This 3-year strategic action plan aims to improve lives, increase resources, raise awareness, and strengthen the organization. The key goals are: 1) Improve lives of 75,000 people through needs assessments and ensuring funded initiatives have measurable outcomes. 2) Increase annual funding by 4% each year through workplace campaigns, leadership giving, and new funding sources. 3) Raise awareness of their impact through a marketing plan utilizing various media and increased social media presence. 4) Strengthen governance, staffing, facilities, and partnerships to accomplish the strategic goals.

1. CONNECTING PEOPLE
HELPING PEOPLE
STRATEGIC ACTION PLAN FOR 2015-2018

2. CONNECTING PEOPLE
HELPING PEOPLE
STRATEGIC ACTION PLAN FOR 2015-2018
EXECUTIVE SUMMARY
Recognizing the utility of learning from the past and working more effectively in the present to position the organization for
maximum performance in the future, its volunteer Board of Directors, its dedicated staff and the key stakeholders of United
Way of West Tennessee have embraced a new “business model” that creates measurable impact and improves lives in the
key areas of health, education and income. The following three year strategic action plan embodies this new vision and
provides a clear path to effectively achieving its new mission.
VISION STATEMENT
We envision a safe, healthy and well educated community where peoples’ needs are met effectively, respectfully and
compassionately.
MISSION STATEMENT
We unite people and resources to build a stronger, healthier and more educated community.
GOALS AND STRATEGIES
We present here “what” the organization proposes to accomplish embodied in our goals and “how” the organization
proposes to accomplish our goals embodied in our strategies. Though the goals and strategies are organized primarily
under “functional” categories, this strategic action plan recognizes and avoids the potential pitfalls of developing “silos” by
integrating activities across functional areas and assigning primary and supporting accountability roles.
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3. Goal I: To improve the lives of 15% of the population of 500,000 or 75,000 of the people in West Tennessee
who are most in need by:
• Conducting a needs assessments of the community while going through Community Impact process
• Strengthening and enhancing the process for allocating funds
• Insuring all funded initiatives focus on measurable outcomes
• Insuring that all funded initiatives encourage collaboration and leveraged resources
Goal II: To generate a net increase in the financial resources available to the organization of 4% in each of
the next three years (a 12% increase in total) in order to create greater impact in the community by:
• Generating a 4% increase in each of the next 3 years (a 12% increase in total) in dollars under the control of the organization
fundraised through the traditional annual workplace campaigns
• Establishing and expanding a formal leadership giving program.
• Diversifying resource development efforts to include funding sources and activities outside traditional workplace and leadership
giving campaigns.
Goal III: To increase the awareness of our supporters and the community at large regarding the positive
impact of the organizations actions and initiatives by:
• Establishing a formal structure to support communications and marketing as an essential and ongoing function of the organization
• Developing and utilizing “social media” in order to reach out to greater numbers of prospective supporters and to the general public
Goal IV: To expand and strengthen the capacity and infrastructure of the organization to successfully
accomplish the above Goals by:
• Strengthening and improving the governance structure of the organization in order to focus efforts on strategic planning rather than
operational management.
• Streamlining and strengthening the current governance structure to align with the accomplishment of the goals and objectives within
the strategic plan
• Recruiting, developing and aligning the appropriate human resources of paid staff and volunteers within the organization to insure
the successful accomplishment of goals and objectives of the strategic plan.
• Reviewing and considering the options concerning the physical plant/facilities that the organization currently operates to determine
maximum utility and visibility balanced by cost efficiency.
• Developing and aligning relationships with external coalitions, and other organizations that increase the capacity of the organization
to accomplish the goals and objectives embodied within the strategic plan.
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4. UNITED WAY OF
WEST TENNESSEETHREE YEAR STRATEGIC ACTION PLAN (2015-2018)
The strategic direction of this action plan come from the president’s SWOT analysis of United Way of West
Tennessee and conversations held with multiple stakeholders, donors and staff.
DEFINITION OF BASIC ELEMENTS
Mission Our reason for being – what we do – with/for whom we do it.
Vision What we see as the results of our collective efforts, the difference that our
organization makes for the individuals living and working in our communities
and for the overall community itself.
Goals Overarching statements of what the organization hopes to achieve over a
multi-year period
Strategies Well defined approaches or methods for attaining the goals of the
organization.
Objectives Specific, concrete, measurable statements of what will be accomplished or
what will be delivered by all stakeholders within a one year period.
VISION STATEMENT
We envision a safe, healthy and well educated community where peoples’ needs are met effectively,
respectfully and compassionately.
MISSION STATEMENT
We unite people and resources to build a stronger, healthier and more educated community.
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5. This strategic action plan is organized in four targeted areas. Within
each of these areas, strategies and objectives are articulated and
specific positions and groups responsible for implementation are
identified.
To improve the lives of 15% of the population of 500,000 or 75,000 of the people in West Tennessee who are most in need.
STRATEGY A
Strengthen and improve effectiveness of the process for Community Impact.
Objectives
• Conduct overall needs assessment while visiting with agencies
• Require all Board members to “audit/shadow” a minimum of one agency application and one site visit
• Solicit feedback from Community Impact Panels
• Responsible parties: Board of Directors, Community Impact Panels, UWWT Staff
STRATEGY B
Work with agencies to insure that all funded initiatives have enhanced measurable outcomes.
Objectives
• Collect data that documents total number of persons served through Community Impact
• Collaborate with agencies on effective ways to gather and report data for Community Impact
• Collect “success stories” from agencies to highlight tangible outcomes to achieve emotional impact
• Responsible Parties: Board of Directors, Community Impact Panels, UWWT Staff
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GOAL 1: COMMUNITY IMPACT

