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Welcome to United Way GREAT RIVERS Great Innovations TWENTY FIFTEEN.

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Presentation on theme: "Welcome to United Way GREAT RIVERS Great Innovations TWENTY FIFTEEN."— Presentation transcript:

1 Welcome to United Way GREAT RIVERS Great Innovations TWENTY FIFTEEN

2 Objectives Explain the mission, vision and business model of United Way Summarize each of the organization capacities that are important for achieving our business model (community impact, resource development, communications, volunteer engagement, board development, etc.) Describe the critical issues that United Ways face Respond to questions about United Way and the United Way network 2

3 United Way’s Vision and Mission

4 United Way. Advancing the Common Good Education Helping Children & Youth Achieve Their Potential School readiness School success Post-secondary success Family sustaining employment Financial capability Healthy living Physical activity Access to health care Focus Areas Creating the opportunities for a good life for all by focusing on: Engage & align with the community. Mobilize Resources. Create & deepen relationships with individuals & institutions. Develop strategies & focus actions. Measure, evaluate & communicate results. Strategies Income Promoting Financial Stability and Independence Health Improving People’s Health Align & execute on plans & strategies. Brand Positioning Brand Promise Community Priorities + +

5 Our aspirations are to… Energize and inspire people to make a difference Craft human care agendas within and across our communities Build coalitions around these agendas Increase investments in these agendas by expanding and diversifying our own development efforts and supporting those of others Measure, communicate, and learn from the impact of our efforts Reflect the diversity of the communities we serve.

6 United Way Worldwide Network Raises $5.201 Billion Africa $6.5M 5.5% Asia $739M 19.7% Caribbean $1.9M -19.3% Europe $17.9M 5.5% Latin America $17.5M -6.4% Canada $520M 1.5% United States $3.97B 1.1% Domestic: $3.939B, -0.8% International: $1.262B, -3.2% (+1.5% normalized for currency fluctuations) Domestic: $3.939B, -0.8% International: $1.262B, -3.2% (+1.5% normalized for currency fluctuations) Africa $255K -96.1% USD (-95.7%) Asia $707.6M -4.3% USD (1.4%) Caribbea n $1.91M 2.1% USD (4.8%) Europe $22.1M 23.2% USD (22.8%) Latin America $19.9M 13.2% USD (18.4%) Canada $509.97M -2.0% USD (1.2%) United States $3.94B -0.8% USD

7 USA State Organizations and Professional Associations Staffed State Organizations Volunteer-Led Professional Associations AlabamaMinnesotaAlaskaMissouri CaliforniaNew YorkArizonaMontana ConnecticutNew HampshireArkansasNew Jersey FloridaNorth CarolinaColoradoNew Mexico HawaiiOhioGeorgiaOklahoma IllinoisPennsylvaniaKansasOregon IndianaSouth CarolinaMaineUtah KentuckyTennesseeMarylandVirginia LouisianaTexasMassachusettsWashington MichiganVermontMississippiWest Virginia WisconsinWyoming As of January 2013

8 Donor Loss Challenges Capacity Trust Local Pressures Alignment Competition

9 Our past…our present A fundraising organizationA community impact organization Funding the needs of agencies and programs Investing in strategies for community change Sole focus on program outcomes Ultimate focus on community outcomes Donor or giverCommunity investor Locally-orientedBoth locally and system- oriented

10 United Way Organizational Capacities Policy and Advocacy Individual & Volunteer Engagement (Give, Advocate, Volunteer) Resource Development Marketing and Communications Strengthening multi-sector partners and collaborations Community Impact (Education, Financial Stability, Health)

11 United Way Enterprise-Wide Strategy

12 1 st Part of Strategy Establishes Our Organizational Positioning Critical to Convey in a Compelling, Consistent Manner 12 Who We Are 1.United Way advances the common good by creating opportunities for all. 2.Our focus is on education, income, and health -- the building blocks for a good quality of life. 3.We engage people and organizations from all across the community who bring passion, expertise and resources needed to get things done -- We invite everyone to be part of the change. What Makes Us Unique Willingness to Embrace the Complexity of the Challenge in Communities  We appeal to people/donors that are frustrated that one-off solutions don’t improve big problems Community Solutions at Scale  We are the #1 platform for community impact driving positive outcomes in 1,800 communities around the world Unparalleled Relationships across Sectors  We engage all sectors in sustainable, high quality, and cost effective solutions Powerful Brand with Millions Engaged  We influence policy and drive public engagement of a diverse set of stakeholders

