AspireUnited - Trident United Way 2020-2023 Strategic Plan

ASPIRE UNITED

TRIDENT UNITED WAY 2020-2023 STRATEGIC PLAN

GIVE. ADVOCATE. VOLUNTEER.

Dear Friends, We are pleased to share with you - Aspire United - Trident United Way’s new strategic plan for 2020-2023.

In late 2019, the planning process commenced at the request and direction of 20192020 Board Chair, Fleetwood Hassell. He invited the Trident United Way Executive Committee to participate as members of the Strategic Planning Committee and they graciously agreed.

We are grateful to our board member and Campaign Cabinet Chair, Tom Leonard of Leonard Strategic Advantage, for his leadership and assistance in guiding us through this vital work. Using Peter Drucker’s framework for strategic planning, he has coached many leading organizations in our community through their own process.

The voices, ideas and aspirations of our board, staff and stakeholders contributed to the shaping of the plan and the ideas that comprise it. Thank you to each one.

Bob Fei

2019-2020 Strategic Planning Chair

There are a number of assumptions built into the plan. The first is that our distinctive model of philanthropy as an instrument of community change is both powerful and effective. The second is that continuous and accelerated change will characterize our work for the foreseeable future – and this was pre-pandemic.

The third is that effective philanthropy must be accelerated through the necessary scaling of programs to meet the pressing needs of a rapidly evolving region.

Our shared goal was to create a plan that can be implemented and whose success will be measured. We also needed a plan whose direction and priorities are exciting, attract support and express the critical elements we will need to implement it in the next three years.

We should all be confident that our strategic plan will make Trident United Way a visibly stronger institution, more impactful for our communities and even more successful in our outcomes. In short, we expect to advance our mission of Trident United Way as a catalyst for measurable community transformation in education, financial stability and health and to deliver quantifiable impact to those we serve from the implementation of the plan.

Aspire United is ambitious and calls for numerous institutional initiatives, some of which are already in progress. Among them are to grow and diversify revenue to serve our community; to engage and to motivate our community through communications to emphasize the relevance and impact of our work; and to deliver outstanding service to ensure every individual and organization has an excellent experience.

Chloe Knight Tonney

Trident United Way President & Chief Executive Officer

Without question, Trident United Way is in a transformational period in a time of enormous change in American philanthropy – and in America. Our 76-year history, our values and our vision will provide our discipline and direction. To benefit fully from the plan’s many possibilities, we must execute it faithfully and well.

We know we can count on your support as we go forward!

With thanks and best regards,

Bob Fei

Chloe Knight Tonney

Tom Leonard

Leonard Strategic Advantage Campaign Cabinet Chair

PATH TO THE STRATEGIC PLAN

Meet the group who contributed ideas and gathered information to define the Trident United Way road map for the next three years. We could not be more grateful for their service and unwavering commitment to the organization and the Tri-County. These driven individuals collectively invested more than 630 hours during the construction of the 2020-2023 Strategic Plan.

EXECUTIVE COMMITTEE AND STRATEGIC PLANNING COMMITTEE Bob Fei

Strategic Planning Chair

Tom Leonard

Campaign Cabinet Chair & Leonard Strategic Advantage

Steve Polston

Chair, Board of Directors 2020-2021

Fleetwood Hassell Immediate Past Chair & Nominating Chair Wendy Brewer

Investment Chair

Brad Davis

Community Impact Chair

Tim Grow

Audit Chair

Wendy Kopp

Advancement Committee Chair

Mark Lewis

Finance Chair

Elizabeth Rogers

Marketing & Communications Chair

TIMELINE & KEY DATES

The 2020-2023 Strategic Plan represents a collection of voices resulting from input provided to leaders and others engaged with Trident United Way.

SEPTEMBER 2019

The planning process began in earnest. This launch-point provided opportunities to engage the Executive Committee, Senior Leadership Team, Staff and stakeholders in conversations to inform the strategy and construct the road map for a wellresourced Trident United Way.

NOVEMBER 2019

Kick-off Meeting with 2019-2020 Executive Committee, Trident United Way Senior Leadership Team and Director of Strategy and Innovation.

TRIDENT UNITED WAY STRATEGIC PLANNING LEADERSHIP GROUP

NOVEMBER 2019 - JANUARY 2020

Chloe Knight Tonney

President & Chief Executive Officer

Bridget Bush

Chief Financial Officer

NOVEMBER 2019 - MARCH 2020

Christy Boudolf

Vice President of Communications &

Volunteer Engagement

Caroline Byrd

Vice President of Advancement

Amanda Lawrence

Vice President of Community Impact

Jonathan Rauh

Vice President of Evaluation and

Public Policy Amy Maciariello

Director of Strategy & Innovation

Sherry Whiting

Executive Assistant

Monthly work sessions of the Strategic Planning Team.

Trident United Way staff engagement: Surveying, refreshing organizational values and definitions, small group feedback work and reviewing content throughout the process.

JUNE 2020

The Trident United Way Board of Directors approved and formally adopted the plan, endorsing the vision and goals set forth by our Strategic Planning Team.

