Community Action

Community Action Friends and Supporters:

The Board of Directors met in February 2007, and again in July 2007 after a new needs assessment was completed to review the GOALS of the organization and plan for the future.

The change of the United Way of Marion County- to a more donor aware organization reacting to the Needs Survey completed in June 2007- is clearly visible in this revision to the Strategic Plan.

This plan, then, represents a new, fresh approach to the traditional United Way as the reader has known it; an organization dedicated to the improvement of life in this community, using resources the organization can gather and focus to the good of the citizens.

However, looking back on history for a moment, the United Way of Marion county has not met its campaign GOAL (historically $350,000.00) for the past four, arguably five years. In fact, the 2007 fall campaign has reduced the GOAL to $325,000.

In fact, the independent CPA audit of the United Way shows that we have deficit spent in the order of $60,000 for the fiscal year 2006. At this pace, reserves will be exhausted by the end of fiscal 2007. The Board of Directors and campaign committee need to [enlist, solicit, perform] a dramatic turn around in the donor giving to keep the united Way in business past this December.

The Board of Directors, and staff recognize this situation for what it is; the very existence of this United Way is in jeopardy, and its loss will hurt the 22 Agencies doing positive social work in our community. Focus of the energy of the Board, and the staff, will be on correcting the situation in a positive manner. The Campaign committee, finance committee and communications committee will necessarily be the major players during this time.

Strategic Plan of UNITED WAY OF MARION COUNTY

INTRODUCTION

The Board of Directors met in February 2007, and again in July 2007 after a new needs assessment was completed to review the GOALS of the organization and plan for the future.

The change of the United Way of Marion County- to a more donor aware organization reacting to the Needs Survey completed in June 2007- is clearly visible in this revision to the Strategic Plan.

THE PLANNING ACTIVITY - SUMMARY:

The Board sorted through the SWOT areas, and, guided by our own analysis of the data, identified several positive accomplishments against the 2006 Plan, and also identified a number of actions necessary for maintaining a healthy United Way organization in this new realm. The following represent priorities in the coming year for the Board of Directors of your United Way:

Campaign Committee:

In 2004, the campaign committee developed a campaign manual that can be used to guide and support the activities of the Director, the Campaign Chair, Division Chairs, Workplace Coordinators, and Board Members in mounting a successful Annual Campaign.

This year, in 2007, the campaign is being chaired by the same leadership of the 2006 campaign. This will set a new standard for the process of the campaign, with the 2006 as a learning year, 2007 should be better, and an update to the campaign manual will better assist the campaign chair and cabinet in future years. We also have a good video, brochure, and posters to assist in getting the recognition. We do not have a video this year.

There are several "do list" items which will show under the GOALS of this plan.

Community Review Committee:

Changes made in the Community Review process in the last two funding cycles have left the Agencies in a more involved relationship with the United Way. The Strategic Planning, Process Modeling, and outcome measurement activities have allowed the Agencies better definition of their own purpose, and how those fit with the results of the Needs Assessment.

The Needs Assessment will define the funding allocations to the Agencies in the future, based on the input from the residents of Marion County, the donors themselves.

Communications and Marketing Committee:

Tasks of the Committee:

¢ Develop a strategic, integrated marketing plan that reflects a balance between campaign and community impact

¢ Achieve a donor awareness via media marketing efforts

¢ Connect with the donor base via the media

The re-established Communications committee has been successful in radio, TV and Newspaper activities as well as internally building a strong volunteer committee.

Further work, including the monthly media focus and monthly thanking the donors lies ahead, and are addressed in the GOALS, below.

Community Impact: This has not been established as a new committee. This is work being done in concert by Agency Assistance, Strategic Planning and staff.

The Board initiated a new Committee: Community Impact. This committee inherits the GOALS associated with non-monetary assistance to the Agencies This is a charge of Agency Assistance. we support. Further, this committee will be associated with establishing the United Way's other-than-fundraising role in the community - roles such as sponsoring activities, guidance and support in recruiting and training volunteers, recruiting effective board members, and implementing sound business and management practices. My understanding of Community Impact is not developing non-financial resources, but leveraging additional resources through partnerships, collaborations and marketing our successes to our donors.

Specifically, this committee is charged with:

¢ Development of non-financial resources Agency Assistance

¢ Developing a non-financial role in the community If there were such a committee, this is definitely one of the purposes.

¢ Assist in the resolution of duplication of services currently funded by the United Way. Community Review

Accomplishments through 2006 include completion of the Outcome Measurement series, Grant writing workshops and a Marketing Series.

Summary:

This plan, then, is the Strategic Plan of the organization, intended to guide us through the years 2007 through 2010. The plan will be revisited and updated once a year, or as needed when external events require change in our mission or operations.

