STRATEGIC DIRECTION 2013 AND BEYOND: ADVANCING THE COMMON GOOD FOR A STRONGER LANCASTER COUNTY

TABLE OF CONTENTS

Page 1

MISSION, VISION, & VALUES PAGE 2

THEORY OF CHANGE PAGE 3

“BE” - ENGAGEMENT & RELATIONSHIPS PAGE 4

“DO” - PROCESS & STRUCTURE PAGE 5

“SAY” - MARKETING & COMMUNICATIONS PAGE 6

BUSINESS MODEL PAGE 7

NEXT STEPS—OPERATIONAL PLANNING PAGE 9

GLOSSARY OF TERMS PAGE 10

THANKS & RECOGNITION PAGE 13

MOBILIZATION PATHWAY PAGE 8

OUR MISSION:

To build a stronger Lancaster County by mobilizing the caring power of our community.

 

OUR VISION:

We will be a key catalyst to improve lives.

OUR VALUES:

We are committed to building relationships—

Seeking truthfulness,

Acting with compassion and respect,

Valuing fairness and fun,

And working accountably.

We are committed to being leaders—

Seeking inclusiveness,

Acting with altruism,

Valuing innovation,

And working to impact our community.

Page 2

MISSION VISION & VALUES

  FROM    TO  RESULT 

1. ASSUMPTIONS ON THE SPECIFIC MISSION WORK OF THE ORGANIZATION:  

Raise money in the annual campaign for nonprofit agencies. Pass donations through to other entities

Mobilize community entities and resources to address issues and create lasting changes that improve lives

Measured community-level

improvements

2. ASSUMPTIONS ON THE ENVIRONMENT OF THE ORGANIZATION, SOCIETY, STRUCTURE, MARKET, CUSTOMER, & TECHNOLOGY:  

High brand value, complex structure, conservative community, older donors/volunteers

Changing demographics, waning trust, need for simplicity

High trust, multiple market segments

engaged

 

3. ASSUMPTIONS ON WORKING STRATEGIES: 

Annually-focused, process, cyclical, efficiency (low overhead), federated (umbrella) funding

Future-focused, relationship engagement, assessment, mobilization, evaluation, communication, convening

Mobilization framework creating

results in EIH

 

4. ASSUMPTIONS ON THE CORE COMPETENCIES NEEDED TO ACCOMPLISH THE MISSION:  

Fund-raising, finance, process, administration, business acumen, networking

Past Competencies PLUS: Visioning, convening, community knowledge, relationship building, coalition-building, collaboration

Staff talent developed, aligned,

and retained

 

5. ASSUMPTIONS ON THE VALUE: 

Give-one-for-all, payroll deduction, corporate visibility, vehicle for philanthropic choices

Return on investment, results, quality, CSR alignment, engagement, connection to personal aspiration and value

Increase in Resources under

management

 

THEORY OF CHANGE

Page 3

BE ENGAGEMENT & RELATIONSHIPS

STRATEGIC IMPERATIVES 1) Keep conversation constant.

2) Find new donors, with more compelling message.

3) Work through the lens of community impact— not just individual agencies.

4) Engage the community in the development and execution of a Community Impact Agenda.

5) Use the mobilization framework to create customized engagement opportunities for multiple stakeholders.

STRATEGIC DIRECTION  

FROM    TO  RESULT 

Fund raiser for group of agencies

Mobilizer & rallying point around impact

Seen as collaborative facilitators

Broad approach, spread thin

Focused impact Stakeholders

inspired to specific action

Charity Community impact organization

Trusted as effective, accountable, ROI

Page 4

DO PROCESS & STRUCTURE

STRATEGIC IMPERATIVES 1) Reduce board size, and focus on governance, strategy, and brand

stewardship.

2) Engage the community outside the board.

3) Empower staff leadership.

4) Communicate structure and process clearly, early, and often with all stakeholders.

5) Structure for maximum flexibility, adaptability, and responsiveness.