A SPECIAL THANKS To all Trident United Way Staff who participated through surveys, all-staff meetings and small groups to provide feedback and insight on the development of this plan.

MISSION, VISION & VALUES OUR MISSION

Trident United Way is a catalyst for measurable community transformation in education, financial stability and health.

OUR VISION

The leader in uniting our community to improve lives.

WHAT WE VALUE

Living our values creates the culture necessary to achieve our mission, vision and goals. Our values provide clarity about how we can be a brilliantly effective team.

INTEGRITY

We are proactive, intentional honest and do the right thing even when no one is looking. We are responsible stewards, accountable and transparent to the community and each other.

RESPECT

We treat others with dignity, fairness and trust. We encourage discussion without judgment.

EQUITY

We value each person’s visible and invisible distinctions and strive to create fair and just systems and opportunities for all.

COLLABORATION

We serve as both a leader and a supporter. We value team approaches and are driven by our ability to build relationships across partners and in our community.

INNOVATION

We are bold, curious and open to new ideas. We drive forward creatively to address the community’s most pressing issues.

TRIDENT UNITED WAY 2020-2023 STRATEGIC PLAN Explore the plan and find out more about chosen initiatives and goals. These Critical Goal Categories are supported by SMART Goals (specific, measurable, attainable, relevant and time-bound) and deliverables that comprise the work of the organization.

SEVEN CRITICAL GOAL CATEGORIES GROW AND DIVERSIFY REVENUE TO CONTINUE TO IMPROVE LIVES.

Pursuits include growing contributions and net grant revenue in a variety of philanthropic opportunities — both traditional giving methods and new, emerging opportunities to give.

Additionally, identifying and maximizing grant resources to support community impact work.

ENHANCE TRIDENT UNITED WAY’S FINANCIAL HEALTH TO ENSURE LONG-TERM VIABILITY.

Generations of donors have generously invested in Trident United Way since 1944. Many of those donors have guided our strategy for long-term performance of our overall assets. Activities include fortifying vital components of our financial systems and tools; enhanced infrastructure and information technology platforms streamline operations.

REGULARLY EVALUATE AND PRIORITIZE LINES OF SERVICES TO FULFILL TRIDENT UNITED WAY’S MISSION.

This body of work leverages and expands relationships with key partners in our impact areas of education, financial stability and health; defining and aligning community impact networks by using proven frameworks and additional exploration of mission-related initiatives. Additional forward-looking work includes researching and structuring the funding model framework for upcoming investments cycles to best meet community needs.

ENGAGE AND MOTIVATE OUR COMMUNITY THROUGH MARKETING TO EMPHASIZE THE RELEVANCE AND IMPACT OF OUR WORK.

Plans include leveraging relationships and partnerships with media partners, engaging more marketing thought-leaders for strategy expansion, growing familiarity for Trident United Way through communications and offering community and nonprofit partners new and exciting opportunities to link and leverage our shared opportunities to improve lives.

DELIVER OUTSTANDING CUSTOMER SERVICE TO ENSURE EVERY INDIVIDUAL AND ORGANIZATION HAS AN EXCELLENT EXPERIENCE WITH TRIDENT UNITED WAY. Efforts include delivering best-in-class experiences with work partners, prospects, donors, and volunteers. We are honored to be stewards of multiple community resources and personal philanthropic investments. We are responsible and accountable to our community and to each individual during all engagements.

IMPROVE OUR PROCESSES AND USE OF TECHNOLOGY TO CONTINUALLY ENHANCE OUR EFFECTIVENESS AND EFFICIENCY. Trident United Way has created a road map that integrates processes and technologies across the enterprise for greater efficiency. These endeavors ensure we are working smarter, not harder, to deliver on mission-critical programs and communicate with key stakeholders.

DEVELOP, RETAIN AND RECRUIT HIGH-QUALITY AND DIVERSE STAFF AND VOLUNTEER TALENT. People are our greatest assets — and always will be. This collection of work consists of curated training and learning experiences for both professional and volunteer talent to carry out the mission and vision of Trident United Way.

2020-2021 TRIDENT UNITED WAY BOARD OF DIRECTORS Executive Committee Steve Polston, Chair Wendy Brewer Brad Davis Tim Grow Fleetwood Hassell Wendy Kopp Tom Leonard Mark Lewis Elizabeth Rogers

Board Members

Ricardo Agnelli Ernest Andrade P.J. Browning Dondi Costin, Ph.D. Sara DeWolf Jesse Dove Rebecca Engelman Anne Forrest Charles Gainer Todd Gallati Greg Habib Sonia Hanson John Harvey Dr. Eddie Ingram Fran Johnson Julie Kornahrens Todd Lant Ken Lott Vanessa Turner Maybank Janine McManus Barbara Melvin Marcela Rabens Michael Samuel Tim Sease Arnold Singleton Reeves Skeen Ken Smith Melanie Stith Steve Swanson Peter Tecklenburg Bill Turner Fran Welch Ed Woodcock

Headquarter Offices: 6296 Rivers Avenue, Suite 200 | North Charleston, SC 29406

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