The LatAm journey into a regional network.
Jorge A. UribeBoard Chair
Regional Committee UW LA
October 2014London
11 countries +640 companies +195,000 donors +$19 US MM +600,000 beneficiaries 152 Board Members
UWLA in facts
2
More than 30 years: Venezuela, Mexico Between 15 – 30 years: Costa Rica ,Colombia, Guatemala, Brasil Less than 10 years: Chile, Peru, Argentina, Honduras, Panama
UW LA network: How do we do it ?
SOCIAL INVESTMENT
Investing in education
Raising contributions
Offering Volunteer activities
4
Program components
Volunteer activities.
Teachers & Parents Training
Infrastructure Improvements
Books & Materials
Main Role LUWs
Financial Resources
Stake holder articulation
Volunteer Activities
Program design, follow up and evaluation
How the UWLA invests in education?
Early Childhood Development
40.5% of children and adolescents living in poverty. More than 70% in countries like Guatemala, Honduras and Peru.
8 million children suffer from chronic malnutrition.
Each year, more than 6 million children suffer severe abuse and more than 80,000 die from domestic violence.
In some countries only 40% of children aged between 3 and 4 years, in the lowest socioeconomic levels or rural areas, have access to early care and education
Initial education in Latin America is characterized by low educational levels of teachers and lack of quality standards in most countries
Level the field for the most disadvantaged children…
…by improving quality of early care and education
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Regional Objective 2018Elevate the quality of early care and education for disadvantaged
children aged 0 to 6 in Latin America
1. Strengthening all educational settings
(formal and informal) in partnership with public
sector
2. Support networks for parents
3. Public awareness about the importance of investing in quality
of early care and education
More than 10,000 teachers trained and
2,000 child care centers and preschools strengthened
More than 23,000 parents reached through trainings
and public campaigns about early childhood
development
More than 200 partnerships with
governments and NGOs
2010
-
2013
UWLA network: 95% Investment in Education 63% of resources invested in ECD
UW LA: Relationship with donors,
Multinationals companies: champions &leaders in the development & growth of UWLA.
Kimberl
y Clar
ckP&G 3M
PwC
Walm
art
Dupont HP
Dow Chemica
l
Metlife
Xerox
Deloitte
GM IBM
Owens-I
llinois
PfzerCarg
ill
Exxo
n Citi0
2
4
6
8
10
12
14
1
12
4 4
3 3
2
3
1 1
3
1
3 3
2
1
3
2
Board Member Main Com-panies
Companies
TOP Corporate Partners
8
AR BR CHL CO F.Ma. CR GT HN MX CHI PA PE VZ $ -
$ 500
$ 1,000
$ 1,500
$ 2,000
$ 2,500
$ 3,000
$ 3,500
$ 4,000
$ 4,500
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
Total contributions per LUW US$
2011 20122013 Crecimiento promedio últimos 2 años
2011 2012 2013 -
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
9.0
11.3 11.2
7.4
7.9 8.0
AVN/matching PayrollOtros
16.4
19.1 19.2
Total Contributions UW LA
UW LA Contributions
+ than 35,000 volunteers invest time, talent and
enthusiasm in activities that contribute to
achieve results in UW LA network programs.
UW LA Volunteers: a way to have a greater impact in our communities
Volunteer programs:
Reading, playing and promoting healthy habits
Improvement on infrastructure and learning environments.
Youth Mentoring and Tutoring
UW Latin American Region: Assets.
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•From UWW.•UWW name and reputation.•UWW tools: campaigns, community impact,
volunteers.•UW ability to convene different sectors and
diverse leaders including the public sector.•From the UW LA Network •UWW LA network coverage and experience:
11 LUWs. •Spanish as common language for most
network except Brazil•Strategic plan: Focus on Education, ECD as
flag program.•Boards with active participation of
volunteers, many of them representatives of multinational corporations.
•Strong presence of multinational companies within the region and special support from some GCL like P&G, 3 M, Deloitte, PWC.
Assets
Latin American Region: Obstacles.
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•LatAm incipient culture of giving. However, the Corporate Social Responsibility concept is being implemented in all countries.
•Weak and small LUWs.•Weak governance structure in
some LUW´s.•Difficulties for advocating for
new donors. •Incipient capability for
developing and administrating regional programs.
Obstacles
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2002Presence in 7 countriesBrazil, Colombia, Costa Rica, Guatemala,
México, Nicaragua, Venezuela
Total Contributions, US$13 Millions (2007)
Social Investment without a focus
I Regional Meeting
Creation of Regional Committee
2014Presence in 11 countries:
Argentina, Brazil, Chile, Colombia, Costa Rica, Guatemala, Honduras, México, Panamá,
Nicaragua, Perú, Venezuela
Total Contributions US$19.2 Millions
Focus on Education and ECD
XIV Regional Meeting
Regional Committee with 10 members
UWLA network: our Journey
UWLA Journey
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• LUWs born as an initiative of corporate partners.
• Local Boards supported by volunteers from multinational companies.
Phase 1: Creation of
LUWs
• Regional Meetings and Regional Committee established.
• Regional Planning Process initiated.
• Regional Office established.
• Multinational corporations leadership in developing regional programs
Phase 2 : Thinking regionally
• Better structured Regional planning for resources and impact .
• Establishing regional programs and partnerships.
• Looking for High performing Boards.
• Regional team in place.
