportunities for a better life for everyone in our communities Collectively our efforts are grounded in a set of guiding principles that ensure that we e Build on community strengths and assets e Ensure that the community leads and drives solutions e Support partnerships and collaborations because no one individual or organization can do this alone e Al
18. ey are expected to measure and report 21 e draws on evidence from multiple sources to gauge progress e draws on stories and examples as well as numbers e makes good use of data already collected before asking partners for new data and e Includes a clear process for analyzing and sharing information and mechanisms to ensure that stakeholders have the opportunity to discuss what has been learned and how these insights should inform the ongoing development of the plan United Way of Cambridge and North Dumfries recently considered this issue in regard to their Poverty to Possibility impact plan They viewed the following community level statistics as indicators of the current community condition and then sighted the program outcome statistics as examples of outcomes available from across individual programs Community indicators that establish current community condition 13 of local residents live in poverty Single parent and newcomer families are at higher risk 14 500 local residents find it hard to keep food on the table More than 2 500 residents with full time employment live below the poverty line Program outcome measures 50 of program participants manage everyday challenges better 100 of participants meet their basic food needs 72 of families feel that their housing situation is more stable 90 of students have a transition plan towards education or more meaningful employment The next step for th
19. f our action plan suggests that we should stop funding certain programs How do we handle that Discontinuing funding is always a very difficult decision and it should be made with great care If your UWC decides that this step is necessary the process needs to be managed very carefully and guidance about this process is outside the scope of this guide to use An impact plan should make the rationale for the decision as transparent and evidence based as possible The consultations that often inform the creation of a plan can provide a forum for frank and open discussion about UWC priorities so that organizations that don t align as strongly have time to consider their options What if partners or the public f i i af react negatively to our action g 2 f 4 plan What if they see us as NE S gt biased or choosing winners and losers How do we manage expectations What if we identify a new action strategy and people assume that means we will be investing all kinds of new money An impact model is intended to make a compelling case for your action plan based on input from community members as well as consideration of local research and national trends If community members react negatively it may be necessary to review your analysis Sometimes negative reactions have more to do with assumptions about how UWC intends to implement an action plan If you can be as transparent as possible about how funding applications will
20. g across the country through their corporate and employee contributions Some of our partners are also seeking to align their support for UWC to their corporate social responsibility and employee engagement programs The need for more consistent data and information about the work of UWCs across the country is a strategic imperative if UWCs are to maintain and grow these relationships and engage Canadian and other partners more broadly in our mission Building on these Focus Area Frameworks UWCC in partnership with UWCs will be developing a plan for more consistent collection and communication of consistent national data on the scope and impact of our work Over time this work is expected to include e Essential Data Annual scope of investment aligned to the three brand focus areas and common intervention strategies 20 Annual scope of support provided beneficiaries agencies programs individuals serviced aligned to the three brand focus areas and common intervention strategies e Common Indicators A limited number of common community indicators that align with our focus area goals that UWCs will monitor and track across Canada e Performance Stories Standard stories of change that articulate the scope of investment partnerships and strategies designed to drive positive outcomes in communities across Canada The first step in this process is expected to focus on collecting Essential Data building on
21. h or at risk of poverty abuse or stigmatization related to race country of origin culture disability or Te j sexual orientation Our community impact mission is to lt improve lives and build community by s Pam engaging individuals and mobilizing iS AA O g collective action Community impact is N about achieving meaningful long term ee XN improvements to quality of life in Canadian communities by addressing not just the symptoms of problems but also getting at the root causes UWC inspires people to come together to make a lasting difference in our communities oi UWCs achieve sustainable positive community change by engaging inspiring and mobilizing the community s capacity to give volunteer and act UWCs use an asset based approach to community development building on existing streneths and resources in the community to foster sustainable positive change UWCs are able to use their position as funders convenots collaborators researchers and partners to help communities establish priorities for change at the local level This local strength is leveraged by the ability to work with other UWCs locally regionally and nationally to understand and to seek solutions to these challenges All UWCs individually and collectively are working together for real change to happen We do this by e Engaging and mobilizing community dollars influence time knowledge e Strengthening the net
