RETOOLING FOR A FUTURE OF THRIVING UNITED WAYS IN INDIANA 2017 ANNUAL REPORT

RETOOLING FOR A FUTURE OF THRIVING UNITED WAYS IN INDIANA 2017 ANNUAL REPORT

PLANNING A THRIVING FUTURE In December 2016, the Indiana Association of United Ways (IaUW) continued down its path of leading into the future by adopting the VISION 2027 Strategic Plan a watershed moment of commitment to prioritizing four key strategies that lead to a future of thriving United Ways throughout the State of Indiana. With this exciting Plan came lots of change; and therefore 2017 was deemed the Year of Socialization. The process of socializing made it evident that optimum performance would require retooling many of the traditional roles and services of the organization sooner rather than later: Name Change(s)! In order to better reflect our role as being stronger together our board recommended changing our name from IaUW to Indiana United Ways. Our members, as well as United Way Worldwide (UWW) approved this name change. (The organization will hereafter be referred to in this report as Indiana United Ways or IUW). More than rebranding was in store. The pledge processing and accounting services program of IUW formerly known as NP&AS underwent major changes, and staff renamed the revitalized program UniFi Solutions. Another seismic shift happened for the Indiana Nonprofit Resource Network (INRN) as that formerly decentralized operation was brought in-house and redesigned to become IUW s Training Team. More on these transformations on page 7. A New Office Home! A committee of the Board worked diligently through late 2016 to select a new location for IUW in the State Auto Building at 2955 N. Meridian Street. Months of meticulous planning paid off when IUW moved into the newly renovated and furnished location in August 2017. The sleek and modern facility provides attractive and tech-savvy meeting spaces, an open collaborative office space, and many other amenities that helped bring IUW into the 21st century. The new office space greatly contributed to the new emphasis on open communication and cross-functional teamwork both changes that were essential to provide top-notch service to IUW members. A Focus on the Future! In ways too numerous to count, IUW retooled systems and changed internal and external expectations for serving members. From innovative technology like Bluescape, a new cloud-based collaboration system, to taking the leap to bring eight United Ways into UWW s Digital Services an exciting targeted email marketing campaign to build consistent brand awareness to donors and prospects. By the end of 2017, IUW was well-positioned to help support and guide members to LeanIN to each other for greater results. The Annual Report that follows captures these and many other highlights of the breathless pace of retooling in 2017. It s been a tremendous amount of work and trust building, and worth every moment of the effort as we continue to work hard every day to make the lives of every Hoosier better. Sincerely, Maureen Noe President/CEO, Indiana United Ways Ronald Turpin IUW Board Chair, 2017 2

LAUNCHING A FUTURE OF THRIVING UNITED WAYS IN INDIANA Launching Vision 2027 Strategic Plan became the foundation of a number of IUW s efforts to retool and reenergize services that help the Indiana Network of United Ways/Funds thrive the basis of this 2017 Annual Report. Vision 2027 Performance Targets & Localizing the Plan Redesigning Membership Services Reorganizing and Rebranding Core Services The UniFi Solutions Story The Training Team Story Levers for Our Work Eyes on the Future: Preparing for the Road Ahead Indiana United Way Financials How We Do It: Our Board, Volunteers, and Staff Vision 2027 Performance Targets & Localizing the Plan The IUW Board of Directors adopted eight Vision 2027 Performance Indicators & Targets in 2017 which established quantitative baselines. The Beta Team, a cross section of local United Way executives and IUW board members (team that provided ongoing feedback on the development of the Strategic Plan) was recommissioned to propose and vet targets that were adopted by the Board, September 2017. Thirteen local United Way Boards of Directors took time to listen and update their local strategic plan to align with IUW s Vision 2027 Plan. To institutionalize these targets into local work, 30 United Way Executives dedicated time at the December Executive Roundtable to build out their own baseline, targets, and strategies aligning with the Vision 2027 Strategic Plan. 3

