United Way PowerPoint Presentation Template

Story-Strategy-OperationsUWW Strategic Direction – 2014-2016 and beyond

ContextSectionso UWW Story and Theory of Change – Timeframe: Enduringo UWW Strategy – Timeframe: 3-10 yearso UWW Operations – Timeframe: AnnualParameterso Biggest levers for changeo Simple and Alignedo Actionable2

UWW Story and Theory of ChangeGoal: Universal understanding of organization and message disciplineTimeframe: Enduring3

Who We AreWhat Drives our MissionWhat We Bring to the Table1. Opportunity for Allo EIH are building blocks of a successful lifeo Strong communities advance all interests “Dual-facing” scaleo Sophisticated impact strategy onthe-ground community mobilizingo Ability to implement and learn at scale2. Community Solutionso Lasting impact requires people workingtogether across sectors & among NGOso No magic bullet; embrace the complexity3. Results Focusedo It’s about change, not charityo Outcomes inspire and drive engagement Relationships/Trust across sectorso Rooted in communityo Leader of business action in communityo Blend all players (incl. gov’t, union, etc) Strong, well governed enterprise Powerful brand with millions engaged4

How We Create ChangeOur Theory of Changeo You can’t create “Opportunity for All” working on one issue or in silos -Challenges are complex and require greater collaboration, smarter practice, andbetter efficiency across the EIH delivery system.o Requires deep cross-sector engagement including leadership from business.Shared value for business.o Change comes from ability to go deep in local communities while also connectingcommunities to a strong worldwide network of success – We engage millions ofpeople to help change the world.5

LUW and UWW Network ApproachComponentsProgram Solutions (Big Macs) Community Solutions (Salads)Concept: Smart Charitable ChoicesStrong Philanthropic GovernanceCommunity Capacity Building Community DialogueCollective ActionSustainable Community CapacityImpact: EIH Program OutcomesStronger Philanthropic Base Community-Wide OutcomesCommunity ChangeRevenue Model: Target Markets:Products:RUM: Lower Target Markets:Products:RUM: HigherConditions toSucceed Funder Base Characteristics:LUW Capacity: Funder Base Characteristics:LUW Capacity:Trajectory Foundational but flattening Growth 6Both types of solutions drive compelling impact and revenue. LUWs engage in each solution.Program solutions are the bulk of our current impact and revenue and set the foundation forleading on community solutions – There is no “old/traditional model”.Need to link to BPI and change management tool to help LUWs move to more CS

LUW and UWW Network Approach - VisualImpact & RevenueCommunity SolutionsOpportunity for All/EIH FocusEmployee EngagementProgram SolutionsTop Out PointTime/UW & Community Capacity

How We See The FutureCommunitiesProgram solutionsRobust philanthropic infrastructureHigh performance human service delivery systemCommunity solutions - collaboration and cross-sector engagementThriving, networked communitiesOpportunity for All8

Where We Are Today (SWOT)StrengthsChallengesStrategy Significant progress on impact strategyand revenue growth; Proof points Positioned to lead on communitysolutions Multiple strategic frameworks causeconfusion and inability tocommunicate/prioritize/commito Inconsistent LUW adaptation of strategyo False tension btw Impact and Revenueo Need clear differentiation/relevanceCapacity/Execution Solid brand platform and namerecognition in US and other markets Strong partnerships (Corporate, NGO) Promising network affiliatecollaborations Role model of NGO Governance Limited recognition in many marketsworldwide Lack a true marketing approach (products,markets) UWW alignment/culture/capacityResults Progress on impact strategy/BPIs 25% of revenue coming from Int’l; GCLcompanies outpaced performance;Promising affinity group results Trust higher when donor sees EIHfocus and LIVE UNITED campaign Mixed progress on Impact goals worldwide Annual campaign flat/Losing donors; Limitednew growth channels Trust/Relevance stalled in US belowcompetitors; limited data/awareness globallyImpactRevenueTrust9

