United Way Strategic Direction & Redefining Partnerships Global Corporate Leadership Advisory Council Meeting

Transcription

1 United Way Strategic Direction & Redefining Partnerships Global Corporate Leadership Advisory Council Meeting Brian A. Gallagher President and CEO United Way Worldwide April 30, 2014

2 Thank you.

3 The Environment Socio-Economic Landscape Worldwide economic uncertainty Growth in emerging markets Considerable regional differences Integration of global economy Widening social inequality Global population migration Shifting demographics Aging/Youth High youth unemployment Business role in social issues Philanthropic Landscape Global Philanthropy emerging; tax policies and incentives vary; US Philanthropy flat High net worth individuals have outsized % of philanthropy/influence; More giving from fewer donors threatens culture of giving Corporate Citizenship focused more broadly than philanthropy Funding collaboration and outcomes vs. programs; Transparency/accountability Social Media, technology, and mobile Rise of youth engagement/affinity groups

4 United Way Vision: United Way envisions a world where all individuals and families achieve their human potential through education, income stability, and healthy lives Mission: To improve lives by mobilizing the caring power of communities around the world to advance the common good

5 Competitive Positioning Compelling and Consistent Who We Are 1. United Way advances the common good by creating opportunities for all. 2. Our focus is on education, income, and health -- the building blocks for a good quality of life. 3. We engage people and organizations from all across the community who bring passion, expertise and resources needed to get things done -- We invite everyone to be part of the change. What Makes Us Unique Willingness to Embrace the Complexity of the Challenge in Communities We appeal to donors that are frustrated that one-off solutions don t improve big problems Community Solutions at Scale We are the #1 platform for community impact driving positive outcomes in 1,800 communities around the world Unparalleled Relationships across Sectors We engage all sectors in sustainable, high quality, and cost effective solutions Powerful Brand with Millions Engaged We influence policy and drive public engagement

6 An Impact Growth Imperative Frames Our Strategy Impact Growth Imperative: To achieve our mission, we must grow our position as the #1 platform for community impact Scale and complexity of our mission demands it Our communities need us; Our assets and our cross-sector, collaborative approach provide the greatest promise for driving positive outcomes Our leadership position and relevance depends on it Powerful internal statement that United Way s best days are ahead of us We are exploring defining the Impact Growth Imperative by setting an internal goal of doubling network community resources to $10B by 2024

7 Five Bold Plays Will Drive Success of Impact Growth Imperative Actionable Insights To drive performance and trust, we need to evaluate our portfolio of programs/actions through the discipline of maximizing impact To drive impact and revenue, we need greater engagement with Millenials and deeper, lifetime relationships with all individual donors To drive impact and revenue, we need to move our corporate relationships to a value proposition rooted in delivering shared value To drive innovation and capacity, we need to leverage the leadership of High Net Worth Individuals in our efforts to scale the United Way s impact work around the world To drive performance, we need to deliver on the compelling promise of quality, scale, and efficiency of being a worldwide network Bold Plays Bold Play 1: Articulate the United Way Theory of Change and Report Annually on Network Outcomes Bold Play 2: Launch Innovative Individual Engagement Approach with Mobile Platform Bold Play 3: Sign Community-Partner-Of- Choice MOUs w/ top 100 Corporate Partners Bold Play 4: Develop a New $10M Leadership Giving Society Bold Play 5: Create New Enterprise Partnership Group of UWW and Individual United Ways

8 Operating Plans Business Model UW Strategy Single Strategy Designed to Help Align Network Enterprise Strategy is intentionally simple. Depth/alignment in enterprise plans is critical. United Way Enterprise-Wide Strategy Competitive Positioning and Bold Plays Impact Products and Tools Revenue Products and Tools Geography Plans Priority regions/countries UWW Operations Plan Departmental Goals and Metrics Marketing/ Communications Plans Infrastructure Plans Talent/Technology/Innovation Individual United Way Plans

9 Assets to Put Against the Strategy 1,800 local United Ways in 41 countries and territories $5.273 billion in total revenue Nearly 11 million individual donors 2.92 million volunteers 25,000 individuals, $10,000+ annually (Tocqueville) 500 million dollar+ donors (Million Dollar Roundtable) 55,000 women s leadership council members contributing $160 million 50,000 young leaders contributing $50 million $1 billion annually from nearly 100 Global Corporate Leader companies

10 Questions