13 2 nd Part of Strategy Focuses on 5 Bold Plays To Drive Success 13 Bold Plays Maximize Impact Donor-Centered Network Performance

14 Membership Accountability

15 Membership Basics 1,192 members as of June 2, 2014 Two databases Membership database –Maintained in Salesforce (SF) –Only Membership Accountability can update UW info in SF –Only maintain CEOs, COOs and board chairs (note separate database for board chairs) –SF populates UW Online and GiftLink – Access database of UWs and zip codes –Used by Truist, other 3 rd parties, national companies to process gifts –Used on for UW –Defines UW’s service territory in the license agreement

16 Business Performance Matrix

17 Business Performance Matrix Placement on Y-axis is relatively fixed year-to-year 4 3 2 1 Resources/Capacity/Influence Full-time staff member < 1 Population ≥ 1 million people Fortune 500/GCL* company HQ or ≥ 12 GCL companies No Fortune 500/GCL company HQ and <12 GCL companies *GCL = Global Corporate Leadership – United Way Worldwide’s Corporate Relations Program

18 Business Performance Matrix United Ways will show movement/progress on X-axis ABC 0-4950-7475-100 Business Performance Index (BPI) An “A” is either focused on the traditional model or making progress on some aspects of United Way’s business model A “B” is either making substantial progress on some aspects of the business model or showing overall progress A “C” is showing substantial overall progress on the business model but with room to grow

19 Introducing… The Business Performance Overview 1.Performance Dashboard 2.Business Performance Index Profile 3.Community Impact Snapshot 4.General Resources

20 GIVE. United Way Fundraising

21 Primary Sources of Revenue Snapshot of Resources Raised Annual Campaign  Workplace Campaign (including GCL)  Major Gifts, Leadership Gifts  New Business Development Opportunities Alternative Channels Outside the Workplace  Principal Gifts  Planned Giving  Strategic Resources (Foundations & Grants – local/national; public/private)  Segmentation/Societies (leadership, women, young leaders, Latino, GBLTO, etc.)

22 Sources of Current Year Support Revenue Total Current Year Support: $3.939B Total Workplace $2.95B 74.8% of CYS Total Workplace $2.95B 74.8% of CYS Contributions Beyond Campaign: 14.5% Includes: Government grants – 6.8% Restricted Gifts from Ind/Fdn/Corp. – 4.1% Outright gifts to endow. fund – 0.2% Bequests – 0.6% Other planned gifts – 0.9% Corporate sponsorships/Sp. Events – 1.0% Other contributions – 1.5% Non Workplace Campaign: 10.7% Includes: Residential/Indiv./Retiree/Students – 5.7% Noncorporate Foundations – 2.3% Special Events – 1.7% Professionals – 0.4% Nonprofit Organizational Gifts – 0.1% Gifts Through Website – 0.03%

23 United Way’s Workforce Campaign Single best channel in this country to reach and engage people Incredibly valuable and unique United Way asset Major asset to companies that want to engage their employees and achieve their CSR goals Access to employees is a low cost service companies can provide to their community Entry point to optimize Lifetime Donor Value 70% of our revenue Access to 50,000,000 and have 10,000,000 donors

24 Leadership and Major Giving

25 Engagement Works: Affinity Group Giving Growing Exponentially Cumulative % Growth since 2004 Women All Affinity Groups Young Leaders

26 What is a Leadership Giving and Tocqueville Program? Leadership Giving Defined by your United Way based on annual gift… could be $1,000 entry point… could be $1,200 entry point… could be $5,000 entry point… Tocqueville Society Generally at the $10,000 level or above These programs are designed to give special thanks and recognition to donors who give at the determined “leadership” levels.