STRATEGIC DIRECTION FROM    TO  RESULT 

Board is primary engagement vehicle

Mobilization is primary engagement vehicle

Empowering & promoting exceptional

community engagement

Staff provides administrative support

Staff provides leadership

Driving impact though greater speed &

consistency of execution

Structure/policy is cumbersome and binding

Structure/policy is adaptable and responsive

Aligned for greater agility & effectiveness

Page 5

SAY MARKETING AND COMMUNICATIONS

STRATEGIC IMPERATIVES 1) Compose & implement comprehensive, year-round communications plan.

2) Target multiple segments with customized, year-round approaches in messaging and engagement.

3) Connect the brand to the work and results, and evolve the brand experience from institutional to individual/personal.

4) Use communication network to feed mobilization.

5) Use events and activities as a continuum of engagement.

STRATEGIC DIRECTION  

FROM    TO  RESULT 

General / community Segmentation / hyper local

More personally relevant to more

individuals

Cyclical & Stand-alone events

Intentional continuum of engagement

Stakeholders have a personal attachment

to the effort and impact results

Need (desperation) Solution (Aspiration) Celebration

Page 6

BUSINESS MODEL  

Identify COMMUNITY GOALS and concerns.

Choose a LIMITED NUMBER OF CRITICAL ISSUES.

Develop IMPACT STRATEGIES that change community conditions to improve lives.

IMPLEMENT impact strategies in partnership with others.

Measure and communicate RESULTS, learn, and improve.

Create MULTI-YEAR RESOURCE DEVELOPMENT PLANS that:

FRAME community goals, issues, and strategies AS INVESTMENT PRODUCTS.

CONNECT CONTRIBUTOR INTERESTS with investment products and volunteer opportunities.

EDUCATE, ENGAGE, AND THANK contributors and volunteers.

Page 7

 

MOBILIZATION PATHWAY

Page 8

NEXT STEPS OPERATIONS PLANNING

Page 9

2013, Q1 

Complete Organiza onal Restructuring 

Stakeholder Communica ons on Strategic Direc on 

2013, Q2 

Complete Opera onal Plan 

Complete Marke ng & Communica ons Plan 

2013, Q3 

Complete Community Impact Agenda 

2013, Q4 

Implement New RFP Process 

 

Opera ons 

Framework: 

GLOSSARY OF TERMS  Advocate Work to influence public policy through various forms of persuasive communication

to federal, state, or local government. Aside from public policy work, advocacy can also be described as any form of raising a public voice or awareness around an issue or solution.

Brand A relationship — status earned by becoming significant in the lives of its users. It is a combination of tangible and intangible attributes, symbolized in a trademark, which, if managed properly, creates value and influence.

Brand Experience

The exposure and interaction a stakeholder has with a brand (e.g., through communications, advertising, websites, events, relationship with those who work for or on behalf of United Way, transactions). A successful brand experience creates an environment in which the customer is surrounded by the positive elements attached to the brand.

Brand Identity The outward expression of the brand, including its name and visual appearance. The brand’s identity is its fundamental means of consumer recognition and symbolizes the brand’s differentiation from competitors.

Brand Stewardship

Managing the tangible and intangible assets of a brand. For the United Way brand, the tangibles relate to the customer experience, and the intangibles refer to the emotional connections derived as a result of experience, identity, communication and interactions with people who work for or on behalf of United Way.

Brand Value Proposition

The promises a brand represents to its target audience, based on the needs that the latter want or expect the brand to meet. United Way promises to investors to:

Appreciate their commitment.

Report results.

Focus on priorities.

Multiply their impact.

Collaboration The process by which several agencies or organizations make a formal, sustained commitment to work together to accomplish a common mission. Collaboration requires a commitment to participate in shared decision making, and allocation of resources related to activities responding to mutually identified needs.

Page 10

GLOSSARY OF TERMS - CONTINUED  Community A group of people united by common interests and a shared commitment to act. A

community may be defined by geographic location, shared characteristics, demographics, or concern for a particular issue.

Community Engagement

Encouraging community members to get involved with activities that enhance community life and contribute toward developing and achieving a shared vision for the future.

Community Impact

Improving lives by mobilizing communities to create sustained changes in community conditions.

Community Impact Agenda

A plan for achieving desired results on specific issues. It includes desired outcomes, objectives, strategies, action steps, roles, and resources needed.

