Presentation on theme: "Welcome to United Way GREAT RIVERS Great Innovations TWENTY FIFTEEN."— Presentation transcript:
1Welcome to United WayGREAT RIVERSGreat InnovationsTWENTY FIFTEEN
2ObjectivesExplain the mission, vision and business model of United WaySummarize 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 faceRespond to questions about United Way and the United Way network
3United Way’s Vision and Mission Create Opportunity For AllMissionUnited Ways Build Stronger CommunitiesOur Value PropositionWe see the big picture and work to create comprehensive solutionsWe engage all sectors/citizens/stakeholders to act to address community needsWe optimize outcomes by focusing on what works, aligning efforts, and mobilizing resourcesPJThe UW network’s mission, vision, and core values drive how we work.They bring us together and help us operate as a single face to the community.As a network we have a common mission, vision, and core values. These statements bring us together and help us operate as one organization.The mission of the United Way is to improve lives by mobilizing the caring power of communities around the world to advance the common good. United Way is in the business of creating lasting change in community conditions that improve lives in each and every community. It is not how many individuals we provide for and serve. It is not how many programs we fund or partners we unite. What matters is: The bottom line results, the lives we change, and the communities we shape.To do this we will:Ignite a worldwide social movement, and thereby mobilize millions to action—to give, advocate and volunteer to improve the conditions in which they live.Galvanize and connect all sectors of society—individuals, businesses, non-profit organizations and governments—to create long-term social change that produces healthy, well-educated and financially-stable individuals and families.Raise, invest and leverage billions of dollars annually in philanthropic contributions to create and support innovative programs and approaches to generate sustained impact in local communities.Hold ourselves accountable to this cause through our steadfast commitment to continually measure—in real terms—improvement in education, income and health.Engage and include diverse segments of our communities. Diversity is the quality of being different or unique at the individual group level. Inclusion is a strategy to leverage diversity.
4United Way. Advancing the Common Good Brand PositioningCreating the opportunities for a good life for all by focusing on:Brand PromiseEducationHelping Children & Youth Achieve Their PotentialIncomePromoting Financial Stability and IndependenceHealthImproving People’s Health++Community PrioritiesSchool readinessSchool successPost-secondary successFamily sustaining employmentFinancial capabilityHealthy livingPhysical activityAccess to health careFocus AreasPJWe envision a world where all individuals and families achieve their human potential through education, income and health. It means:- All children receive a quality education.- The cycle of poverty and financial dependence ends.- And everyone has access to health care and can live in a healthy environment.Engage & align with the community.Mobilize Resources.Develop strategies & focus actions.StrategiesCreate & deepen relationships with individuals & institutions.Align & execute on plans & strategies.Measure, evaluate & communicate results.
5Our aspirations are to… Energize and inspire people to make a differenceCraft human care agendas within and across our communitiesBuild coalitions around these agendasIncrease investments in these agendas by expanding and diversifying our own development efforts and supporting those of othersMeasure, communicate, and learn from the impact of our effortsReflect the diversity of the communities we serve.PJReview notes on slide
6United Way Worldwide Network Raises $5.201 Billion Canada$520M1.5%Canada$509.97M-2.0% USD (1.2%)Europe$17.9M5.5%Europe$22.1M23.2% USD (22.8%)United States$3.97B1.1%United States$3.94B-0.8% USDCaribbean$1.9M-19.3%Caribbean$1.91M2.1% USD (4.8%)Africa$6.5M5.5%Africa$255K-96.1% USD (-95.7%)Asia$739M19.7%Asia$707.6M-4.3% USD (1.4%)Latin America$17.5M-6.4%PJThe United Way movement spans the globe, with local United Way organizations in 41 countries and territories.They range from small members run entirely by volunteers and raising just a few thousand dollars to large national movements raising hundreds of millions. Some organizations directly serve the entire country, and some cover just a metropolitan area within that country.UWW value proposition to network partners, which includes:Brand – use of brand worth billions; brand registration and protection; one-on-one brand consultation; access to marketing toolsIntelligent Network – Regional Volunteer