From vision to action: The collaborative framework behind SkillsFWD
SkillsFWD, which marked its first year in September, is reflecting on the collaborative partnerships across the workforce development ecosystem that help make this work possible through a shared vision and common goal — advancing skills-based hiring and economic mobility.
SkillsFWD is an initiative of Rockefeller Philanthropy Advisors (RPA) and receives funding support from Ascendium Education Group, the Charles Koch Foundation, Strada Education Foundation, Walmart and others. With their support, the inaugural cohort of grantees is piloting solutions for more equitable hiring practices for learners, earners and employers through digital credentials.
We recently sat down with Heidi Hernandez Gatty, vice president of sponsored projects and funds for RPA, and Holly Custard, senior director of data ecosystem partnerships at Strada, for their perspectives on what makes a successful funder collaborative and what role intermediaries play in driving initiatives like SkillsFWD.
Intermediaries act as connectors between key stakeholders — such as employers, educators, policymakers, and funders — to facilitate the development and scaling of workforce development.
In your experiences, what are the essential elements of a successful funder collaborative?
HEIDI: Shared vision and purpose are important in a funder collaborative. The most dynamic collaboratives have funders with multiple perspectives but a single vision and purpose. Funders must be willing to see that their work together has greater power than their work alone. Collaboration on metrics and outcomes can be more valuable than a traditional grant-making deliverable, meaning agreement on tactics and decision-making is necessary.
HOLLY: The core mission and vision behind the “why” must be aligned. The how and what can be more diverse, but the philosophical orientation to solving problems should be aligned with a trust that there will be mutual appreciation. Clear communication is also essential.
How do you define an “intermediary” in the context of an initiative like SkillsFWD, and what are some of the most important responsibilities of the role?
HEIDI: We're like an innovation hub, creating a container for a new piece of work or best practices. Intermediaries are increasingly valuable for philanthropy and the sector. They can cut across issue areas and move more nimbly than individual foundations or programs. The ability to conduct intersectional work and bring together different donors and ideas is essential, as is the idea of neutrality.
HOLLY: Intermediaries play an essential role in collaborative efforts by helping to create a shared vision or "North Star" while incorporating diverse perspectives to achieve it. They gather insights from all stakeholders to ensure everyone's priorities are addressed, that the collaborative is solving the immediate problem, and that valuable insights are generated for future work.
Intermediaries manage multifaceted dynamics, balance funders' needs with the bigger picture, foster mutual learning, and drive broader outcomes across the field.
How does the structure of SkillsFWD contribute to achieving its long-term workforce development, skills and LER advancement goals?
HEIDI: When pursuing something new like SkillsFWD, it is important to leverage what my colleague calls “philanthropic risk capital.” This means taking risks to spur innovation and ensure public benefit.
Skills-based hiring involves a complex web of stakeholders — including the industry component, businesses, hiring managers, technology and nonprofits interested in workforce development. But the end goal isn't technology. It’s economic mobility.
Funding technological innovation that drives economic mobility allows the field to shape organically, enabling stakeholders to view it from various perspectives.
Why did Strada initially decide to invest in SkillsFWD? How does SkillsFWD’s mission — to advance skills-based hiring and economic mobility — align with Strada’s mission and goals?
HOLLY: We’re interested in upward economic mobility and feel that data and technology are necessary to establish stronger connections between people, education and the workforce.
Creating a new infrastructure is a big undertaking with many unknowns. Collaborating with other funders and partners for support is crucial, as well as understanding the ROI for each stakeholder group.
SkillsFWD is aligned with several pillars of work that drive investments at Strada. One of these is focused on clear outcomes that help provide visibility and ensure accountability and transparency in opening opportunity pathways and economic mobility for those who face the biggest barriers. Each funder in the collaborative has different strengths and investment areas, but when combined into a shared initiative, we can go further because of the shared capital, knowledge and learnings. The success of this project is important to us, and we want to continue learning together to drive the work forward.
RPA brought its fiscal structure and leadership expertise — among other contributions — to make SkillsFWD what it is today. Can you describe how you approach shaping a new initiative like SkillsFWD and what unique opportunities it presents?
HEIDI: RPA is a trusted partner in philanthropy. I believe part of our success is exercising humility and not assuming to be subject matter experts, which allows us to convene and connect with individuals who are.
SkillsFWD is fortunate to have strong leadership in Dawn Karber, executive director, and Madelyn Rahn, network director, and what continues to contribute to its success is the team’s ability to understand what people are working to achieve and their fears about trying something new.
We listened to the field's current state, its future direction and what was critically important to different stakeholders. We’re progressing in a way that prioritizes the interests of real people, with the power of philanthropic capital putting a stake in the ground around public benefit.
In what ways have SkillsFWD and its grantees benefited from being supported by a funder collaborative?
HEIDI: SkillsFWD has intentionally utilized the power of networks and a community-of-practice approach to connecting its grantees. Our grantees meet with the SkillsFWD team regularly and we’re committed to providing that information to the field. We also highlight our partners regularly.
It's not just the funder collaborative. It's the collaborative and the intermediary. SkillsFWD doesn't have to create its own infrastructure while also doing the deep listening work the field demands.
So far, what have been the benefits of being part of this funder collaborative and the broader SkillsFWD network?
HOLLY: It’s beneficial to have deep insights into each project while also being able to compare them. Since this is a new area, there's much to learn about the user experience and learner-focused sides, as well as the challenges states face, like procurement and contracts.
The intermediary plays a critical role by supporting each project’s success, identifying opportunities and pulling together insights from across projects to find commonalities. This allows for collective problem-solving while acknowledging differences, such as geography, industry, technology or change management.
This work is teaching us how to make sense of what's working across the ecosystem and what isn’t. As we learn from each project, we’re focused on the bigger picture — an approach that has been invaluable from a technology standpoint.
Is there anything you'd like to share that we haven’t covered?
HOLLY: I’d like to give a nod to the communities of practice that support grantees and funders as we work across projects. It’s a beautiful thing. Something I’ve appreciated in this endeavor is the intermediary's deliberate and intentional showing of the learnings to keep people informed and ensure that interests are represented.
