Strategic plan

TRIDENT UNITED WAY Strategic Plan

GIVE. ADVOCATE. VOLUNTEER. Trident United Way

LIVE UNITED

TRIDENT UNITED WAY

TABLE OF CONTENTS

Board of Directors

Charles Patrick Jr.Richardson, Patrick, Westbrook & Brickman, LLC

Don E. KassingCommunity Volunteer

Cindy C. Brams, CPA, CVA Elliott Davis, LLC

Edward (Ted) E. LegaseyCommunity Volunteer

Edward (Ed) A. Rose IIIMWV Specialty Chemicals Division

Captain Thomas W. Bailey, USNNaval Support Activity and Deputy Commander

Nella G. BarkleyCrystal-Barkley Corporation

P.J. BrowningThe Post and Courier

Giffin (Giff) F. Daughtridge Nucor Steel

Ben K.DeWolfTower Research Capital

Robert (Bob) F. FeiLife Cycle Engineering, Inc.

William (Bill) A. FinnAstenJohnson

Carol H. FishmanCommunity Volunteer

Mark E. FittsBP

Richard (Rich) Fletcher SCANA Corporation

Todd G. Gallati, FACHE Trident Health System

Jerry L. GoodDuPont

James (Jim) W. Gray Jim Gray Consulting

R. Wayne HallFirst Federal

Fleetwood S. HassellBank of South Carolina

Bruce W. HoffmanKapStone Paper & Packaging Corp.

Carolyn HunterC&A Unlimited, Inc.

Francis (Fran) G. JohnsonJohnson & Johnson

John (Jack) L. Jones Boeing South Carolina

Hugh C. Lane Jr. The Bank of South Carolina

Nancy J. McGinley, PhD Charleston County School District

Lisa A. MitchellHagemeyer North America

Chief Gregory (Greg) G. MullenCharleston Police Department

James (Jim) I. Newsome III S.C. State Ports Authority

Kristen L. Olson Enterprise Rent-A-Car

Gene OswaltRobert Bosch LLC

Richard P. Pierce CresCom Bank

Michael (Mike) F. Rousseau Alcoa

Elizabeth (Betsy) S. Saal Community Volunteer

Kenneth (Ken) T. Seeger MWV Community Development and Land Management

Matthew (Matt) J. SeveranceRoper St. Francis Healthcare

Anne K. SurrettWells Fargo Private Bank

Timothy (Tim) Thomas Publix Super Markets, Inc.

Mary Thornley, EdDTrident Technical College

Jason L. Ward Dorchester County Government

Elizabeth (Babs) H. WarnerSantee Cooper

William (Bill) M. WatsonCommunity Volunteer

Peter WertimerChernoff Newman

Patricia (Tricia) B. Wilson, CPADixon Hughes Goodman, LLC

Anita ZuckerThe InterTech Group, Inc.

StaffCharlotte AndersonBonnie BellaAnne BerginCaroline ByrdMark CarmichaelMerridith CroweCathy EasleyTom ElekJill HulsenKrystle Rae HuntChris KerriganAmanda LawrenceDebbie MimsDavid NicoleBarry Waldman

Thank you to all staff who participated through surveys, all-staff meetings and small groups to provide feedback and insight on the development of this plan.

1 TRIDENT UNITED WAY

1 Contributors 2 Introduction 3 Executive Summary 5 Mission, Vision

6 Strategic Goals7 Performance Objectives11 Values12 Guiding Strategies18 Community Impact Volunteers

19 This is a Journey

STRATEGIC PLAN CONTRIBUTORS

Founded in 1944, Trident United Way (TUW) has for 70 years played a cen-tral role in the health and welfare of Lowcountry residents. Over the past two decades, TUW has radically updated its business model, from charity fund-raiser to outcome-based grant maker to community problem-solver. Recently it has become evident that the rapidly-changing environment in which we operate necessitated a fresh look at our mission, vision, goals and strategies. What you see is the result of a long, deliberative process involving TUW staff, volunteers, partner agencies and community members. It represents our aspirations and our path towards real, sustainable community-wide change in the conditions that affect all Lowcountry residents.

