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EXPAND ABILITY TO ENSURE THAT COMMUNITY INVESTMENTS MATCH EVOLVING COMMUNITY NEEDS

Continue discussions with funders to identify opportunities for added giving to TAUW outside the campaign as appropriate

Work with Funders Roundtable to assess collaborative initiatives with community-wide impact and work together to support and encourage collaborations. Complete by 5/1/12

RESOURCE DEVELOPMENT

Develop a Plan of Action at the conclusion of the Youth Development Outcomes Initiative. Have plan completed by end of 2012 for implementation in early 2013

Visit another 10 agencies to focus on their core missions and work together to align TAUW funding with the sustainability of core services. Complete by 9/1/12

Complete merger of The Bridges Foundation and RARC. Receive final report from Schnake Turnbo Frank|PR and from Bridges by 7/1/12

Work with the TAUW Finance Vice President to assess agency financial support needs; begin with a survey/ needs assessment and implement strategies to address needs. Implement training modules at PAEDA meetings beginning 9/12

FINANCE

Work with TWU to hold specialized training with Credit Counseling by 3/30/12

COMMUNITY INVESTMENTS

MARKETING

LABOR

Work with TWU officers to set up a Rapid Response Team to assist members who will be laid off by 12/31/12

Work with the TAUW Vice President Community Investments to assess agency financial support needs; begin with a survey/needs assessment by 5/1/12 and develop strategies to address needs by 9/1/12

IT AND INFRASTRUCTURE

2012 DIVISIONAL GOALS

VISION 2013 STRATEGIC PLAN

Jim Bender

Robyn Ewing

Mark Graham

Chairman Board of Directors

Chair Strategic Planning Committee

President and CEO Tulsa Area United Way

Vision 2013 Strategic Plan 2012ed_V2.indd 1

4/9/2012 12:20:19 PM


TAUW STRATEGIC PLANNING COMMITTEE Board and Community Members

TAUW Staff

Robyn Ewing, Chair

Mark R. Graham

Williams

President and CEO

Gary Richetto, Facilitator

Derk Tenzythoff

Triad Associates

Senior Vice President, Resource Development

Don Wellendorf Ret., Magellan Midstream Partners, LP

Tom Albaugh Vice President, Labor Relations

Steve Berry

Sharon Gallagher

Blue Cross and Blue Shield of Oklahoma

Vice President, Community Investments

Lori Mathis Long The Center for Individuals with Physical Challenges

Gary Szabo Vice President, Information Technology and Infrastructure

Jessica Hargis CFO and Vice President, Finance

Brent Ortolani Vice President, Marketing

DEEPEN THE COMMUNITY’S UNDERSTANDING OF TAUW’S UNIQUE VALUE

Develop comprehensive marketing/ communications plan by end of first quarter, 2012

Reorganize and redesign website to maximize TAUW branding and image, accurately reflect organizational culture, and effectively address the informational needs of primary target segments, to be launched by 6/30/12

RESOURCE DEVELOPMENT

Integrate latest industrystandard research and measurement methods into all marketing/ communications initiatives

Develop comprehensive library of messages to improve consistency and effectiveness of communications organization-wide by end of first quarter 2012

Revise Community Investments information on the TAUW website with a focus on partner agency and panel volunteer needs. Follow timeline of Marketing and IT

Rebrand and reposition major publications to more effectively position TAUW and reach targeted segments

Develop marketing/ communications sub-plans to reach targeted segments including women, small businesses and young professionals by end of 2012

Develop a plan for retaining Labor sponsorship dollars with regard to the realignment of TAUW events by 8/1/12

FINANCE

COMMUNITY INVESTMENTS

MARKETING

LABOR

IT AND INFRASTRUCTURE

2012 DIVISIONAL GOALS Vision 2013 Strategic Plan 2012ed_V2.indd 2

4/9/2012 12:20:20 PM


ACHIEVE NEW FUNDING SOURCES WHILE PROTECTING AND GROWING EXISTING REVENUE STREAMS

Meet or exceed the 2012 Campaign Goal by 11/8/12 with reduced dependency on extraordinary, one-time dollars

Implement the 2012 Prospecting Initiative by 4/1/12 and meet or exceed stated target goals for non-giving companies

Increase Women’s Leadership Council membership to 500 or more, with funding of at least $3 million; hold at least 25 meetings/events focused on volunteerism and mentoring

RESOURCE DEVELOPMENT

Participate in the Tulsa Community Foundation’s Planned Giving Challenge Program, achieving stated financial and donor contact goals

FINANCE

Identify and target companies with a labor presence and maintain or increase those campaigns by year-end 2012

Implement a year-round Relationship Management Model, improving the $225 average contribution and 40% average participation of the Top 200 campaigns

