United Way Thompson Nicola Cariboo

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1 United Way Thompson Nicola Cariboo Strategic Plan Operational Business Plan Victoria Street Kamloops, BC V2C 1Z

2 United Way Mission: To improve lives and build community by engaging individuals and mobilizing collective action

3 Our Promise Every day, staff and volunteers at United Ways are hard at work in local communities across Canada. Locally and nationally, our goal is the same: to create opportunities for a better life for everyone in our communities. Our new mission, called our Community Impact Mission, captures the essence of what we do: We improve lives and build community by engaging individuals and mobilizing collective action. What we do: We are a beacon for social change. We don t just scratch the surface of social issues by using band-aid solutions. How it s done: We inspire people to come together to make lasting difference in our communities. We dig deeper to identify underlying root causes of social issues. Who is involved: We specialize in bringing together all sectors of a community including individuals, businesses, organizations and government in pursuit of a common goal to create opportunities for people to live better lives. Together, we: demonstrate trust, integrity, transparency, inclusivity and respect energize and inspire volunteerism and volunteer leadership endorse innovation, partnerships and collective action provide non-partisan leadership embrace diversity Our goal: We work together with community partners to generate long-term, sustainable solutions that positively impact the health and well-being, education and financial stability of all members of our communities. Strategic Plan Operational Business Plan 2016

4 Key Results Areas Our strategic plan for , will achieve the following: A. Building Strong and Caring Communities Improved social determinants of health (SDOH) in all communities in the region Community impact plans for all parts of our region B. Strategic Partnerships United Way TNC invited to the table as an essential and knowledgeable leader and partner in all our communities C. Resource Development $3M/annual fund development target by 2021 D. Organization Excellence United Way TNC recognized locally, regionally and nationally as an innovative, progressive and exceptional organization unitedwaytnc.ca

5 Building Strong and Caring Communities 1. Increase food availability and security in each of the communities in our region. Every elementary school child will have regular access to nutritious food Increased amount of local food produced, available and affordable Inclusion as a key player in regional food security planning a. Ensure all the elementary before and after school programs that we support offer nutritious food (local if possible) Q1 Review progress reports on current funding partners to determine what is happening with respect to before and after school food programs, current policies and strategies and identify gaps Q1-Q2 Investigate avenues to support local food use in schools Q3-Q4 Work with strategic partners to pilot increased use of local foods in school programs b. Actively support the creation of community food gardening Q1-Q4 Respond, as opportunities arise, supporting the creation of community food gardening 2. All school age children and youth will have access to safe, engaging and supportive programming. 5-Year Goal All school communities offer before, during and/or after school programs 2016 Goal a. Increase number of school communities with before, during and after school programs Q1 With the City of Kamloops and School District 73, develop terms of reference for the hiring of a before and after school program coordinator Q2-Q4 Follow up on agreement Q2 Invest strategically in safe, engaging and supportive before, during and after elementary school programs outside of School District 73 Strategic Plan Operational Business Plan 2016

6 3. All citizens in the community have access to the community support they need. Increased public understanding of the social landscape of all the communities in our region Sufficient resources for critical community needs available in all our community as identified in our annual Community Impact Plan All residents in the region have access to text, telephone and web platforms of BC211 a. Develop and formalize tracking and reporting for community well-being (SDOH) in our region Q1 Develop relevant reporting and tracking format b. Ensure critical gaps and redundancies in communities are documented and gaps that are relevant to United Way are addressed Q1-Q4 work with strategic partners and key groups to gather information and data pointing to critical community issues and priorities. Ensure the information is documented, updated as needed, and organized by community for easy access within United Way. c. Support roll-out of BC211 web platform province-wide Q1 submit regional social service date and potential data partners to BC211 Q2 solicit support and funding from strategic partners in region Q3-Q4 support population of information database and plan coordinated marketing campaign Q2-Q3 Compile existing data Q4 Determine missing data and make plans to gather unitedwaytnc.ca