The plan is written but the journey has just begun. We invite you along for

the ride.

STRATEGIC PLAN 2

DEAR FRIENDS:

Trident United Way staff

Christopher Kerrigan President & CEO

Charles PatrickFormer Board Chair


STRATEGIC PLAN EXECUTIVE SUMMARY

MISSION: Trident United Way is a catalyst for measurable community transformation through collective impact in education, financial stability and health.

VISION: Our tri-county region is extraordinary!

It is engaged, inclusive and thriving, and demands a high-quality educational system and economic conditions to eliminate the cycle of poverty, inspire graduation and foster lifelong good health.

All residents achieve their highest potential. Individuals, organizations and institutions are aligned and commit their human and financial resources to ensure this quality life.

Trident United Way (TUW) is commit-ted to partnering through a collective impact framework with diverse in-dividuals and organizations to cre-ate long-lasting social change. Our community will accomplish its Bold Community Goals (illustrated below) by addressing the underlying condi-tions preventing a quality education, financial stability and healthy living.

Our vision is to create positive, sustainable change by keeping stu-dents on track to graduation, helping families achieve financial stability, and providing tools to lead a healthy life.

TUW’s Strategic Plan is based on our dedication to being a collective impact organization. “Collective impact...represents a fundamentally different, more disciplined, and higher perform-ing approach to achieving large-scale social impact,” says the Stanford Social Innovation Review.

Because of the increasing complexity of our community’s social issues, TUW has adopted this approach to develop strategies that achieve lasting change.

With this plan, TUW extends its unique positioning to organize commu-nity partners around social change that will create opportunities for everyone in our community. We are committed to achieving measurable progress over time in education, financial stability and health.

Accomplishing our Bold Community Goals will require a variety of tactics including research, building collective impact partnerships, funding, volun-teerism and advocacy.

Trident United Way’s Strategic Plan will serve as the organization’s map, guiding our commitment to excellence and accountability for measurable,

lasting change in our tri-county community.

BOLD GOALS FOR OUR COMMUNITY

STRATEGIC PLAN 4

STRATEGIC PLAN EXECUTIVE SUMMARY

STRATEGIC OPERATING GOALS PERFORMANCE OBJECTIVES

Living Organizational Excellence: TUW will foster organizational excellence by cultivating a uni-fied culture that consistently demonstrates organizational values, systematizing integrated information technology solutions, and applying intellectual rigor to operational processes.

Leading Community Engagement: TUW staff and volunteers are committed to the collective impact framework, which has produced demonstrated results in addressing social issues.

Demonstrating Impact:Trident United Way will increase its focus on measurable results.

By living, leading and demonstrating successfully we will be positioned to help our community achieve its Bold Goals.

These strategic operating goals are supported by specific performance

objectives with due dates and deliverables that comprise the

work of the organization.

These performance objectives will:

• establish TUW as a leader in Collective Impact and offer support to other community organizations interested in the Collective Impact framework

• create a rigorous evaluation system for TUW and its partners

• develop a plan to increase unrestricted contributions and reimagine a Social Innovation Board

• develop a comprehensive marketing communications plan and harness information technology

• implement the strategic plan to maximize organizational effectiveTHE COLLECTIVE IMPACT FRAMEWORK

A JOURNEY AHEADThis is an ambitious journey that will require time, effort and commitment on the part of staff and volunteers. The quest itself will improve Trident United Way’s ability to help strengthen our Lowcountry community.

5 TRIDENT UNITED WAY5 TRIDENT UNITED WAY

MISSION Trident United Way is a catalyst for measurable community transformation through COLLECTIVE IMPACT in education, financial stability and health.

TRIDENT UNITED WAY

VISION Our tri-county region is extraordinary!