27 Leadership and Major Giving Cumulative Growth Comparisons (% Increase since 2003)

28 Continuum – how we recruit and grow our donors’ gifts Workplace campaign Leadership gift (including affinity groups) Major gifts (Tocqueville Society) Planned gift (bequests/estate gifts)

29 Planned Giving A Technique For Giving Assets (Payroll Deduction Is A Technique For Giving Income) Three Types Of Planned Gifts: — Outright Gifts Of Appreciated Assets (e.g., stock) — Bequests (Wills, Retirement Plans, Life Insurance) — Split Interest (Charitable Gift Annuity, Trusts)

30 Offer engagement 1-on-1 relationship Principal donor Advanced Service Build Relationship & Loyalty Ultimate Service Continuously Deepen Relationship The Pyramid of Donor Service Names, contact and email Acknowledge and thank you Educate impact of giving Segment based on demographics Learn donor interest Segment based on interest Basic Service Establish Relationship

31 Corporate Relations

32 3M Abbott AbbVie Accenture Aetna Inc. Agilent Technologies, Inc. Air Products Allstate American Express AT&T Avery Dennison Bank of America Best Buy Co., Inc. BMO Financial Group BNY Mellon The Boeing Company Bristol-Myers Squibb Company C&S Wholesale Grocers, Inc. Cargill Caterpillar Inc. CenturyLink Ceridian Corporation Chevron Corporation Chrysler Group LLC Citi HSBC North America IBM ING Intel Corporation International Paper ITW JCPenney John Deere Johnson & Johnson JPMorgan Chase & Co. Kellogg Company Kimberly-Clark Corporation Land O’lakes Limited Brands Macy’s, Inc. Medtronic, Inc. MetLife, Inc. Microsoft Corporation The Mosaic Company Nationwide Insurance New York Life Insurance Company P&G Pfizer Inc Pitney Bowes Inc. The Principal Financial Group Publix Super Markets, Inc. PWC Shell Oil Company Sprint SunTrust Banks, Inc. SUPERVALU Target Texas Instruments Toyota The Travelers Companies, Inc. U.S. Bank United Technologies Corporation UPS USAA Valero Energy Corporation Walgreens Wal-mart WellPoint, Inc. Wells Fargo Whirlpool Corporation Williams Xcel Energy Xerox Corporation Comcast NBC Universal Costco Wholesale Cummins Inc. Deloitte LLP Delta Air Lines, Inc. Deluxe Corporation Dominion Resources Inc. The Dow Chemical Company Dr. Pepper Snapple Group Duke Energy DuPont Eastman Kodak Company Eaton Corporation Ecolab Inc. Eli Lilly and Company ExxonMobil Corporation FedEx Corporation Fluor Corporation Ford Motor Company GE General Mills, Inc. General Motors GlaxoSmithKline Guardsmark, LLC The Hershey Company Hewlett-Packard Company United Way Global Corporate Leadership* *As of 7/23/2014

33 33 GCL Raised 25% of U.S. Funds in 2013 $1,056,734,900 GCL workplace giving campaigns $737,358,794 GCL employee pledges $294,389,636 GCL corporate gifts Beyond campaign revenue includes grants, UWW funding, IDAG, Disaster Relief and sponsorship Campaign Total includes special events and retiree donations Plus: GCL companies raise $12-15M beyond campaign revenue* GCL companies increased overall campaigns by 1.0%

34 Resources for local United Ways GCL Help Desk – contact the Help Desk with questions about any GCL company: Corporate Account Registration Site (CARS) – register to receive special updates on GCL accounts: Conference calls and webinars

35 GCL Campaign Results Online results reporting – access reporting from companies that share campaign results with United Way Worldwide:

36 ADVOCATE. Public Policy

37 How does United Way engage in policy? Approach:  practical long-term solutions  non-partisan/non-ideological  consensus Based on:  relationships  convening ability

38 Role of the United Way Worldwide Policy Team Move key policy priorities forward by: Direct lobbying of Congress and the Administration Educating state and local United Ways about strategies for direct and grassroots advocacy Supporting state and local United Ways’ public policy capacity building work Building partnerships and coalitions with national allies

39 What YOU and your United Way can do Sign up for the Advocacy Connection newsletter and PPN-L. Email: Take action on alerts & share with your networks Connect with your state orgs Build relationships with your elected officials Talk with your leadership about advocacy and expand your local efforts

40 Volunteer Engagement

41 Volunteer engagement Goals To drive more impact in the areas of education, income and health by providing opportunities for people to create sustainable change through volunteering. To build and deepen relationships with people who care about their communities by inspiring and inviting them to take an active role with United Way to advance the common good.

