Our group looked at the Business Model. We wanted to start with some assumptions. We want to be able to make the center be a place-based center with some linkages to local partners. We need to do a quality assessment to determine our partners. The partners could provide people access to information and resources, add the technology component, or build on to existing centers. Services should be comprehensive on and off site.

Should we have affiliates? The community we are in and the resources that are available will determine are affiliates.

We also addressed transportation issues, infrastructure, and talent and leadership of the center?

We looked at the revenue of the centers. The centers have to focus on multiple funding streams. Some new ideas are that we could sublet spaces or have sponsorship fees. We have to think about how to generate revenue.

There are a few more questions that need to be addressed. What is the process to launch this? What is the implementation plan? In planning, we need to refine the concept, identify a local partner, secure grants, market research, community assessment, and create a business plan.

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We looked at the Board of Directors. We started with an Executive Director and then underneath them are Results Coordinators.  These Results Coordinators are responsible for results. They are connected to each other.

The executive director needs to manage up and down, collaborate, be credible, know multiple languages, have a vision and passion, be a great communication, budgeting experience, politically savvy, and care about the customers. The Results Coordinators need to have content knowledge, be good facilitators and knowledgeable, connected, driven, friendly, able to drive the process, evaluate outcomes, look for fresh ideas, and be accountable.

In terms of training, we need to get the teams in alignment and get a sense of identity and commitment. Training would be around the results that need to be driven. We will add leadership to help us manage growth.

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We took the form follows function model. The Center for Working Families need to help people take care of business. The physical design should be fun, exciting and flexible. We think there should be one point of entry. There should be a personal greeter. There should be activities to engage everyone.

The design we came up is like a mini mall. The environment provides choices. Starting from the street we have to grab people and draw people in the center. There is a flexible service boutique area. It can have coffee shops, health services, or a fitness area. Everyone should feel comfortable and be able to know where to find stuff. There could be a place to take care of your utility bill and be able to take care of business. The center can broker some convenient services to help take care of business for the working families.

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Our assignment was to look at the community and partnership model. We were asked to decide what the partnership model would look like. What is the ecosystem that this model is imbedded in? Who is involved? How is it managed?

We focused on the governance and management aspects of the model. We spent a lot of time talking about the differences between an advisory board and a board of directors. We decided that we do need a board of directors. We feel that board needs to represent the community leaders, alumni, the workforce, business leaders and the funders.

Then we talked about the management of the organization. We started with the basics. We want an organization that is flat. We created a model that has directors, a CEO, and a COO. Below that we have program managers that manage the employees. We want people who facilitate and not narrate. The organizational structure is simple. We want to ensure that we do not operate in silos. We want to make sure that people talk to each other.

We want the business model to model what we are about. A team. We want the business structure to be a team too. We want the organization to be flexible.

Finally we talked about partnerships versus ownership. What is ownership? Do we want to have stock or shares? Then we thought about Co-ops. Co-ops are a flexible model. This facility could be a co-operative.

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Our group looked at results tracking and how to design a system for tracking results. We started by listing results examples. The results we listed were increased family income, increased net family assets, and more homeownership. What are the principles and data that we need?

We want to make a common and simple way to collect data. There will need to be some seamless data collection tools for the client. Significant data should be easily captured. We identified data collection tensions, tools and etiquette.

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We defined the guiding principles. We will have respect for individuals and culture. We want to make sure that all are welcome. We want to help people at one moment in time and over time. We will practice an interconnectedness, the well being of one is well being of all, relationship.

We developed a list of core services. We had a hard time determining absolute services. There are so many core services. Maybe the absolutes are not so absolute. There are strategic choices that every center will have to make. What could be optional in one place may be essential in another place.

We cannot be all things to all people. We need to identify the primary or secondary offerings of each center based on the needs of the community.

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Our group was assigned to look at neighborhood organizing and outreach. Organizing and outreach has to be in place before anything else can happen. The residents have to be involved.

We assumed that there was an organic organizing process. Outreach is related to residents doing the outreach. Let the residents develop a mission and be able to provide input. The center should work with existing service providers.

We also talked about sustainability and that there is long-term commitment to the community. There needs to be a local structure in place. The challenge is that we are working with the city and not for the city.

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