It is engaged, inclusive and thriving, and demands a high-quality EDUCATIONAL SYSTEM and economic conditions to eliminate the CYCLE OF POVERTY, inspire graduation and foster lifelong GOOD HEALTH.

All residents achieve their HIGHEST POTENTIAL. Individuals, organizations and institutions are aligned and COMMIT their human and financial resources to ensure this quality life.

STRATEGIC PLAN 6

LIVING ORGANIZATIONAL EXCELLENCEu Cultivate a brilliant team.u Commit to an inclusive, unified culture, rooted in the principles of Constituent Relationship Management (CRM).u Apply the Business Process Management (BPM) discipline. u Practice intellectual rigor with consistency.u Invest in and commit to continuous learning and improvement.u Execute a comprehensive communications plan.u Systematize and/or adopt necessary integrated information technology (IT) solutions.u Develop innovative product(s).u Develop and/or recalibrate metrics for organizational and individual performance.

LEADING COMMUNITY ENGAGEMENTu Operationalize and implement the Collective Impact discipline internally and externally.u Align the Bold Community Goals for 2020 with other community goals in the areas of education, health and financial stability. Define TUW’s role.u Be intentional in Turning Outward.u Listen - and don’t broadcast – to learn how our work can be relevant to all constituents. Include constituents at all tables.u Demonstrate the ability to lead and the willingness to follow.u Achieve the community’s 2020 goals by developing systems to engage our broad stakeholders while developing and stewarding financial resources.

DEMONSTRATING IMPACTu Define desired impact.u Employ evidence-based continuum.u Create an internal, best-in-class evaluation system. Invest in staff expertise and technology to collect, analyze and interpret data. Build relationships with external partner(s) with unique resources, ensure technology is used to capacity, and leverage volunteer expertise to improve decision making. u Issue regular progress reports and annual scorecards using data to “tell the story.” Develop messaging that creates compelling cases for support across multiple platforms.u Build capacity of community partners by providing training and technical assistance.

STRATEGIC OPERATING GOALSBy living, leading and demonstrating successfully we will be

positioned to help our community achieve its Bold Goals.

Become a Consultative Resource for Measurement and Collective Impact System Implementation and Evaluation

WHAT TO ACHIEVE: Build the internal capacity to achieve the performance objective, beginning with education.

TUW will offer to provide a leadership role in Cradle to Career in two functional activities: u Leading a Collaborative Network u Technical Support in the selection and implementation of a measurement system

Determine the Long-Term Role and Mission of the Social Innovation Board

WHAT TO ACHIEVE: Deep level engagement with principal gift-qualified philanthropists resulting in long-term community investments that lead towards community transformation

Create a Funding Partnership Investment Strategy, incorporating a Rigorous Measurement/Evaluation System for TUW and Its Partners

WHAT TO ACHIEVE: Develop Fund-ing Partnership Investment strat-egies, including Collective Impact Partnerships and/or other issue-focused Funding Partner-ships that align with Education, Financial Stability and Health that are supported by rigorous measurement and ongoing eval-uation to demonstrate impact and continuous quality improvement. More specifically, under Collective Impact Partnerships, provide investments that initiate, maintain, scale or augment strategies that are part of a clear, collective strategic plan and that will result in the achievement of the common agenda objectives in our community.

Lead Community Engagement through Implementation of the Collective Impact Framework

WHAT TO ACHIEVE: Create the organization (staff/human systems) and volunteer structure needed to operationalize and implement the Collective Impact discipline internally and externally


PERFORMANCE OBJECTIVES

Performance Objective #1




These strategic operating goals are supported by specific performance

objectives with due dates and deliverables that comprise the

work of the organization.

Implement Comprehensive Multi-Year Advancement Plan That Drives Unrestricted Giving.

WHAT TO ACHIEVE: Develop and implement a comprehensive fundraising multi-year plan to secure financial resources necessary to drive Trident United Way’s mission and the community’s 2020 goals. This plan will include the core strategies necessary to recruit, develop and manage financial resources. The strategies relating to fundraising will align with the strategies relating to volunteerism and vice versa.