The individual goals bring focus to those areas where change is necessary to achieving the new MISSION and VISION of the organization. But the mission and vision of the organization haven't changed. The focus and the delivery methods have, but the language of the mission and vision have not. The Objectives supporting those goals have milestones schedules for implementation by the responsible committee with the oversight and guidance of the Board.

The VISION of the United Way of Marion County:

To be a facilitator for developing, supporting, and enhancing community resources for the effective delivery of charitable services

Supporting thoughts:

" Leveraging both internal (Marion County) and external resources;

" Being a primary resource for the charitable organizations of the community; and

" A Liaison between community agencies within the community

The MISSION, then, of the United Way of Marion County:

To increase the available resources And enhance the effective delivery of Charitable services to the community

Supporting thoughts:

" Enhance unity and cohesiveness within the community; and

" Stewardship of a wide range of resources, and speaking for the donors/suppliers

The United Way of Marion County realizes that we are but a part of the total picture of improving life in the community.

The relationships with the agencies supported by this United Way are complex. While the United Way is a resource, we are not the only, or the primary resource. In fact, an overarching GOAL of the United Way process is to assist a social services agency working in the community become self-sufficient, in both non-monetary and monetary ways.

Further, many of the agencies we support already work in the larger (than just Marion County) community, and many are funded by more than one United Way.

Our ability to marshal the resources of the community in the quest of this MISSION and VISION is predicated on the community having trust in the organization and its members.

Values

To that end, we have chosen to communicate the VALUES of the organization as a whole. The Values that determine the culture frame the context in which decisions are made, and are the standards for our actions:

1. Integrity Trust, fairness, honesty, and accountability for our actions are the cornerstones of personal and organizational integrity.

2. Teamwork Accomplishments result from successful teams, both internal and external to the United Way, that capitalize on the strengths and contributions of every team member.

3. Respect Diversity among people and their ideas is an inherent strength as we work toward fulfilling the United Way's mission.

4. Creativity Freedom to explore new ideas stimulates discovery, fosters innovation, and leads to more effective ways of doing work.

5. Dedication Successful results require a commitment to excellence and to individual and team responsibilities.

GOALS AND OBJECTIVES

Four major areas of outreach by the United Way within the community correspond to major committees of the United Way:

" Campaign: Resource Development

" Community Review: Financial Resource Distribution

" Communications: Internal and External Marketing

" Agency Assistance and Resource Development - non-monetary resources aimed at support of the charitable organizations (training, volunteer support to the agency, etc.). Also, assessing the needs for, recruiting, and working with volunteers in the assistance to United Way supported projects.

Other committees provide infrastructure to the organization, and play a supportive role to the direct outreach of the first three: their Goals, Objectives, and action plans are driven by the four above:

" Executive

" Finance: Resource Management

" Personnel: Staffing

" Bylaws & Nominating: Governance

" Strategic Planning: Looking to the future; measuring progress to the goals of the organization

There is one major GOAL in particular that emerged in the earlier planning work, and is the responsibility of the Executive Committee, or the entire Board:

GOAL: More, and more diverse, involvement of the Board, volunteers, and community leaders.

This GOAL continues to be a driver in the selection of Board and Committee members.

Also, one internal GOAL for the Board as a whole:

GOAL: Create interaction processes between the committees

I. CAMPAIGN: RESOURCE DEVELOPMENT

To develop financial resources that can be used by the various programs supported by the United Way of Marion County.

GOAL 1: Strengthen the campaign cabinet

Objective:

¢ Identify a complete cabinet for the campaign

¢ Identify a Vice Chair to run the next years campaign

¢ Improve on the campaign tools - manual, checklist, video, and brochures

GOAL 2: Improvements to the annual campaign effort:

Objectives:

¢ Make GOAL

¢ Change the Campaign Year

Earlier Kick Off

Earlier Closing, preferably before Thanksgiving

Final Closing by December 31

¢ Pacesetter campaigns will be conducted at selected worksites

¢ Explore non-traditional funding sources

GOAL 3:Identify untapped or undertapped donors and build relationships with them

Objectives:

¢ Develop new approaches for small businesses

¢ Develop community campaigns, especially outside Fairmont

¢ Develop ways to involve new residents to Marion County

¢ Develop more ways to involve seniors

¢ Reach coal miners

¢ Treat the loss of young donors entering college (and after). Raise awareness in schools about the United Way

GOAL 4: Perform a Campaign givers analysis

Objectives:

¢ Understand any patterns in the giving of the donors

II. COMMUNITY REVIEW: RESOURCE DISTRIBUTION

To distribute the resources of the United Way of Marion County in a responsible, innovative, and donor-driven system that builds and maintains efficient health and human service programs in Marion County.

