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Strategic Plan 2010-2015

United Way of King County Board Approved June 1, 2010

United Way of King County

unitedwayofkingcounty.org


UNITED WAY OF KING COUNTY 2010-2015 STRATEGIC PLAN 1

Section Page

Executive Summary ............................................................................................... 2

Introduction/Background....................................................................................... 5

Mission, Values and Vision..................................................................................... 9

Critical issues, goals and strategies: 2010-2015 ....................................................10

Strategic Dashboard: ..........................................................................................21 Organization-wide priorities for 2010-2015, and related goals, strategic-level metrics, baselines

Appendix A: .........................................................................................................25 Quantitative data-gathering—findings•Keyexternalrisks/needsandopportunities•Keystrengthsandchallenges

Appendix B: .........................................................................................................35 Suggested next steps for production, communication and implementation of the board-approved 2010-2015 Strategic Plan

table of contents


2 UNITED WAY OF KING COUNTY 2010-2015 STRATEGIC PLAN

Throughout our proud 90-year history, United Way has focused on the vulnerable people in our community who are precariously living on the edge. Many are just one job loss, medical emergency, foreclosure or eviction from disaster. That is why United Way of King County strives to do more than ever for the people in our community who are facing the biggest challenges, from those who are struggling to meet basic needs, to people experiencing homelessness, to low-income kids who need extra support to succeed in school.

Many aspects of King County are the same now as 90 years ago—the mountains, the sound, the entrepreneurism, the diversity of cultures, the civic involvement—and, much has changed. This region is vastly more populous, much more racially and culturally diverse—certainly more technologically and economically diverse—and the social support needs more complex.

United Way of King County has grown from being the single-largest nonprofit provider of funding support for human service agencies serving people in need in King County—to funding innovative programs that help solve fundamental community problems, to helping raise awareness about emerging issues, and to mobilizing tens of thousands of hands-on volunteers.

In 2009, United Way of King County began work on a new five-year strategic plan—to assess how the social, economic, political and technological landscape in King County has changed since 2005, to assess trends and issues that are likely to continue from this point forward to 2015, and accordingly recalibrate its mission, vision and overall goals and strategies for the next five years.

What we found in our assessment of issues and trends

When we look at King County we see:

• 1.9millionpeople(projectedtogrowtoapproximately2millionby2013;contrastedwith 370,000 in 1921).

• Anincreasinglydiverseregion—withtheAsianandHispaniccommunitiesthefastestgrowing segments of the population, and a population of technologically-savvy young adults born since 1985 who will comprise the largest segment of the workforce in 5-10 years as the Baby Boom generation born between 1946-1964 begins to retire in large numbers.

• Anincreasingsegmentofthepopulationthatisstrugglingtomakeendsmeetornotthriving– due to early developmental issues, child abuse, delays in academic achievement stemming from gaps in early learning, behavioral health conditions, substance abuse, homelessness, food insecurity and challenges of aging.

• Economiccycles,mostrecentlythe2008-2009recession,thatwreakhavoconhousehold budgets and disrupt local and state government efforts to provide publically funded social and health service supports to people in need.

• Increasingcompetitionforcharitablecontributionsingeneral—andinthenonprofithuman services arena, as new special-purpose nonprofit organizations continue to be established by different segments to meet specific needs and emerging situations throughout the world.

• AdeclineinunrestrictedgivingtoUnitedWayofKingCountyasitstraditionalbaseofbusiness supportretiresormovesfromthearea;nonprofitgivingoptionsforindividualdonorsgrow;and a new racially and internationally diverse community that does not know, or value United Way, populates the region.

executive summary



What we are doing to respond to changes in the King County communities we serve

As a result of the strategic planning process, we have rewritten our mission to reflect more accurately the role United Way of King County plays in our community.

United Way of King County brings caring people together to give, volunteer and take action to help people in need and solve our community’s toughest challenges.

We are committed to accountability, catalytic leadership, inclusiveness, excellence, integrity and collaboration—to assure that service contributed by United Way to the people of King County meets our residents’ requirements for integrity, efficiency, results, compassion—and relevance to their needs and interests.

There are five priorities in our strategic plan for 2010-2015:

1. United Way of King County will solve community problems and provide resources to respond to emerging needs in the community, with particular emphasis on:

• Fulfillingourpromisetoendchronichomelessnessforthemostvulnerablemenandwomen inourcommunities;whilecontinuingtoworktoendhomelessnessforallinKingCounty.

• Advancingourworktoensureallkidshaveanequalchancetosucceedinschoolbybringing the Parent-Child home program to scale in King County.

• Reducinghistoricallydisproportionatehealthandeconomicoutcomesforracialandethnic groups;and

• ContinuingsupportforthenetworkofhumanservicesinKingCountytohelpassurethat people who are experiencing distress, can access assistance they need to maintain stable, productive lives.

2. We will work in a collaborative, powerfully aligned way with our partners in business, in the foundation community, in local and state government, and in the community at large—to solve systemic and increasingly complex human services issues in the face of growing local and state government resource constraints.

3. We will expend the time and energy required to better understand the needs, values and interests of our much more racially, ethnically, generationally and culturally diverse neighbors to ensure that we are relevant to their interests, communicate with them in ways that they appreciate, demonstrate the value that United Way of King County provides to people they care about, and help ensure that they in turn come to appreciate the value we provide to them by investing their time and treasure in United Way. We will vigorously recruit younger, racially and ethnically diverse people to our board, our councils and committees, and our staff to ensure that there is a steady stream of energetic, knowledgeable and passionate people who are committed to solving community problems and helping people in need.



4. We will deepen and broaden our fundraising presence among organizations and corporations in the workplace, potential leadership givers, volunteers and others because we believe that the work that United Way of King County does to mobilize people across the county benefits employees, employers and the community at-large. Moreover, we will deliberately widen our reach. By engaging people through the internet and electronic communication, beyond traditional workplaces, we will attract new, more diverse supporters from all generations.

5. We will continue our commitment to high performance, innovation and continuous improvement.

executive summary



In fall 2009, United Way of King County—under the guidance of its board of directors—launched a 2009-2010 strategic planning process to renew and update the 2005-2010 Strategic Plan that the organization completed in 2004. The purpose of the 2009-2010 process was to reset strategic direction at United Way forthenextfiveyears(2010-2015).

A 16-member strategic planning steering committee, chaired by board vice chair José Gaitán, was organized to oversee data-gathering, analysis, strategy development, integration and transmittal of a recommended 2010-2015 Strategic Plan to the United Way of King County board of directors in early June 2010.

Committee members included 10 members of the board, the CEO, two executive staff members, and three at-large community members:

José Gaitán, The Gaitán Group, committee chair

Brian McAndrews, Madrona Venture Group

Michael Bisesi, Ph.D., Seattle University

MollyNordstrom,CommunityVolunteer(exofficio)

David Bley, Bill & Melinda Gates Foundation

MarkOkazaki,NeighborhoodHouse

Phyllis Campbell, JP Morgan Chase & Co.

David Okimoto, United Way of King County

JonFine,UnitedWayofKingCounty(exofficio)

RitaRyder,YWCAofSeattle,King&SnohomishCo.