Phase 3 : Consolidation
Growing as a network means:
Engage Network
Strengthen Capacity
Promote & lead Regional Team
Connect and develop Boards
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UW LA: How do we mainly lead?
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• Regional Strategic Plan with Objectives, Goals, Strategies and metrics Establishing
• Creating a culture of specific metrics and score cards that allow to follow up current advances Tracking
UW LA network Objective: To be the # 1 impact platform in LatAm.
17
Global Strategy UW
Regional Plan UW LA
Strategic Plan LUW
BOLD PLAYS1. Commit to and Implement a Single Business
Model that Drives Impact AND Increases Revenue.
2. Create a World-Class Individual Experience with Mobile Capability.
3. Formalize Community-Partner-Of-Choice. Agreements with Top 100 Corporate Partners.
4. Develop New $10M Leadership Giving Society.5. Create New Partnership Group of United Ways
to Execute Our Enterprise-Wide Strategy
OGSM
LUWs strategic plans
UWLA strategic plan briefing
19
•Focus on education programs of regional scope, with transverse components in health and income
•Articulation of public, private sector and civil society
•Early Childhood as regional flag, incorporating components of public policy advocacy
Maximize Impact
(Bold Play 1)
•Companies: •Priority: GCL,
multinationals and corp. Regional.
•Workplace Campaigns as a sustainable resource
•Leverage multilateral institutions and government
•Volunteer activities.
•Individual donors: •More and
better relationships with individual donors.
•Affinity Groups.
•Use of technology
Improve relationship with donors
(Bold Plays 2,3,4)
•LUWs Organizational Structure (administrative, operational and financial)
•Boards •Regional
Office.
Strengthen network capacity
(Bold Play 5)
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The Regional Committee must be part of the volunteer´s network of UWWLUWs Board of Directors Regional Volunteer
Council
-Role-
Membership Accountability Committee
UWW Board
• Approve annual budget, report, and strategic work plans
• Ensure legal, ethical, and financial accountability
• Provide oversight and guidance for staff directors and on internal operations
• Approve of / reject community and corporate collaborators as well as any plans to open additional offices
• Reviews and recommendations on the strategies, plans, and programs of United Ways in region, including:
• Annual work plans, progress, summaries
• Compliance Audit and Global Standards assessment findings
• Expansion plans
• Regional initiatives
• Regional Office – funding, structure, roles.
• Provide leadership and guidance on service and collaboration between LUWs in the international network, including:
• Recommend to Board on creation, probation, termination of UWs
• Monitor capacity building, UWW relationships with and accountability of country/territory and local offices.
• Manage dispute resolution.
• Responsible for strategic leadership, resource and relationship management, reputation building, stewardship of UWW and system assets, performance management and measurement, and oversight of public policy agenda and advocacy.
• Main committees are: Executive, Governance, Finance, Audit, Membership Accountability
UW LA Regional Committee. Composition & Meetings
Committee Members-Knowledge and passion for the
UW system.
-Knowledge and understanding of the region.
-Existing relationships and network as well as
entrepreneurial skills.-Contact with the local
organizations:
Meetings:
at least 4 per year
- Local Board Directors and/or
UWW´s BoardMembers.
- Companies‘ representatives
- Community Experts.
New members:
approved by 75%
Cha
ract
eris
tics
Pro
file
Latin American Regional Committee.
Key Success Drivers*
-Measures performance on strategic priorities (Impact, Revenue, Supporters, Trust)
Connects impact to revenue, leverage own relationships to grow resources
Engaged on and seeks to be informed about broader community issues
Prioritizes strategic/generative over operational work (80%/20%)
Leverages Board as a key talent asset
Values the network and connects with Board leaders from other United Ways
*High-performing boards initiative
Latin American Regional Committee. How it creates value?
1. Helping strengthening LUW organizations
2. Connecting with LUWs boards of directors
3. Promoting establishment of LUWs in new markets
4. Supporting the Regional, national and local offices
Latin American Regional Committee. How it creates value?
• Helping to develop and implement Regional and Local Strategic Plan + score card
• Promoting & actively participating in the Regional Meetings & other Regional Encounters
• Approaching new local and regional companies• Following compliance of Membership Requirements from LUWs LA• Reviewing alignment of the UW LA network to the general UWW
guidelines
1. Helping strengthening LUW organizations
Latin American Regional Committee. How it creates value
• Active participation in some Boards (Guatemala, Costa Rica, Mexico, Venezuela)
• Promotion of the improvement of the local boards performance and the use in LatAm of the Hihgh Performing Board Initiative.
• Visits in situ to UWLA partners, to strengthen the relationship and understand their needs and challenges.
2. Connecting with LUWs boards of directors
Latin American Regional Committee. How it creates value
• Peru• Argentina• Panama• Honduras.
3. Promoting establishment of LUWs in new markets
Latin American Regional Committee. How it creates value
• Providing advice and helping to identify opportunities and challenges.• Leading the stablishment and adequate conformation of the Regional Office. • Visits in situ to UWLA local boards, to strengthen the relationship and understand their needs and
challenges.
4. Supporting the Regional, national and local offices
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Regional Committee and Board Members: Volunteers having the privilege to help…
• We are in a unique position to make this vision happen
• As privileged citizens, we have the resources and the passion to help to provide new opportunities to the majority.
• As members of a global network, we have the tools to galvanize and connect organizations and resources to develop long lasting solutions.
• As passionate and successful professionals, we have the energy and knowledge to make things happen
It’s all about creating long term changes in the communities
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