VISION 2027: PERFORMANCE INDICATORS STRATEGIC PRIORITY 1: COMMUNITY IMPACT Indiana s quality of life is improved, especially for our most vulnerable a. Expand and enhance members efforts to determine and address community-wide goals b. Leverage workforce and economic development partnerships and strategies c. Effect system change to positively impact health and human service issues Members move along the Community Impact continuum Baseline: 21 LUW s reported implementing the basic allocation process while 6 stated they were on the community impact journey and 8 others have fully integrated community impact into their community investment model aligning all programming, messages and board discussions around community goals and local collaboration efforts. Target: 15 members move from a basic allocation process to a full community impact model by 2027 Members access the IUW Matching Grants Baseline: 2016 - $428,249 (8%) of W2G funds were unclaimed. 20 members (34%) did not claim any W2G funds. Target: By 2027, 95% of IUW s Matching Grant dollars are distributed to qualifying members and 90% of the LUW s participate and claim W2G funds STRATEGIC PRIORITY 2: INVESTOR DEVELOPMENT AND RELATIONS Members are seen as outstanding stewards and managers of donors time and money a. Increase human and capital resources available to members from their local communities b. Support member efforts to increase resources under management c. Increase awareness of United Way s value Resources under management (RUM) increase Baseline: 2015 RUM as a Percent of CYS: 86.8%, 2014 RUM as a Percent of CYS: 85.5% 2015 RUM Total: $90,966,292, 2014 RUM Total: $95,114,049 Target: Maintain RUM as a 85% (or better) of CYS while increasing CYS. Corporate giving increases Baseline: 2017: 3 Corporate Agreements (UWCI) 25 LARGEST CAMPAIGNS- 2015-2013: 3-Year Ave. Corporate Support: $18,992,953 2014-2012: 3- Year Ave. Corporate Support: $18,677,393 Target: 120 Corporate Agreements active with 75% of the LUW s by 2027. Corporate campaign totals increase by 10% by 2027 4

VISION 2027: PERFORMANCE INDICATORS STRATEGIC PRIORITY 3: GOVERNANCE AND TALENT MANAGEMENT Members are seen as exemplary models of nonprofit management and governance a. Nurture and grow the number of high performing professionals and volunteers b. Increase the number of member volunteers following good governance practices c. Expand the number of thriving members utilizing strong operational practices Members demonstrate proficiency in UW Core Competencies Baseline being set Target: In 2021 and beyond, 75% of LUW s implement plans to incorporate core competencies into review process of both CPO and Board. 50% of LUW s will set target areas to focus on increasing competencies in the coming year. Members with 3-6 months of cash reserves Baseline being set Target: In 2027, ALL LUW s have cash reserve funds equal to 3-6 mo. of expenses. STRATEGIC PRIORITY 4: IUW AS A THOUGHT LEADER IUW is recognized as a state and national thought leader a. Display bold and inclusive leadership with members and external stakeholders b. Diversify revenue sources and maintain fiscal strength c. Pursue and implement innovative programs Members and external stakeholders view IUW as a thought leader Baseline being set Target: 15% annual increase in the number of respondents that agree or strongly agree that IUW is a thought leader. State or national collaborations that move local/regional/statewide community impact work Baseline: NOTE: Benchmarking will require a great deal of conversations with the Board and the Executive Roundtable. The intent is to find specific areas to focus IUW resources (e.g., Kindergarten Readiness, Opiate Crisis, and Financial Stability/ALICE). Evidence that links IUW s work with positive changes in our communities is the goal. Target: State priorities in line with UWW Global Benchmarks are set and movement toward agreed upon indicators have occurred 5