ChristineHynes,UnitedWayofKingCounty

Charles Stevens, Community Volunteer

Gary Kaplan, M.D., Virginia Mason Medical Center

James Sun, Geopage

Sandra Madrid, Ph.D., University of Washington

Sam Whiting, The Boeing Company

The Committee was aided by Kari Glover, current member of the United Way of King County board, and newlyappointed(2010)memberoftheUnitedWayWorldwideboardofdirectors.

The strategic planning project focused on these essential functions: community services, fundraising, brand management and marketing, and governance and leadership—and auxiliary issues including human resources and finance and operations/technology. The project—structured to balance complementary and somewhat competing needs for comprehensiveness, inclusiveness and time and resource efficiency—was organized into these three primary phases:

introduction/background



Phase I—Project organization and data-gathering.............................. October 2009 thru January 2010

Included secondary research focused on external conditions and opportunities, and internal strengths andchallenges;in-personcontactincludingalimitednumberof30keyinformantinterviewswitha cross-section of board executive committee members, management team members and at-large communityleaders;andanonlinesurveyofallUnitedWayofKingCountyboardmembers,allstaffmembers, 165 grantee agency executives and a limited number of local public sector partners in the human services arena.

Phase II—Plan development ............................................................................ January thru April 2010

Includedananalysisofqualitative(e.g.,interviewandsurveyinput)andquantitativeinformation (e.g.,localdemographics,projectionsoftheregionaleconomy,UnitedWayfundraisingdata,United Way brand equity survey data) about external and internal conditions—followed by a full-day meeting to brainstorm goals and strategies, and subsequent discussions to refine goals and strategies.

Phase III—Feedback to/from stakeholders and refinement .................................... April thru June 2010

Included feedback discussions with the United Way management advisory team meeting in late March, a one-hour conversation about the draft 2010-2015 Strategic Plan with the United Way board at its April 13 retreat, and circulation of a copy of the draft plan that emerged from the board retreat to United Way stakeholders for comment in late April.

Following the next two summary pages of trend data likely to affect United Way of King County, are key elements of the 2010-2015 Strategic Plan which was presented to and adopted by the United Way board on June 1, 2010.

introduction/background



Key External Risks and Needs Facing United Way of King County in 2010-2015

- National joblessness linked to the recession, is improving but still high

- The national economic recovery is progressing, but risks remain

- State-funded public services are at risk— in part, because of a recession-related state tax revenue decline

- King County government faces a structural budget deficit

- Population and diversity continue to grow in King County

- Disparities in income, health, education and economic opportunity are linked to race, place of birth and institutional barriers

- There are many, diverse, interconnected human services needs in King County, many stemming from early childhood experiences—including young children not ready for success in school, children with developmental disabilities, abused and neglected children, youth at risk, behavioral health disorders and substance abuse, homelessness, food insecurity, lack in basic needs, challenges of aging

- The internet and growth in the number of nonprofit organizations has spawned an increase in instant, online charities

- Youngergiversaregivingindifferentwaysandatdifferent(amount)levels

Key External Opportunities for United Way of King County in 2010-2015 - Washington is likely to outpace national economic recovery

- Changes in the racial and ethnic composition of the population in King County are creating opportunities for customer development

- Likewise, changes in the generational composition of the population are creating opportunities for customer development

Key Strengths at United Way of King County in 2010-2015 - United Way of King County has demonstrated ability to regularly innovate its community investment program, maintain balance between outcome-driven initiatives and funding support for basic needs services, and produce results that improve quality of life conditions for King County residents

- United Way of King County has established and maintained fundraising capabilities that enhance the community’s response to people in need in King County, and help solve underlying community conditions that drive demand for human services

- United Way is known and respected among its partners for its integrity, efficiency and impact that it is producing

Trend Data likely to affect United Way of King County



Key Challenges at United Way of King County in 2010-2015 - Unrestricted giving in the workplace is declining

- A few top business customers generate the bulk of workplace giving

- Major givers are a critically important, though proportionately small, segment of the individual donor base

- Directed giving tends to be issue-focused and time-limited

- Traditional donors are aging

- Diverse populations are underrepresented among donors

- United Way of King County’s role in contributions to the community are not well known or valued by a substantial segment of King County residents

- United Way does not have brand penetration in emerging communities, or in the marketing and distribution channels, that are conducive to communicating with these communities

Trend Data likely to affect United Way of King County



MISSION

United Way of King County brings caring people together to give, volunteer and take action to help people in need and solve our community’s toughest challenges.

VALUES

Accountability: We are accountable to the community and stake-holders to deliver specific, defined results—and driven by our commitment to make a real difference in our communities.

Catalytic Leadership: We are a leader and catalyst for promoting positive change in our community.

Inclusiveness: We foster an environment of respect in all interactions.

Excellence: We are committed to being a high performing organization.

Integrity: We have high standards for our conduct and are committed to honest, truthful, ethical and transparent engagement.

Collaboration: We work with business, government, the media and nonprofits to achieve real results.

VISION

United Way of King County envisions an economically robust, safe, healthy and proactively caring community in which every individual thrives during each stage of life: healthy babies, successful students, engaged adults and active older adults.

mission, vision & values




CRITICAL ISSUES, GOALS AND STRATEGIES: 2010-2015

These are the critical issues, goals and strategies that United Way of King County is intending to address in 2010-2015.

ISSUES GOALS STRATEGIES

Complete funding and development of permanentsupportivehousingstock(1,500units total) and supporting systems for homelessness vulnerability assessment and client care coordination

Prevent more chronic homelessness by partnering with nonprofit agencies in the homeless services delivery system, to connect thoseagencieswithorganizations(e.g.,jails,mental health services providers, veterans assistance programs) that are discharging clients into the community—to link people coming out of programs to appropriate housing opportunities to help transition them into more stable, productive lives

Implement community services programs that maintain the continuity and accessibility of corehumanservices(e.g.,foryoungchildren,at risk teens, victims of domestic violence, frail seniors) Connect people who have been displaced by economic recession and disruption to basic needsservices(e.g.,food,shelter,andpublicbenefits) that will enable them to move towards more stable, productive lives

Fullyintegrate“RaceMatters”racialequity concepts and tools into community investment and grant-making activities at United Way of King County

Complete the initiative to end chronic homelessness

Continue to work with the network of human service agencies in King County to help assure that people who are experiencing distress can access assistance they need to maintain stable, productive lives

Helpreducedisproportionally negative outcomes affecting different racial and ethnic groups

Balanced, integrated and focused response to human issues in the community

Community Service and Change




Increase outreach to and small grants investments in communities in King County outside of Seattle

Collaborate with major research organizations (e.g.,UniversityofWashingtonschoolsofSocialWork,PublicAffairs,Medicine;SeattleUniversity,PublicHealth—Seattle&KingCounty, and others), to develop better tools for defining and measuring outcomes produced by United Way investments

Identify critical human services issues that people in King County are likely to face in 2015, through the United Way of King County Community Building Committee and its councils, and recommend priority issues that United Way of King County should work on in 2010-2015

Complete United Way’s early learning initiative by assuming sponsorship of and significantlyexpandingtheParent-ChildHome(homevisiting)Programfrom200householdsper year presently, to 1,200 households per year by 2015—to prepare young children ages 2-3 for success in school by increasing their language and literacy skills, enhancing their social and emotional development, and strengthening parent-child relationships

Work with local partners to create a comprehensive approach to early learning that integrates parenting education, early developmental diagnosis and intervention, credentialed child care, and school/community partnerships that help prepare pre-school children for success in kindergarten and their future school experiences

Assist local communities in King County to develop solutions to human services needs

Improve the tracking and reporting of community impact results

Lay the groundwork for anticipating new community impact priorities by 2015

Improve the school readiness(e.g.,social,emotional and cognitive competencies of young children in King County)

Balanced and integrated response to human services issues in the community (cont.)