Worldwide External Factors (SWOT)Socio-Economic Landscape Worldwide economic uncertaintyPhilanthropic Landscape US Philanthropy flat; Global Philanthropyemerging; tax policies and incentives vary Growth in emerging markets Considerable regional differences Integration of global economy Widening social inequality Global population migration Shifting demographics—Aging/Youth High youth unemployment Business role in addressing social issues10 High net worth individuals have outsized % ofphilanthropy and influence; More giving fromfewer donors threatens culture of giving Corporate Citizenship focused more broadlythan philanthropy reduced emphasis Funding collaboration and outcomes versusprograms; Transparency/accountability Technology enabling easier/multiple paths tophilanthropy, rise of social media Rise of youth engagement and affinity groups

UWW StrategyGoal: Establish top enterprise prioritiesTimeframe: 3-10 years11

Impact Growth ImperativeTo achieve our mission, we must grow Scale and complexity of our mission demands it Our approach is right for the times as it relies on bringing people fromvarious constituencies together to drive sustainable solutions. We areuniquely positioned to lead with proven impact model but our approachrequires greater capacity and scale Opportunities for growth exist Our impact strategy is fueled by the imperative to double ourcommunity resources in network to 10B in 10 years12

Bold Plays to Achieve Growth ImperativeBold Play #1Advance a universal, network-wide Impactstrategy with clear link to Revenue growthTo achieve ourmission, we mustdouble our communityresources in network to 10 billion in 10 yearsby demonstratingimpact and relevanceBold Play #2Become a world-class marketing enterprisefocused on Global 1000 corporations, theiremployees and unions that represent themBold Play #3Develop a leading capability to driveinnovation and high performance13

Bold Play 1: Advance a Universal ImpactStrategy with Clear Link to Revenue GrowthInsights: Our impact strategy has two components: 1) Program Solutions and 2) Community Solutionso Every LUW has a mix of both componentso Each component has an accompanying impact and revenue modelo Growth and differentiation primarily exists in the Community Solutions component Stakeholders (internal and external) must understand our strategy if they are to engage deeplyo Need proof points; Need to measure overall progress Need better understanding of and articulation of Integration of E-I-H Need to determine pros/cons of Community/Country Goals (i.e., 2018 Goals) Can rally/differentiate around common perception that there are too many charities and nothingchanges – desire for holistic solutions and collaboration/consolidation Articulate clearer role for policy/advocate (unless just within Program/Community Solutions)14

Bold Play 2: Become a world-class marketingenterprise focused on Global 1000 CorporationsInsights: UWW Revenue driven from corporate partnerships yet growth is stagnanto Need greater emphasis on shared value; business value/alignmento Need overhaul of relationship management; C-suite engagemento Need stronger approach to employee/donor engagement and experience (affinity insights)o Need new products (Collective Impact; Impact-Campaign; Market Research) As we improve ability to engage individual employees within workplace, we need to carrycapacity/approach over to broader donor engagement outside of corporate/workplace Untapped ability to leverage UWW as leading platform for business-in-action in community15

Bold Play 3: Develop a Leading Capability toDrive Innovation and High PerformanceInsights: UWW space changing rapidly – must move fastero Potential to drive investment via corporate sponsor -- “Official Innovation Partner of UWW” Need formal capacity inside UWW to drive/capture innovation across the network UWW not currently executing as a High Performance organizationo Alignment, staff survey results, restructuring malaise, etc Not optimizing strong research functionality to drive performanceo Data not translating to decision-makingo Not using competitive benchmarking to our advantageo Explore potential revenue generation uses Network Innovation/Performance?16

Strategy Begins with PurposeMission: United Way improves lives by mobilizingthe caring power of communities around the worldto advance the common good. We work to advance the common good by creating opportunities fora better life for everyone. We do this by focusing on the building blocks of life – education,income and health. And, we invite people and institutions to make a difference bygiving, advocating and volunteering.17

Worldwide External Factors (SWOT) Socio-Economic Landscape . United Way PowerPoint Presentation Template