Tulsa Area United Way

Strategic Plan 2030 Year Two: 2026

Core Focus

Strategic Plan 2030, Year Two: 2026

United Is the Way

Vision

Tulsa Area United Way mobilizes our communities to action, working together so all can flourish and thrive.

Mission

We unite people and resources to improve lives and strengthen our communities.

Core Values

United is the Way we:

  • Strengthen the community through collaboration and compassion.
  • Serve as exceptional stewards of community resources with the highest ethics, transparency, and integrity.
  • Embrace opportunities in a changing environment.
  • Solve problems with innovation, energy, and belief in a better future.
  • Advocate respect to create inclusive communities.

One-Year Goals

Reporting Date: End of Year 2026

2026 Theme

In 2026, we will build organizational strength to scale and accelerate impact: growing resources, leading with data, and deepening community connection.

1

Growth: Revenue and Fundraising

Goal 1

Meet or exceed 2026 fundraising goals to drive community impact, generating $29.5 million from diverse revenue streams.

  • Expand the workplace giving campaign and align on key community issues.
  • Expand and diversify funding for direct service programs.
  • Launch a three-year strategic roadmap for the Tocqueville Society.
  • Implement the next phase of TAUW’s planned-giving strategy.
  • Maintain collections performance of 3.75% or less.
2

Community Impact: Philanthropic Leadership

Goal 2

Lead nimbly amid the evolving needs and challenges for a more connected and informed community by leveraging resources, expertise, and partnerships to strengthen our thriving nonprofits and businesses; improve operations and advocacy; and drive meaningful, lasting impact.

  • Align programs, outreach, and investments with community needs, specifically around financial stability, homelessness, housing, and public safety.
  • Launch and formalize TAUW’s Advocacy Council.
  • Fully implement new Community Impact and grantmaking software Fluxx GMS LIVE and Grantelligence.
  • Complete successful grantmaking process impacting at least 10 new nonprofits serving Rogers, Mayes, and Delaware counties.
  • Execute year one of a 211 EOK two-year business plan.
  • Strengthen community engagement through strategic offerings, meaningful affinity group opportunities, and high-impact stewardship efforts.
3

Community Impact: United for Working Families Grounded in Data and Research Leadership

Goal 3

We will lead with data and research as a unifying force to advance understanding, scale impact, and inform public and business policies that strengthen economic stability.

  • Develop and conduct compelling ALICE presentations and trainings through an intentional outreach and saturation plan.
  • Conduct internal analysis of ALICE and 211 EOK data to create moving, interest-driven content for stakeholders.
  • Conduct Grantee Outcomes Project specific to Sustainability Partners, which will inform and define future metrics for 2027 United for Working Families program.
  • Develop an ALICE scoring model to assess current and future investments.
  • Implement emerging technologies for 211 EOK to improve, enhance, and modernize the platform.
  • Across all TAUW funding streams, review processes and map existing investments to determine how to best target contributions to address family stability.
4

Great Place to Work

Goal 4

Invest in an engaged and high-performing organization, powered by people who know where we are going and how we will get there as an agile, sustainable, and relevant nonprofit sector leader.

  • Optimize the 2025 reorganization with a year-long plan to assess and strengthen organizational health, staff for long-term growth, mitigate risk, and build trust.
  • Transition payroll operations to streamline administration, improve accuracy and compliance, and enhance employee experience.
  • Further operationalize the organization’s “backroom” and modernized CRM project launched in 2025 to increase staff capacity and efficiency; streamline collaboration, improve donor experience, and ensure accurate tracking and engagement of donating companies and people.

*Note: Full version, including defined measures of success, is available upon request.

3-Year Picture & Headlines

Reporting Date: January 2028

1

Revenue growth surpasses $30.5 million:

  1. Intentionally expand to serve and engage the people of Rogers, Mayes, and Delaware Counties into an integrated United Way family.
  2. Tailor donor journeys and communications across our region and generations so everyone knows how they are making a meaningful difference in their communities.
  3. Reach new donors and sponsors through advanced technology, multi-channel approaches, and compelling conversion strategies.
  4. Grow our major donor Tocqueville Society to 300 members as the premier philanthropic giving organization in Tulsa.
2

TAUW communities see measurable progress toward improved outcomes in health, youth opportunities, housing, and financial stability by fostering continued cross-sector collaboration and fundraising efforts:

  1. Implement efficient and modern operational and measurement processes, tools and services to make data-informed investments and improve responsiveness.
  2. Empower and educate our donors, volunteers, and local leaders through experiences that drive a personal lifelong impact.
  3. Elevate the needs of working families and establish baselines for services, investments, outcomes, and metrics through the United for Working Families initiative.
  4. Advance 211 EOK as the foremost trusted gateway connecting individuals in need with vital resources and effective support, anytime, anywhere.
3

As a respected state leader in trusted data and research, TAUW provides information, education, and advocacy for nonprofits, policymakers, and families to support decision-making critical for well-being in the communities we serve:

  1. Grow and guide ALICE and 211 EOK to be widely recognized and respected as vital data sources. Invest in advocacy, relationship-building, and learning opportunities to ensure awareness of data resources and opportunities.
  2. Leverage data integrated with grantmaking system to make investments that close service gaps and improve outcomes.
4

TAUW receives honors as a best place to work:

  1. Empower the right people in the rights seats, developing talent and succession plans through continuous learning, and leading with growth and innovative mindset.
  2. Build a positive and successful culture where employees feel inspired, motivated, proud, and engaged.
  3. Support employees with new technology systems and tools for grantmaking, donor relationships, online giving, and the 211 EOK database.

5-Year Target

Reporting Date: January 2030

What do we want our organization to look like 5 years from now?

Tulsa Area United Way boldly entered our second century in 2025, committed to generating more than $32 million by 2030 and driving strategic, data-informed investments, system improvements, advocacy, and partnerships which resulted in improved outcomes in health, education, housing, income stability, and community resiliency for our region.

Centered in hope, collaboration, and innovation, UNITED is the way we bring communities together and create lasting change, so more families:

  • Earn a livable wage.
  • Have access to healthcare and healthy food.
  • Live in stable, quality housing.
  • Celebrate graduates ready for life, college, or careers.
  • Rise back up after hard times thanks to effective response coordination and services.