Investment in evidence-based prevention-oriented initiatives that address root causes of community problems (e.g.,childneglectandabuse, behavioral health conditions, school failure)




Improve structures for and regular informal collaboration with local coalition partners—includingfoundations(e.g.,theSeattleandGates Foundations), human services providers (e.g.,PublicHealth-Seattle&KingCountyandindividual nonprofit agencies), government (e.g.,localcitiesandthecounty),businessorganizations(e.g.,individualcompaniesand local business associations such as the Seattle Chamber of Commerce), local universities,majorculturalorganizations(e.g.,theSeattleArtMuseum),andothers(e.g.,faith communities) —to accomplish community outcomes that are more feasible through partnerships that combine and draw on complementary strengths of the organizations involved

Leverage the United Way of King County relationship with United Way Worldwide, to assure that the local community derives benefit from that relationship

Work with government and other community and advocacy partners to use the full array of publicpolicytools(e.g.,convening,thoughtleadership, education, advocacy, funding) to accomplish the community’s impact priorities (e.g.,endinghomelessnessandschoolreadiness, and preservation of core human services)

Scope and complexity ofhuman services issues and constraints on public funding require new systemic approaches to community problem-solving

Expand United Way’s participation in external collaborations and partnerships, to extend United Way’s impact and more effectively address major human services issues facing the King County community

Use public policy at United Way of King County, consistent with our expertise and guidelines, to solve our community’s toughest human services problems and help people in need




Volunteer Involvement

Greater engagement of community members in volunteer service to make the region a better place to live for all residents

Fully implement the multi-pronged goal devised by the Volunteer Strategy Task Force and adopted by the United Way board in 2009 to: strengthen volunteer management in King County, promote and recognize the power of volunteerism, mobilize volunteers strategically for community impact and leadership, and connect more people to volunteering

Establish the Volunteer Center as the go-to place in King County for individuals, companies, local government, schools and nonprofit organizations to identify local volunteer training opportunities, volunteer service opportunities, volunteer service assistance needs, social responsibility solutions, and volunteer management solutions

Provide leadership, tools, ideas and information to local nonprofit agencies, governments and businesses involved in the volunteer system in King County, to improve the system’s ability to meaningfully engage volunteers

Grow United Way of King County’s capacity as a central clearinghouse for matching volunteers to needs for volunteers—e.g., by strengthening the functionality of, redesigning and better marketing the Volunteer Center’s web-based volunteer information and referral system

Expand the use of volunteerism as a tool to advance community impact goals and strategies at United Way of King County (e.g.,intheBridgetoBasicsProgram,VolunteerReaderProgram).Engagebusinesspartners in the expansion of existing volunteer initiatives and the development of a new volunteerinitiative(e.g.,YouthMentoring)— tosignificantly“movetheneedle”oncriticalcommunity needs




Tap into the community service ethic that has been established among Gen X and Gen Y residents through K-12 community service requirements. Provide opportunities via social media networks for younger social media-oriented residents to connect to volunteer service projects coordinated by United Way of King County in the human services arena in King County

Develop projects, with local communities (e.g.,theHungerActionWeek,FreeTaxPrepCampaign),andlocalcompanies(e.g.,CommunityResourceExchangesforthehomeless, volunteer reader projects for young children, youth mentorships for low-income teens)—to attract and engage more volunteers and donors

Deepen relationships with volunteers, with increasingly significant avenues for volunteer engagement and development including opportunities for philanthropic networking, communityproblem-solving(e.g.,ayouthadvisory council) and nonprofit community leadership development at United Way of King County

Greater engagement of community members in volunteer service to introduce them to and involve them in United Way’s work on behalf of the community

Use United Way’s expertise in volunteer development to engage residents, strengthen their awareness about and involve them in community —building work that United Way facilitates in the region




Brand Management, Marketing and E-Philanthropy

Responsetobrandtrends Strengthen the position of the United Way of King County brand in King County

Move awareness about the community impact work facilitated by United Way of King County, and its value proposition, deeper into all segments of King County so everyone in the community knows and embraces the United Way brand

Evaluate data in the 2010 brand equity survey about donor and non-donor attributes and perceptions

Secure the resources to increase research to includespecificdemographicsegments(i.e.,ethnic groups, business and generational segments)

Form and test hypotheses about the extent to which current messaging is compelling for specific demographic segments

Change or adjust United Way’s core messages informedbyresearchandmarket-tested(e.g.,strengthen the association between United Way and community impact results, and United Way and its role in investing in areas of the community where the community most needs social investments)

Develop the brand so that it resonates with minority-owned businesses and develop customer relationships, and giving to support United Way-funded services that serve these and other communities

Evaluate and re-tool marketing delivery vehicles to assure they are delivering brand messages effectively. Monitor annually, re-evaluate in mid 2010-2015, adjust

Engage partners in co-branding opportunities that associate United Way with admired organizationsinKingCounty(e.g.,insports, entertainment, community-based organizations), and build understanding and enthusiasm for our work in segments of the community where United Way of King County is not well known




Evolve and strengthen the functionality of United Way’s electronic communication and information management systems to better enable United Way to serve its customers with offerings that match their preferences and interests(e.g.,integrateandaligninteractiveInternet technologies including social networking, blogs, streaming video and other IT capabilities, through the Website Content Management System re-design project)

Increase regular communication and engagement with donors and non-donors to deepen and broaden two-way communication and relationship development between United Way and its stakeholders in the community

Develop partnerships with local companies that have expertise in e-commerce platforms, to supplement and enhance United Way’s electronic communication and information management capabilities

Broaden and deepen marketing penetration and electronic giving

Buildbrandloyaltyandassurethe“portability”of individual partners’ philanthropic giving commitments to the community work that United Way of King County facilitates—as workers change jobs, careers, work environments

Broaden traditional workplace-oriented marketing from physical advertising in the community and individual and large group presentations in employer organizations—to include electronic communication, social media and e-philanthropy

New business development




Work Place and Leadership Gift Fundraising

Workplace giving Reinvigorateworkplacefundraising to diversify and grow workforce giving

Strengthen business leadership support for United Way’s mission by involving more people in fundraising outreach on the fundraising cabinet, in the emeritus campaign chairs group and on the board

Recruiticonicfiguresfromlocalsports,musicand entertainment organizations to help reach out to and champion United Way’s mission and work in new, younger and racially and ethnically diverse audiences

Continue to develop relationships with Boeing, Microsoft and Top 25 companies

Cultivate active advocates in Top 50-100 companies;simplifyandstreamlinecampaignsto make them easier for companies to organize

Cultivate and develop a next generation of workplace partners—e.g., high-tech and biotech companies in the region, including east KingCounty,andethnicbusinessgroups;develop and execute individual strategies to reach out to, engage them and establish new workplace campaigns

Collaborate with business partners to develop company-based volunteer projects to engage more people in workplace campaigns

Expand penetration of and giving by volunteers

Strengthen workforce-based donor retention.