Councils; regional directors and country liaisons; International Advisors Directory; leadership engagement opportunities; voting rightsDonor Products and Services – International Donor Advised Giving (IDAG); Major Gifts Expansion Initiative; knowledge sharing portal; Global Corporate Leadership ProgramLearning Opportunities – World Assemblies and Global Summit; regional meetings; in-person and web-based learning programs; limited scholarship fundsLeadership Development – Leadership Development Programs; mentor opportunitiesOnline Resources – Global Standards; Core Curriculum; Knowledge Café; webinars; Constant Contact; Relationship Management Starter KitLatin America$19.9M13.2% USD (18.4%)Domestic: $3.939B, -0.8%International: $1.262B, -3.2%(+1.5% normalized for currency fluctuations)
7USA State Organizations and Professional Associations Staffed State OrganizationsVolunteer-Led Professional AssociationsAlabamaMinnesotaAlaskaMissouriCaliforniaNew YorkArizonaMontanaConnecticutNew HampshireArkansasNew JerseyFloridaNorth CarolinaColoradoNew MexicoHawaiiOhioGeorgiaOklahomaIllinoisPennsylvaniaKansasOregonIndianaSouth CarolinaMaineUtahKentuckyTennesseeMarylandVirginiaLouisianaTexasMassachusettsWashingtonMichiganVermontMississippiWest VirginiaWisconsinWyomingPJState Organization Map Bullet PointsFormed in the late 1970s, United Way gave birth to State Organizations in response to the growing need to for local communities to work more closely together, learn from one another and support each other.There are a total of 15 State Organizations and 25 State Associations. The difference between the two is simply that State Organizations are staffed and separately incorporated and State Associations are not staffed. While State Organizations/Associations do not pay dues to UWW, they are certified through our membership accountability process and licensed to use the United Way brand.As of January 20137
8Challenges Donor Loss Local Pressures Capacity Alignment Trust MTWhile we begin with a unique base of network assets, they are continually challenged by a very difficult environment. I know these six areas affect every one of you on a daily basis. As a network, we’ve lost roughly 17% of our donors between 2007 and Competition, evolving donor interests, and technology compound this challenge.TrustCompetition
9Our past…our present A fundraising organization A community impact organizationFunding the needs of agencies and programsInvesting in strategies for community changeSole focus on program outcomesUltimate focus on community outcomesDonor or giverCommunity investorLocally-orientedBoth locally and system-orientedMTWith our assets and challenges, we have existed for 127 years as a network of nearly 1,800 independent United Ways. We were the fundraising organization, the creator of the workplace campaign. We funded the needs of agencies and programs with locally oriented individuals with a focus on program outcomes. That is no longer the world we exist in.We’re moving from a strictly fundraising organization to a community impact organizationFrom funding the needs of agencies and programs to investing in strategies for community changeFrom sole focus on program outcomes to ultimate focus on community outcomesFrom donor or grant-maker to community investorFrom locally oriented to both locally and system-orientedThe value that United Way can bring to communities is what can differentiate us in the minds of investors: Bring organizations, people and resources together to focus on critical issues; Help achieve progress on community issues through collaborative, coordinated efforts; So how do we do this?
10United Way Organizational Capacities PolicyandAdvocacyCommunity EngagementCommunityImpact(Education, Financial Stability, Health)United WayOrganizationalCapacitiesIndividual &Volunteer Engagement (Give, Advocate, Volunteer)Strengtheningmulti-sectorpartners andcollaborationsResourceDevelopmentMarketingandCommunicationsMTAs United Ways across the country have worked on implementing the business model, we’ve seen that certain capacities are foundational for success.There are the capacities around the business model that position us to mobilize our communities – individuals and organizations, grassroots and grass tops – to collaborate in building and implementing strategies for community change.Every one of the capacities plays an important role in executing on the United Way Business Model.AT SOME POINT AT/AROUND THIS TIME THERE WILL LIKELY BE A CAMEO PRESENTATION FROM UWW COO, JOE HAGGERTY (15 MINUTES). Biographies for UWW CEO Brian Gallagher & Stacey Stewart are in their Participant Guides. Transition: Given all you’ve just heard about our history and our business model, we’ll dive into an interactive activity that really illustrates the importance of aligning our work.
