UEDA Annual Summit 2016: The Power of Community Partnerships in Funding Workforce Development Initiatives

1. THE POWER OF COMMUNITY
PARTNERSHIPS IN FUNDING WORKFORCE
DEVELOPMENT INITIATIVES
Andy Coe, Principal

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3. TRENDS WE SEE
• Most clients represent a public/private partnership
• Goal range is $1 million up to $15 million
• $2-5 million is the “sweet spot”
• Pledges typically cover a five-year period
• Private sector provides the majority of funding
• Campaigns last anywhere from 8 months to 1 year
• Financial support from banks & utility companies is down
• Healthcare/hospital funding support is up
• Nearly all of our ED campaigns include education partners
and require fundraising for workforce initiatives

4. 6 REASONS TO FOCUS ON
WORKFORCE INITIATIVES
1. Hiring demand is increasing rapidly for “knowledge
technologists” – employees with a wide range of
education, training, and skills.
2. By 2018, about 70% of all jobs will require post high
school education.

5. 3. Low-skilled job seekers are being turned away and
increasingly becoming the long-term unemployed.
4. The danger exists that Americans may not know
enough about science, technology, or mathematics
to contribute significantly to (or fully benefit from) the
knowledge-based economy.
5. Jobs that will dominate the U.S. economy require at
least a high school education, and recently many jobs
require some level of post-secondary education or
specialized training/certification.

6. 6. The corporate community, in general, is concerned
about the future availability of qualified workers.
Areas of education and training include:
- Soft skills
- Interpersonal communications (customer service)
- Work ethics
- Overall job readiness

7. EFFECTIVE WORKFORCE INITIATIVES
REQUIRE FORMING PARTNERSHIPS

8. WHEN FORMING A PARTNERSHIP
• What can each potential partner bring to the table?
• Who might be willing to join your collaboration?
• Will the community support the partnership?
• Are partners willing to share resources & capacities?
• Do interests of partners fit broader collaboration?
• Should you form a loose or formal partnership?
• How inclusive (or exclusive) does it need to be?

9. 1. Ensure a broad-based, inclusive partnership
2. Don’t wait for all partners to get on board prior to
moving your plans forward
3. Secure commitments from partners to collaborate –
don’t leave it to chance (written & financial)
4. Seek input to create a shared mission/vision
5. Include partners in decision-making

10. 6. Use committees to focus on areas of specialty
7. Develop shared/measurable goals and
communicate progress regularly
8. Listen and be responsive to all stakeholders
9. Make yourself available to participate on partner
committees and boards
10. Don’t hesitate to think big and make bold decisions
in order to make progress

11. $6M PUBLIC/PRIVATE REGIONAL ED PARTNERSHIP INVESTORS
INCLUDE: VIRGINIA TECH, RADFORD, HOLLINS UNIVERSITY
AND VIRGINIA WESTERN COMMUNITY COLLEGE

12. MAXIMIZE PARTNERSHIP FUNDRAISING

13. A QUESTION YOU MUST ANSWER
“Why should I give your
organization money?”
Imperative that your effort
does not look like . . .

15. WHY?!?
Donations
Gifts
Contributions
It’s all about
ROI &
“What’s in it for Me?”

16. USE AN INNOVATIVE ROI APPROACH
Standard job creation impacts are not enough…
We produce an ROI analysis to showcase and
and encompass intangible, valuable impacts:
ü Value lost if actions are not taken
ü Strategic advantages achieved
ü Societal benefits enhanced & costs avoided
ü Positions project as a community/stakeholder asset
ü Quality of life impacts
ü Focus on Investable Outcomes

17. WHAT’S AN INVESTABLE OUTCOME?
An outcome that:
• Has a reasonable chance of succeeding
• Has an acceptable "return"
• Can be translated into a value
You will raise more money if results are
expected and outcomes are defined

18. EACH INITIATIVE SHOULD INCLUDE
1. Area of value
2. Action steps
3. Outcome delivered
4. Reasonable benchmarks

19. Emotional Bottom Line
Outputs Outcomes
Warm/Fuzzy
Appeals
Only
Anecdotal
Examples Descriptive
Statistics
Stakeholder
Surveys
Organizational
Impact
Economic
Impact Specific
Customized ROI

20. OLD WAY
Apply for
grant W/
outcomes
determined
by
application
Deliver the
program
Operations
produces
required
report
Pray for
funding to be
renewed

21. NEW PROCESS
Funder
invests $$
in
Outcome
Agency
establishes
program
Service
Impact is
measured
and
marketed
Larger
investment
is made

22. THE ROI DIFFERENCE

23. TAKEAWAYS
1. Use collaborate partnerships to increase
your workforce funding
2. Provide value to prospective investors
3. Make the value easy to see
4. Get investment from those that benefit
5. Each investor has different motivation
Providing your stakeholders with
investable outcomes = greater funding

24. “If your
organization
doesn’t
demonstrate its
value to potential
funders, they’ll
fund an
organization that
does.”

25. ANDY COE, PRINCIPAL
ACOE@CONVERGENTNONPROFIT.COM
LINKEDIN: IN/ANDYMCOE
TWITTER: @ANDYMCOE
WWW.CONVERGENTNONPROFIT.COM