Governance The act of setting direction for the organization, ensuring the necessary resources (i.e., human, financial, relationship) and providing oversight or programs, finances, legal compliance, and values.

Impact Strategy An approach to addressing the root causes of an issue.

Investment Products

The desired outcome; the changes that occur with the investment of money, time, or other resources.

Investor A person making a contribution, financial or in-kind, with the expectation that their investment will generate a return in the form of measurable results in the community.

Mission The organization’s purpose or reason for being.

Mobilize To spur a group into action to advance the common good.

Mobilization A framework and continuum for spurring groups of people into action to advance the common good.

Needs Assessment

A systematic examination of community needs designed to help decision makers focus limited resources including time, money, personnel, and materials on specific, mutually accepted community objectives and activities.

Page 11

GLOSSARY OF TERMS - CONTINUED  Outcome A specific benefit or change that deliberate action is intended to create for a defined

set of people. Outcomes may be defined at multiple levels (e.g., program, system, community).

Resource Development

Procuring the necessary resources to execute community impact strategies. Frequently, this refers to financial resources (i.e., fundraising), but may also refer to the generation and procurement of other non-financial resources.

Return on Investment (ROI)

The income or value that an investment generates.

Segmentation Division of potential customers into market segments for the purpose of developing tailored communication, relationship, engagement, and marketing efforts.

Standards of excellence

A comprehensive description of benchmark standards and best practices in the ares of: Community Engagement and Vision; Impact Strategies, Resources, and Reuslts; Relationship Building and Brand Management; Organizational Leadership and Governance; and Operations.

Values Traits or qualities that are considered worthwhile; they represent United Way’s governing beliefs that drive decisions and define how people behave toward each other.

Vision A statement about what United Way ultimately wants to have happen as a result of its efforts—and what it will become in the future.

Page 12

THANKS AND ACKNOWLEDGEMENTS 2012-13 BOARD OF DIRECTORS Ralph E. Simpson, Chair Thomas T. Baldrige Brenda Becker Tina Bell Jan Bergen Jay Bucher Scott Burky Peter Caddick Greg Carey Teddie Chairsell Sharon Greelish Cody Jennifer Craighead Linda Dang Michael Daniels Nancy Fisher Tracy A. Fletcher II Michael A. Frey Kathy Pandelidis Granbois Karen F. Heinle Christine Hertneky Sheryl Holzbauer Barbara K. Kellam Joanne Ladley Marcia Lefever Walt Legenstein

Bruce Limpert Andy McCormick John Montgomery J. Roger Moyer Curt Myers Herbert Nelson Robert E. Newcomer Bethany Novis Randy Patterson Carol Y. Phillips Nelson M. Polite, Sr. Anthony J. Purcell, Sr. Mary Renner Beth Riley Pedro Rivera Fran Rodriguez Michael Ronan Rolando Santiago Stephen Senkowski Robert W. Simons Robin D. Stauffer Patricia T. Stockwell Stephen E. Stockwell Justin Warren

STRATEGIC DIRECTION TEAM CHAIRS BE Team:

Sharon Greelish Cody

Stephen Senkowski

DO Team:

Thomas T. Baldrige

Jennifer Craighead

SAY Team:

Carol Y. Phillips

Stephen Stockwell

Page 13

STAFF LEADERSHIP

THANKS AND ACKNOWLEDGEMENTS

Tom Clingan Carter Farmer John Herr Wendy Jarrett Patrick Jinks Joe Morales, Sr. Adrienne Washington

SPECIAL THANKS Board Retreat Facilitators: Barbara Edmond Vice President, Mobilization Markets United Way Worldwide Lynn Wise Black Belt, Global Process Improvement Armstrong World Industries

Page 14

STRATEGIC PLANNING COMMITTEE The 2011/12 Strategic Planning Committee designed and chartered the process that resulted in this document. Rick Watson, Chair Jennifer Craighead Kathy Granbois Karen Heinle Walt Legenstein

Greg Lefever Anne McGrann Randy Patterson Carol Phillips Stephen J. Senkowski Stephen E. Stockwell Nancy Tulli

630 Janet Avenue

Lancaster, PA 17601

www.uwlanc.org

717.394.0731