11United Way Enterprise-Wide Strategy MT (30 minutes)
121st Part of Strategy Establishes Our Organizational Positioning Critical to Convey in a Compelling, Consistent MannerWho We AreUnited Way advances the common good by creating opportunities for all.Our focus is on education, income, and health -- the building blocks for a good quality of life.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 UniqueWillingness to Embrace the Complexity of the Challenge in CommunitiesWe appeal to people/donors that are frustrated that one-off solutions don’t improve big problemsCommunity Solutions at ScaleWe are the #1 platform for community impact driving positive outcomes in 1,800 communities around the worldUnparalleled Relationships across SectorsWe engage all sectors in sustainable, high quality, and cost effective solutionsPowerful Brand with Millions EngagedWe influence policy and drive public engagement of a diverse set of stakeholdersMTReview notes on slide
132nd Part of Strategy Focuses on 5 Bold Plays To Drive Success Bold Play 1: Commit to and Implement a Single Business Model that Drives Impact AND Increases RevenueBold Play 2: Create World-Class Individual Experiences with Mobile CapabilityBold Play 3: Formalize Community-Partner-Of-Choice Agreements with Top 100 Corporate PartnersBold Play 4: Develop New $10M Leadership Giving SocietyBold Play 5: Create New Network Advisory Group on Enterprise-Wide StrategyMaximize ImpactDonor-CenteredMTReview notes on slideNetwork Performance
15Membership Basics 1,192 members as of June 2, 2014 Two databases Membership databaseMaintained in Salesforce (SF)Only Membership Accountability can update UW info in SFOnly maintain CEOs, COOs and board chairs (note separate database for board chairs)SF populates UW Online andGiftLink – Access database of UWs and zip codesUsed by Truist, other 3rd parties, national companies to process giftsUsed on for UW lookupsDefines UW’s service territory in the license agreementPJReview notes on slide
16Business Performance Matrix PJMembership accountability leads us straight into the Business Performance Matrix. How many are familiar with BPM?
17Business Performance Matrix Placement on Y-axis is relatively fixed year-to-year Population ≥ 1 million people4321Fortune 500/GCL* company HQ or≥ 12 GCL companiesNo Fortune 500/GCL company HQ and <12 GCL companiesFull-time staff member < 1PJY-axis/number measures the resources, capacity, and influence of a UW.Y-axis was developed to be mostly static. The numeric designation is unlikely to change.The segmentation criteria are based on three primary factors.Capacity: Do you have the staff to assimilate new services, supports and work in your community? Capacity to execute the full business model presents a unique set of challenges to UWs with no staff or only a part-time staff person. These UWs are classified as 1’sPopulation: On the other end of the spectrum, UWs working with large populations have needs/challenges on a different scale, but have access to more staff, capacity, and resources. UWs with a service area that covers 1 million+ people are classified as 4’s1M cutoff = 57 UWs and ~1/2 of US populationResources/Corporate Presence: The UWs in between are divided by corporate presence. A UW is a 3 if its service area contains one or more of the following:1) A Fortune 500 or Global Corporate Leadership headquarters2) 12+ unique Global Corporate Leadership locationsIf your community contains no HQ and fewer than 12 GCL companies, your UW is classified as a 2These criteria were chosen based upon statistical analysis of factors that represent key drivers of growth for UW.Resources/Capacity/Influence*GCL = Global Corporate Leadership – United Way Worldwide’s Corporate Relations Program
18Business Performance Index (BPI) Business Performance Matrix United Ways will show movement/progress on X-axisAn “A” is either focused on the traditional model or making progress on some aspects of United Way’s business modelABC0-4950-7475-100A “B” is either making substantial progress on some aspects of the business model or showing overall progressA “C” is showing substantial overall progress on the business model but with room to growPJNow let’s take a look at the X-axis. This indicates how a United Way is progressing on implementing the United Way business model. Again, it is completely measured from self-reported data gathered through the Community Impact Practices Survey (CIPS) and Database 2. A’s, which show up as the blue column on the Matrix, may be traditional-leaning organizations operating a strictly fundraising/allocation model… all the way to organizations that have made concrete steps toward leading change, deepening engagement opportunities and developing community change strategies. Ex. a United Way not yet ready to choose one or more community priorities for targeted actionB’s, which are highlighted red, are moving along the Business Performance pathway, doing well on many, but not all skills and behaviors related to the business model – successful in some, but with room for improvement. Ex. UW might have chosen to work on a community priority, but needs more info on issue or hasn’t yet set targeted community outcomes (or done so without partners)C’s, shown as gold, are United Ways that are beginning to achieve real momentum in the new business model – but certainly still have lots of room for improvement. Probably, you could put a D on this chart at some point. Ex. UW might have a full CI plan and strategies co-created with partners, backed by resources needed to do itFully transitioning from a traditional fundraising and allocations model to a fully integrated model that exhibits the practices outlined in the Business Performance Index (while still including program investments) is a process. United Ways have been built up for a number of years to not only operate the traditional model, but to do it with excellence. Reorganizing and realigning your organization, engaging the community and your board, developing shared strategies and metrics across the community, and tying it to your resource development is a multi-year process and journey. Realistically, the majority of our network is still in the early to middle stages of this journey, and this axis is meant to help you connect with folks who are at a similar place on that path.Business Performance Index (BPI)
19Introducing… The Business Performance Overview Performance Dashboard Business Performance Index ProfileCommunity Impact SnapshotGeneral ResourcesPJIn 2013 and year two of Business Performance Matrix implementation, United Way Worldwide was pleased to expand the report-back of data in a Business Performance Overview.This was developed by a field-led team and is meant to give United Ways a more holistic look at how they are performing.This is a great tool for educating boards and staff, and also for strategic planning.