7 4. Provide support for those at risk of or experiencing homelessness. 5-Year Goal Sufficient outreach resources in place for those at risk of/or experiencing homelessness a. Grow the Rent Bank and supports in Kamloops Q1-Q4 Continually attract new donors for the Rent Bank b. Sufficient outreach supports are in place in the region Q2 Target investments to provide outreach services in communities where applications are submitted Q3-Q4 Identify outreach service gaps in the region c. Grow the Matched Savings Program in Kamloops Q2 Create a product from the Match Savings Program Q2-Q4 Continually attract new donors for the Match Savings Program 5. Improve awareness of issues and raise social responsibility in our communities to spur action. Increased level of awareness of issues in each of our communities Increased community contributions and commitment Leads Marketing and Communications Manager / Community Impact Manager a. Increase the impact of donor engagement events and tools. Q1-Q4 Ensure events through the year are optimally raising awareness and including clear calls to action Q4 Evaluate effectiveness of events re raising awareness and resulting in increased action using pre and post event surveys b. Increase the number of low-cost community engagement events and tools. Q1-Q4 Hold events as opportunities arise c. Hold discussions with the region s school districts in terms of programs/education in the schools to engage children and youth Q1-Q4 Capitalize on opportunities at DPAC meetings, Social Planning Council and communities that Care meetings to bring attention to this engagement initiative Strategic Plan Operational Business Plan 2016

8 Strategic Partnerships 1. Leverage our strategic partners to build capacity and help meet community goals. Increased capacity and sustainability of funded partners Effective response to community issues a. Secure multi-year funding for our sustainability and capacity building initiative (i.e. a packaged investment with key outputs and results). Q1 Evaluate pilot initiative funded by the Stollery Foundation Q2 Meet with anonymous foundation to discuss funding for b. Develop a Community Impact Plan detailing key community priorities. Q1 Review current community priorities Q2 Develop a plan to update the community priorities with regional strategic partners including identifying gaps and overlaps Q3 Update Community Impact Plan including a system for annual updates Q4 Publish Community Impact Plan on our website as per UWCC membership agreement c. Collaborate with strategic community partners to address community issues. Q1-Q4 Respond to emerging and long standing community issues with partners in the region to find solutions Q3 Product development of initiative Q4 Submission of application to secure funding unitedwaytnc.ca

9 2. Develop new and strengthen current strategic partnerships with mutual interests to increase/ leverage our resources including revenue. Strategic and corporate partners recognize the value of their relationship with UWTNC Our strategic partners constitute the majority of potential corporations and noncorporate entities in our region 2016 Goal a. Hold meetings with the senior leaders of each of our current corporate partners to address mutual value proposition. Q1-Q2 Plan visits with current corporate partners Q2 Prepare corporate packages Q2-Q3 Hold meetings Q4 Evaluate results and make initial plans for next year Systems in place to measure the impact from our connections with our strategic partners Strategic Plan Operational Business Plan 2016

10 Resource Development 1. Improve and aggressively diversify our sustainable revenue sources. Increase alternative revenue sources to represent 50% of annual fund development target Increase percentage of workplace campaigns in region a. Our initial diversification and business development plans will be implemented Q1 Complete CAPS Q2 Develop a plan for diversification including sources, donor groups, etc. Q2 Craft a plan for business development Q3 Initial implementation of plan Q4 Review how plan is working and make adjustments as required b. Implement our direct to donor strategy. Q1 Formalize direct to donor segments (e.g. retirees, millennials, community wide, etc.) and strategy for each segment Q1-Q4 Activate direct to donor strategy and engage with identified donor segments 2. Develop a robust major gifts and planned giving program. An active major gift funnel is in place (amounts and sources TBD) resulting in a steady stream of gifts A planned giving program in place and well known in the community a. Establish a Major gift funnel and stewardship strategy Q1 Research and identifying prospects Q2-Q4 Donor meetings, relationship building and gift stewardship Q2-Q4 Continuous product development Q1-Q4 Building awareness of our major gifts program with allied professionals b. Establish a planned giving program Q1 Research and identifying prospects Q1 Complete program design and development of key components Q1-Q4 Build awareness of our planned giving program with allied professionals unitedwaytnc.ca