Establish, monitor and adjust result targets for workplace fundraising in collaboration with brand management and marketing, for unrestricted giving, direct giving to priorities, total giving




Leadership giving

New business development

Continue to grow leadership giving

Broaden and deepen new business partnerships and fundraising in the workplace

Strengthen leadership donor retention

Develop outreach messages to new potential major givers, including untapped demographic and business segments, emphasizing opportunities through United Way for them to help solve critical human services issues in their local communities

Establish, monitor and adjust result targets for current and new leadership givers, for unrestricted giving, direct giving to priorities and total giving

Cultivate and develop customer relationships with employers that are leaders in new business segments including biotech, information technology, e-commerce, aerospace support and energy

Cultivate and develop customer relationships with local minority-owned businesses that are leaders in their industry segments

Establish, monitor and adjust result targets for new business partners, for: numbers of new business segment and minority-owned partners, unrestricted giving, direct giving to priorities, and total giving




Leadership and Governance

Continuity of the UnitedWay of King County mission

Board knowledge and development

Coordination of leadership and governance

Assure board and leadership succession, by intentionally recruiting younger and racially and ethnically diverse people to United Way

Strengthen board development through more emphasis on ongoing board education and opportunities for structured and informal learning

Continue efforts to synchronize board, campaign and staff leadership decision-making

Recruityoungerprofessionalswithleadershipaptitude, and racially and ethnically diverse leaders into volunteer activities at United Way of King County, leading to leadership and governance roles

Enrich board education—e.g., organize education sessions around topics of interest toboardmembers(e.g.,publicpolicy);involveboard members in numerous functions/ committees to assure a comprehensive orientation to United Way of King County and its work

Regularlyre-familiarizetheboardaboutitsboard oversight role

Facilitate greater information sharing with and amongboardmembers(e.g.,expandusesoftechnology such as SharePoint)

Provide board members more opportunities for social time to enhance understanding about United Way projects and deepen relationships and knowledge

Assure board awareness, engagement and dialogue in top issues at United Way.

Helpassurethatthegoalsandresultsofannuallogic models support the direction of United Way’sstrategicplan(e.g.,bydevelopingareporting system that links annual plans to the Strategic Plan)




Human Resources Development and Operations

Attracting, retaining and utilizing talent

Strategic internal partnering

Continue to develop a high performing and productive organization, considered a “BestPlacetoWork”

PositiontheHumanResourcesfunctionanditswork as an area of strategic focus

Pursue continuous operating improvements

Implement and promote human resources policies thatenableaflexibleworkenvironment(e.g.,remote site and mobile work capabilities), that address the generational needs of employees

Use annual employee survey data to improve organizational performance consistent with high employee performance standards

Implement future recruitment practices that reflect and respond to the broad diversity needs of the organization

In partnership with United Way teams, define annual staffing needs and ensure proper alignment of duties with competency-based staff selection and job matches

In partnership with teams, ensure that employee development is aligned and supportive of United Way values and desired culture

Strengthen customer relationship management through greater emphasis on interdepartmental coordination and collaboration

Promote results achievement as the primary criterion for measuring individual and organizational performance

Encourage innovative workflow, communication and productivity. Operating efficiencies and effectiveness

Identify and implement operating improvements (e.g.,identifyoptimalbalancepointbetweenoperating ratio, operating capital for new investment, and adequate reserves for margin-of-safety)

Continue to fully develop utilization of United Waycustomerdatamanagementsystems(e.g.,CRM,DataRoadmapProject);createavisionandsolution for technology integration

Continue to improve measurement and reporting of United Way results and dashboard metrics



ORGANIZATION-WIDE PRIORITY RELATED GOALS STRATEGIC-LEVEL METRICS

STRATEGICDASHBOARD:ORGANIZATION-WIDEPRIORITIESFOR2010-2015— ANDRELATEDGOALS,STRATEGIC-LEVELMETRICSANDBASELINES

Following is the United Way of King County’s Strategic Dashboard for 2010-2015—including organization-wide priorities, related goals and strategic-level metrics. Metrics have been supplemented with baseline information where reliable baseline data are available. Additional metrics and baseline data will be added to this summary in FY 2011 as they are compiled and

validated. All goals and metrics assume completion in five years (by 2015) unless otherwise noted.

United Way of King County will solve community problems and provide resources to respond to emerging needs in the community

End chronic homelessness

Implement community services programs that maintain the continuity and accessibility of core human services

Connect people who have been displaced by economic recession and disruption to basic services that will enable them to move towards more stable productive lives

Helpreducedisproportionally negative outcomes affecting different racial and ethnic groups

Improve school readiness

Use United Way of King County expertise in volunteer development to engage residents, strengthen their awareness about, and involve them in community-building work that United Way facilitates in the region

Transition an additional 1,500 King county residents out of chronic homelessness

Number of peoples’ lives improved because their health, safety or welfareisimproved;maintainscopeof work at 280,000 lives per year (Baseline:280,000)

90% of people earning less than 130% of the federal poverty level and who are eligible for the Basic Food Program, access food stamps (Baseline:78.8%February2010)

All under-served racial groups in our community impact priority initiatives will be served proportionate to their need, or greater

TheParent-Child-HomeProgramisat scale, serving 1,200 low income familiesperyear(Baseline:160)

Double the number of volunteer referrals/connections to 60,000 and the number of volunteer opportunities active on our website during the year to 6,200




Expand United Way’s participation in external collaborations and partnerships to extend United Way’s impact and more effectively address major human services issues facing the King County community

Strengthen the position of the United Way of King County brand

Move awareness about the community impact work facilitated by United Way of King County, and its value proposition, deeper into all segments of King County so that more of the community knows and embraces the United Way brand

Broaden traditional workplace-oriented marketing from physical advertising in the community and individual and large group presentations in employer organizations, to include electronic communication, social media and e-philanthropy

We will work in a collaborative, powerfully aligned way with our partners to solve systemic and increasingly complex human services issues

We will expend the time and energy required to expand awareness of and commitment to the United Way of King County brand more broadly and deeply throughout the county

Regular,periodicdiscussionswithlocal partners

Increase the association of United Way of King County with top key brand equity drivers for donors and for non-donors

Increase media impressions to 1,500 peryearby2015(Baseline:500peryear today)

Measure perception baseline in targeted market segments, then increase positive perceptions by a targeted percentage

Increase # of website profiles to 150,000+ over five years—growth of 30,000 per year(Baseline:0asofMay2010)




Unrestricted and directed dollars raised for United Way: Five-yeargoal:$48M(33%)(Baseline:$36M or final audited numbers)

Total dollars raised: Five-yeargoal:$125M(25%)(Baseline:$100Morfinalauditednumbers)

RelationalDonors:Five-yeargoal:25,000(150%)(Baseline:10,000estimated)

Donorretention(ofrelationaldonors)Five-year goal: Increase by 10%

Dollars raised online: Five-yeargoal:$1.5M(1,000%)(Baseline:$147Korfinalauditednumbers)