COMMUNITY INVESTMENTS

MARKETING

LABOR

Reach date-specific goals for audited campaign funding

Work with campaign staff to identify companies for prospecting by 7/1/12

Maintain or increase giving at companies where Labor is present by 11/8/2012

IT AND INFRASTRUCTURE

VISION: We envision a community where all individuals and families achieve their full human potential

MISSION: We unite people and resources to improve lives and build a stronger community

STRATEGIC STATEMENT:

STRATEGIC STATEMENT:

STRATEGIC STATEMENT:

STRATEGIC STATEMENT:

Enhance organizational capacity and operational excellence

Achieve new funding sources while protecting and growing existing revenue streams

Deepen the community’s understanding of TAUW’s unique value

Expand ability to ensure that community investments match evolving community needs

VISION AND MISSION Vision 2013 Strategic Plan 2012ed_V2.indd 3

4/9/2012 12:20:20 PM


2012 ORGANIZATIONAL GOALS ORGANIZATIONAL GOAL:

STRATEGIC STATEMENT:

• • •

Enhance organizational capacity and operational excellence

Maintain operating expenses under 10% of revenue Implement off-site disaster recovery plan at TWU for all critical IT systems by 8/1/12 Implement comprehensive website redevelopment project, including reorganization and content development, to be launched by 6/30/12

ORGANIZATIONAL GOAL: STRATEGIC STATEMENT: Achieve new funding sources while protecting and growing existing revenue streams

• • • •

Meet or exceed 2012 campaign goal as approved by TAUW’s Board of Directors Enhance and grow the Women’s Leadership Council membership to 500 or more, contributing at least $3 million Implement a year-round Relationship Management model, increasing the $225 average contribution and 40% average participation by the top 200 campaigns Implement the 2012 Prospecting Initiative by 4/1/12, targeting non-giving companies and securing at least $100,000 in new Small Business funding

ORGANIZATIONAL GOAL:

STRATEGIC STATEMENT: Deepen the community’s understanding of TAUW’s unique value

• • •

STRATEGIC STATEMENT:

ORGANIZATIONAL GOAL: • •

Expand ability to ensure that community investments match evolving community needs

Assure specific, consistent messaging that supports TAUW’s mission statement, core values and unique role in the community Develop and implement messaging to effectively reach targeted segments Realign major community events to more effectively position TAUW and reach targeted segments

Enhance the role of the Community Investments Board Committee to include the oversight of TAUW’s investment in collaborative community endeavors Continue to strengthen the infrastructure and sustainability of TAUW partner agencies through strategic action steps at the divisional level by 9/30/12

ENHANCE ORGANIZATIONAL CAPACITY AND OPERATIONAL EXCELLENCE

Establish an organizational standard for campaign reporting and campaign by 3/31/12. Coordinate with donor organizations and campaign associates to assess variances from this standard by 5/31/12. Develop and implement controls to reduce the variance with the best benefit to 2012 Campaign Reporting by 9/1/12, which will increase processing efficiency to meet the goal of 96% audited by 12/31/12

In an effort to stop emergency check requests and minimize disruption in work flow, research and if feasible, implement a purchasing card program for eligible staff by 8/1/12

Review current insurance products for cost, suitability, and appropriateness by 9/28/12 RESOURCE DEVELOPMENT

Finalize core values by 8/1/12

Research possibility of using loaned staff from accounting firms to assist with campaign processing in lieu of hiring temps by 8/1/12

Design audit process to ensure compliance of Board-approved TAUW policies. Apply process to three (3) of the policies and report to PPIC by 12/31/12

Develop and distribute a wellness survey to staff by 6/1/12

Expand and diversify IT Committee membership With the assistance of the IT Committee, explore the possibilities of moving TAUW’s email infrastructure to “the Cloud” before 8/1/12 FINANCE

COMMUNITY INVESTMENTS

Complete the internal rollout of virtual desktop infrastructure to the Finance Department

Acquire 50 seats of Windows 7 and Office 2010 from TechSoup as part of the virtual desktop infrastructure project

Maintain operating expenses at or under approved Resource Development budget

Ensure that all Resource Development staff are provided professional development opportunities

Develop and execute a strategic plan to continue the input and enhance the use of donor data

MARKETING

LABOR

In recognition of changes in the local economy and the fundraising landscape, review all staff assignments. Re-organize / fine tune cabinet and campaign executive duties accordingly

Closely support initiatives of campaign staff in improving existing company and organizational campaigns, with focus on underperforming participants

Expand pro-bono advertising program among online, print, electronic and outdoor media

Production of error-free collateral materials within budget and on schedule for prospecting, campaign, Tocqueville, direct mail and other targeted segments IT AND INFRASTRUCTURE

2012 DIVISIONAL GOALS Vision 2013 Strategic Plan 2012ed_V2.indd 4

4/9/2012 12:20:22 PM


2012 ORGANIZATIONAL GOALS ORGANIZATIONAL GOAL:

STRATEGIC STATEMENT:

