The LatAm journey into a regional network.

Jorge A. UribeBoard Chair

Regional Committee UW LA

October 2014London

11 countries +640 companies +195,000 donors +$19 US MM +600,000 beneficiaries 152 Board Members

UWLA in facts

2

More than 30 years: Venezuela, Mexico Between 15 – 30 years: Costa Rica ,Colombia, Guatemala, Brasil Less than 10 years: Chile, Peru, Argentina, Honduras, Panama

UW LA network: How do we do it ?

SOCIAL INVESTMENT

Investing in education

Raising contributions

Offering Volunteer activities

4

Program components

Volunteer activities.

Teachers & Parents Training

Infrastructure Improvements

Books & Materials

Main Role LUWs

Financial Resources

Stake holder articulation

Volunteer Activities

Program design, follow up and evaluation

How the UWLA invests in education?

Early Childhood Development

40.5% of children and adolescents living in poverty. More than 70% in countries like Guatemala, Honduras and Peru.

8 million children suffer from chronic malnutrition.

Each year, more than 6 million children suffer severe abuse and more than 80,000 die from domestic violence.

In some countries only 40% of children aged between 3 and 4 years, in the lowest socioeconomic levels or rural areas, have access to early care and education

Initial education in Latin America is characterized by low educational levels of teachers and lack of quality standards in most countries

Level the field for the most disadvantaged children…

…by improving quality of early care and education

6

Regional Objective 2018Elevate the quality of early care and education for disadvantaged

children aged 0 to 6 in Latin America

1. Strengthening all educational settings

(formal and informal) in partnership with public

sector

2. Support networks for parents

3. Public awareness about the importance of investing in quality

of early care and education

More than 10,000 teachers trained and

2,000 child care centers and preschools strengthened

More than 23,000 parents reached through trainings

and public campaigns about early childhood

development

More than 200 partnerships with

governments and NGOs

2010

-

2013

UWLA network: 95% Investment in Education 63% of resources invested in ECD

UW LA: Relationship with donors,

Multinationals companies: champions &leaders in the development & growth of UWLA.

Kimberl

y Clar

ckP&G 3M

PwC

Walm

art

Dupont HP

Dow Chemica

l

Metlife

Xerox

Deloitte

GM IBM

Owens-I

llinois

PfzerCarg

ill

Exxo

n Citi0

2

4

6

8

10

12

14

1

12

4 4

3 3

2

3

1 1

3

1

3 3

2

1

3

2

Board Member Main Com-panies

Companies

TOP Corporate Partners

8

AR BR CHL CO F.Ma. CR GT HN MX CHI PA PE VZ $ -

$ 500

$ 1,000

$ 1,500

$ 2,000

$ 2,500

$ 3,000

$ 3,500

$ 4,000

$ 4,500

-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

60%

Total contributions per LUW US$

2011 20122013 Crecimiento promedio últimos 2 años

2011 2012 2013 -

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

20.0

9.0

11.3 11.2

7.4

7.9 8.0

AVN/matching PayrollOtros

16.4

19.1 19.2

Total Contributions UW LA

UW LA Contributions

+ than 35,000 volunteers invest time, talent and

enthusiasm in activities that contribute to

achieve results in UW LA network programs.

UW LA Volunteers: a way to have a greater impact in our communities

Volunteer programs:

Reading, playing and promoting healthy habits

Improvement on infrastructure and learning environments.

Youth Mentoring and Tutoring

UW Latin American Region: Assets.

6

•From UWW.•UWW name and reputation.•UWW tools: campaigns, community impact,

volunteers.•UW ability to convene different sectors and

diverse leaders including the public sector.•From the UW LA Network •UWW LA network coverage and experience:

11 LUWs. •Spanish as common language for most

network except Brazil•Strategic plan: Focus on Education, ECD as

flag program.•Boards with active participation of

volunteers, many of them representatives of multinational corporations.

•Strong presence of multinational companies within the region and special support from some GCL like P&G, 3 M, Deloitte, PWC.

Assets

Latin American Region: Obstacles.

6

•LatAm incipient culture of giving. However, the Corporate Social Responsibility concept is being implemented in all countries.

•Weak and small LUWs.•Weak governance structure in

some LUW´s.•Difficulties for advocating for

new donors. •Incipient capability for

developing and administrating regional programs.

Obstacles

UW LA a Journey: From theory to practice

13

2002Presence in 7 countriesBrazil, Colombia, Costa Rica, Guatemala,

México, Nicaragua, Venezuela

Total Contributions, US$13 Millions (2007)

Social Investment without a focus

I Regional Meeting

Creation of Regional Committee

2014Presence in 11 countries:

Argentina, Brazil, Chile, Colombia, Costa Rica, Guatemala, Honduras, México, Panamá,

Nicaragua, Perú, Venezuela

Total Contributions US$19.2 Millions

Focus on Education and ECD

XIV Regional Meeting

Regional Committee with 10 members

UWLA network: our Journey

UWLA Journey

14

• LUWs born as an initiative of corporate partners.

• Local Boards supported by volunteers from multinational companies.

Phase 1: Creation of

LUWs

• Regional Meetings and Regional Committee established.

• Regional Planning Process initiated.

• Regional Office established.

• Multinational corporations leadership in developing regional programs

Phase 2 : Thinking regionally

• Better structured Regional planning for resources and impact .

• Establishing regional programs and partnerships.

• Looking for High performing Boards.

• Regional team in place.

Phase 3 : Consolidation

Growing as a network means:

Engage Network

Strengthen Capacity

Promote & lead Regional Team

Connect and develop Boards

15

UW LA: How do we mainly lead?