22. hat the outcomes in your community impact plan are not a comprehensive list of all of the changes that are needed in your community They are a list of areas in which you have committed your UWC to making a meaningful and measurable contribution to community change It is also important to remember that the outcomes in a community impact plan are collective or community level outcomes They are changes that require different kinds of effort by different eroups and so they are outcomes that no single organization or community service program can achieve alone It is important that the outcomes you use to build your community impact plan resonate with local donors and partners The outcomes in a local community impact model should be compelling They should speak to a change that is clearly needed in your community and seen to be important by donors partners and community members In the Poverty to Possibility Framework one of the outcomes in the Employment and Financial Security category is individuals have meaningful employment This outcome might be more compelling in a community where unemployment rates are high but people are optimistic about future economic erowth It may be less compelling in a community with low levels of unemployment or a community with persistent chronic unemployment It may take on a different kind of resonance in a community where many of those who struggle to find work are newcomers As you select your
23. ign our work at UWC to support the community impact goal e Measure and report on progress e Employ strategies that help to change the underlying causes of social issues United Ways Centraides make an important contribution to community by e Setting priorities goals and plans with the community e Partnering with community agencies and a broad range of sector e Aligning and mobilizing our organization s resources to achieve our goal and e Measuring and communicating about changes in communities UWCs engage the community upfront in setting priorities shared goals and the steps needed to Tools and Resources achieve them We work with our local communities to develop plans and define the role each Standards of Excellence Self Assessment Guide 2007 Aspiring to Excellence Standards of Excellence 2007 community partner plays UWC Community Impact Modules 1 9 2010 Throughout this process together UWC Brand Framework 2011 we work to identify the changes P to Possibility F Area F k 2013 we expect to see and that we will Oy o a a neg meen arene aesae he outcomes Sud Strong Communities Focus Areas Framework 2013 indicators of our collective All that Kids can be Focus Area Framework 2013 success t is also necessary that we Change Starts Here with Us Strategic Directions for communicate the difference we re the UWC Movement 2013 making in communities using outcomes and indicators as concrete evidence Thes
24. is UWC is measurement of common shared outcomes across mote than one program Yeah But See the Appendix for answers to these Frequently Asked Questions Don t we need an expensive database to do this kind of analysis We don t have the training to develop good outcome measures The agencies we fund are small and under resourced and so are we Is the measurement work we do really going to convince anybody Won t this lead to a dense complicated report that no one will read or understand 22 Frequently Asked Questions Choosing Key Outcomes How many outcomes should we pick Traditionally UWCs have funded many different kinds of programs and addressed a variety of social issues UWC has contributed to a large number of different kinds of outcomes When developing a list of key outcomes for a community impact plan a UWC inevitably faces the challenging question of how focused to become A model focused around one or two very important and very specific outcomes is likely to generate meaningful change in those outcomes that can be easily measured However it may also alienate some donors and partners who don t share an interest in those outcomes On the other hand an impact plan that includes a long list of outcomes may have something for everyone but it is unlikely to generate a meaningful measurable change anywhere Finding the right balance isn t easy Within an impact strategy focused on one of the three aspirationa
25. l goals most UWCs follow the general format of the Focus Area Frameworks in picking about 3 broad outcome categories and about 9 more specific outcomes How do we know which outcomes or action ideas are the most appropriate or most evidence based Who gets to decide In an ideal world outcomes and actions would be selected through an intensive process of community consultation led by a skilled facilitator who could work through the inevitable conflicts and complexities However UWCs don t always have the time or the money for an intensive process like this It can be difficult to design a cost effective process that will lead to a credible plan Some smaller UWCs have handled this challenge by focusing on one of the three focus areas at a time over a period of several years Others have chosen to develop plans focused on clarifying the outcomes of existing investments and improving their capacity to demonstrate impact Whatever the approach it is important to make sure that the outcomes you choose are vetted through some process of consultation with partners and community members What if an important local outcome does not fit with the national list Your local research and consultation may lead you to conclude that it is important for your local UWC to take action on an issue that does not appear in any of the three Focus Areas If this happens there are several things you might do It may be possible to reframe your lo
26. lth issue for children Preventative services are lacking on our city We focus on counseling mentorship and leadership development We track the number of kids who have increased numbers of developmental assets and the number of kids who have connected with adult mentors 10 1 Setting Your Aspirational Goal The Community We Want An aspirational goal is a simple positive plain language statement the expresses a hope for your community It is the most concise and easily understood way of communicating the intended impact of your UWC Each of the three Focus Area Frameworks is built around a single aspirational goal aligned with common outcomes used by UWCs The aspirational goal and aligned outcomes from the Poverty to Possibility Focus Area Framework serves as an illustration Aspiration Goal From Poverty to Possibility Meeting basic human needs and move people out of poverty Aligned Outcomes Housing Stability e Individuals and families have access to emergency shelter e Individuals and families access safe affordable housing e Individuals and families have the EMPLOYMENT amp FINANCIAL SECURITY HOUSING resources and supports to maintain safe Se ay and stable housing Food Security e Individuals and families ACCESS affordable nutritious and appropriate food FOOD SECUTIRY e Individuals and families experience decreased stress and life disruptions due to food insecurity Employment amp Fin
