The LatAm
journey into a regional network.
Jorge A. Uribe
Board Chair
Regional Committee UW LA
October 2014
London
UWLA in facts






11 countries
+640 companies
+195,000 donors
+$19 US MM
+600,000 beneficiaries
152 Board Members
 More than 30 years: Venezuela, Mexico
 Between 15 – 30 years: Costa Rica ,Colombia, Guatemala, Brasil
 Less than 10 years: Chile, Peru, Argentina, Honduras, Panama
2
UW LA network: How do we do it ?
Investing in
education
SOCIAL
INVESTMENT
Raising contributions
Offering Volunteer
activities
How the UWLA invests in education?
Program
components
Volunteer
activities.
Teachers &
Parents
Training
Infrastructure
Improvements
Books &
Materials
Main Role
LUWs
Financial
Resources
Stake holder
articulation
4
Program design,
follow up and
evaluation
Volunteer
Activities
Early Childhood Development
Level the field for the most disadvantaged children…
 40.5% of children and adolescents living in poverty. More than
70% in countries like Guatemala, Honduras and Peru.
 8 million children suffer from chronic malnutrition.

Each year, more than 6 million children suffer severe abuse and
more than 80,000 die from domestic violence.
…by improving quality of early care and education
 In some countries only 40% of children aged between 3
and 4 years, in the lowest socioeconomic levels or rural
areas, have access to early care and education
 Initial education in Latin America is characterized by low
educational levels of teachers and lack of quality
standards in most countries
UWLA network: 95% Investment in Education
63% of resources invested in ECD
2010 - 2013
Regional Objective 2018
Elevate the quality of early care and education for disadvantaged
children aged 0 to 6 in Latin America
1. Strengthening all
educational settings
(formal and informal) in
partnership with public
sector
2. Support networks
for parents
More than 10,000
teachers trained and
2,000 child care centers
and preschools
strengthened
More than 23,000 parents
reached through trainings
and public campaigns
about early childhood
development
6
3. Public awareness
about the importance
of investing in quality
of early care and
education
More than 200
partnerships with
governments and NGOs
UW LA: Relationship with donors,
Multinationals companies: champions &leaders in the development
& growth of UWLA.
Board Member Main
Companies
TOP Corporate Partners
14
12
12
10
8
Companies
6
4
4
4
3
2
3
3
3
3
3
1
1
1
Xerox
2
Metlife
2
3
1
2
1
Citi
Exxon
Cargill
Pfzer
Owens-Illinois
IBM
GM
Deloitte
Dow Chemical
HP
Dupont
Walmart
PwC
3M
P&G
Kimberly Clarck
0
UW LA Contributions
Total Contributions UW LA
20.0
Total contributions per LUW US$
$ 4,500
60%
18.0
$ 4,000
50%
16.0
$ 3,500
40%
14.0
$ 3,000
30%
12.0
$ 2,500
20%
10.0
$ 2,000
10%
8.0
$ 1,500
0%
6.0
$ 1,000
-10%
4.0
$ 500
-20%
2.0
$-
-30%
-
19.1
19.2
7.9
8.0
11.3
11.2
16.4
7.4
9.0
AR
BR
2011
CHL
CO F.Ma. CR
2012
2013
GT
HN
MX
CHI
PA
PE
Crecimiento promedio últimos 2 años
VZ
2011
2012
AVN/matching Payroll
2013
Otros
8
UW LA Volunteers: a way to have a greater
impact in our communities
+ than 35,000 volunteers invest time,
talent and enthusiasm in activities that
contribute to achieve results in UW LA
network programs.
Volunteer programs:
 Reading, playing and promoting
healthy habits
 Improvement on infrastructure and
learning environments.
 Youth Mentoring and Tutoring
UW Latin American Region:
Assets.
•
•
•
•
Assets
•
•
•
•
•
•
From UWW.
UWW name and reputation.
UWW tools: campaigns, community impact, volunteers.