42  Strategic Volunteer Engagement United Way Guide to Strategic Volunteer Engagement United Ways and Volunteer Centers: Mergers and Other Partnerships Volunteer Centre Development Guide Employee Volunteer Engagement: Deepening Relationships and Driving Impact  Volunteer Readers, Tutors, Mentors Tools and Tips for Reading with Children Engaging volunteers in Education: A Volunteer Reading Guide  United Way Day of Action 2013 Report and Toolkit Worldwide Day of Action Implementation Guide Volunteer engagement resources

43  Volunteer Project Ideas & Examples Activity Trails Building Skills of Job Seekers Born Leaning Trails Children’s Book Swap Clothing Drive Community Baby Shower Community Garden Diaper Drive Door Hanger Project Family Teaching Kitchen Literacy Kits Volunteer engagement resources Meal Packing Event Project Homeless Connect Reading Buddies School Supply Drive Shoebox Project Sports Equipment Drive Stone Soup Summer Backpacks VITA Program And More…

44 United Way Day of Action – June 21 & other days of service United Way Worldwide United Way Day of Action – June 21 Alternative Spring Break Days of Caring Others Martin Luther King, Jr. Day (January) National Volunteer Weeks (April – June) 9/11 Day of Service and Remembrance Make a Difference Day (October 25) Family Volunteer Day (November 22) International Volunteer Day (December 5)

45 Changing Our Communities Together: Resourcing Our Strategy to Achieve Growth

46 What does it mean to be a United Way and a member of United Way Worldwide License to use the United Way name and logo in your United Way’s territory Name recognition that attracts opportunities for: –Community leadership –Revenue diversification Standards of accountability Trusted and valuable brand: in 2010 Forbes ranked United Way as the world’s 26 th most valuable brand, worth $14.3 billion 46

47 Resources to Deliver Results Building Brand Value & Relevance Continued support for LIVE UNITED Ad campaigns Great Things Happen When We LIVE UNITED What this Place Needs Partnerships with the Ad Council and NFL Driving Resources to Fuel Our Growth Donor initiatives United Way Tocqueville Society $10M donor initiative launched Support for endowments and planned giving United Way Women’s Leadership Council 47

48 Resources to Deliver Results United Way Day of Action and other efforts to increase volunteerism Student United Way/Alternative Spring Break United Way Store – saving the network $1.5M Network Purchase Program – launching soon Inclusion in GiftLink – database of zip codes and United Ways used by hundreds of multi-site companies to connect donations to United Ways Cause marketing to deepen corporate relationships and generate income 48

49 Other Performance Tools 49 United Way Online Advocacy on behalf of United Way and the nonprofit sector Research to identify what works, trends in the network, track our brand Focus on the needs of smaller United Ways through the Small Cities Zone, listserv and dedicated supports Governance and leadership Board Walk Membership in BoardSource (free to you) Strategic Planning Resource Center

50 Current Realities Facing United Ways  Lack of significant growth in impact or revenue generation in local markets  Changes in individual engagement with philanthropy  Global changes in corporate landscape  Individual donor loss  Financial sustainability even as revenues diversify Challenges  Flexibility to adapt to evolving business needs  New platforms and approaches to reach individual donors  United Way mission aligns with corporate CSR and shared value priorities  United Ways and United Way Worldwide co-create and execute on our plans moving forward Opportunities 50