20GIVE. United Way Fundraising PJ (45 minutes)We’ll spend this next period of time exploring our sources of revenue including Workplace Campaigns, GCL and donor development.
21Primary Sources of Revenue Snapshot of Resources RaisedAnnual CampaignWorkplace Campaign (including GCL)Major Gifts, Leadership GiftsNew Business Development OpportunitiesAlternative Channels Outside the WorkplacePrincipal GiftsPlanned GivingStrategic Resources (Foundations & Grants – local/national; public/private)Segmentation/Societies (leadership, women, young leaders, Latino, GBLTO, etc.)PJReview the two primary forms of resource generations: Annual Campaign & Alternative Channels of Giving. The flow of this GIVE section will be related to these topics.
22Sources of Current Year Support Revenue 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%Total Current Year Support: $3.939BNon 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%PJHere’s a graphic that illustrates our Annual Campaign and Alternative Channels of Giving.Total Workplace $2.95B74.8% of CYS
23United Way’s Workforce Campaign Single best channel in this country to reach and engage peopleIncredibly valuable and unique United Way assetMajor asset to companies that want to engage their employees and achieve their CSR goalsAccess to employees is a low cost service companies can provide to their communityEntry point to optimize Lifetime Donor Value70% of our revenueAccess to 50,000,000 and have 10,000,000donorsPJReview notes on slide
24Leadership and Major Giving PJMost United Ways have been successful in diversifying their revenue generation through Leadership/Major Giving and Planned Giving.
25Engagement Works: Affinity Group Giving Growing Exponentially WomenCumulative % Growth since 2004All Affinity GroupsYoung LeadersPJAffinity group giving continues to outpace the giving rates for individuals overall.
26What 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.PJFirst let us define for you what we mean by Leadership donors and Major donors here at United Way. Read slide
27Leadership and Major Giving Cumulative Growth Comparisons (% Increase since 2003) PJAs you can see from this slide, not all donor segments are declining. The top line tracks major giving, our Tocqueville Society members. As you can see, Leadership & Major Giving have increased significantly over the past 10 years. For comparison, the annual campaign has declined over this period.
28Continuum – how we recruit and grow our donors’ gifts Workplace campaign Leadership gift (including affinity groups) Major gifts (Tocqueville Society) Planned gift (bequests/estate gifts)PJWhile the campaign is trending downward, it still represents the largest vehicle for reaching current and potential donors of any non-profit organization in the world. Each year, United Way is presented to over 50,000,000 people? This is and will be our primary source of donor solicitations.From there, we can grow the number and size of our donors’ gifts. We can access donors and solicit them for a Leadership Level gift or cultivate them to grow their gift over time to the Leadership level.From there, we can continue to cultivate them to become Major Donors (or Tocqueville Society members).Finally, we can solicit them to make a planned gift. We can ask them to consider including United Way in their wills or estate plans.By moving people up the spectrum, we are increasing their Lifetime Donor Value.
29Planned GivingA 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)PJThe last giving area we want to share with you is planned giving. Planned giving is a way donors can give their assets (stocks, retirement plans, gifts of life insurance and simple bequests in their wills) to United. Most of these gifts are “deferred” – come to United Way when they pass away. They represent incredible revenue potential for us.