• • •

Enhance organizational capacity and operational excellence

Maintain operating expenses under 10% of revenue Implement off-site disaster recovery plan at TWU for all critical IT systems by 8/1/12 Implement comprehensive website redevelopment project, including reorganization and content development, to be launched by 6/30/12

ORGANIZATIONAL GOAL: STRATEGIC STATEMENT: Achieve new funding sources while protecting and growing existing revenue streams

• • • •

Meet or exceed 2012 campaign goal as approved by TAUW’s Board of Directors Enhance and grow the Women’s Leadership Council membership to 500 or more, contributing at least $3 million Implement a year-round Relationship Management model, increasing the $225 average contribution and 40% average participation by the top 200 campaigns Implement the 2012 Prospecting Initiative by 4/1/12, targeting non-giving companies and securing at least $100,000 in new Small Business funding

ORGANIZATIONAL GOAL:

STRATEGIC STATEMENT: Deepen the community’s understanding of TAUW’s unique value

• • •

STRATEGIC STATEMENT:

ORGANIZATIONAL GOAL: • •

Expand ability to ensure that community investments match evolving community needs

Assure specific, consistent messaging that supports TAUW’s mission statement, core values and unique role in the community Develop and implement messaging to effectively reach targeted segments Realign major community events to more effectively position TAUW and reach targeted segments

Enhance the role of the Community Investments Board Committee to include the oversight of TAUW’s investment in collaborative community endeavors Continue to strengthen the infrastructure and sustainability of TAUW partner agencies through strategic action steps at the divisional level by 9/30/12

ENHANCE ORGANIZATIONAL CAPACITY AND OPERATIONAL EXCELLENCE

Establish an organizational standard for campaign reporting and campaign by 3/31/12. Coordinate with donor organizations and campaign associates to assess variances from this standard by 5/31/12. Develop and implement controls to reduce the variance with the best benefit to 2012 Campaign Reporting by 9/1/12, which will increase processing efficiency to meet the goal of 96% audited by 12/31/12

In an effort to stop emergency check requests and minimize disruption in work flow, research and if feasible, implement a purchasing card program for eligible staff by 8/1/12

Review current insurance products for cost, suitability, and appropriateness by 9/28/12 RESOURCE DEVELOPMENT

Finalize core values by 8/1/12

Research possibility of using loaned staff from accounting firms to assist with campaign processing in lieu of hiring temps by 8/1/12

Design audit process to ensure compliance of Board-approved TAUW policies. Apply process to three (3) of the policies and report to PPIC by 12/31/12

Develop and distribute a wellness survey to staff by 6/1/12

Expand and diversify IT Committee membership With the assistance of the IT Committee, explore the possibilities of moving TAUW’s email infrastructure to “the Cloud” before 8/1/12 FINANCE

COMMUNITY INVESTMENTS

Complete the internal rollout of virtual desktop infrastructure to the Finance Department

Acquire 50 seats of Windows 7 and Office 2010 from TechSoup as part of the virtual desktop infrastructure project

Maintain operating expenses at or under approved Resource Development budget

Ensure that all Resource Development staff are provided professional development opportunities

Develop and execute a strategic plan to continue the input and enhance the use of donor data

MARKETING

LABOR

In recognition of changes in the local economy and the fundraising landscape, review all staff assignments. Re-organize / fine tune cabinet and campaign executive duties accordingly

Closely support initiatives of campaign staff in improving existing company and organizational campaigns, with focus on underperforming participants

Expand pro-bono advertising program among online, print, electronic and outdoor media

Production of error-free collateral materials within budget and on schedule for prospecting, campaign, Tocqueville, direct mail and other targeted segments IT AND INFRASTRUCTURE

2012 DIVISIONAL GOALS Vision 2013 Strategic Plan 2012ed_V2.indd 4

4/9/2012 12:20:22 PM


ACHIEVE NEW FUNDING SOURCES WHILE PROTECTING AND GROWING EXISTING REVENUE STREAMS

Meet or exceed the 2012 Campaign Goal by 11/8/12 with reduced dependency on extraordinary, one-time dollars

Implement the 2012 Prospecting Initiative by 4/1/12 and meet or exceed stated target goals for non-giving companies

Increase Women’s Leadership Council membership to 500 or more, with funding of at least $3 million; hold at least 25 meetings/events focused on volunteerism and mentoring

RESOURCE DEVELOPMENT

Participate in the Tulsa Community Foundation’s Planned Giving Challenge Program, achieving stated financial and donor contact goals

FINANCE

Identify and target companies with a labor presence and maintain or increase those campaigns by year-end 2012

Implement a year-round Relationship Management Model, improving the $225 average contribution and 40% average participation of the Top 200 campaigns

