Agenda for ChangeCreating Stable FamiliesBasic Needs Strategies and Guidelines

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Agenda and Purpose

Purpose: Provide a high level overview of future partnership guidelines and expectations, criteria and timeline

Agenda

• Overview

• Overview of Basic Needs criteria

• Strategy by strategy

• Questions

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To create social change, we must continue to take bold steps toward a fundamental transformation

From . . . . . . to . . . to

• Funder of many diverse agencies based on long, historical relationships

• Taking the lead on initiatives where we can add value and selecting the best partners to achieve our prioritized outcomes

• Neutrally supporting community work

• Having a point of view on how

to achieve community impact

• Organization aligned around raising and distributing funds

• Organization aligned to work against strategic goals with the processes, tools and capabilities to measure impact of everything we do

•Engagement becoming the foundation for everything we do•Building on lessons learned to invest capital in powerful partners aligned against the scorecard

•Focusing on public policy and engagement strategies to solve complex social issues

•Organization aligned to work against the scorecard with the talent, expertise and capabilities to demonstrate impact of everything we do

Investment Strategies Safety Net Findings

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• People are stuck in the safety net and they can’t get out

• Systems to access crisis support are cumbersome• Difficult to navigate the system• Current version of the safety net, despite

consuming almost $34 billion in resources, is simply not getting the job done

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Access to services when needed

Increased efficiencies

Focus on recovery

Elements of Success

Vision

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• A thriving and vibrant Southeastern Michigan where all families are financially stable, economically empowered and self-sufficient

Goal

Guiding Principles

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• Resources on ensuring individuals have access to support during times of crisis and resources to empower them to achieve self-sufficiency.

• Emphasis on movement from crisis to self-sufficiency

• Focus on results• Lasting impact on systems and communities

Focus

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Create an investment process that is: Providing client centered approaches to service

provision. Removing barriers to access and navigation of

services. Integrating services to solve for the crisis and put

individuals on a path towards self-sufficiency. Fueled by the creation of networks to meet a variety of

needs in the community. Outcome driven, with specific metrics tied to the self-

sufficiency matrix. 

Outcomes

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United Way will use the following as indicators that our investments have been successful: Household income is sufficient and well managed. Family has safe, adequate and affordable housing. The household can choose to purchase the food their

family needs. The household has a way to provide for all basic needs

of healthy daily living. Family has the mindset that you can make the future

better than the past.

Metrics

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Reduce hunger by 50%, Increase the number of individuals and families

served that have moved along the continuum from crisis to self-sufficiency.

Increase the number of individuals and families accessing benefits (public and private) and services.

Goals of Investments

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•Invest in direct services and long term solutions•Continue to have breadth in programming•Focus on crisis being resolved and movement to self-sufficiency•Integrated service delivery approach•Leverage existing networks and funding

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Neighborhood Networks

Regional Alliances

Bridging the Gap

Food Best Practice

Investment Strategies

Strategy 1: Neighborhood Networks

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• Pilot phase

• Initially anchored around Target High Schools, Early Learning Communities or Centers for Working Families

• Target population is whole neighborhood, not simply students at the high school, or families working with the ELC or CWF

• Other geographies will be considered

• Create a comprehensive system of care for struggling families

• Coordination of services is a good start, but strong Network will go beyond this

• More than agencies that just provide services and share information

Strategy 1: Neighborhood Networks

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• Structure of the Network

• Lead Agency

• Neighborhood Network Plan

• Operating Structure

• Network Functions

Strategy 1: Neighborhood Networks

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• Network Criteria:

• Capacity

• Innovation and Best Practices

• Efficiencies

• Deliverables and Outcomes

• Metrics and Indicators

• Self-Sufficiency Matrix

Strategy 2: Regional Alliances

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• Collaborations that seek to improve social systems on a regional level, including public policy advocacy

• May include collaborations currently receiving support from UWSEM as well as existing or new alliances not currently being supported.

Strategy 2:Regional Alliances

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• Structure of the Alliance

• Lead Agency

• Regional Alliance Plan

• Operating Structure

• Alliance Functions

Strategy 2: Regional Alliances

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• Alliance Criteria:

• Capacity

• Innovation and Best Practices

• Efficiencies

• Deliverables and Outcomes

• Metrics and Indicators

Strategy 2:Regional Alliances

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• Investment Range and Funding

• One application submitted by the Alliance

• Multi-year cycle

• Size of investment may vary due to the number or activities proposed

Strategy 3:Bridging the Gap

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Baseline Criteria• Integrated service delivery model that is client-centered and

provides support to individuals and families• Utilizes best practice/promising practices to get people out

of the safety net• Can link with other community resources to move

individuals and families toward self-sufficiency • Strong skills in tracking client progress and forming ties in

community.

Strategy 3:Bridging the Gap

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Baseline Criteria

• Innovation and Best Practice

• Efficiencies

• Deliverables and Outcomes

Metrics

• Self-Sufficiency Index

Strategy 3:Bridging the Gap

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• Investment Range and Funding

• 2 year funding cycle

• Funding – up to $300K ( size may vary due to activities)

• Must meet other eligibility requirements

Strategy 4: Food Initiative

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Program options:• Improve Access to Emergency Food Resources

and Benefits• Support for Child Nutrition programs• Supersites

Strategy 4: Food Initiative

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• Improve Access to Emergency Food Resources and Benefits is the only “Open” program option• Focused on expansion of emergency food

distribution and improved access to food related benefits

• Specific interest in Client Choice Pantries and Mobile Pantries

• Must serve individuals and families in the Food Initiative’s target geography

The Self-Sufficiency Index

• UWSEM will begin to utilize a version of the Self-Sufficiency index to evaluate the impact of investments on individuals and families.

• 15 domains (such as housing, employment, child care, food) are used to measure an individual’s level of self-sufficiency. Each domain is measured with a five point scale.

• A score of 1 means the client is in “Crisis”

• A score of 2 means the client is “Stabilized”

• A score of 3 means the client is “Sufficient”

• A score of 4 means the client is “Self-Sufficient”

• A score of 5 mean the client is “Sustainably Self-Sufficient”

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