REDESIGNING MEMBER SERVICES The process and sometimes difficulty of quantifying the Vision 2027 Performance Measures led IUW staff to change the priority level of a few of the board-level Performance Measures in order to show objective progress more clearly. Moreover, as IUW staff reviewed all the measures, it was evident that the organization s resources needed to be better aligned with activities that would improve members success on the measures. This major mindset shift led to many organizational changes, but among the biggest were to our membership services. Members have always been at the forefront of every IUW decision and in 2017 the membership services redesign was created to bring the Vision 2027 Strategic Plan to life and to help the members thrive into the future while offering choice. Included in the redesign was a revised, tiered dues structure adopted by the IUW Board in September 2017. The tiered structure allowed for local United Way/Funds to self-select the way they wanted to be engaged with IUW in the upcoming year; 34 United Ways/Funds selected Standard Membership and 22 United Ways/Funds selected Enhanced Membership for 2018 (please see the 2018 Member Benefits booklet for details). Tiered levels featured many traditional and new services which include: - Standard Tier: featuring collaborative, core learning, and key onboarding services - Enhanced Tier: expanding on standard tier services, adds a set of five 90-minute coaching packages targeted to specific topics as well as an executive coaching option, onsite campaign analysis, regional board training, and access to additional leveraged grant funding. In addition to a new service structure and after much research, IUW board members adjusted the dues structure from the historical.002 of campaign to a base of.003 current year support (CYS) to be in line with other UW State Associations and United Way Worldwide s fee structure. Both significant changes were socialized through several strategies. Some notable ones included: - The Beta Team and key IUW Executive Roundtable formats informed the process, providing valuable feedback to include ensuring network collaboration and access to key onboarding tools for new CEO s remained in the standard tier and that there was a transition year as members stepped into the new dues structure. - A Nine Stop 30-day Membership Tour was conducted late fall of 2017 by Maureen Noe, President/CEO, socializing the changes with local United Way CEO s, board members and lead staff. These meetings hosted by Local United Ways, were attended by 97 participants from 37 United Ways/Funds. Included in the presentation was an overview of the Indiana network and Vision 2027, updates to the United Way Worldwide business model updates and CEO and Board Core Competencies necessary to carry out the business model. 6

REORGANIZING AND REBRANDING CORE SERVICES NPAS to UniFi Solutions Through Board leadership and a key change in the staffing model, IUW made significant improvements to its backoffice product that provides pledge processing, accounting services and cloud hosting to more than 27 United Ways across the country. IUW staff and Board committee members worked tirelessly to discover and make critical quality improvements to this valuable operation. Formally known as Nonprofit Processing & Accounting Services (NP&AS), staff renamed it to UniFi Solutions in April 2017 to reflect the concept of, United in our Financial Solutions. After rebranding, the staff and Board Committee led a highly engaged LEAN process to identify and resolve efficiency and accuracy barriers and focused on increasing customer satisfaction. These changes have been institutionalized into daily practice and remain a top priority into 2018 featuring customer Discovery Meetings to further identify opportunities for quality improvement. One of the key institutionalized practices became simple to implement due to the building move. A paper driven process saw the early steps of automation with UniFi Solutions staff empowered to lead problem solving efforts, update efficiency workflows, and work directly with customers to ensure needs were being addressed and met on a timely basis. Overall, UniFi Solutions produced an engaged staff that is vested in improving systems and customer relations with deadlines being met, and problems solved more quickly. In addition, the new office space consolidating all IUW staff into a single office created a cohesive workforce and an engaged and effective team. INRN to IUW Training Team In 2017, re-imagining INRN was integral to aligning with Vision 2027. First, the notion to centralize INRN business development and logistics led to numerous strategy sessions with the Indiana Nonprofit Resource Network (INRN) four host United Ways and Regional Directors, who came to see more benefits of standardizing and focusing the services they had been individually providing to nonprofits around the state. The addition of an INRN Outreach Manager lent additional capacity to IUW in gathering and organizing what had been fragmented programmatic and budgetary processes across the regions. Results of this centralization included: stronger relationships with regional partners to host more consistently high-quality workshop series on strategic topics and the formation of a simplified trainee registration system. Throughout the year, the original INRN model was revisited, as IUW and the Regional Directors sorted through the benefits and challenges of a new possible business model-- focusing their efforts on training and coaching United Ways as a top priority while supporting other nonprofits in the local United Way network as a secondary priority. This revised structure was both socialized with the host United Ways and the Indiana United Way network as a whole. With consensus secured, the IUW Board adopted this redesign in late 2017. INRN transitioned into the IUW Training team (Field Directors) and because of the laser focus on helping United Ways thrive into the future, new training opportunities emerged, such as learning the basics of United Way workplace campaign and finance, developing entirely new skillsets within the Directors. In addition, the Field Directors played a significant part in developing the new member services, and will be a main vehicle for service delivery to members. 7

