Burke County United Way Strategic Plan 2021-2024

B urke county uni t e d way

s t r at e g i c p l an 2 02 1 -2 0 24 L I VE U NIT ED

o ur s trat e g ic pla nni ng p r o c e s s In March of 2020, at a time when our country and community faced an unprecedented health crisis with COVID-19, Burke County United Way undertook a Strategic Planning process.

Our board and staff engaged in listening sessions and surveyed a cross-section of community stakeholders to gauge Burke County's most pressing needs, narrow our focus, and reinvigorate our vision, mission, and core initiatives.

what we found Our community surveys found that the majority of community stakeholders believe our funds should be spent on Collaborative Projects in order to address broader needs and issues.

Out of 14 community issues, 338 community members chose the top issues in Burke County: 1. Affordable Housing 2. A.L.I.C.E.* Family Needs (Self Sufficiency) & Homelessness 3. Workforce Development, Reading Proficiency, Mental Health 4. Substance Use/Misuse

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Pressing community needs

Where funds should be spent

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We envision a community where all Burke County indivividuals and families are equipped to live independently and thrive.

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ss Building a stronger Burke County community by empowering self-sufficiency; inc increasing housing stability; and fostering opportunities and success for youth.

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We recognize that our community's most pressing challenges are interwoven. We seek to address the challenges in a multitiered approach to positively impact the future of individuals and generations to come.

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o ur Cor e In it iativ e s

We are

UNITED

for ...

Self-Sufficiency Empowering individuals and families to develop plans and goals to move from surviving to thriving.

housing stability Negating homelessness and increasing affordable housing in Burke County.

Youth Success Providing opportunities for youth that fosters success in school, career, and beyond.

This multi-tiered approach is designed to be collaborative; to engage community leaders, for- and non-profit partners, and unite people and resources in our county to build the thriving Burke County that we envision.

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Cor e i nit iative s - fo c u s a r e as

Self-Sufficiency • Fund financial wellness programs, small loan programs, and housing/utlity deposit programs in our community.

housing stability wor k for ce Housing - Homelessne ss

• Fund construction of workforce housing projects & certifying families for eligibility.

• Address our homeless population's needs collaboratively with community partners.

Youth Success C hi ldc a r e

• Cover the cost of before school, afterschool, and summer childcare for low-income, working families whose income is below the poverty level and pay more than 30% of their income toward housing.

LI VE U N I TED 5

what we know

28.6%

of families in NC are considered A.L.I.C.E.* families, which is about double the population of those in poverty (14.8%).

That means more than 40% of North Carolinians are barely getting by.**

31%

of children in Burke County live in Poverty.**

3000+

is the estimated housing need for renters and single-family homes in Burke County.**

58%

of low-to-moderate income families pay more than 30% of their income toward housing monthly.**

50-70

individuals in Burke County are experiencing homelessness according to informal surveys by the Morganton Dept. of Public Safety.

85%

of US parents say they are spending 10%+ of income on childcare. Affordability is considered to be 7% or less of income.**

58%

of parents spent over $10,000 on childcare in 2020.** $9,254 is the average cost of center-based infant care. $7,220 is the average cost of public 4-year University tuition.

*Asset Limited, Income Constrained, Employed **Sources: Page 12

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we ar e a commu ni t y collabo r ator !

we focus on root causes We partner with community leaders, organizational stakeholders, and data experts to ensure we are targeting the right problems to resolve our biggest needs.

we build strategic partnerships We work with local government, for-profit and nonprofit partners to unite people and resources in building a stronger Burke County community.

we mobilize the community You are the change agent. We help you invest dollars, time, and influence toward long-term impact.

LI VE U N I TED 7

2 02 1 -2 0 24 S t r at egic p l an g oal s

enhance

I n c r e as e & dIversIfy fundIng

s ta n d I n g & awa r e n e s s w i t h I n t h e co m m u n I t y

ensure the

e m b r ac e a

sufficiency

c u lt u r e o f

& s ta b i l i t y

diversity

o f s ta f f d e v e lo p a more effective & e n gag e d b oa r d o f d i r e c to r s

Our Strategic Plan was informed by our community.

This five-goal plan and will drive the success and sustainability of our organization's future and maximize the benefits for the individuals in our community.