Maximize Organizational Effectiveness Towards Mission, Vision and Goals

WHAT TO ACHIEVE: To drive the comprehensive implementation plan for the performance objectives. Identify barriers to implementation and secure resources, human and financial, as well as expertise necessary for successful implementation. Get input and support from board and stakeholders for implementation.

Best Practice Metrics for Management Information Reporting

WHAT TO ACHIEVE:u Organization and Departmental Dashboard/ Balanced Scorecardu Reflects high-level measurement of key metrics of the Organizationu Available to Staff and Board on a routine basis to monitor Organizational progress

STRATEGIC PLAN 8




Create Best-In-Class Organizational Marketing Communications

WHAT TO ACHIEVE: Develop a compelling message and a delivery system that will motivate people to give, advocate and volunteer

u Recruit 3-5 volunteers and engage in branding process session with Chernoff Newman (marketing communications agency)u Implement new, comprehensive organizational marketing communications plan that includes: community relations, advertising, public policy, public relations

u Identified market segmentsu Compelling case for supportu Targeted communications that include: - Consistent messaging - Research-supported information - Market-tested and volunteer-driven messaging and outreach - Identification and use of most current technology and channelsu Create marketing communications toolkitu Training of staff and volunteersu Maximize use of Andar communications toolsu Develop and execute an internal communication planu Materials inventory



Best Practice Information Technology (IT) Model for Trident United Way

WHAT TO ACHIEVE:Evaluate current structureWorkplace usage assessment

Conduct an IT Audit

u Technology and Hardwareu Determine optimal integrated IT structure to meet current and future requirementsu Current databasesu Include in plan– mobile (phone, hotspots, remote meetings), ipads, laptops (laptops vs desktops), telephones, remote access, information storage (server or in the cloud), website, e-learningu Disaster Recovery and Securityu Staffu Trainingu IT support and standard operating proceduresu Standard operating procedures for use of technology

Recommend optimal design and resources which reflects the explicit prioritization ofTUW Strategic Team.

u Prioritize unknown activities determined by audit Staff Staffing Outsourcing

u Prioritize to align IT with Strategic Plan Performance metrics Evaluation and reporting (partners) Business Management Process On-line pledging

Establish a foundation for future innovation and on-going support


STRATEGIC PLAN 10

ACCOUNTABILITYWe do what we promise. We steward community resources to achieve maximum impact. Each individual takes personal responsibility and fosters or supportsit in others.

COURAGEWe embrace change, challenge current as-sumptions and thinking, and confront prob-lems in a respectful and decisive manner. We have the confidence to have honest, produc-tive and ongoing dialogue with each other and our constituents. We are willing to take man-ageable risks and to learn from outcomes.

DIVERSITYIn all that we do, we actively seek people who are diverse. We value and benefit from rich, varied experiences and perspectives. We embrace each individual’s visible and invisible differences.

EXCELLENCEWe achieve the highest standards in all that we do. We research best practices and use benchmarking, data, information and feedback to continuously improve our organization and ourselves, investing the time and resources necessary to be outstanding in our areas of expertise.

INCLUSIVENESSWe seek out the ideas of others. We intentionally include, encourage, and value multiple perspectives.

INNOVATIONWe think creatively, entertain new approaches and take action to strengthen our community and organization.

INTEGRITYWe are authentic, conscientious, transparent and truthful in our words and actions. Our actions meet the highest ethical standards all the time.

RESPECTWe honor the rights and beliefs of our constituents. We treat others with dignity, fairness and trust. We encourage discussion without judgment.

TEAMWORKWe are a unified team: trusting, respecting, listening, supporting and bringing out the best in each other. We know when to lead and when to follow.

TRIDENT UNITED WAY VALUES STATEMENTLiving our values creates the culture necessary to achieve our mission, vision and goals. Our values provide clarity

about how we can be a brilliantly effective team.