11 3. Fully utilize current and emerging technology to support and expand our fund raising efforts. Social media fully utilized to raise awareness and used to connect to our work and fund raising Reduced technical difficulties and staff time used on inefficient technology a. Staff will be fully utilizing ANDAR functions and capabilities Q2-Q4 Improve internal use of ANDAR b. Investigate implementation of United Way At Work Q3 Conduct a cost comparison of various platforms Q4 Prepare a Board recommendation for how to proceed c. Implement social media fund raising plan Q1 Develop specific social media metrics and tracking Q2-Q4 Test and track social media response for targeted markets Q2 Receive intensive onsite training by ANDAR Strategic Plan Operational Business Plan 2016

12 4. Evolve our resource development strategy to optimally use time, treasures, talent and in-kind contributions. 5-Year Goal Formalized plan for time, treasures, talent and in-kind contributions providing significant benefits to our capabilities a. Increase engagement of stakeholders and key volunteers. Q1-Q2 Develop an inventory of United Way needs where treasures, talent and inkind contributions would be beneficial Q1-Q4 Increase involvement of Board and Cabinet in strategic initiatives b. Sponsored campaign representatives active for Campaign. Q1-Q2 Aggressively pursue sponsored campaign representatives with corporate partners through CEO calls and meetings Q3 Complete recruitment and training Q4 Review results and determine potential improvements for next year 5. Double the revenue coming from the regional communities. Double revenue from our regional campaigns Regional fund raising strategy in place and implemented 2016 Goal a. Cariboo revenues recovered to 2014 levels ($115G) Q2 Hire and train a full-time staff member Q3 Implement the initial business development and diversification plan Q4 Evaluate Cariboo campaign results through CAPS unitedwaytnc.ca

13 Organization Excellence 1. Be recognized as the premiere organization to donate to for community causes. Increased profile of UWTNC s work Community perception of UWTNC as a vital and permanent part of all the communities in our region 2016 Goal a. Conduct an awareness campaign to increase understanding of the UWTNC. Q1 Issue a contract to get the appropriate resources to develop and deliver campaign Q2 Assemble materials to be used in our awareness campaign (in alignment with UWCC national marketing strategy) (e.g. Annual Report, Investment Reports, Impact Reports, AGM Materials etc.) Q2-Q4 Implement awareness campaign Q4 Evaluate impact of awareness campaign 2. Ensure UWTNC is using best operational practices Relevant accreditation achieved Organization culture attracts and retains people who want to work for/with UWTNC a. Investigate requirements for ongoing operational sustainability, including the possibility of our own building Q3-Q4 implement diversification and business development plans for ongoing operational sustainability (see C. Resource Development, Goal 1 a.) Q1 Develop an initial background package for the Board to support the consideration of our own building Q2 Take further action as per Board direction b. Implement a program to ensure superior service to stakeholders. Q1 Develop a draft set of service standards and values for stakeholders (top 10) Q1 Seek feedback from stakeholders on service values Q2 Publish stakeholder service values and implement changes in our practices as required Q4 Use stakeholder service values to assess how we are meeting those Q2 Re-employ part time data entry staff Q2 Ensure all data in ANDAR is up-to-date, complete and accurate c. Initiate the process of accreditation. Q1-Q4 Work with professional volunteer, Board and staff to complete the accreditation steps Strategic Plan Operational Business Plan 2016

14 d. Ensure that the elements that support a positive, dynamic work culture are in place. Q1 Review and update as required our organizational values Q1 Create a professional development plan in place for all staff and volunteers Q1-Q4 Implement professional development program Q1-Q4 Review and update as required HR policy 3. Ensure UWTNC Board is using best governance practices. : Relevant accreditation achieved Board culture attracts and retains an excellent and diverse UWTNC Board a. Make adjustments as required to ensure that the UWTNC Board is as effective as possible Q1 Implement strategic management system Q1 Review governance survey and make plans for Board development Q1-Q4 Act on Board development plans Q4 Review Board functioning to determine what further Board changes/development may be useful b. Initiate development of a risk management plan. ACTION PLAN TBD c. Develop and implement updated financial policies. ACTION PLAN TBD d. Ensure Board committees and task forces are optimally structured and implemented to support the strategic plan and make recommendations to the Board. Q1 Review and adjust as required Committee structure/processes to ensure that these are aligned with best practices and our strategic plan Q1-Q2 Review and develop as needed formal procedures for task force terms of reference Q1 Implement a Board agenda/meeting process Help us change the story. 177 Victoria Street Kamloops, BC V2C 1Z

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