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S t rateg ic plan g oal s + & o b j e c t i v e s -

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+ increase & diversify funding - Implement a Legacy Society by September 2021.

- Develop a Plan to Increase Endowment in 2022 - plan implementation in 2023.

- Increase the Table Rock Society Membership to 60 by July 2024.

- Increase annual budget to $425,000 by 2024.

- Increase Grant Revenues by 5% annually.

- Increase Volunteer Opportunities by 5% annually.

- 1BurkeGives - increase BCUW’s net profit annually by 10%.

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+ enhance standing & awareness within the community - Establish a baseline number for Community & Donor Outreach during the 21-22 Fiscal Year (FY).

- Increase Community & Donor Outreach by 10% over the Prior Year (PY) once baseline is established.

- Collect community & supporter feedback and data biannially to prioritize needs beggining 2022-2023.

- 1BurkeGives - increase the number of nonprofits participating to 60 by 2024.

- Support out community’s most pressing needs by publishing an Annual Impact Report (ROI Reports).

- Organize and execute marketing and communications plan each month.

- On a quarterly basis, explore, execute, and support partnerships.

- On a quarterly basis, align board and staff community engagement activities to BCUW advocacy and mission areas for opportunties to hightlight, share, and advance reciprocity.

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+ ensure the sufficiency & stability of staff - Organizational Succession Plan submitted by end of 3rd Quarter (Q) FY and reviewed annually by 4 Q FY by Executive Committee.

- Complete Staff Reviews Annually.

- Analyze the sufficiency of Staff and establish right-size by Q3 of 21-22.

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+ develop a more effective & engaged board of directors - Request annual completion and update of Board Composition Matrix of Strengths and Skills.

- Annually Request Board Members to complete Board Engagement Form.

- Orientation for New Board Members by end of the 1st Month FY. - Board Development & Training Annually.

- Establish Board Committees by the 1st Q of FY.

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+ embrace a culture of diversity - By December 31, 2021 develop a strategy to fulfill the United Way World Wide Membership requirements of Diversity, Equity, and Inclusion (DEI).

- Conduct Annual DEI Board and Staff Training, community engagement, and futher development of committee.

LIVE UNITED 10

o ur guid in g pr in c i pa l s Co m m uni ty We believe in community. We are committed to being active participants in our community; fostering partnerships that share the responsibility to resolve problems, resulting in a stronger, healthier community.

Equity We believe in equity. We foster an environment of inclusivity where all are welcomed, listened to, and respected; advocating for equal access to United Way’s pillars of education, health, and financial stability.

I n t e g r i ty We believe in integrity. We are committed to acting with honesty and intention; maintaining a culture of the highest standards of moral and ethical values.

S u stai na bi l i ty We believe in sustainability. We understand the importance of remaining fiscally viable; committed to adapting and responding to the ever-changing needs in our community; and serving as trustworthy stewards of donor investments.

G r at i t u de We believe in gratitude. We are committed to a continual practice of gratitude; yielding awareness for what is valuable, connecting us to a cause greater than ourselves and cultivating a sincere appreciation for those who support us and those whom we support.

Co l l a bo r ati o n We believe in collaboration. We forge diverse partnerships across a broad spectrum of community members, inviting everyone into the conversation, resulting in innovative solutions. r e sp o nsi v eness We are responsive. We are committed to actively listening to the needs of our community and to developing strategies and procuring resources to respond boldly.

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sources

S e l f-su f f i c i enc y Meet ALICE: How the United Way is Creating a Portrait of the Working Poor in NC https://ced.sog.unc.edu/meet-alice-how-the-united-way-is-creating-a-portrait-ofthe-working-poor-in-nc/ 2021 North Carolina County Health Rankings https://www.countyhealthrankings.org/sites/default/files/media/document/ CHR2021_NC.pdf H o u si n g sta bi l i ty Western Piedmont Council of Governments - Regional Housing Authority https://www.wpcog.org/regional-housing-authority yo u t h succ ess This is How Much Childcare Costs in 2021 https://www.care.com/c/how-much-does-child-care-cost

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Bur k e County united way 121 West Union St. Morganton, NC 28655 828-433-0681 |

info@bcuw.org

www.bcuw.org