30The Pyramid of Donor Service Offer engagement1-on-1 relationshipPrincipal donorUltimate ServiceContinuously Deepen RelationshipSegment based on interestAdvanced ServiceBuild Relationship & LoyaltyLearn donor interestSegment based on demographicsEducate impact of givingBasic ServiceEstablish RelationshipAcknowledge and thank youPJUSE ARROWThis pyramid summarizes what we have been talking about. The three vertical pillars break down donors into 3 categories – those for whom we know their interests (these may or may not have donated to us), those who give to us but we do not know their level of interest or specific interest area. And those who give to us at a higher giving level (or length of time as for Loyal Contributors). We may or may not know their specific interest level but do know that they are particularly bonded to United Way. Regardless of how/why they came to us, we need to obtain their contact information, thank them and inform them about the impact of their gift in a timely way. We need to do the Basics in terms of customer service.“Advanced” activities are for those who have a particular interest or giving potential for our work. We need to build relationships with them and gain their loyalty.The “Ultimate” group of high-potential donors need to be continuously nurtured.Names, contact and
32United Way Global Corporate Leadership* Comcast NBC UniversalCostco WholesaleCummins Inc.Deloitte LLPDelta Air Lines, Inc.Deluxe CorporationDominion Resources Inc.The Dow Chemical CompanyDr. Pepper Snapple GroupDuke EnergyDuPontEastman Kodak CompanyEaton Corporation Ecolab Inc.Eli Lilly and CompanyExxonMobil CorporationFedEx CorporationFluor CorporationFord Motor CompanyGEGeneral Mills, Inc.General MotorsGlaxoSmithKlineGuardsmark, LLCThe Hershey CompanyHewlett-Packard Company3MAbbottAbbVieAccentureAetna Inc.Agilent Technologies, Inc.Air ProductsAllstateAmerican ExpressAT&TAvery DennisonBank of AmericaBest Buy Co., Inc.BMO Financial GroupBNY MellonThe Boeing CompanyBristol-Myers Squibb CompanyC&S Wholesale Grocers, Inc.CargillCaterpillar Inc.CenturyLinkCeridian CorporationChevron CorporationChrysler Group LLCCitiHSBC North AmericaIBMINGIntel CorporationInternational PaperITWJCPenneyJohn DeereJohnson & JohnsonJPMorgan Chase & Co.Kellogg CompanyKimberly-Clark Corporation Land O’lakesLimited BrandsMacy’s, Inc.Medtronic, Inc.MetLife, Inc.Microsoft CorporationThe Mosaic CompanyNationwide InsuranceNew York Life Insurance CompanyP&GPfizer IncPitney Bowes Inc.The Principal Financial GroupPublix Super Markets, Inc.PWCShell Oil CompanySprintSunTrust Banks, Inc.SUPERVALUTargetTexas InstrumentsToyotaThe Travelers Companies, Inc.U.S. BankUnited Technologies CorporationUPSUSAAValero Energy CorporationWalgreensWal-martWellPoint, Inc.Wells FargoWhirlpool CorporationWilliamsXcel EnergyXerox CorporationPJCurrent as of January, 2014Removed GCL CompaniesAlcatel-Lucent (1/6/14)Hillshire Brands (1/6/14)Lockheed Martin (1/6/14)Morgan Stanley (1/6/14)Motorola Mobility (1/6/14)Motorola Solutions (1/6/14)AXA EquitableAutomatic Data Processing (9/12/12)BattelleCitizens Financial GroupColgate-Palmolive CompanyDelphi CorporationGoodyear Tire & Rubber CompanyKPMG LLPLowe's Companies, Inc.Merck & Co., Inc.Prudential Financial IncRaytheon CompanyUnited Continental Holdings, Inc.Verizon Communications Inc.Verizon WirelessWeyerhaeuser CompanyMarriott International, Inc.RR Donnelley (9/28/12)*As of 7/23/2014
33GCL Raised 25% of U.S. Funds in 2013 GCL companies increased overall campaigns by 1.0%$1,056,734, GCL workplace giving campaigns$294,389,636GCL corporate gifts$737,358,794GCL employee pledgesPJThis total consists of both employee and corporate contributions, and you can see breakdown of those totals in the pie chart.Beyond campaign revenue includes grants, UWW funding, IDAG, Disaster Relief and sponsorshipCampaign Total includes special events and retiree donationsPlus: GCL companies raise $12-15M beyond campaign revenue*Beyond campaign revenue includes grants, UWW funding, IDAG, Disaster Relief and sponsorshipCampaign Total includes special events and retiree donations33
34Resources 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: online.unitedway.org/gclcarsConference calls and webinars online.unitedway.org/gclcallsPJResources for local United Ways. One of the most frequently used resources for United Ways is our internal website United Way Online.
35GCL Campaign ResultsOnline results reporting – access reporting from companies that share campaign results with United Way Worldwide: online.unitedway.org/gclresultsPJ- Results are also shared on United Way Online for all companies that share their results with United Way Worldwide.