GOAL 1: Continue to refine the process whereby we allocate resources:

Objectives:

¢ Implementation of community needs assessment (survey of community needs) into the funding process

An updated needs assessment was completed in June 2007, and gives a clear set of priorities for the Board to follow

¢ Logic model and outcome measurement presentations

¢ Breaking the entitlement mentality

GOAL 2: Define United Way's relationship with member Agencies

¢ Defined application process

¢ Increase compliance with membership agreement and among Agencies

III. COMMUNICATIONS: INTERNAL AND EXTERNAL MARKETING

To design and implement an effective communication system with all stakeholders including funded programs, donors, potential donors, media, general community, volunteers, and others.

GOAL 1: Develop and implement a strategic, integrated marketing plan, for internal and external use

Objectives:

¢ Face of the UW (as seen by the community)

¢ Target (V) audience

" Both selling ourselves

" Audience to convert to donors

¢ Increase frequency and quality of communications with donors and potential donors

¢ Monthly communications with donors

" Profile of an Agency,

" campaign progress

" Thank donors

¢ Community calendar of events

IV. COMMUNITY IMPACT: NON-MONETARY SUPPORT TO

AGENCIES AND COMMUNITY

Provide support to the United Way supported Agencies as a group that no single one could "afford" alone.

Skills training

Process training

Group insurances

Share community needs surveys - help Agencies understand needs

Facilitate inter-Agency cooperation (more than they do alone now)

GOAL 1: Develop workshops for member Agencies

Objectives:

¢ Develop and present Financial workshops for Agencies

¢ Develop and present Board member training for the United Way and member Agencies

¢

Goal 2: Recruit volunteers for office support

Objectives:

¢ Recruit administrative staff for added office support

" Added time in day

" Replacement for vacations, etc.

The GOALS and Objective of the four support committees follows

V. FINANCE: RESOURCE MANAGEMENT

To manage the resources of the United Way of Marion County for the maximum efficiency to both the United Way and its stakeholders

GOAL 1: Study and recommend a plan for allocating "real" money after we have raised it

Objectives:

¢ Be able to sort each campaign year funds and simplify reports to the Board

" Review National Office recommendations

GOAL 2: Maintain effective financial management within the United Way

Objectives:

¢ Secure best rates of return on funds

¢ Obtain and review financial information prior to board meetings

¢ Institute and reconcile annual audits of the United Way of Marion County financial records

VI. PERSONNEL: HUMAN RESOURCES MANAGEMENT

Provide, and provide for, United Way office staff

GOAL 1: "Establish continuing education for Board, Staff, and others in the community"

VII. BYLAWS AND NOMINATING: GOVERNANCE

Maintain up to date bylaws, and recruit/ nominate candidate Board and committee members to insure a continued viable organization.

Goal 1: Maintain Bylaws that are progressive in the social services realm, compliant with existing laws for non-profits, and serve to guide the operating organization.

GOAL 2: More, and more diverse, involvement of the Board, volunteers, and community members.

Objectives:

¢ Insure more diverse (both ethnic and geographic) Board membership

¢ Insure representation of all walks; both rich and famous, and meek and mild.

¢ Determine standard assessments/assessment tools for candidate interviews

¢ Recruit specifically in the High Technology sector to balance current Board makeup

VIII. MANAGEMENT OF PLANNING: PLANNING, AND

MEASURING PROGRESS

Develop and maintain a Strategic (5 year) and tactical (near term = 1 year) plan; measure progress of the organization to the stated GOALS and OBJECTIVES.

GOAL 1: Develop and maintain a Strategic Plan for the guiding direction of the organization and its growth.

Objectives:

¢ Conduct a planning exercise annually to update the Strategic Plan

" Review UWA information on planning, charitable giving, project information

" Coordinate with local United Way organizations on common missions and shared constitunants.

¢ Assist all other committees of the United Way in the development of action plans in response to the Strategic Plan.

GOAL 2: Assist with, and maintain, assessments/surveys conducted by the United Way.

Objective:

¢ Develop and conduct assessments/surveys needed to satisfy the goals of committees outlined above.

" Insure that assessments/surveys cover all Agencies, on a prescribed cycle.

" Survey donors, businesses, and community leaders on a sampling basis.

" Survey community residents on needs, perceptions, of the United Way.

¢ Develop a data base of results:

" Community Needs

" United Way perceptions

" Agency needs, Agency cooperation plans, etc. on behalf of the other committees of the United Way.

" Supply information to all committees - emphasize marketing needs

GOAL 3: Complete the United Way of America requirement to have Processes modeled, and Outcome Measures defined, and evaluated.

Objectives:

¢ At the next planning session, work the BoD and staff through the Process definition, and Process modeling

¢ Define Outcome Measures for the Processes

¢ Develop a scheme for annual evaluation of the Modeled processes, and outcome measures.

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Our Mission: To increase the available resources and enhance the effective delivery of charitable services in the community.