6. To generate a net increase in the financial resources available to and under the control of the organization of
4% in each of the next three years (a 12% increase in total) in order to create greater impact in the
community.
STRATEGY A
To generate a net 4% increase in each of the next 3 years (a 12% increase in total) in dollars fundraised
through the traditional annual workplace campaigns
Objectives
• Establish an online giving option for employees that allows for ETF from credit cards and ACH withdrawals
• Develop detailed list of potential campaign companies in each county
• Strategically utilize campaign committee members to collectively pursue new campaigns
• Develop CEO letters and emails encouraging employees to give at leadership levels, and to move to
higher levels of leadership
• Responsible Parties: Board of Directors, Campaign Committee, UWWT Staff
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GOAL 2: RESOURCE DEVELOPMENT
Current Companies Year 1 Year 2 Year 3 Total
278 283 288 293 16

7. STRATEGY B
Establish and expand a formal leadership giving program
Objectives
• Establish and populate a Leadership Giving Subcommittee of the Campaign Cabinet, recruiting
members from current leadership givers.
• Develop a leadership giving plan that identifies leadership donors by giving level and specifies
strategies to increase each the numbers in each giving level.
• Increase both the number of leadership givers by 6% over the next three years as well as the
total amount of dollars raised by 6% over the next three years.
• Develop a prospective list of high level leadership donors to increase number of Pillar,
President and Tocqueville givers.
• Involve current leadership contributors at each giving level to approach prospective donors
within their respective levels.
• Develop “escalation” strategies that will encourage leadership donors to increase their gifts
each year.
• Plan or create an endowment/planned giving program where interested parties could “gift”
legacies and bequests in an endowment fund to benefit the organization.
• Responsible Parties: President, Board of Directors, County Committees, UWWT Staff
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8. To increase the awareness of our supporters and the community at large regarding the positive impact of the organizations actions
and initiatives
STRATEGY A
Establish a formal structure to support communications and marketing as an essential and ongoing function of the organization
Objectives
• Develop a Communications & Marketing Plan detailing a comprehensive and coordinated effort to increase the visibility of the mission
and activities of the organization, including print, radio, cable & TV, radio and social media.
• Develop a “message strategy” to emphasize the organization’s indispensable value in building a stronger community and improving
peoples’ lives that resonates both emotionally and intellectually with our current and prospective donors.
• Responsible Parties: Marketing Director, assistance from UWWT Staff and Board of Directors
STRATEGY B
Develop and utilize “social media” in order to reach out to a greater number of prospective supporters and the general public
Objectives
• Improve the user-friendliness of the website with opportunities to get involved and up to date news and information.
• Establish monthly newsletter through Constant Contact to inform supporters about events, highlighted agencies, United Way
Campaigns, Community Impact and leadership givers.
• Maintain Facebook page with up to date information about United Way and partner agencies and increase Facebook traffic.
• Regularly communicate with media sources through press releases.
• Develop and incorporate “storytelling” into media outlets regarding the benefits to individuals of United Way activities and initiatives.
• Responsible Parties: Marketing Director, assistance from UWWT Staff
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GOAL 3: COMMUNICATIONS & MARKETING

9. To expand and strengthen the capacity and infrastructure of the organization to successfully accomplish the above Goals
(1,2 & 3).
STRATEGY A
Strengthen and improve the governance structure of the organization in order to focus efforts on strategic planning rather
than operational management.
Objectives
• Board meeting agendas will include a standing item of “strategic planning” to insure a strategic rather than an operational
focus.
• Designate a specific board meeting as an annual review of the Strategic Plan.
• Responsible Parties: Board Chair and President
STRATEGY B
Streamline and strengthen the current governance structure to align with the accomplishment of the goals and objectives
with the strategic plan
Objectives
• Require that each Board member be actively involved with at least one Board Committee.
• Encourage Board members to be exposed to all aspects of United Way of West Tennessee and the United Way system.
• Recruit candidates for Board member openings that both meet the specific needs within the Board structure, and add to the
“strength” and “diversity” of the Board’s membership.
• Encourage Board members to give at one of the designated leadership levels.
• Responsible Parties: Board Chair, President, Board of Directors and UWWT Staff
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GOAL 4: GOVERNANCE & GENERAL OPERATIONS

10. STRATEGY C
Develop and align relationships with external coalitions, and other organizations that increase the capacity
of the organization to accomplish the goals and objectives embodied within the strategic plan.
Objectives
• Explore possible opportunities to build mutually beneficial relationships with neighboring United Ways,
including a continuation of regular gatherings of United Way Presidents, and expansion of staff to staff
collaboration.
• Continue to explore opportunities to establish community coalitions and collaborative activities that maximize
the efficient use of resources while providing maximum community impact.
• Responsible Parties: All Involved!
#United4WestTN
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