36ADVOCATE. Public Policy Steve (25 minutes for presentation)
37How does United Way engage in policy? Approach:practical long-term solutionsnon-partisan/non-ideologicalconsensusBased on:relationshipsconvening abilitySteveReview notes on slide
38Move key policy priorities forward by: Role of the United Way Worldwide Policy TeamMove key policy priorities forward by:Direct lobbying of Congress and the AdministrationEducating state and local United Ways about strategies for direct and grassroots advocacySupporting state and local United Ways’ public policy capacity building workBuilding partnerships and coalitions with national alliesSteveReview notes on slide
39What YOU and your United Way can do Sign up for the Advocacy Connection newsletter and PPN-L.Take action on alerts & share with your networksConnect with your state orgsBuild relationships with your elected officialsTalk with your leadership about advocacy and expand your local effortsSteveReview notes on slide
40Volunteer EngagementMei (20 minutes for presentation)
41Volunteer 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.MeiReview notes on slide
42Volunteer engagement resources www.online.unitedway.org Strategic Volunteer EngagementUnited Way Guide to Strategic Volunteer EngagementUnited Ways and Volunteer Centers: Mergers and Other PartnershipsVolunteer Centre Development GuideEmployee Volunteer Engagement: Deepening Relationships and Driving ImpactVolunteer Readers, Tutors, MentorsTools and Tips for Reading with ChildrenEngaging volunteers in Education: A Volunteer Reading GuideUnited Way Day of Action2013 Report and ToolkitWorldwide Day of Action Implementation GuideMeiReview notes on slide
44United Way Day of Action – June 21 & other days of service United Way WorldwideUnited Way Day of Action – June 21Alternative Spring BreakDays of CaringOthersMartin Luther King, Jr. Day (January)National Volunteer Weeks (April – June)9/11 Day of Service and RemembranceMake a Difference Day (October 25)Family Volunteer Day (November 22)International Volunteer Day (December 5)MeiReview notes on slide
45Changing Our Communities Together: Resourcing Our Strategy to Achieve Growth
46What 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 territoryName recognition that attracts opportunities for:Community leadershipRevenue diversificationStandards of accountabilityTrusted and valuable brand: in 2010 Forbes ranked United Way as the world’s 26th most valuable brand, worth $14.3 billion
47Resources to Deliver Results Building Brand Value & RelevanceContinued support for LIVE UNITEDAd campaignsGreat Things Happen When We LIVE UNITEDWhat this Place NeedsPartnerships with the Ad Council and NFLDriving Resources to Fuel Our GrowthDonor initiativesUnited Way Tocqueville Society$10M donor initiative launchedSupport for endowments and planned givingUnited Way Women’s Leadership Council
48Resources to Deliver Results United Way Day of Action and other efforts to increase volunteerismStudent United Way/Alternative Spring BreakUnited Way Store – saving the network $1.5MNetwork Purchase Program – launching soonInclusion in GiftLink – database of zip codes and United Ways used by hundreds of multi-site companies to connect donations to United WaysCause marketing to deepen corporate relationships and generate income
49Other Performance Tools United Way OnlineAdvocacy on behalf of United Way and the nonprofit sectorResearch to identify what works, trends in the network, track our brandFocus on the needs of smaller United Ways through the Small Cities Zone, listserv and dedicated supportsGovernance and leadershipBoard WalkMembership in BoardSource (free to you)Strategic Planning Resource Center
50Current Realities Facing United Ways ChallengesOpportunitiesLack of significant growth in impact or revenue generation in local marketsChanges in individual engagement with philanthropyGlobal changes in corporate landscapeIndividual donor lossFinancial sustainability even as revenues diversifyFlexibility to adapt to evolving business needsNew platforms and approaches to reach individual donorsUnited Way mission aligns with corporate CSR and shared value prioritiesUnited Ways and United Way Worldwide co-create and execute on our plans moving forward
51Future Growth Opportunities Driving donor growthText to mobile pilotCrowdsourcing AppMobile engagement platform to engage individual donors in/out workplaceBreakthrough marketing campaignsBig data analytics to better segment donorsEnhancing revenue growth: strategic agreements with corporate partnersExpanding our platform for community impact:Products designed to drive impact and revenue growthGlobal centers for impact Club ConnectCenter for Human TraffickingBorn Learning* Resourcing plans to be determined
52We Can Do More: Strategy for Resourcing our Growth Leveraged debtPotential to raise up to $50M to provide start-up growth capitalWorking with Goldman Sachs to develop funding planPhilanthropyThird party support to jumpstart innovationNetwork efficiencies to reinvest in impact and fundraising growthDues adjustment1% of Current Year Support v. 1% of Total Campaign*Effective January 1, Early notification in order to plan for next year’s budget cycleSignificant increases will be implemented gradually to mitigate budget implications*Sliding scale for $50 M+ remains in effect and minimum dues will be raised from $500 to $2000 per year.