By 2013, filled positions are performingatfullcapacity(96%)withaperformanceratingof“3”(meetshigh expectations) or above, and United Way is rated “best place to work”byalocal/nationalcertificationagency

By 2012, the staff engagement score on the United Way of King County culture audit survey will exceed 3.5 (5.0scale);employeeturnoverwillbeless than 16%

By2012,HRandUnitedWayworkteams are aligned strategically: employees are engaged in their work, are motivated and productive—25% of staff are performing at the level of “exceeds high performance expectations”;75%areperformingat the level of “meets high expectations”

We will deepen and broaden our fundraising presence in the workplace, among potential leadership givers, among volunteers and in the social media/e-philanthropy arena

We will continue our commitment to high performance, innovation, continuous improvement

Reinvigorateworkplacefundraising;continuetogrow leadership giving

Deepen and broaden new business partnerships and fundraising

Continue to develop a high performing organization

PositionHRasastrategicpartner to work teams




Pursue continuous operating improvements

We will continue our commitment to high performance, innovation, continuous improvement

Pledges are accurately processed within 45 calendar days of receipt of pledge, 90% of time or better

Collection rate of annual pledges receivable is 95% or better

Unrestricted/unencumbered (available)dailycashbalancemeetsor exceeds the board approved minimum ‘reserve’ balance of $5M, growing to $10M by 2015

Unqualified opinion received on annual financial audit with very few recommendations for improvement

Information systems, communication systems and computer network are consistentlyavailable(downtimeless than 1% or 20 hours per year)

The annual gross operating ratio is less than 10% and the annual net operating ratio trends down slightly to 2.5% by 2015



Key External Risks and Needs Facing United Way of King County in 2010-2015

National joblessness linked to the recession, improving but still high

Inits2010AnnualReport,theCouncilofEconomicAdvisorsprojectsthatthenationalunemploymentrate in the U.S. won’t return to its 2008 level of 5.8% until 2015, when the rate is expected to drop from its 2010 level of 10.0% to 5.9%— with forecasts for 9.2% unemployment in 2011, 8.2% in 2012, and 7.3% in 2013. National economic recovery is progressing, but risks remain

InitsFebruary2010report,theWashingtonEconomicandRevenueForecastCouncilobservedthatrecoveryinnationaloutput(measuredbygrossdomesticproduct)grew5.9%inthe4thquarterof2009—the second consecutive quarter of positive growth following four consecutive quarters of contractionintheeconomy(frommid-2008tomid-2009).Riskstothenationaleconomyremain,the Council noted: “While large national banks are making their way back to profitability, local and regionalbanks(onwhichsmallbusinessesdependforcredit)remainvulnerablebecauseoftheirdisproportionateexposuretocommercialrealestate(defaults).Governmentspendingcontinuestoprovide much of the recent strength in the economy. As the fiscal stimulus winds down, private spending willhavetopickupinordertokeepthe(national)recoverygoing.Ifspendingbybusinessesandconsumersfailstoimprovebymid-summer2010,thereisariskofadouble-diprecession.” State-funded public services at risk—in part, because of a recession-related state tax revenue decline

Inherproposed2010Budget&PolicyHighlights,theGovernornotedthat,“Wearenowensnaredinoneofthetoughestbudgetperiodsever,(and)theprospectforfullrecoverystillliesyearsaway.Decisionsrepresentedin(the2010-2011)supplementalbudgetwillhaveimplicationsbeyondthe2009-2011biennium.Inaddition,the$3billion(infiscalstimulusfundsthatstateagenciesinWashington)receivedin2009-2010underthefederalAmericanRecoveryandReinvestmentActof2009,willnotbeavailableafternextyear.”

The Governor continued, “We see signs of hope: the gross domestic product is growing, we are shedding jobs at a slower rate and temporary employment numbers are inching up. But until the overall employmentratestabilizesandconsumersareconfidentaboutspending,(stategovernment)willlaginthe recovery. It could be several years before we regain solid footing. Accordingly, I recognize that the biennial budget I will propose next year for the 2011-2013 biennium will be at least as challenging as this year’ssupplementalbudget(inwhichagapof$2.9billionbetweenprogramexpenditures,71%ofwhichare protected under constitutional or federal requirements, and decreased state tax and fee revenues, needstobereconciled).”

[The Governor’s proposed 2010-2011 supplemental budget included $455 million in reductions to social and health services.]

appendix a: quantitative data gathering-findings



King County government faces a structural budget deficit

KingCountygovernmentisprojectingashortfallofover$50millioninitsCurrentExpense(general)Fundfor 2010. Further cuts are projected for 2011. Much of the County’s funding for human service programs will be affected including the possibility of complete elimination of funding for: homeless prevention and emergencyservicesincludingfoodprograms,seniorcentersandadultdaycare;informationandreferralprojects;domesticviolenceandsexualassaultservices;andjuvenilejusticeintervention. Population and diversity continue to grow in King County

The population in King County, currently estimated to be 1.91 million, is expected to grow to 1.94 million by 2013.

Racialandethnicdiversityinthepopulationhasgrownsignificantly:AsiansandPacificIslanderscomprise14.3%ofthepopulation,Hispanicscomprise7.5%ofthepopulation,AfricanAmericansandBlacks comprise 5.8% of the population, residents who claim two or more races comprise 4.5% of the population, and American Indians and Alaskan Natives comprise 1%. Caucasians comprise 71.5%. Disparities in income, health, education and economic opportunity are often linked to race, place of birth and institutional barriers

In King County, 9.5% of all people and 12% of all children under age 18 live in households with income belowthefederalpovertylevel.Twentyninepercent(29%)ofAfricanAmericans,15%ofLatinos,32%of Native Americans—contrasted with 7% of white households—live in income poverty. The average net worth of a white household in the state of Washington is $101,584 or 6.2 times the average net worth of a household of color which is $16,396. There are many, diverse, interconnected social and health needs in King County—many stemming from early childhood experiences

• EarlyLearningIssues—Approximately 19,036 children in King County entered public kindergarten in 2008, an estimated half of whom according to a statewide survey were assessed by teachers as not prepared for school in at least one area of readiness.

• DevelopmentalIssues—It is estimated that up to 2.2% or about 1,500 children age 0-3 in King County experience developmental disabilities.

• ChildAbuseandNeglect—11,477children(allages)inKingCountywerereportedasvictims(astheresult of abuse or neglect by a parent or guardian) to Washington State Child Protective Service and accepted for further action in 2007.

• ChildrenandYouthinFosterCare—Children are placed in foster care homes or other foster care facilities when the state deems their home and family situations to be unhealthy, unsafe or when parents are no longer able to care for a child for whatever reason. The foster care system serves childrenandyouthuntiltheyreachtheage18.Atage18,fostercareyouth“ageout”ofthesystem:35% of these 18 year olds have graduated from high school, 37% are still enrolled in school or some form of vocational training, and 28% of youth who age out of foster care, drop out of high school. Young people who leave foster care without a high school diploma are more likely to become homeless, unemployed and at a high risk for a difficult adult life.



• YouthatRisk—Riskandprotectivefactorsinthesocialenvironmentinfluencethewaychildrendevelop. In a survey of eighth graders in King County school districts in 2008, concerning risk and protective factors, 33% reported low commitment to school, 12% reported early initiation of drug use, and 26% reported favorable attitudes among peers towards anti-social behavior.

