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Ensure all Programs support our Mission and Consistently Meet the Needs of our Community and Clients
Board Member Owner: Benita Byrd
Strategy Owner: Shirli

Goals:
Provide our community and clients with programs that improve their lives and focus on our key areas: education, financial stability, health, and housing within the Inland Empire
Objectives
Weighting
Priority
Tactics
Comments
Status
Schedule
Fully understand standing and impact of programs as they relate to value for clients and related outcomes, risk factors, productivity and efficiencies, budget
25%
A
Create comprehensive systems/processes to evaluate each program
Prioritize top 5 or 10 per pillar (depending on the # of programs in that pillar) have targets for % of participant feedback to measure effectiveness
In-Progress
On Track
Develop standardized system to be used across programs to document, track, and report program outcomes
In-Progress
On Track
Work in partnership with other UWs to pilot their succcessful programs in our region (starting with UBI program with Sacramento)
On Hold
N/A
Ensure programs have proper staffing to meet and exceed contract expectations, billing and outcomes
Objectives
Weighting
Priority
Tactics
Comments
Status
Schedule
Ensure optimal staffing levels
20%
B
Review program proposal pipeline, metrics and reports to identify gaps in human capital. Post and close positions in a timely manner
Creating metrics and identify current and future timeframes for process. Building connections with faculty at local universities.
In-Progress
On Track
Creating a talent pipeline for future program needs
20%
A
Management to periodically review staff and talent portfolio and address skillset gaps. Enroll staff in training and identify market talent available.
In Progress
On Track
Center Diversity, Equity, Inclusion and Belonging into the community impact work we do with our community
Objectives
Weighting
Priority
Tactics
Comments
Status
Schedule
To fully address the societal issues of our community by focusing on addressing the injustices marginalized communities experience in our region
15%
A
Review UWW Equity Toolkits and build a community impact strategic plan revolving around DEIB. Connect with other United Ways to leverage best practices around Community Impact Giving.
In-Progress
Behind Schedule
B
Review of "Logic Model" vs "Theory of Change"
In-Progress
Ahead of Schedule
Become the largest 211 in then nation (by annual call volume) by 2025
Objectives
Weighting
Priority
Tactics
Comments
Status
Schedule
Increase capacity and offer services to other supporters/regions for growth purposes
10%
B
Identify where we rank amongst other 211s and determine what is the call volume gap. Identify contact centers for possible merge Idenitify County/other contracts that we can take on and do their call center
In-Progress
On Track
Explore shared service community impact with neighboring non-merged United Ways
Objectives
Weighting
Priority
Tactics
Comments
Status
Schedule
To unite regional efforts to bring UW brand clarity to our region, to build better neighboring UW relationships for future partnerships and potential mergers
10%
C
Interview and Investigate similar programs that UW of Utah County is doing across the State
On Hold
N/A