Strategic Plan for 2021-2024
Approved by Executive Committee, 07.23.21 Approved by Board of Directors, 08.05.21
United Way of the Lower Eastern Shore Strategic Plan – 2021-2024 Facilitated by BEACON
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EXECUTIVE SUMMARY In March 2021, United Way of the Lower Eastern Shore (UWLES) embarked on its latest strategic planning journey. The process was facilitated by the Business, Economic, and Community Outreach Network (BEACON) of the Franklin P. Perdue School of Business at Salisbury University. The resulting three-year plan is a culmination of a multi-phase approach that utilized the input of community stakeholders, board members, staff, and a strategic planning committee over the course of four months. The plan includes an updated mission, vision, and shared values that will guide the work of UWLES. Additionally, the updated diversity, equity, and inclusion statement developed through this process highlights UWLES’ commitment to valuing and treating all members of the community equally, and ensuring staff, volunteers and partners are representative of the community we serve. The six driving strategies developed through this process evolved from a thorough scan and analysis of both the internal environment of the organization and the external environment in which it operates. UWLES will leverage its strengths while working on areas for improvement in order to successfully pursue opportunities and mitigate any environmental threats. These strategies share equal importance, with many actions progressing concurrently, though each will vary in complexity, timeline and required resources. Therefore, the plan remains a fluid and adaptable framework to be reviewed regularly with staff, board and the strategic plan committee to monitor progress, assess conditions and implement adjustments as needed. The strategies that will drive the success of UWLES over the next few years are: • • • • • •
Evaluate and prioritize programs and services to fulfill mission and meet evolving community needs Strengthen community awareness and engagement through a comprehensive marketing strategy Expand and leverage community partnerships to advance the mission Evaluate and strategically expand revenue streams Advance Diversity, Equity, and Inclusion internally and externally Optimize organizational efficiency and effectiveness
United Way of the Lower Eastern Shore Strategic Plan – 2021-2024 Facilitated by BEACON
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MISSION, VISION, AND SHARED VALUES The mission, vision, and values were developed through feedback provided through the survey, retreat discussion, and the work of the strategic planning committee. The mission statement clearly communicates what UWLES is (its reason for existence) while the vision describes the community as it would exist if the organization were to fulfill its mission statement and achieve its aspirations. The shared values identify the core principles that will guide and direct the organization in its decision making and actions.
MISSION STATEMENT United Way of the Lower Eastern Shore harnesses the power of our community to advance health, education, and financial stability.
VISION United Way of the Lower Eastern Shore envisions a community where everyone is empowered to reach their full potential.
SHARED VALUES • Compassion - We empathize and treat everyone with dignity and respect. • Fortitude - We have the courage and tenacity to pursue our vision and stand for the best interest of the local community. • Inclusion - We strive to empower all members of our local community. • Integrity - We conduct ourselves in a truthful, trustworthy, unbiased, and transparent manner. • Stewardship - We are committed to ethical and prudent decision making in the use and care of all resources.
United Way of the Lower Eastern Shore Strategic Plan – 2021-2024 Facilitated by BEACON
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DIVERSITY, EQUITY & INCLUSION STATEMENT UWLES fosters and maintains an environment where diversity, equity, and inclusion are valued and upheld in all of the work that we do. We believe in treating everyone with integrity and value all our staff, volunteers, partners, clients, and community members. •
UWLES encourages all individuals to embrace diversity. We work diligently to treat everyone with the utmost care and compassion, honoring the human rights of every individual.
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UWLES collaborates with our community to ensure everyone has equitable access to the resources, support, opportunities, and networks they need to thrive.
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UWLES fosters an inclusive, healthy, and strong community where everyone feels valued and empowered.
United Way of the Lower Eastern Shore Strategic Plan – 2021-2024 Facilitated by BEACON
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DRIVING STRATEGIES The following driving strategies flow from the SWOT analysis and associated linkages outlined in the appendices at the end of the report. They reflect the areas of highest priority for the organization in successfully fulfilling its vision and help direct UWLES forward in a focused manner over the next several years. These strategies share equal importance, with many actions progressing concurrently, though each will vary in complexity, timeline and required resources. •
Evaluate and prioritize programs and services to fulfill mission and meet evolving community needs.