• DelayinYouthAcademicAchievement—The on-time graduation rate for high school students in KingCountyin2008was77.4%;thatis,22.6%ofKingCountystudentswhoenteredtheninthgradein September 2004 failed to graduate as scheduled in June, 2008. Only 82.7% of that ninth grade cohort had graduated high school by the subsequent year. The social costs of delay or dropping-out can be high: a dropout is more than eight times as likely to be incarcerated as a person with at least a high school diploma—and more likely to earn less, contribute to the economy at a lower rate, and/or rely on government assistance.

• MentalHealthandSubstanceAbuse—Ina2008surveyaboutfrequencyofmentaldistress(e.g.,depression and/or other mental health conditions) conducted among 116,000 King County residents age18+bytheWashingtonStateDepartmentofHealth,CenterforHealthStatistics,BehavioralRiskFactor Surveillance System, 12% of the respondents age 18-24, and 10% of respondents age 44-65, reportedepisodesoffrequentmentaldistress(lasting14ormoredaysinthelastmonth)overthefive year period from 2004-2008. The frequency of mental distress was disproportionately higher among respondents in lower income segments of the population.

(Mentalhealthissuesandchemicaldependencyarecloselyassociated—particularlyamongthehomeless. Nationally, an estimated 50-70% of homeless individuals with mental illness also abuse substances often to self-medicate their mental health conditions. As a consequence, homeless people with co-occurring mental health and substance abuse issues often experience difficulties navigating the complex systems necessary to obtain housing, health care and employment. Without their basic needs met, they often end up in emergency systems and local jails.)

• Homelessness—OnthedateofthelastOneNightCountofHomelessnessinKingCountyinJanuary,2009, an estimated 6,134 people were utilizing shelter or transitional housing services, and another 2,827 were surviving outside without shelter.

• Foodinsecurity—Forthemostrecentyearforwhichdataisavailable(FY2007),241,524KingCountyresidents(35%ofwhomareinfantsandchildren,17%ofwhomwereolderadults)usedfoodbanksin King County regularly or periodically to supplement their food resources because they lack the financial resources to make purchases to feed their households.

• ChangesinBasicNeeds,ArisingfromtheRecession—Phone calls from King County residents to the King County 211 Community Information Line for rent assistance in fourth quarter 2009 totaled 3,895,downsomewhat(7%)fromthirdquarter2009,butstill65%higherthanthenumberofinquires about emergency rent assistance in fourth quarter 2007.

AsofDecember2009,thenumberof(reported)unemployedpeopleinKingCountytotaled94,050(8.5%unemploymentrate)—asignificantincreaseof139%fromJanuary2008whenthenumberofunemployedtotaled39,390(3.6%unemploymentrate).



• Aging—It is projected that by 2015, the population age 60 and older in King County will increase by an additional 108,000 to more than 371,000 people, a 39% increase over 2005. Aging brings challenges. Older adults, particularly those 85+, are more likely to have chronic illnesses and disabilities, and to be frailer than younger populations. Income and language issues—for older adults for whom English is not a first language —present barriers to health and related support services.

The Internet and growth in nonprofit organizations has spawned an increase in online charities; younger givers are giving in different ways

• Initsannual(2009)surveyofonlinefundraising,theChronicleofPhilanthropyreportedthatoverallcharitable contributions for nonprofit organizations that participated in its 2009 survey fell by a median of 9%, but online contributions grew by 5%. Online contributions to charities participating in the Chronicle’s 2009 survey, grew by a median of nearly 15% in 2009—a much smaller increase than the 28% median growth rate in 2008, and the 42% median growth in 2007—but an increase nonetheless.

• Inastudyofonlinegivingcompletedin2006,NetworkforGoodreportedthat:

- “Online giving is expected to track to the trends of online shopping and online banking, which, while representing a small proportion of overall banking and shopping when initially introduced, now play a significant role in those sectors. Consumers value the convenience and speed of online transactions.”

- Online giving is becoming donors’ charitable avenue of choice at times of disaster. The Chronicle of Philanthropy has noted that Internet donations for the 2004 South Asian tsunami relief accountedformorethanone-thirdofthetotalraised.AfterHurricaneKatrina,halfofreliefgivingwas online, representing the largest outpouring of donations online in history.

- ThemedianageofdonorsatNetworkforGood(asof2006)was38(theleadingedgeofGenX),withtheaveragebetween39and40;52%ofdonorsatNetworkforGoodarefemale.”



• Ina2008researchstudyofgenerationaldifferencesincharitablegiving(drawnfromanationallyrepresentative online survey of 10,000 individuals conducted in 2007), the Center on Philanthropy at Indiana University reported that:

• AverageannualcharitablecontributionsintheU.S.tosecularcauses(inpartafunctionof age-related earning power), totaled:

- $966forBoomersbornbetween1946and1963(ages64-47asof2010)

- $674forGenX’ersbornbetween1964and1981(ages46-29asof2010)

- $593for(workingage)GenY’ersbornbetween1982and1990(ages28-20asof2010)

• Motivationsforgivingvariedbygeneration:

- AhigherproportionofBoomers(44.9%)thanGenX’ers(39.6%)andGenY’ers(39.4%),are motivatedtogivetocausesthat“provideforthebasicneedsofthepoor”;

- AhigherproportionofGenX’ers(39.4%)thanBoomers(35.9%)andGenY’ers(34.3%)are motivatedtogivetocausesthat“makemycommunityabetterplacetolive”;and

- AhigherproportionofGenY’ers(44.5%)thanGenX’ers(37.3%)andBoomers(33.8%),are motivatedtogivetocausesthat“maketheworldabetterplacetolive”.

• Inamorerecent2010Convio-commissionedstudyofgenerationaldifferencesincharitablegiving(drawnfromanationalonlinesurveyof1,500donorsconductedinearly2010),EdgeResearchandSea Change Strategies reported that:

- “Total annual charitable contributions grow with age, but the difference is primarily driven by the number of charities given to, rather than differences in gift size.

- Friend-to-friendcommunication(viasocialmedia)isacoreelementofaneffectivefundraising strategy.Moredonorsacrossthegenerations(84%)selectedfriend-to-friendsolicitation—over mail from a charity the donor knows, messages via an online social network, telemarketing on behalf of a charity the donor knows, or text messages from a charity that the donor knows—as the most acceptable/appropriate form of solicitation.

- The younger the donor, the greater the number of ways they give.

- (Thefundraiser’s)firstjobwillcontinuetobegivingpeoplesomethingtotalkabout... providing the tools to make it easy for supporters to promote you and raise money for you, will lead to superior results . . . these include peer-to-peer fundraising tools, event and integration to social media platforms that make it easy for supporters to spread the word.

- In 1999, Internet fundraising went through a critical growth phase as donations for the crisis in KosovoandthenHurricaneMitchspurredamassiveincreaseinonlinegiving...adecadelater, mobile giving is on a similar rising path.

- There is not a single tactic or giving channel that is nearly as important as the quality of your message and your ability to inspire, arouse, and engage the hearts and minds of your donors . . . there is overwhelming evidence, more recently from the behavioral economics community that charitablegivingisadeeplyemotionalprocess.”