53Why Change Dues Formula? Current methodology doesn’t align with business/community impact modelCurrent formula does not include diversified revenue streams (i.e. grants, endowments, etc.)UWW staff support and brand equity utilized to secure diversified revenue streamsDecreasing local campaigns has resulted in decreased dues revenueFlex credits will increase proportionallyEmerging growth strategies require additional funding supportSupport 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
55United Way Research 3 Disciplines Serving 3 Crucial Needs United Way NetworkPerformance ResearchAssessing United Ways’ WorkFocused on optimizing United WayperformanceSocial & Economic ResearchMarket ResearchExploring Community Needs &AssetsKarenFocused on the communities we serve and theUnderstanding IndividualEngagementissues we addressFocused on deepening understanding andIndividualsCommunitiesrelationships with the public
56Performance Research Studies Products Database 2 (Resource Development, U.S.)Audience=CEOs, RD VPs and staffNational 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 SurveysInterim revenue projectionsUnited Way Worldwide Information Gateway (UWWIG)Audience=CEOs, RD staffInternational Amount Raised figures, projectionsGrowing set of international benchmarks, e.g. donors, volunteers, staff, overhead, work in in EIHIncome and Expense StudyAudience=CEOs, CFOs, Finance StaffStandard overhead figuresBenchmark United Way with other nonprofitsReserves, distributions, costsKaren
57Performance Research (continued) StudiesProductsCorporate and Employee Giving Survey (Database 1)Audience=CEOs, RD VPs, RD staffNational Giving Summary - results/performance benchmarks for 600+ companiesResults by industryDetailed GCL results by locationHuman Capital StudyAudience=HR VPs, CFOs, COOs,Staffing Patterns ReportStaff Salary ReportsBenefits ReportDiversity and Inclusion PracticesTalent Management PracticesResource Investment StudyAudience=CI VPs, CI Staff, CEOsUnited Way support to Education, Income and HealthUnited Way investments in specific programs, agencies, initiativesKaren
58Market Research Studies Products Brand Tracker (formerly Public Opinion Poll)National Brand TrackersLocal Brand TrackersLocal consultationsAudience=CEOs, Mktg, RD staffNational metrics on attitudes, perceptions, trust, impact, advertising recallLocal metrics on trust, impact, attitudes, perceptionsState of the Brand report and webinarTarget market profiles (Women, Donors, Lapsed Donors, HNWI)Brand advertising/value, LIVE UNITED, marketing researchUnited Way Leadership & Performance SurveyReports and evaluations on the state of United Way products and toolsSegment StudiesSpecific studies on key markets (current study of Millennials underway)Karen
59Social and Economic Research Surveys/ToolsProductsCommunity Impact Practices Survey (CIPS)Audience=CEOs, CI VPs and Staff, Marketing, RD staff, BoardStrategic planning informationWho is doing what (e.g )Helps measure United Ways on the business modelUsed to calculate Business Performance Index (BPI), which determines United Ways’ segment letter on the Business Performance matrix (BPM).Scorecards, dashboards, profilesHelps connect United Ways to opportunities on priority issuesCommon Good ForecasterEngagement tool showing how education ties to important issues locallyNational Goal DataData on national goalsKaren
61Telling our story Communicating United Way's story effectively can: Raise visibilityBoost credibilityDeepen connections with donorsHelp engage new supporters...And drive lasting change in our communityGood story-telling is part of making a differencePJHow we communicate who we are – and what we do – goes a long way in engaging people in our work. How we talk to donors, partners, volunteers, policymakers etc. is critical. It defines who we are – and how well we can execute our collective charge of community change.
62But most people think we’re about … money FundraiserPass-throughHelp 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 partnerPJHere’s what our donors think….Even our biggest champions tend to see UW as being about dollars. If all we are is a pass through, it begs the question "Why bother giving to UW rather than giving to an organization directly?"So we’ve got to reframe. The dollars are not the goal, they are the means to an end – the end being community change in education, income and health.We’ve tried things like ‘convener’ or ‘facilitator’ or ‘unite diverse interests’ - but that is too passive. We want to be seen as a player at (or leading) the table – not the table itself!87
63Old story (charity) New story (change) We have problems to fix Support United WayJust ask for dollarsTalk about “programs”Struggling peopleComplexHelp the needyWe are fixing problemsSupport our communityCreate connectionsTalk about successesCommunity conditionsCommon senseBe part of something greaterPJWhat to say…and not to say. For those of you who are new to United Way, it’s important to know what your community has BEEN hearing. For those of you are are in a new position but not new to United Way, this is a paradigm shift that we promise will engage more people in a more positive way – building the work and the brand of United Way.