27. ly seeks out new voices and partners UWC works to build effective relationships that are broad and diverse and focused on the priority issues e Build Collaborations UWC is recognized for its skill in building collaborations e Develop and Sustain Donor Relationships Create opportunity for donors to align their interest and capacity to invest in community impact strategies Having impact in our communities is about being able to understand our communities and its desires and hopes and then making strategic choices to help us act In order to help you incorporate these six practices in your work and to put strategic priorities into actions this User Guide is designed as a reference guide to assist you as you create a community impact planning document that includes five key components An Aspirational Goal An Outcome A Case for Action An Action Plan A Reflection amp Reporting Plan This Guide to Use provides suggestions about how to create each component and explains how the Focus Area Frameworks can be useful along the way It offers local examples and answers to frequently asked questions Many local UWCs create a companion document that explains how the community impact plan will inform community investment and collaborations with partners It itemizes grant review procedures timelines and reporting requirements Marketing and resource development teams often create an operational strategy that explai
28. ns how the community impact plans will be translated in messaging and inform communication with donors Understanding the Components Component of a community impact plan SS UI An aspirational goal is a simple positive plain language statement the expresses a hope for your community Itis the most concise and easily understood way of communicating the intended impact of your UWC An outcome is a specific type of change that you intend to achieve through your community impact work Most impact models include a few high level collective or community outcomes as well as a number of more specific and concrete program outcomes A case for action clearly explains the need for action around each outcome pulling together information from research literature community consultations local planning reports and program evaluation reports An action plan explains the actions your UWC is taking to make a measureable difference in the identified outcomes Includes engaging amp mobilizing strengthening influencing and understanding A reflection and reporting plan explains how your UWC will know it has made a difference and how it will continue to learn and innovate Example All That Kids Can Be Emotional amp Physical Wellbeing e Children and youth believe in themselves Children and youth can better handle hife s challenges Experts see mental illness as a key emerging public hea
29. oping a Case for Action Why We Need to Act sssscssscssssnsarssasvissesiennsinseantosseusodenoteinasensonecanemnsieee 16 4 Developing an Action Plan We re Committed to Act and We ve Got a Plan that Can Work 18 Jes gers Olesya cole a ules O speruee eer eee E A eee er en reer ce re eer 23 IS OES sassisk n ESEA Ea as E EAE A i E EES aa 23 Devclopinr A Case FOr ACHON acrin n a E rece error E eer ren EE E A 24 Doclopie An Acton Plien A E crt E OEE 25 Developing A Reflection And Reporting Plan sseseseseseseseseseseseseseseseststststststntststntntntststntstntntnesesesenenes 26 About United Way Centraide Having evolved from our roots as a fundraising organization United Way Centraide UWC is a critical community convener that mobilizes local and national partners including business labour community leaders government and community residents to create opportunities for a better life for everyone in our communities Not all community members have an equal opportunity to create a vibrant life Many struggle to achieve a sustainable livelihood because they have vulnerabilities that place them at risk and face barriers in accessing opportunities and support Recognizing this UWCs choose to focus their efforts on individuals and groups in our communities that are vulnerable to a variety of social and systemic barriers Priority populations in a community vary according to local circumstances but often include people dealing wit
30. pt to persuade the community about the value of the work UWC and its partners are already doing It is a demonstration that the UWC is responding to a call from the community Real World Example United Way of Calgary and Area recently summarized its case for action in their Case for Action ALL IN For Youth September 2012 this way Together we must increase the number of young people completing school and successfully transitioning into our workforce Alberta has one of the lowest school completion rates in Canada and at the same time the highest demand for skilled workers in an expanding economy Our current high school dropout rate is unacceptable and by no means inevitable We have one of the best education systems in the world We believe education is key to maximizing the potential of our city and its people Calgary students are amongst the highest performing in the world in international testing and consistently outperform the province in provincial testing and yet every year 3000 of them do not complete high school Yeah But See the Appendix for answers to these Frequently Asked Questions e I m not a researcher or an expert on best practices and statistics How do I make a compelling case e Do donors really care about all this stuff 17 4 Developing an Action Plan We re Committed to Act and We ve Got a Plan that Can Work This section of an impact plan explains the actions UWC is taking to make a measu
