Status Report on 12/08 Organizational Design and 2012 Recommendations

1. Status Report on 12/08 Organizational Design and 2012 Recommendations

2. Metro III Staffing Data United Way Staffing Patterns Median Number of FTEs by Functional Area, 2007 *Additional resources in use as FT Volunteer in RD and grant funded FTE in CI

3. Need to Continue/Strengthen Community recognition as a prominent community “leadership” role versus primarily a “funding” role Community events in appreciation for Community Impact results • Prior community events were for kick-off and celebration of fundraising • Create community events to celebrate community change results achieved Strengthen donor relationship • increase face-to-face contact with donors Increase use of United Way of America’s available resources Strengthen every staff person’s involvement in Community Impact

4. Need to Continue/Strengthen • Continued work for Community Impact Community understanding: it’s about community involvement and ownership, about affecting community indicators; not about BUW Effective communication strategies that link actual impact to work output Dive deeper into the community through associations, organizations, churches, ethnic clusters and service recipients; not just agencies Determine BUW role in meeting basic needs during transition to prevent people from suffering Continual evaluation of needs, best practices and concrete results Consider BUW’s role in the community impact priorities; opportunities for additional initiatives in early childhood development, youth development, community development, homelessness as examples Develop BUW priorities for community investment

5. Not Getting Done12/08 Competitive, year-round strategy development and execution for resource development, particularly in light of the current economic conditions • Planned giving • Major donors • Grant initiatives • New account development • Donor relationship building (improving) Strategies for current and future surplus management and utilization Limited or no presence in South County

6. Not Getting Done Strategic and systemic marketing, public relations, communications and media plans to enhance increased community understanding Marketing/communication efficiencies through use of technology and more “targeted” approaches Feeding and nurturing of volunteers; development of a year-round volunteer recruitment program; volunteers for fund distribution and campaign Improved efficiencies through technological opportunities; click to donate Data collection analysis; tracking outcomes to make better initial decisions Staff development plans and execution

7. Stop/Reevaluate or Restructure Direct mail – need to better manage and target direct mail; develop more efficient contact approaches, measure all results Special events need to be evaluated; what should we be doing for what return? Breakfast launch and celebration event – 85% of collection used to pay for the events, not really fundraising events; the events are tied to “annual campaign” versus communication with the community about impact/results

8. Board Considerations

9. Current BUW Structure

10. Most Current Metro III Staffing Data United Way Staffing Patterns Median Number of FTEs by Functional Area, 2010 *Admin represents finance and administration and executive assistant **Executive Assistant currently split between CEO and DCEE ***Additional CI resources to be used to cover salary of grant funded FTE in CI if needed as of 10/1/12

11. BUW Recommended Organizational Structure 6/20/2012

12. Coordinator of Youth Development • Leads and manages the organization’s short- and long-term efforts in supporting all young adults successfully transition to work, higher education or training. • Leads the PPP and TPP initiatives • Existing position with additional responsibilities

13. Coordinator of Early Childhood Development • Leads and manages the organization’s short- and long-term efforts in supporting all children arrive at kindergarten ready to learn and successfully transition (ages 0-8). • Leads the BP and ECTT initiatives • Onboard by August 1, 2012

14. Coordinator of Funded Partner Management • Manages funded partner relationships, processes including RFPs, monitoring visits, reporting, outcome analysis and recommendations for funding. • Assist organizations, agencies, funded partners with program performance measurement tools and processes, data analysis, and presentation of results for evidence based outcomes. • Research local and national information and data to identify/explain major trends, problems. Assists in assessing community needs, assuring accountability, achieving community impact. • Onboard by September 1, 2012

15. Capacity Improvements • Structure allows Kris to focus on: • Strategies for community improvements; identification of partners (not funded program level partners) • Community capacity building • Relationship building with donors and other funders • Identifying opportunities and nurturing relationships to develop shared leadership for community change.

16. Capacity Improvements • Allows Nancy to focus on: • Strategic focus on an integrated approach to community impact • Building capacity for funded partners • Longer-term development of a PFSI initiative • Allows Jonah to focus on: • Greater support for Kris • Capacity to support Marketing and Communications function with attention to issues/initiatives communication

17. Supporting Structure Coordinator of Marketing and Communications Director of Resource Development Director of Finance and Administration Coordinator of Information systems and Technology Coordinator of Volunteers and Resource Development Office Assistant Functions Supporting Community Impact

18. Supporting Structure Coordinator of Marketing and Communications Director of Community Impact Director of Finance and Administration Coordinator of Information systems and Technology Coordinator of EC Development Coordinator of Youth Development Coordinator of FP Management Office Assistant Functions Supporting Resource Development

19. Connecting Initiatives and Funded Partner Investments to the Outcomes We Seek (Draft) 19

20. What Questions do You Have?