Key External Opportunities for United Way of King County in 2010-2015 Business recovery in Washington is likely to outpace national economic recovery

TheWashingtonEconomicandRevenueForecastCouncilnotesinitsFebruary2010reportthat,“ontheupside(inWashington),thestateispoisedtorecovermorestronglythanthenationalrecoveryduetoits high export intensity. The global recovery has helped exports in our state rebound and will help us to outperform the nation in recovery. Washington’s two major industries—aerospace and software—have also fared relatively well during the recession and are likely to remain stable. Boeing is now starting to reach key milestones in the development of the 787 program and has an extensive backlog of orders. While the plans to locate a second 787 production line out-of-state may have effects in the long run, the immediate consequences are small and will actually add stability to in-state production in the near-term. Microsoft is also healthy and the release of its Windows 7 operating system has been a success as evidencedbyastrongearningsreportforthefourthquarter.”

Changes in the racial and ethnic composition of the population are creating opportunities for customer development

TheAsianandHispaniccommunitiesarethetwofastestgrowingsegmentsofthepopulation.TheAsianpopulation(comprisedof12sub-groups,withthelargestgroupsinorderofsizeincluding:Chinese–notfromTaiwan,Filipino,Vietnamese,Japanese,Korean,andAsianIndian–fromtheIndiansub-continent),grew 32% between 2000 and 2008. This segment is projected to grow 17% between 2008 and 2013. Approximately33%ofthispopulationisnativeborn;67%isforeignborn.Thispopulationresidesinthelargestnumbersinorderin:Seattle,SouthCounty,EastCounty(experiencingthefastestgrowthinthispopulation in King County) and North County.

TheHispanicpopulationisthefastestgrowingsegmentoftheKingCountypopulationoverall—increasing 46% between 2000 and 2008. It is projected to grow 21% between 2008 and 2013. Approximately53%ofthispopulationisnativeborn;47%isforeignborn.Thispopulationresidesinthelargestnumbersinorderin:SouthCounty,Seattle,EastCounty(experiencingthefastestgrowthinthispopulation in King County) and North County.

Likewise, changes in the generational composition of the population are creating opportunities for customer development

There are approximately:

• 233,000KingCountyresidents(12.2%ofthecounty-widepopulation),whoareinthe“Traditionalist” generation,bornbetween1910-1945(ages64-82+)

• 499,184people(26.1%ofthepopulation),whoareinthe“Boomer”generation,bornbetween1946 1964(ages45-63)

• 369,592people(19.4%ofthepopulation),whoareinthe“GenX”generationcohort,bornbetween 1965-1984(ages32-44)

• 471,701people(25%ofthepopulation),whoareinthenear-workingandworkingagesegment(ages 15-31)ofthe“GenY/Millennial”cohort,bornbetween1985and2005



Key Strengths at United Way of King County in 2010-2015 United Way of King County has demonstrated an ability to regularly innovate its community investment program, maintain balance between outcome-driven initiatives and funding support for basic needs services, and produce results that improve quality of life conditions for King County residents; it:

• Workedwithitsgovernmentandagencypartnersbyyear-end2009tofundanddevelop604of1,200projected units of permanent housing with on-site wraparound supportive services that include drug and alcohol counseling, mental health care and job coaching for chronically homeless people who includevulnerableveteransandwomen;

• Organizedover600volunteerswhodedicated16,000hoursin2010totheFreeTaxPrepCampaigntoprepare 14,000 tax returns which helped return $19.7 million in federal income tax refunds, including $6.2 million in Earned Income Tax Credit refunds, to low income households in King County that are strugglingtomeetbasichousing,food,transportation,andhealthcareneeds;

• OrganizedaResponseforBasicNeedstohelpKingCountyresidentsdisplacedbythe2008-2009national economic recession,

- obtain emergency food assistance through 34 local food banks and multi-service centers that received additional funding to augment their procurement, storage, refrigeration, transportation, capacity,

- getconnectedtofederally-funded,state-administeredBasicFood(foodstamps),healthcare andunemploymentbenefitprograms;

• Mobilized250volunteersintheVolunteerReaderProgramtoreadaloudto1,400youngchildreninpre-schoolsandchildcareprogramsat37sitesinKingCountybyyear-end2009;

• Helped1,825childreninKingCountywithdevelopmentaldelaysimprovetheirphysical,cognitiveand social functioning through intensive early intervention work that includes developmental assessments, physical and occupational therapy, speech and language therapy, and specialized training for special needs children and their parents.



United Way of King County has established and maintained fundraising capabilities that enhance the community’s response to people in need in King County, and help solve underlying community conditions that drive demand for social services. United Way:

• Completedcommunityfundraisingtotaling$55million,tofullyfundthe$140millionGatesEndowmentChallengewhichishelpingassurethat96.8centsofeverydollarraisedinUnitedWay’sannualcommunitycampaignisdistributedtosupportsocialandhealthservicesforvulnerableKingCountyresidents;

• Raisedunrestrictedcontributions—notincludingpledgesdirectedtoUnitedWaypriorityprojects(e.g.,theCampaigntoEndChronicHomelessness,theResponseforBasicNeeds)—whichgrew4.1%from$36.7millionin2005,to$38.2millionin2007,beforecontractinginthe2008-2009recessionto$35.2millionin2009;

• Raised$3.7millionindirectedpledgesfortheResponseforBasicNeedsinitiativetohelpKingCountyhouseholdswhoarestrugglingtomakeendsmeetasaresultofthenationalrecession;

• Secured$12millioninresponsetotheCampaigntoEndChronicHomelessnesstohelptransitionchronicallyhomelessmenandwomenfromthestreetstohousingwithwraparoundsocialandhealthservices;

• Increasedunrestrictedcontributionsamongleadershipgivers,notincludingdirectedcontributions,ingiftsof$10,000ormore,by69%fromatotalof$7millionraisedin2005,to$11.8millionin2009.(Donorswhocontributeddirectedgiftsof$10,000ormoretoUnitedWayofKingCountycontributedapproximately46%ofthe$3.7millioncontributedtotheResponseforBasicNeeds,andapproximately78%ofthe$12millioncontributedtotheCampaignforChronicHomelessness);

• Receivedencouragingdonorfeedbackinabrandequitystudyconductedin2008inwhichdonorsrespondedwitha6.7rating—usingascaleof0(meaningstrongdisagreement)to10(meaningstrongagreement)—tothestatement,“IvalueUnitedWay’sexpertiseininvestingmycharitabledollarsinthecommunity.”

United Way is known and respected among its partners for its integrity, efficiency and impact that it is producing

DonorswhorespondedtotheUnitedWayofKingCountybrandequitysurveyin2010associateUnitedWayofKingCountywithattributesthattheyvaluethemost,including:trustworthiness,efficientuseoffunds,effectivenessindirectingdonationstowherethecommunityneedsthemthemost,compassionandcaring,reputationinthecommunity,achievementofgoals,communicationabouttheimpactthatisbeingaccomplishedwithcontributions,andeffectivenessinsolvingcommunityproblems.



Key Challenges at United Way of King County in 2010-2015 Unrestricted giving in the workplace is declining

• UnrestrictedanddirectedgivingtoUnitedWayofKingCountyfromallsourcesdeclined6%:from $41.8millionin2005to$39.6millionin2009.MeanwhilesuchgivingtoUnitedWaythrough workplacecampaignsdeclined14%:from$31.5millionto$27.2million.