11

• Regional Strategic Plan with Objectives, Goals, Strategies and metrics Establishing

• Creating a culture of specific metrics and score cards that allow to follow up current advances Tracking

UW LA network Objective: To be the # 1 impact platform in LatAm.

17

Global Strategy UW

Regional Plan UW LA

Strategic Plan LUW

BOLD PLAYS1. Commit to and Implement a Single Business

Model that Drives Impact AND Increases Revenue.

2. Create a World-Class Individual Experience with Mobile Capability.

3. Formalize Community-Partner-Of-Choice. Agreements with Top 100 Corporate Partners.

4. Develop New $10M Leadership Giving Society.5. Create New Partnership Group of United Ways

to Execute Our Enterprise-Wide Strategy

OGSM

LUWs strategic plans

OGSM, UW LA, reviewed Oct 2014

UWLA strategic plan briefing

19

•Focus on education programs of regional scope, with transverse components in health and income

•Articulation of public, private sector and civil society

•Early Childhood as regional flag, incorporating components of public policy advocacy

Maximize Impact

(Bold Play 1)

•Companies: •Priority: GCL,

multinationals and corp. Regional.

•Workplace Campaigns as a sustainable resource

•Leverage multilateral institutions and government

•Volunteer activities.

•Individual donors: •More and

better relationships with individual donors.

•Affinity Groups.

•Use of technology

Improve relationship with donors

(Bold Plays 2,3,4)

•LUWs Organizational Structure (administrative, operational and financial)

•Boards •Regional

Office.

Strengthen network capacity

(Bold Play 5)

UW LA Boards and Regional Committee roles.

4

The Regional Committee must be part of the volunteer´s network of UWWLUWs Board of Directors Regional Volunteer

Council

-Role-

Membership Accountability Committee

UWW Board

• Approve annual budget, report, and strategic work plans

• Ensure legal, ethical, and financial accountability

• Provide oversight and guidance for staff directors and on internal operations

• Approve of / reject community and corporate collaborators as well as any plans to open additional offices

• Reviews and recommendations on the strategies, plans, and programs of United Ways in region, including:

• Annual work plans, progress, summaries

• Compliance Audit and Global Standards assessment findings

• Expansion plans

• Regional initiatives

• Regional Office – funding, structure, roles.

• Provide leadership and guidance on service and collaboration between LUWs in the international network, including:

• Recommend to Board on creation, probation, termination of UWs

• Monitor capacity building, UWW relationships with and accountability of country/territory and local offices.

• Manage dispute resolution.

• Responsible for strategic leadership, resource and relationship management, reputation building, stewardship of UWW and system assets, performance management and measurement, and oversight of public policy agenda and advocacy.

• Main committees are: Executive, Governance, Finance, Audit, Membership Accountability

UW LA Regional Committee. Composition & Meetings

Committee Members-Knowledge and passion for the

UW system.

-Knowledge and understanding of the region.

-Existing relationships and network as well as

entrepreneurial skills.-Contact with the local

organizations:

Meetings:

at least 4 per year

- Local Board Directors and/or

UWW´s BoardMembers.

- Companies‘ representatives

- Community Experts.

New members:

approved by 75%

Cha

ract

eris

tics

Pro

file

Latin American Regional Committee.

Key Success Drivers*

-Measures performance on strategic priorities (Impact, Revenue, Supporters, Trust)

Connects impact to revenue, leverage own relationships to grow resources

Engaged on and seeks to be informed about broader community issues

Prioritizes strategic/generative over operational work (80%/20%)

Leverages Board as a key talent asset

Values the network and connects with Board leaders from other United Ways

*High-performing boards initiative

Latin American Regional Committee. How it creates value?

1. Helping strengthening LUW organizations

2. Connecting with LUWs boards of directors

3. Promoting establishment of LUWs in new markets

4. Supporting the Regional, national and local offices

Latin American Regional Committee. How it creates value?

• Helping to develop and implement Regional and Local Strategic Plan + score card

• Promoting & actively participating in the Regional Meetings & other Regional Encounters

• Approaching new local and regional companies• Following compliance of Membership Requirements from LUWs LA• Reviewing alignment of the UW LA network to the general UWW

guidelines

1. Helping strengthening LUW organizations

Latin American Regional Committee. How it creates value

• Active participation in some Boards (Guatemala, Costa Rica, Mexico, Venezuela)

• Promotion of the improvement of the local boards performance and the use in LatAm of the Hihgh Performing Board Initiative.

• Visits in situ to UWLA partners, to strengthen the relationship and understand their needs and challenges.

2. Connecting with LUWs boards of directors

Latin American Regional Committee. How it creates value

• Peru• Argentina• Panama• Honduras.

3. Promoting establishment of LUWs in new markets

Latin American Regional Committee. How it creates value

• Providing advice and helping to identify opportunities and challenges.• Leading the stablishment and adequate conformation of the Regional Office. • Visits in situ to UWLA local boards, to strengthen the relationship and understand their needs and

challenges.

4. Supporting the Regional, national and local offices

29

Regional Committee and Board Members: Volunteers having the privilege to help…

• We are in a unique position to make this vision happen

• As privileged citizens, we have the resources and the passion to help to provide new opportunities to the majority.

• As members of a global network, we have the tools to galvanize and connect organizations and resources to develop long lasting solutions.

• As passionate and successful professionals, we have the energy and knowledge to make things happen

It’s all about creating long term changes in the communities

Thank You