51 Future Growth Opportunities Driving donor growth Text to mobile pilot Crowdsourcing App Mobile engagement platform to engage individual donors in/out workplace Breakthrough marketing campaigns Big data analytics to better segment donors Enhancing revenue growth: strategic agreements with corporate partners Expanding our platform for community impact: Products designed to drive impact and revenue growth Global centers for impact 51 * Resourcing plans to be determined

52 We Can Do More: Strategy for Resourcing our Growth  Leveraged debt  Potential to raise up to $50M to provide start-up growth capital  Working with Goldman Sachs to develop funding plan  Philanthropy  Third party support to jumpstart innovation  Network efficiencies to reinvest in impact and fundraising growth  Dues adjustment  1% of Current Year Support v. 1% of Total Campaign*  Effective January 1, 2016. Early notification in order to plan for next year’s budget cycle  Significant increases will be implemented gradually to mitigate budget implications 52 *Sliding scale for $50 M+ remains in effect and minimum dues will be raised from $500 to $2000 per year.

53 Why Change Dues Formula? Current methodology doesn’t align with business/community impact model  Current formula does not include diversified revenue streams (i.e. grants, endowments, etc.)  UWW staff support and brand equity utilized to secure diversified revenue streams  Decreasing local campaigns has resulted in decreased dues revenue  Flex credits will increase proportionally Emerging growth strategies require additional funding support  Support of strategic initiatives (Bold Plays)  Last increase was 10 years ago. Not sustainable.  In 2013, membership support represented 36% of UWW revenue (vs. 52% of revenue in 2005) In 2015, UWW will utilize $4M of cash reserves to provide Bold Play seed funding 53


55 United Way Research 3 Disciplines Serving 3 Crucial Needs IndividualsCommunities United Way Network Performance Research Assessing United Ways’ Work Focused on optimizing United Way performance Social & Economic Research Exploring Community Needs & Assets Focused on the communities we serve and the issues we address Market Research Understanding Individual Engagement Focused on deepening understanding and relationships with the public

56 Performance Research StudiesProducts Database 2 (Resource Development, U.S.) Audience=CEOs, RD VPs and staff National RD results (CYS, Campaign, Continuum, Leadership/Tocqueville, EPG) DataLink (24/7 online data ATM) Measurements (RD and demographic data) Leaderboards (customized RD performance reports) Community Profiles (customized overview reports) Flash Surveys Interim revenue projections United Way Worldwide Information Gateway (UWWIG) Audience=CEOs, RD staff International Amount Raised figures, projections Growing set of international benchmarks, e.g. donors, volunteers, staff, overhead, work in in EIH Income and Expense Study Audience=CEOs, CFOs, Finance Staff Standard overhead figures Benchmark United Way with other nonprofits Reserves, distributions, costs

57 57 Performance Research (continued) StudiesProducts Corporate and Employee Giving Survey (Database 1) Audience=CEOs, RD VPs, RD staff National Giving Summary - results/performance benchmarks for 600+ companies Results by industry Detailed GCL results by location Human Capital Study Audience=HR VPs, CFOs, COOs, Staffing Patterns Report Staff Salary Reports Benefits Report Diversity and Inclusion Practices Talent Management Practices Resource Investment Study Audience=CI VPs, CI Staff, CEOs United Way support to Education, Income and Health United Way investments in specific programs, agencies, initiatives

58 58 Market Research StudiesProducts Brand Tracker (formerly Public Opinion Poll) National Brand Trackers Local Brand Trackers Local consultations Audience=CEOs, Mktg, RD staff National metrics on attitudes, perceptions, trust, impact, advertising recall Local metrics on trust, impact, attitudes, perceptions State of the Brand report and webinar Target market profiles (Women, Donors, Lapsed Donors, HNWI) Brand advertising/value, LIVE UNITED, marketing research United Way Leadership & Performance Survey Reports and evaluations on the state of United Way products and tools Segment Studies Audience=CEOs, Mktg, RD staff Specific studies on key markets (current study of Millennials underway)