LEVERS FOR OUR WORK: A SNAPSHOT OF KEY PROGRAMS Public Policy IUW had another successful year of issue education and advocacy in 2017 with our members and coalition partners. In addition to record attendance at IUW s Statehouse Day, highlighted accomplishments include: an expansion of the On My Way Pre-K pilot program from $10 million to $22 million, with United Ways serving as the applicant and eventual fiscal agent in several counties; and protecting Hoosier families by stopping legislation that would have expanded new products in the predatory lending industry. Grants for Impact IUW awarded its highest ever number and dollar amount of Matching Grants in the UnitedIN16 cycle. With outreach from staff and the Grants Committee, 51 members applied by the end of this two-year cycle and were awarded grants for impact and capacity many for the first time! Sixteen members applied for IUW s final round of Kindergarten Camp grants in 2017 making it possible for nearly 1500 rising kindergarteners in 77 classrooms to receive a 3-6 week camp in summer to help them learn school readiness skills and behaviors. IUW launched a three-year AmeriCorps project funded by the Corporation for National and Community Service s Healthy Futures: Reducing and/or Preventing Prescription Drug and Opioid Abuse grant. United Against Opioid Abuse kicked off with six AmeriCorps members in 2017, who are conducting Harwood Community Conversations and completing local reports and asset maps on this urgent issue. Finally, IUW received a grant from United Way Worldwide to help mobilize local United Ways Public Policy Committees to advocate at the Federal level to ensure Hoosiers have access to affordable and accessible health care. Harwood Phase 2 Cohorts Wrap Up Ten members completed 18 months of training and intensive coaching on Turning Outward to engage the community through deep listening using The Harwood Institute s signature tool, community conversations. United Ways moved their Impact forward substantially, set new issue targets and made progress in aligning their work. Phase 2 concludes a 4-year investment in this key success factor, creating a critical mass statewide. State Leaders Conference and 2017 Award Honorees On April 13, 2017, Keynote speaker, Ace Yakey, Vice President, Lilly Endowment Inc, led the day followed by 11 breakout sessions and 21 presenters, including national staff instructors. We also piloted an innovation feature, Open Space Technology. Four Awards recognized accomplishments from across the state including: the GEM Communications Contest winners: Lake Area, Monroe County, and Wells County; 16 Volunteers/Companies of the Year; Community Impact Bright Star Award honoree: the United Way of Miami County, and Michael O Connor of Eli Lilly & Company, received the association s highest honor, the Castaldi Award. Eyes on the Future The pace of change for United Ways is breathtaking, and Indiana United Ways pressed on through 2017 to prepare the network to be successful in the future. Implementing a donor centric model that brings United Ways together and offers a way to personalize the United Way experience with thousands if not millions of current and potential donors is essential for the future of United Ways. IUW spent significant time offering top level engagement opportunities for its members. In spring and summer of 2017, IUW convened a group of executives and Resource Development staff to explore ways that United Ways might work together to effectively serve companies with a cross-market footprint, including a work session and Executive Roundtable presentation with a UWW lead staff member on Strategic Corporate Relations The work to begin identifying barriers to collaboration continued to morph through the year with a UWW-led webinar tailor-made for Indiana on a spectrum of topics ranging from: collaboration, cooperation and joint projects all the way to mergers. A subsequent face-to-face event with 62 attendees provided an opportunity for Executives and Board members from more than half the network to explore topics along the Collaboration Continuum, such as: Strategic Corporate Relations, Digital Skill Development, Pooling Human Resources Solutions, Strengthening Board Engagement for Innovation, and Regional Marketing. Lastly, IUW was invited in late 2017 to participate in United Way Worldwide s (UWW) Digital Services Operating Group, as an administrator for medium-sized local United Ways for their digital marketing efforts primarily through the newly launched non-profit partnership with Salesforce, including email marketing campaigns through Salesforce Marketing Cloud. IUW s capacity for the task was identified by UWW because of the pledge processing services provided in our UniFi Solutions function. IUW worked with larger local United Ways in the network to help the IUW Board and local UW Boards understand the opportunity and necessity to move into year-round digital engagement with donors. The IUW Board voted in December to enter into a three-year agreement with UWW with eight local United Ways: Lake Area, Southwestern Indiana, Kosciusko County, Howard County, Elkhart County, Delaware County and Allen County securing Board approval to partner with IUW launching this service in 2018. 8

FINANCIAL ACCOUNTABILITY IUW closed out its 2017 budget with $3,108,572 in revenue, slightly exceeded by $3,116,023 in expenses a normal variation of unaudited figures covered by the organization s reserves. The largest categories for expenditures were in UniFi Solutions and supporting member performance. The largest categories for revenues are Grants and Contract Services. REVENUE TOTAL: $3,108,572 2% Other: $62,949 5% Membership/Conference: $153,714 55% Grants: $1,725,901 38% Contract Services: $1,166,008 EXPENSES TOTAL: $3,116,023 1% SECC: $25,605 14% Administrative: $425,793 40% UniFi: $1,256,135 2% Public Policy: $73,072 26% Membership Services: $795,710 INRN Conference Training/Coaching 17% Community Impact: $539,708 Matching Grants Harwood IN 211 Kindergarten Camps 9