RELATIONSHIPS GUIDING STRATEGY

Trident United Way is in the relationship business. To achieve our mission, we must engage people and organizations from across the community with the pas-sion and expertise needed to make lasting community change. We must continually broaden the network of engaged community members - volunteers, donors, individuals, organizations, businesses, investors, clients, vendors, and TUW staff - who believe in the mission, are rewarded by their partnership with TUW and are loyal to the brand.

The TUW Experience

Business relationships are like any other relationship between people. They require some effort to main-tain and they must be mutually beneficial. As in any relationship, we must be willing to give, share and support, not only to take or receive. Our interconnect-edness makes us stronger, and demands a disciplined approach to keeping the team working together with forward momentum. TUW builds and maintains ex-traordinary, long-term relationships fed by trust,

STRATEGIC PLAN 12

GUIDING STRATEGIES

Philosophy

We Live United

TRIDENT UNITED WAY GUIDING STRATEGIES

Guiding strategies express how the organization must operate in alignment with its mission. They are important guidelines, keys to success, rules to live by – wisdom for creating the desired future. Guiding strategies are developed for the priority activities

needed to achieve the mission. Guiding strategies are put into place – strategic operating goals are achieved, mission and vision are fulfilled – through a series of tactical actions.

GUIDING STRATEGIES


COLLECTIVE IMPACT GUIDING STRATEGY

At Trident United Way, we believe that well-intentioned, isolated efforts have limited impact and cannot on their own solve complex social problems. We believe achieving significant sustainable change requires implementation of Collective Impact, a framework supporting broad, cross-sector coordination of multiple participants working together toward a common agenda and holding each other accountable with shared metrics. Determined to help our community shift from isolated to collective impact, we have adopted the Collective Impact framework as the business practice that will drive our impact work and behavior. Further, Trident United Way has charted a course to become a leader and consultative resource for Collective Impact implementation and measurement throughout our community.

We recognize that there are five (5) essential conditions that make possible Collective Impact success:

1 Common Agenda: All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions. 2 Shared Measurement: When all participants collect data and measure results consistently, they remain aligned and mutually accountable.

3 Mutually Reinforcing Activities: While participant activities are differentiated, they are coordinated through a mutually reinforcing plan of action.

4 Continuous Communication: Consistent and open communication is required among all participants to build trust, assure mutual objectives, and appreciate common motivation.

5 Backbone Organization: Creating and managing collective impact requires a separate organization(s) or dedicated departments with skilled staff entirely focused on supporting a specific initiative and coordinating the work of participant organizations and agencies.

Philosophy

STRATEGIC PLAN 14

GUIDING STRATEGIES

u Embrace emergent rather than predetermined approaches (even as we are clear-eyed about the desired destination), by identifying those resources and innovations that already exist in our community.

u Recognize and accept that new opportunities for greater impact are constantly unfolding and that these opportunities, along with setbacks, are powerful parts of any collaborative process.

u Embrace a new way of seeing, learning and doing that marries emergent solutions with intentional outcomes.

u Recognize that solutions require diverse, cross- sector participation among many government, private sector, community and nonprofit organizations and individual citizens.

u Create effective rules for interaction and internal policies and procedures that ensure alignment among participants.

u Conduct developmental and longitudinal evaluation, to provide an on-going feedback loop for discovery of changing conditions affecting charted paths and required resources.

u Facilitate continuous learning among stakeholders so that many organizations/teams develop and respond to new knowledge simultaneously.

u Create working groups that include representative samples of stakeholders.

u Know when we must lead by serving as a backbone and when we must follow to advance specific progress.

u Work to influence alignment of limited resources toward the success of select initiatives even when outside our own fundraising and volunteer recruitment efforts if it advances our mission.

u Recognize that social change is a long-term investment and that complex problems are not solved overnight or in one funding cycle.

u Acknowledge that serving as a backbone often means working behind-the-scenes and not receiving the same public accolades received by those providing direct service.