31. r measured results with community your goal is not to present research that would be accepted for publication in an academic journal Your goal is to let people know that you are working to hold yourself accountable by being transparent about the rationale for your actions and also about what happened as a result of your actions Won t this lead to a dense complicated report that no one will read or understand Outcomes measurement information can easily become dense and complex especially when you are trying to pull together information from many different types of programs and organizations This is one of the reasons why it is so important to devote time to discussion and reflection about what has been measured and what it means before building messages for the broader community 26 Focus Area Frameworks and User Guide United Way Centraide Canada May 2013
32. reable difference in the identified outcomes These actions should clearly differentiate UWC s role from the roles of others The impact strategy highlights the full spectrum of UWC strategies e Engaging and mobilizing community dollars influence time knowledge e Strengthening the network of services and capacity of non profits and community e Influencing public attitudes systems and policy e Understanding and addressing underlying causes The Action Plan section focuses on what your UWC intends to do and is therefore future focused However this does not mean that all action plans call for bold sweeping change in UWC investments Some action plans focus on consolidating and strengthening good work that is already under way Some aim for incremental change over time Some focus on raising awareness about a misunderstood issue without necessarily committing to attack that issue Many action plans use a mix of these approaches calling for bold new action in one or two areas while staying the course in others Most action plans review the work that your UWC is already doing They incorporate a summary of existing UWC investments and partnerships that align with the identified outcomes The action plan also identifies areas where further action is needed and UWC intends to respond They may highlight areas where UWC is well positioned to take on a leadership role in a completely new initiative such as a neighbourhood
33. t reports from funded programs and other UWC initiatives are used to show the specific contribution of UWC actions and investments Stories case studies and examples are used to explain the meaning and personal significance of the achievements Using the Framework The Focus Area Frameworks do not offer much direct guidance around the development of monitoring and evaluation plans because they are the first of a number of products that are planned as part of the larger focus area project UWCC is in the process of exploring the idea of consistent national reporting systems improve communication on UWC community investments That said the Frameworks do offer guidance about how to articulate outcomes clearly and how to draw clear connections between your action plan and your key outcomes Together these elements are often called a theory of change and a theory of change is an important first step in developing a focused and useful plan for reflection and reporting There is growing recognition within UWCs that we need to improve our ability to reflect the scope of our work both locally and across the country We need to improve our ability to both demonstrate and communicate our impact Our relationships with national and regional corporate partners serve as a practical illustration of this point As documented by the National Corporation Partnership Task Force our corporate partners are seeking to better understand the difference UWCs are makin
34. tcomes o Helbing Kids Belong Building Social and Emotional Skills In York Region Ontario the local United Way identified a total of 7 outcomes across all three focus areas In an effort to keep the total number manageable they merged similar outcomes from the All that Kids Can Be and Strong Communities focus areas Their list of key outcomes included three that align with the list in the All that Kids Can Be Framework Children and youth do well in school and other learning environments Adults and youth get involved Individuals and families can better handle life s challenge Yeah But See the Appendix for answers to these Frequently Asked Questions How many outcomes should we pick How do we know which outcomes are the most appropriate or most evidence based Who gets to decide What if an important local outcome does not fit with the national list What about outcomes forseniors people with disabilities aboriginal people or recent immigrants for example There are so many compelling social problems Who are we to say that one ts more important than another We can t measure whether we have achieved such high level outcomes so why name them 3 Developing a Case for Action Why We Need to Act The case for action clearly explains the need for action around each outcome Ideally the case pulls together information from the research literature community consultations local planning reports and program evalu
35. through this work is that collectively we start categorizing and communicating our work in similar ways This will allow us to talk about the collective work we are doing as a community of UWCs to address the underlying causes of issues across the country As we develop this shared vision and understanding we can begin to make progress on mote consistent data collection shared learning and capacity building and more aligned communication This does not mean that we will be collectively measuring everything that we do or that we can only be involved in the pieces that are being measured but that we can start talking consistently and confidently about a variety of aspects of our work Connecting the Dots 2003 2013 Our UWC Standards of Excellence call on UWCs to develop a shared community vision and action plans A shared vision serves as the foundation for collective action and greater alignment of effort and resources This direction applies equally to our work as a national community of UWCs The development of the Focus Area Frameworks builds on our collective work as a Movement to better understand and achieve our mission through the Standards of Excellence our community impact strategies and Brand Framework The Frameworks build on this previous work and in a more granular way start to explain the common outcomes the philosophy and the approach that many UWCs are taking to achieve their community impact plans In order to fully und