64What works in talking about our work Results, not problemsLasting solutions, not short-term charityOur issues, not processConnecting the dots, so people see how they can be part of solutionPeople want to make a difference – let's make it easy for them to see that's exactly what we're inviting them to doPJWhat UWW's research with donors last year taught us was that the more we talk about our WORK -- not us, not the process -- the right way, the more donors understand & get excited about what we do.Key takeaways from that research:Donors hungry for solutionsHearing little from us, mostly stuff that makes us sound like any other charityUnique opportunity to advance work and organization with the right framing
65Brand = Relationship“Our brand is the accumulated series of experiences people have with us and our organization.”PJWhat is a brand? Started out as approach cattle farmers to differentiate one person's cattle from another's by means of a distinctive symbolNot far from what dictionary says today: "name, term, design, symbol, or any other feature that differentiates one product from another.Accountants call it an “intangible asset, often the most valuable asset on a corporation's balance sheet.”
66United Way’s brand is a valuable asset Worth $34.7 billion = toOnly nonprofit in Forbes’ Top 50 Most Valuable Global Brands (#26)One of Forbes’ Top Five All-Star CharitiesWorld’s largest privately-funded nonprofit2.7 million volunteers9.3 million donors$5 billion+ raised annually for 1,800 communities across 41 countries PJTotal brand value is a multivariate calculation that includes economic, social, research and other factors(Forbes no longer includes nonprofits in brand value list)
68Impact Solutions Continuum Increase ImpactDiversify and Grow RevenueCommunity SolutionsBroad-based, multi-sector efforts to improve underlying community conditionsImpact InitiativesAligned set of programs and services to increase efficiency and effectivenessProgram SolutionsDirect services for individuals and families with measurable resultsMTHere is how we work to drive community change:We offer a range of solutions to community challenges along a continuum:Program Solutions – direct services for individuals and familiesImpact Initiatives – aligned and coordinated set of programs and services to maximize effectiveness/efficiencyCommunity Solutions – broad-based, multi-sector efforts to address underlying community issuesALL of this work drives impact and has a place within the scope of work of a United WayAs noted earlier, base of our work will always involve direct services and supportsStrategic investments in direct services in EIH are the foundation on which UWS build and expand their effortsTo increase the impact we have in communities we need to: work with others to create shared community goals; engage more people, work across sectors to align and coordinate efforts, address gaps and unmet needs, and this work increases in complexity as you work up and out from program solutionsExpanding efforts to include impact initiatives and community solutions increases potential impact and attracts more diversified sources of revenue as you are finding new and efficient ways to connect investors and supporters to the causes they care about and you are expanding the scope of your work (i.e. focus on changing underline community conditions – means you potentially change the quality of life for ALL in a community)
69Why Education, Income and Health? MTWhy Education, Income and Health?Our work is critical because for many millions of hard-working families, the basic ingredients for a good life are increasingly beyond reach.These statistics speak for themselves.The research behind these statistics is even grimmer. For example, the key indicator of financial stability is the percentage of family income spent on housing. If you spend more than 40% of your income on housing, that’s considered financially unstable. But today, more than one-third of America’s working families are spending more than that.When you factor in that prior to Affordable Healthcare, more than 50 million Americans lacked health insurance, you can see the tightrope that too many people are walking.
70Direct services for individuals and families with measurable results Program SolutionsDirect services for individuals and families with measurable resultsMTTo reach our goals, United Ways use a mix of Program solutions, Impact Initiatives and Community Solutions. Direct service programs, such as the ones United Ways typically have funded, generally focus on influencing individuals’ knowledge, skills, motivations and behavior, and family dynamics and resources.
71How a United Way Supports PROGRAM SOLUTIONS: Funds agency operationsFunds agencies to provide direct servicesRequires and collects data on aggregate outputs and outcomes from funded service providersReports to investors, individuals donors, partners, and other key stakeholders on aggregate outputs and outcomes from discrete service providersBuilds the capacity of agencies/providers (e.g. in program outcome measurement) Investing in program outcomesSupports individual agencies to ensure operational excellence and their capacity to deliver resultsMTReview notes on slide
72Impact InitiativesAligned set of programs and services to increase efficiency and effectivenessMTReview notes on slide
73How 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 outcomesLeads or informs the creation of shared goals/outcomes and tracking and measuring initiative resultsDefines roles, responsibilities, accountabilities of all organizations/agencies participating in the initiativeProvides 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 familiesUses national research and local data to inform and refine the work of the initiativeMTReview notes on slide
74Community SolutionsBroad-based, multi-sector efforts to improve underlying community conditionsMTReview notes on slide
75How 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 communityServes as a community catalyst to spur action that includes providing and/or supporting others in providing core backbone functionsEngages community residents to identify shared aspirations, barriers and to articulate solutions to community challengesOffers 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 metricsFocuses the coalition/partners on long-term planning and community solutionsInvests in community outcomesMTReview notes on slide