While an asset-based lens may be implied in the Collective Impact framework model, it too requires a potentially significant shift in thinking and thus warrants a special note. Historically, professionals and institutions in their desire to collaborate for community good have sometimes missed engaging the valuable voice and power of community or neighborhood systems, citizens and recipients of service. To ensure that people at the ground level are also at the table as co-facilitators and co-producers of strategies for and solutions to meaningful and sustainable community change, we recognize the importance of asset-based thinking in our Collective Impact work and embrace, model and encourage the following philosophy and behaviors.

Our Collective Impact Behaviors

Asset-Based Lens in Collective Impact Framework

GUIDING STRATEGIES


u Stakeholders include neighborhood residents, coalitions and recipients of service. We seek out, listen to and respect the voice of these constituents.

u We believe and recognize that everyone has gifts, talents and passion to contribute and we strive to empower and build on these diverse assets.

u We look for “bright spots” or assets – things that are working. We work to replicate, build upon or learn from these as we work together to craft strategies. We will not focus on or look only at problems and deficits.

u We work to do “with” not “for” or “to” people or communities we hope to help strengthen or who may need help reaching community goals. We seek to empower, respect and engage rather than disempower, create dependency or create shame.

u We recognize that creating measurable change requires considering strategies outside traditional service delivery systems. We include new partners at the table for planning and implementation.

u Asset-based thinking guides our work internally and externally.

While the Collective Impact framework’s purpose is to facilitate development of solutions for complex social problems, we may apply many of its lessons internally. By adopting a common agenda, committing to shared measurement, being mindful and intentional regarding our mutual reinforcing plans and activities, and supporting continuous communication internally, “Collective Impact” will enter our DNA and make us better facilitators and leaders of the framework externally. Further, by internalizing Collective Impact lessons within our organizational practices, we will increase our interdepartmental synergy, our intellectual rigor, our discipline and our creative problem-solving. We do not try something simply because we can, or grow without function. We move as part of a collective, driving forward towards a shared objective. We are connected and must be aware of the effect we have on one another.

Becoming a successful Collective Impact leader in our community will be challenging. Before looking outward, we must look inward to ensure we are committed to the framework internally. Not only must we commit to building and maintaining deep trust and engagement among existing and new partners, but we must also do so among staff and across departments. The efforts of all must be intrinsically linked. Doing so will require patience with the process, with deliberation among many partners, and with debate. It will take time and due diligence. Further, we must take a long view. Sys-temic change takes time and infrastructure. We must dedicate both. Finally, serving as a Collective Impact backbone requires that we understand that the success of our community will require that we work behind-the-scenes at time. The success of others will often be the measure of our own success. It is noble work.

Conclusion

Collective ImpactApplications Internally

GUIDING STRATEGIES

TALENT MANAGEMENT GUIDING STRATEGY

The Trident United Way talent management pro-gram is designed to attract, develop and retain high performing individuals with the values, knowledge, skills, and abilities that support achievement of our vision, mission, goals and values. Our talent manage-ment program invests in our employees’ success and provides opportunities for employees to reach their maximum potential. Our talent management program is structured to create, inspire and preserve our orga-nization’s most valuable resource, TUW employees.

Philosophy

CONTINUOUS QUALITY IMPROVEMENT GUIDING STRATEGY

Our Trident United Way work is important and often complex. It requires us to demonstrate great intelligence and agility. To achieve and maintain both, we embrace a continuous quality improvement process (CQI).

We aim to seek out improvement constantly and in-tentionally, and realize that our work is never finished nor perfected. We understand that we are part of a learning organization committed to success, and when we fail, we fail forward with greater knowledge and wisdom about how to succeed in the future.