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Strengthen community awareness and engagement through a comprehensive marketing strategy.
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Expand and leverage community partnerships to advance the mission.
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Evaluate and strategically expand revenue streams.
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Advance Diversity, Equity, and Inclusion internally and externally.
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Optimize organizational efficiency and effectiveness.
United Way of the Lower Eastern Shore Strategic Plan – 2021-2024 Facilitated by BEACON
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Appendix D- STRATEGIC PLAN DEVELOPMENT This Strategic Plan, compiled by the Business, Economic, and Community Outreach Network (BEACON) at the Franklin P. Perdue School of Business and Salisbury University, was commissioned by The United Way of the Lower Eastern Shore (UWLES). The contents of this plan were developed using a multi-phase approach. Phase 1- Stakeholder Survey: •
Strategic planning survey of UWLES community stakeholders, partner agencies, staff, and the Board of Directors. o The online survey was active from March 2, 2021 to March 12, 2021 and was sent to nearly 390 stakeholders. o A total of 166 individuals responded to the survey (response rate of 43%).
Phase 2- Focus Groups: •
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The responses received through the survey were analyzed and used as the basis for discussion during two virtual strategic planning retreats involving a subset of community stakeholders, staff, and Board of Directors. o First retreat: March 15, 2021 o Second retreat: March 18, 2021 For both retreats, participants shared knowledge, experience, opinions, and wisdom to help provide a strong foundation for the planning process of the strategic planning committee.
Phase 3- Plan Development: •
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The strategic planning committee utilized the survey results and the input gathered through the two retreats to fully develop the draft Strategic Plan. o Bi-weekly meetings: March 29, 2021 through June 7, 2021 o Subgroup and staff meetings continued through mid-July to refine & streamline the plan Through this process, participants: o Examined the internal and external environment of the organization o Updated the mission, vision, and values that will guide the organization forward o Developed six driving strategies, with accompanying action steps to steer the direction of UWLES over the next several years The plan was approved by the Board of Directors on August 5, 2021.
Phase 4 – Plan Implementation •
For success, this plan must be a living, breathing document. It should be reviewed regularly with reports on progress to leadership, staff and the Board of Directors recommended quarterly.
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Quarterly or semi-annual review of the plan is recommended with the strategic planning committee. Updates to the plan should be made, as needed, on an on-going basis with a more in-depth annual review and input from staff, board and committee stakeholders.
Acknowledgements Appreciation is extended to the many community stakeholders, partners, volunteers and staff who assisted in survey completion and/or plan development. UWLES is grateful for the dedication, support, time and expertise of the BEACON team, the Board of Directors, UWLES Staff, and the Strategic Planning Committee, for their many hours of service in creating this plan. Special thanks to the Strategic Planning Committee for their extended support: BEACON at Salisbury University: Dr. Sarah Guy, Facilitator, BEACON Assistant Director Jessica Iacona, BEACON Staff “Kit” Ngu Sint Sint Thu, BEACON Graduate Assistant Board Representatives: Dr. Michele Canopii, Maryland MVA Steve Farrow, Civic Leader/Piedmont Airlines, retired Amy Hasson, Civic Leader/Salisbury University, retired Candice Johnson, Perdue Farms Dr. Robert Mock, University of Maryland Eastern Shore Dr. Bryan Newton, Wor-Wic Community College, UWLES Board Chair Joy Strand, Greenleaf Medical LLC, UWLES Board Executive Vice Chair/CIC Chair Sonya Whited, Perdue Farms Community Partner Representatives: Erica Joseph, Community Foundation of the Eastern Shore Bee Miller, Diakonia Bill Turner, Worcester County Developmental Center UWLES Staff Representatives: Pam Gregory, President/CEO Claire Otterbein, Community Impact Manager
United Way of the Lower Eastern Shore Strategic Plan – 2021-2024 Facilitated by BEACON
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