COMMUNITY INVESTMENTS

MARKETING

LABOR

Reach date-specific goals for audited campaign funding

Work with campaign staff to identify companies for prospecting by 7/1/12

Maintain or increase giving at companies where Labor is present by 11/8/2012

IT AND INFRASTRUCTURE

VISION: We envision a community where all individuals and families achieve their full human potential

MISSION: We unite people and resources to improve lives and build a stronger community

STRATEGIC STATEMENT:

STRATEGIC STATEMENT:

STRATEGIC STATEMENT:

STRATEGIC STATEMENT:

Enhance organizational capacity and operational excellence

Achieve new funding sources while protecting and growing existing revenue streams

Deepen the community’s understanding of TAUW’s unique value

Expand ability to ensure that community investments match evolving community needs

VISION AND MISSION Vision 2013 Strategic Plan 2012ed_V2.indd 3

4/9/2012 12:20:20 PM


TAUW STRATEGIC PLANNING COMMITTEE Board and Community Members

TAUW Staff

Robyn Ewing, Chair

Mark R. Graham

Williams

President and CEO

Gary Richetto, Facilitator

Derk Tenzythoff

Triad Associates

Senior Vice President, Resource Development

Don Wellendorf Ret., Magellan Midstream Partners, LP

Tom Albaugh Vice President, Labor Relations

Steve Berry

Sharon Gallagher

Blue Cross and Blue Shield of Oklahoma

Vice President, Community Investments

Lori Mathis Long The Center for Individuals with Physical Challenges

Gary Szabo Vice President, Information Technology and Infrastructure

Jessica Hargis CFO and Vice President, Finance

Brent Ortolani Vice President, Marketing

DEEPEN THE COMMUNITY’S UNDERSTANDING OF TAUW’S UNIQUE VALUE

Develop comprehensive marketing/ communications plan by end of first quarter, 2012

Reorganize and redesign website to maximize TAUW branding and image, accurately reflect organizational culture, and effectively address the informational needs of primary target segments, to be launched by 6/30/12

RESOURCE DEVELOPMENT

Integrate latest industrystandard research and measurement methods into all marketing/ communications initiatives

Develop comprehensive library of messages to improve consistency and effectiveness of communications organization-wide by end of first quarter 2012

Revise Community Investments information on the TAUW website with a focus on partner agency and panel volunteer needs. Follow timeline of Marketing and IT

Rebrand and reposition major publications to more effectively position TAUW and reach targeted segments

Develop marketing/ communications sub-plans to reach targeted segments including women, small businesses and young professionals by end of 2012

Develop a plan for retaining Labor sponsorship dollars with regard to the realignment of TAUW events by 8/1/12

FINANCE

COMMUNITY INVESTMENTS

MARKETING

LABOR

IT AND INFRASTRUCTURE

2012 DIVISIONAL GOALS Vision 2013 Strategic Plan 2012ed_V2.indd 2

4/9/2012 12:20:20 PM


EXPAND ABILITY TO ENSURE THAT COMMUNITY INVESTMENTS MATCH EVOLVING COMMUNITY NEEDS

Continue discussions with funders to identify opportunities for added giving to TAUW outside the campaign as appropriate

Work with Funders Roundtable to assess collaborative initiatives with community-wide impact and work together to support and encourage collaborations. Complete by 5/1/12

RESOURCE DEVELOPMENT

Develop a Plan of Action at the conclusion of the Youth Development Outcomes Initiative. Have plan completed by end of 2012 for implementation in early 2013

Visit another 10 agencies to focus on their core missions and work together to align TAUW funding with the sustainability of core services. Complete by 9/1/12

Complete merger of The Bridges Foundation and RARC. Receive final report from Schnake Turnbo Frank|PR and from Bridges by 7/1/12

Work with the TAUW Finance Vice President to assess agency financial support needs; begin with a survey/ needs assessment and implement strategies to address needs. Implement training modules at PAEDA meetings beginning 9/12

FINANCE

Work with TWU to hold specialized training with Credit Counseling by 3/30/12

COMMUNITY INVESTMENTS

MARKETING

LABOR

Work with TWU officers to set up a Rapid Response Team to assist members who will be laid off by 12/31/12

Work with the TAUW Vice President Community Investments to assess agency financial support needs; begin with a survey/needs assessment by 5/1/12 and develop strategies to address needs by 9/1/12

IT AND INFRASTRUCTURE

2012 DIVISIONAL GOALS

VISION 2013 STRATEGIC PLAN

Jim Bender

Robyn Ewing

Mark Graham

Chairman Board of Directors

Chair Strategic Planning Committee

President and CEO Tulsa Area United Way

Vision 2013 Strategic Plan 2012ed_V2.indd 1

4/9/2012 12:20:19 PM

TAUW Vision 2013  
TAUW Vision 2013  

The Tulsa Area United Way Vision 2013 Strategic Plan.

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