36. tional Initiatives United Way Toronto Dan Clement Senior Vice President United Way Centraide Canada JoAnne Roy Foster Vice President Marketing amp Communications United Way Centraide Canada Louise Powell McCarthy National Director Knowledge Exchange United Way Centraide Canada Kayt Render Coordinator Learning Programs amp Networks United Way Centraide Canada Beyond the work of the authors and the advisory group we would also like to acknowledge the connections to and support from the following groups as being fundamental to the development of these documents The Community Impact Leaders Network The National Corporate Partnership Task Force For more information on the Focus Area Frameworks and User Guide and to provide feedback on these documents please contact Louise Powell McCarthy National Director Knowledge Exchange UWCC Email lpowellmccarthy unitedway ca Toll Free 1 800 267 8221 x 2253 United Way Centraide Canada May 2013 Table of Contents Lie r ruposc oi he Orc cial G01 0 comer reer nr eter Mere terre re ere ee cr meet errs Crrre eect ee eer eee 5 Gonnecinethe Dors 20020 l esaera EE EEE ESE E S E TE 7 Eaa E ONTE NEIN E AA NOEN E N E AAA AN IE AA EE NAA AT l 1 Setting Your Aspirational Goal The Community We Want essessseseseseseesesesereserererrrerrrerererenerererereness 11 2 Choosing Key Outcomes The Change We Can Make Togethef sseseseseresererisesesesrsrsrsrsesrsrsrsrsrsess 12 3 Devel
37. to advance community impact collaboratively as a Movement and with external partners As part of this plan United Way Centraide Canada UWCC will also be creating processes and tools to advance the following outcomes e The Movement will have an agreed upon data collection process in place for the focus areas e The Movement will have common communication tools to support consistent national and local communication with the public and donors for each focus area and e The Movement will have strengthened its expertise and knowledge in each focus area through effective knowledge exchange practices and tools What Expectations do the Frameworks Place on Local UWCs While the Frameworks do not impose or prescribe the actions and strategies of Local UWCs if we are to collectively advance our work across the country and address the needs of our stakeholders including our community members donors partners and volunteers we do need to bring some consistency to the way we talk about the work we do and the impact we have in our communities The Brand Frame and the focus area frameworks are built on an understanding of the work UWCs across this country are involved in They address the commonalities in our work While it is true that not all UWCs are advancing all of this work it can be said that all UWCs are currently involved in at least some of what is articulated through the Focus Area Frameworks The expectation that is being placed on UWCs
38. ty impact plan is short enough to make measurement and reporting on each outcome manageable is short enough to make communication focused and manageable identifies changes that UWC is well positioned to make in a selective way and is not a laundry list of all of the changes needed in the community makes it clear that UWC is tackling the aspirational goal in different and complementary ways includes both high level outcome statements and more specific concrete statements that make measurement easier and inform different kinds of action is a good fit with your UWC s strengths and capabilities is designed to evolve over time Here are the outcomes identified in the All that Kids Can Be Focus Area Framework Engagement in Learning Connectedness amp Emotional amp Physical Community Involvement Wellbeing hil h hil h Ciildrenandvon har e Children and yout care e C i dren and yout about and get along with believe in themselves ready to learn ae hil h mak Children and youth do wD ssi alee e Children and youth get healthy choices well in school involved Eee e Children and youth can h make a health ae sane oy e Children and youth take better handle life s transition into adulthood ee responsibility and lead challenge 15 In Cambridge Ontario the local United Way chose to build its community impact plan for this focus area around two key outcomes each of which was unpacked into a number of more specific ou
39. work of services and capacity of non profits and community e Influencing public attitudes systems and policy e Understanding and addressing underlying causes By combining community engagement with priority setting and collective action we are achieving lasting measurable change together The Purpose of the User Guide The Focus Area Frameworks serve to deepen our common understanding and support the development of a shared vision for our Brand Focus Areas Each Focus Area Framework articulates a vision statement and the aspirational goals we seek to advance as a UWC Movement both locally and collectively This Focus Area User Guide is intended to help you use the three frameworks as you and your community find ways to move people from Poverty to Possibility to ensure the children and youth grow up to be All That Kids Can Be and to ensure you help build Strong Communities The Frameworks serve to bring clarity and understanding to the often complex social issues that underpin our focus areas and illustrate the type of strategies and contributions UWCs along with our partners seek to make to advance our aspirational goals This guide is intended to highlight the ways in which the Focus Areas Frameworks can be useful to you at a local level as you work to advance the UWC mission The Focus Area Frameworks are not intended to impose or prescribe the action and strategies of local UWCs Local action must reflect the specific priorities
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