Philosophy

STRATEGIC PLAN 16

GUIDING STRATEGIES


VOLUNTEERS GUIDING STRATEGY

Volunteers are critical to Trident United Way’s success in achieving our mission and vision. They are a key part of our TUW team. Their skills, pas-sion, perspectives, contacts, and talents expand and accelerate our work. When we work together, we are smarter, stronger, and better positioned to achieve and sustain positive results.

We know this won’t happen by chance. We are committed to leading by example, sharing resources, learning together and working to continuously improve the experience and impact of volunteers.

Philosophy

u A Welcoming and Supportive Environment

u Appreciation and Recognition for Volunteers’ Work

u Clear Roles and Expectations

u Opportunities for Meaningful Service

u Effective Matching of Skills and Talents to Assignments

u Training, Support, and Feedback to do The Job Well

u Clear and Continuous Communication to Keep Volunteers Informed

u Communication About the Results and Impact of Volunteer Projects

u Formal and Informal Feedback for Continuous Quality Improvement

Best Practices for Successful Volunteer Partnerships

STRATEGIC PLAN 18

STRATEGIC PLAN COMMUNITY CONTRIBUTORS

Jill Jackson Ledford Our Lady of Mercy Community Outreach Services

Larry Iwan Board Chair, Our Lady of Mercy Community Outreach Services

Jane Riley Gambrell Communities in Schools of the Charleston Area

Jack Mitchell Board Chair, Communities in Schools of the Charleston Area

Carole Campbell Swiecicki, Ph.D. The Dee Norton Low Country Children’s Center

Derek Mathis Board Chair, The Dee Norton Low Country Children’s Center

Sheila Powell St. James - South Santee Senior and Community Center

Julie Geathers Board Chair, St. James - South Santee Senior and Community Center

Rev. Bill Stanfield Metanoia

Ayesha Washington Metanoia

Eileen Chepenik Trident Literacy Association

Susan Hanshaw Lutheran Social Services of the Greater Charleston Area

Dr. Carl Ehmann Board Chair, Lutheran Social Services of the Greater Charleston Area

Lonnie Carter Santee Cooper

Barbara Kelley Duncan Charleston Orphan House

Bill Watson Board Chair, Charleston Orphan House

Robert Smith Goodwill Industries of Lower SC

George Stevens Coastal Community Foundation

Lisa Van Bergen Florence Crittendon Programs of South Carolina

Phillipa Ward Board Chair, Florence Crittendon Programs of South Carolina

Jean OttDorchester Seniors, Inc.

Tonya Sweatman AdamsBerkeley Seniors, Inc.

Donald Webb Board Chair, Berkeley Seniors, Inc.

Dr. Nancy McGinley Charleston County School District

Willis Pugh Cummins Turbo Technologies

Pat Walker Lowcountry Food Bank

Bill Hogan Board Chair, Lowcountry Food Bank

Marilyn Yarnall Alston Wilkes Society

Blair Stewart Community Volunteer

Michelle Arredondo Helping Hands of Goose Creek

Gene Alaura Board President, Helping Hands of Goose Creek

Kay Phillips Dorchester Children’s Center

Gene Hundley Dorchester Children’s Center

u A Welcoming and Supportive Environment

u Appreciation and Recognition for Volunteers’ Work

u Clear Roles and Expectations

u Opportunities for Meaningful Service

u Effective Matching of Skills and Talents to Assignments

u Training, Support, and Feedback to do The Job Well

u Clear and Continuous Communication to Keep Volunteers Informed

u Communication About the Results and Impact of Volunteer Projects

u Formal and Informal Feedback for Continuous Quality Improvement

AT THE END OF THIS STRATEGIC PLAN IS...

a beginning.

The plan above lays out the route we will take; now

we begin our journey along it. We know that the

route will change as detours emerge and that some

roads may turn out to be dead ends, and that some

directions may have to be updated as conditions

change.

We also know there is no turning back. Our community is relying on us to make real,

sustainable change – for Trident United Way

and for the Lowcountry.

Trident United Way

LIVE UNITED

TRIDENT UNITED WAY

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