59 59 Social and Economic Research Surveys/ToolsProducts Community Impact Practices Survey (CIPS) Audience=CEOs, CI VPs and Staff, Marketing, RD staff, Board Strategic planning information Who is doing what (e.g. 2-1-1) Helps measure United Ways on the business model Used to calculate Business Performance Index (BPI), which determines United Ways’ segment letter on the Business Performance matrix (BPM). Scorecards, dashboards, profiles Helps connect United Ways to opportunities on priority issues Common Good Forecaster Engagement tool showing how education ties to important issues locally National Goal Data Data on national goals

60 Brand Management & Communications

61 Telling our story Communicating United Way's story effectively can: Raise visibility Boost credibility Deepen connections with donors Help engage new supporters...And drive lasting change in our community Good story-telling is part of making a difference

62 But most people think we’re about … money Fundraiser Pass-through Help the needy (“other people”) A lot of the messaging is around the results of the annual campaign and you don’t hear anything more until the next campaign. Corporate partner 78

63 We have problems to fix Support United Way Just ask for dollars Talk about “programs” Struggling people Complex Help the needy We are fixing problems Support our community Create connections Talk about successes Community conditions Common sense Be part of something greater Old story (charity)New story (change)

64 What works in talking about our work Results, not problems Lasting solutions, not short-term charity Our issues, not process Connecting the dots, so people see how they can be part of solution People want to make a difference – let's make it easy for them to see that's exactly what we're inviting them to do

65 “Our brand is the accumulated series of experiences people have with us and our organization.” Brand = Relationship

66 United Way’s brand is a valuable asset Worth $34.7 billion = to Only nonprofit in Forbes’ Top 50 Most Valuable Global Brands (#26) One of Forbes’ Top Five All-Star Charities World’s largest privately-funded nonprofit 2.7 million volunteers 9.3 million donors $5 billion+ raised annually for 1,800 communities across 41 countries

67 Community Impact

68 Impact Solutions Continuum Increase Impact Diversify and Grow Revenue Community Solutions Broad-based, multi- sector efforts to improve underlying community conditions Impact Initiatives Aligned set of programs and services to increase efficiency and effectiveness Program Solutions Direct services for individuals and families with measurable results


70 Program Solutions Direct services for individuals and families with measurable results

71 How a United Way Supports PROGRAM SOLUTIONS:  Funds agency operations  Funds agencies to provide direct services  Requires and collects data on aggregate outputs and outcomes from funded service providers  Reports to investors, individuals donors, partners, and other key stakeholders on aggregate outputs and outcomes from discrete service providers  Builds the capacity of agencies/providers (e.g. in program outcome measurement) Investing in program outcomes  Supports individual agencies to ensure operational excellence and their capacity to deliver results

72 Impact Initiatives Aligned set of programs and services to increase efficiency and effectiveness

73 How a United Way Supports IMPACT INITIATIVES:  Serves as a community catalyst on a specific issue (e.g. attendance awareness)  Invests in an aligned set of program activities and related outcomes  Leads or informs the creation of shared goals/outcomes and tracking and measuring initiative results  Defines roles, responsibilities, accountabilities of all organizations/agencies participating in the initiative  Provides some backbone operations/management/coordination functions to support the work of the initiative;  Builds the capacity of the non-profit sector to deliver results (e.g. through coordinated quality improvements technical assistance, sharing of best practices, etc. that to support all partners in the initiative)  Leads planning efforts to sustain and scale the work to provide more services and supports to a greater number of individuals and families  Uses national research and local data to inform and refine the work of the initiative

74 Community Solutions Broad-based, multi-sector efforts to improve underlying community conditions

75 How a United Way Supports COMMUNITY SOLUTIONS:  Helps lead partnerships in agreeing to common community outcomes, developing multi-faceted strategies to improve underlying conditions in the community  Serves as a community catalyst to spur action that includes providing and/or supporting others in providing core backbone functions  Engages community residents to identify shared aspirations, barriers and to articulate solutions to community challenges  Offers meaningful and sustained opportunities for community participation in identified solutions (i.e. Give, Advocate, Volunteer)  Enhances existing partnerships to create long-term vision, common priorities, and goals, strategies, actions and metrics  Focuses the coalition/partners on long-term planning and community solutions  Invests in community outcomes

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