BOARD MEMBERS RONALD TURPIN Allen County Chairperson MARLA FLOWERS Wabash Valley Secretary State Leaders Conference RICHARD OBRYAN Johnson County Vice Chair INRN Board Liasion SUE A. BACK At-Large Treasurer Joe Bradley, Jackson County Grants Committee Chair Christopher Caldwell, Delaware County Frank Criniti, St. Joseph County Rick Davis, Greater Lafayette Past Chair Lucia Downton, Central Indiana Jim Dworkin, LaPorte County Shawn Ellis, Whitley County Carl Ellison, At-Large, Marion County Geoff Gailey, Central Indiana John Ketzenberger, At-Large (Indiana Fiscal Policy Institute) Dave Koester, Lake Area Sarah Nahmias, Decautur County, Past Chair Kevin Osborne, Monroe County State Leaders Conference Chair Thomas Paulson, At-Large, Marion County Pam Ottersbach, Metro Karen Pipes, Whitewater Valley Public Policy Chair Marc E. Rothbart, Bartholomew County Marshall Sanders, Huntington County Mark Stewart, Bartholomew County Nancy Vaughan, Madison County Stephanie Withered, Jefferson County Tonja Couch, Jackson County Jonathan Weinzapfel, Central Indiana Waldo Mikels-Carrasco, St. Joseph County VOLUNTEERS Pamela Beckford, Wells County Tonja Couch, Jackson County Christina Hage, Central Indiana Luzada Hayes, Southwestern IN Alicia Hazelwood, Grant County Duane Hoak, Madison County Barry Lessow, Monroe County Jenni Marsh, Delaware County Bob McIntosh, Metro John Neiderman, Huntington County David Nicole, Allen County John Peirce, Allen County Bob Pimlott, Jefferson County John Pinter, St. Joseph County Janice Replogle, Delaware County Mike Rosiello, Central Indiana Ron Silverman, St. Joseph County Abbie Smith, Howard County Larry Welker, Jackson County 10

MEMBERS United Way of Adams County United Way of Allen County United Way of Bartholomew County Blackford United Way, Inc. United Way of Cass County United Way for Clinton County United Way of Daviess County United Way of Greater Cincinnati Decatur County United Fund United Way of DeKalb County United Way of Delaware County United Way of Elkhart County United Way of Fayette County Metro United Way United Way of Danville Area United Way of Franklin County United Way of Fulton County United Way of Gibson County United Way of Grant County Henry County United Fund United Way of Howard County United Way of Huntington County Jackson County United Way United Way of Jay County Jefferson County United Way Jennings County United Way United Way of Johnson County United Way of Knox County United Way of Kosciusko County United Fund of LaGrange County Lake Area United Way United Way of Greater LaPorte County United Way of South Central Indiana United Way of Madison County United Way of Central Indiana United Way of Marshall County United Way of Miami County United Way of Monroe County Montgomery United Fund For You United Way of Noble County United Way of Perry County United Way of Pike County United Way of Porter County United Way of Posey County United Way of Putnam County United Way of Randolph County United Way of St. Joseph County United Way of Scott County Shelby County United Fund Starke United Fund Steuben County United Way United Way of Greater Lafayette Tipton United Community Fund United Way of Southwestern Indiana United Way of the Wabash Valley Wabash County United Fund United Way of Whitewater Valley United Way of Wells County White County United Way United Way of Whitley County STAFF Lucy Abshear Caroline Bailey Briann Black Sarah Bodem Emily Campbell Maggie Clifton Kelli Fazekas John Ferguson Brenda Ferry Suzette Greene Lisa Hanger Joe Johnson Cathy Martinez Bill Newell Maureen Noe Dala Rhoades Rachel Scott Kim Sokolow Tonja Stokes Michelle Strahl Salinas Nicole Trotter Lydia Vine Rita Wootton Consultants: Bea Northcutt Julie Koegel Robert Hoke Pat Horoho 11

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