A few top business customers generate the bulk of workplace giving

• WorkplacegivingtoUnitedWayishighlydependentonthesupportofarelativelysmallsegmentof the1,500organizationsthatconductworkplacecampaigns.In2009,campaignsat27companies produced44%,or$17.6million,ofUnitedWay’stotalunrestrictedordirecteddollars,withjusttwoof thesecompaniesaccountingfor27%.

• BeyondgiftsdirectlytoUnitedWayofKingCounty,thetop27companiesgeneratedgiftsdesignated tootheragenciestotaling$44.3million,or56%ofallworkplacegiving.Thecompanywiththesingle biggestworkplacecampaignproduced77%ofsuchdesignateddollars.

Major givers are a critically important, though proportionately small, segment of the individual donor base

• In2009,UnitedWaycounted88,841donors.Ofthese,56,592aredonorsforwhomwereceiveddata aboutgiftamounts;thesedonorsgave$52.9million,with$20.4millioninunrestrictedanddirected giftstoUnitedWay.

- 1,073,or1.9%,madegiftsof$5,000ormore(someconsiderablymore).Collectively,thisgroup contributed56%ofthe$20.4million.

- 14,899,or26.3%,madegiftsbetween$500-$4,999,accountingfor27.2%ofthe$20.4million.

- 71.8%ofdonorscontributedgiftsbetween$1-$499,accountingfor16.1%ofthe$20.4million.

Directed giving tends to be issue-focused and time-limited

• DirectedgivingtopriorityinitiativesatUnitedWayappearstobecharacterizedbyburstsofactivity; e.g.,afterinitialcontributionstotaling$400,000in2007—directedgivingtothe$25million CampaignforChronicHomelessnessincreasedto$11millionin2008,thendroppedto$500,000in 2009.

Traditional donors are aging

• By2008,approximately26%ofUnitedWaydonorswereTraditionalists(age65+)manyofwhom wereretiringorretiredfromtheworkforce;approximately56%ofUnitedWaydonorswereBaby Boomers(ages64-45)approachingretirement;andasmallminorityofapproximately17%were GenX’ers(ages44-25)intheirprimeworkingageyears.



Diverse populations are underrepresented among donors

• By2008,4.5%ofdonorswereAsian/PacificIslander(AsiansandPacificIslanderscomprise 14.3%oftheKingCountypopulation);4.2%ofdonorswereHispanic(Hispanicscomprise7.5% of the King County population, and are the fastest growing segment of the population in the county).

United Way does not have brand penetration in emerging (non-donor) communities or in the marketing and distribution channels conducive to communicating with these communities

• Inabrandequitystudyconductedin2008,non-donorsrespondedwitha4.4ratingusingascale of0(meaningstrongdisagreement)to10(meaningstrongagreement)—tothestatement,“Ivalue UnitedWay’sexpertiseininvestingmycharitabledollarsinthecommunity.”Non-donorsresponded with a 4.1 rating—using the same 0-10 scale—to the statement, “United Way is more than a fundraiser;it’smypartnerinsolvingcommunityproblems.”

• InUnitedWay’s2010brandequitysurvey,significantlyfewernon-donors(thandonors)who responded to the survey associate United Way with attributes they care about, including: efficient use of funds, effectiveness in directing donations to where the community needs them the most, compassion and caring, reputation in the community, achievement of goals, communication about the impact that is being accomplished with contributions, and effectiveness in solving community problems.

• Whenaskedwhichmethodstheypreferasameanstodonatemoneytoaworthycharitable organization—63% of donors said they prefer online giving, 58% like workplace giving, 46% like givingviaevents(e.g.,auctions,fundraisers).Alternatively—68%ofnon-donorspreferonline giving, 45% like giving via events, and only 17% like workplace giving.



Suggested Next Steps for Production, Communication, and Implementation of the Board- Approved 2010-2015 Strategic Plan

The Strategic Plan Committee suggests that the following next steps—subject to board and President’s Office refinement—be taken in producing, communicating and implementing the United Way of King County 2010-2015 Strategic Plan.

June 2-30

• IntegrateanyJune1Board-requiredcontentchangesintofinalplan(staff;weekofJune1)

• ReviewfinalcontentchangeswithCEOandPlanCommitteechair(staff;weekofJune7)

• EmailfinalBoard-approvedplantoBoard,withdistributionofBoardmeetingminutes (President’sOffice;suggestedbymidJune)

• Mailfinalcopyofboard-approvedstrategicplantostakeholders(staff,inconsultationwithCEO, committee chair, and brand management—summer or fall 2010)

Summer

• Completestyle/formateditstoboard-approved2010-2015strategicplan(Brand;summer)

• ScheduleandbeginconversationswithUnitedWaycouncilsandcommitteesaboutthe2010- 2015StrategicPlanandsections/assignmentsrelevanttocouncilsandcommittees(boardexecutive committeemembers;summerandfall)

• Providepresentationcopyofstyle/format-edited2010-2015strategicplantoboardatfirstfallboard meeting(CEOandStrategicPlanCommitteechair;September7suggested)

• Developandimplementvisitationscheduleandapproachforcommunicating/discussingkeythemes fromthe2010-2015strategicplan,withkeyregionalleadersandleadershipgroups,(BoardExecutive Committee in 2010-2011). Following are examples of contacts, not in prioritized order:

-Foundations(e.g.,Bill&MelindaGatesFoundation,TheSeattleFoundation,MedinaFoundation, Allen Foundation, Philanthropy Northwest)

-CityofSeattle(e.g.,Mayor,citycouncil)

-KingCountygovernment(e.g.,countyexecutive,countycouncil)

-MayorsandCouncilsinSuburbanCities(e.g.,Bellevue,Redmond,Kent,FederalWay)

-Federaloffices(e.g.,SenatorsMurrayandCantwell)

- University of Washington, Seattle University, Seattle Community College District (e.g.,presidents’and/orprovosts’offices)

-Businessassociations(e.g.,GreaterSeattleChamberBoard,CommunityDevelopmentRoundtable, SeattleRotary#4)

appendix b



-Nonprofitassociations/organizations(e.g.,ExecutiveAlliance,MinorityExecutiveDirectors Coalition, United Way of King County annual meeting)

- Key individual major gifts contributors

-Keycommunityforums(e.g.,CityClub,LeadershipTomorrow,AdvanceBellevue)

-Industrygroupsandmajorcompanies(e.g.,aerospace,hightech,biotech,media,communications)

• Developadefinitiveproductionandcommunicationsplan,withinputwelcomedfromBoard members,forpresentationtoanddiscussionwiththeboardinfall2010(president’sofficein consultation with board and Board Executive Committee members, summer 2010)

2010-2015 (Ongoing)

• Cross-referenceUnitedWayofKingCountyannualandbiennialplansincludingannuallogicmodels tothe2010-2015StrategicPlan(boardcommitteechairsandmanagementteammembers)

• Scheduleannualboardandmanagementteamreviewsanddiscussionsofprogresstowardgoalsin the 2010-2015 Strategic Plan


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Strategic Plan - Home | United Way of King Countyuwkc.pub30.convio.net/assets/files/strategic-plan/united-way-of... · Executive Summary ... communication and ... elements of the