UW ability to convene different sectors and diverse leaders
including the public sector.
From the UW LA Network
UWW LA network coverage and experience: 11 LUWs.
Spanish as common language for most network except Brazil
Strategic plan: Focus on Education, ECD as flag program.
Boards with active participation of volunteers, many of them
representatives of multinational corporations.
Strong presence of multinational companies within the region and
special support from some GCL like P&G, 3 M, Deloitte, PWC.
6
Latin American Region:
Obstacles.
Obstacles
• LatAm incipient culture of giving. However, the Corporate Social
Responsibility concept is being implemented in all countries.
• Weak and small LUWs.
• Weak governance structure in some LUW´s.
• Difficulties for advocating for new donors.
• Incipient capability for developing and administrating regional
programs.
6
UW LA a Journey:
From theory to practice
UWLA network: our Journey
2002
2014
Presence in 7 countries
Presence in 11 countries:
Brazil, Colombia, Costa Rica, Guatemala,
México, Nicaragua, Venezuela
Argentina, Brazil, Chile, Colombia, Costa Rica,
Guatemala, Honduras, México, Panamá,
Nicaragua, Perú, Venezuela
Total Contributions,
US$13 Millions (2007)
Total Contributions
US$19.2 Millions
Social Investment without
a focus
Focus on Education and
ECD
I Regional Meeting
XIV Regional Meeting
Creation of Regional
Committee
Regional Committee with
10 members
13
UWLA Journey
• LUWs born as
an initiative of
corporate
partners.
• Local Boards
supported by
volunteers from
multinational
companies.
Phase 1:
Creation of
LUWs
Phase 2 :
Thinking
regionally
• Regional Meetings
and Regional
Committee
established.
• Regional Planning
Process initiated.
• Regional Office
established.
• Multinational
corporations
leadership in
developing
regional programs
• Better
structured
Regional
planning for
resources and
impact .
• Establishing
regional
programs and
partnerships.
• Looking for
High performing
Boards.
• Regional team
in place.
Phase 3 :
Consolidation
14
Growing as a network means:
Engage Network
Strengthen Capacity
Promote & lead Regional Team
Connect and develop Boards
15
UW LA: How do we mainly lead?
Establishing
• Regional Strategic Plan with Objectives,
Goals, Strategies and metrics
Tracking
• Creating a culture of specific metrics
and score cards that allow to follow
up current advances
11
UW LA network Objective:
To be the # 1 impact platform in LatAm.
BOLD PLAYS
1. Commit to and Implement a Single Business
Model that Drives Impact AND Increases
Revenue.
2. Create a World-Class Individual Experience
with Mobile Capability.
3. Formalize Community-Partner-Of-Choice.
Agreements with Top 100 Corporate Partners.
4. Develop New $10M Leadership Giving Society.
5. Create New Partnership Group of United Ways
to Execute Our Enterprise-Wide Strategy
Global Strategy
UW
Regional Plan
UW LA
OGSM
Strategic Plan
LUW
LUWs strategic plans
17
OGSM, UW LA, reviewed Oct 2014
UWLA strategic plan briefing
Maximize Impact
(Bold Play 1)
Improve relationship
with donors
(Bold Plays 2,3,4)
Strengthen network
capacity
(Bold Play 5)
• Focus on education programs of regional scope, with transverse
components in health and income
• Articulation of public, private sector and civil society
• Early Childhood as regional flag, incorporating components of
public policy advocacy
• Companies:
• Priority: GCL, multinationals and corp. Regional.
• Workplace Campaigns as a sustainable resource
• Leverage multilateral institutions and government
• Volunteer activities.
• Individual donors:
• More and better relationships with individual donors.
• Affinity Groups.
• Use of technology
• LUWs Organizational Structure (administrative, operational and
financial)
• Boards
• Regional Office.
19
UW LA Boards and Regional Committee roles.
The Regional Committee must be part of the
volunteer´s network of UWW
LUWs Board of Directors
Regional Volunteer
Council
Membership
Accountability Committee
UWW Board
-Role• Approve annual budget,
report, and strategic work
plans
• Ensure legal, ethical, and
financial accountability
• Provide oversight and
guidance for staff directors
and on internal operations
• Approve of / reject
community and corporate
collaborators as well as
any plans to open
additional offices
• Reviews and
recommendations on the
strategies, plans, and
programs of United Ways
in region, including:
• Annual work plans,
progress, summaries
• Compliance Audit
and Global
Standards
assessment findings
• Expansion plans
• Regional initiatives
• Regional Office –
funding, structure,
roles.
• Provide leadership and
guidance on service and
collaboration between
LUWs in the international
network, including:
• Recommend to
Board on creation,
probation,
termination of UWs
• Responsible for strategic
leadership, resource and
relationship management,
reputation building,
stewardship of UWW and
system assets,
performance management
and measurement, and
oversight of public policy
agenda and advocacy.
• Monitor capacity
• Main committees are:
building, UWW
Executive, Governance,
relationships with
Finance, Audit,
and accountability of Membership Accountability
country/territory and
local offices.
• Manage dispute
resolution.
4
UW LA Regional Committee.
Composition & Meetings
-Knowledge and passion for
the UW system.
-Knowledge and
understanding of the region.
-Existing relationships and
network as well as
entrepreneurial skills.
-Contact with the local
organizations:
Meetings:
at least 4 per year
Profile
Characteristics
Committee Members
- Local
Board Directors and/or
UWW´s Board
Members.
- Companies‘
representatives
- Community Experts.
New members:
approved by 75%
Latin American Regional Committee.
Key Success Drivers*
-Measures performance on strategic priorities (Impact,
Revenue, Supporters, Trust)
Connects impact to revenue, leverage own relationships to
grow resources
Engaged on and seeks to be informed about broader
community issues
Prioritizes strategic/generative over operational work
(80%/20%)
Leverages Board as a key talent asset
Values the network and connects with Board leaders from
other United Ways
*High-performing boards initiative
Latin American Regional Committee.
How it creates value?
1. Helping strengthening LUW organizations
2. Connecting with LUWs boards of directors
3. Promoting establishment of LUWs in new markets
4. Supporting the Regional, national and local offices
Latin American Regional Committee.
How it creates value?
1. Helping strengthening LUW organizations
• Helping to develop and implement Regional and Local Strategic Plan +
score card
• Promoting & actively participating in the Regional Meetings & other
Regional Encounters
• Approaching new local and regional companies
• Following compliance of Membership Requirements from LUWs LA
• Reviewing alignment of the UW LA network to the general UWW
guidelines
Latin American Regional Committee.
How it creates value
2. Connecting with LUWs boards of directors
• Active participation in some Boards (Guatemala, Costa Rica, Mexico,
Venezuela)
• Promotion of the improvement of the local boards performance and the
use in LatAm of the Hihgh Performing Board Initiative.
• Visits in situ to UWLA partners, to strengthen the relationship and
understand their needs and challenges.
Latin American Regional Committee.
How it creates value
3. Promoting establishment of LUWs in new markets
•
•
•
•
Peru
Argentina
Panama
Honduras.
Latin American Regional Committee.
How it creates value
4. Supporting the Regional, national and local offices
• Providing advice and helping to identify opportunities and challenges.
• Leading the stablishment and adequate conformation of the Regional Office.
• Visits in situ to UWLA local boards, to strengthen the relationship and understand their needs and
challenges.
Regional Committee and Board Members:
Volunteers having the privilege to help…
•
•
•
•
We are in a unique position to
make this vision happen
As privileged citizens, we have the
resources and the passion to help
to provide new opportunities to the
majority.
As members of a global network,
we have the tools to galvanize and
connect organizations and
resources to develop long lasting
solutions.
As passionate and successful
professionals, we have the energy
and knowledge to make things
happen
It’s all about creating long term changes in the communities
29
Thank You