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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

3 United Way’s Vision and Mission
Create Opportunity For All Mission United Ways Build Stronger Communities Our Value Proposition We see the big picture and work to create comprehensive solutions We engage all sectors/citizens/stakeholders to act to address community needs We optimize outcomes by focusing on what works, aligning efforts, and mobilizing resources PJ The 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.

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

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. PJ Review notes on slide

6 United Way Worldwide Network Raises $5.201 Billion
Canada $520M 1.5% Canada $509.97M -2.0% USD (1.2%) Europe $17.9M 5.5% Europe $22.1M 23.2% USD (22.8%) United States $3.97B 1.1% United States $3.94B -0.8% USD Caribbean $1.9M -19.3% Caribbean $1.91M 2.1% USD (4.8%) Africa $6.5M 5.5% Africa $255K -96.1% USD (-95.7%) Asia $739M 19.7% Asia $707.6M -4.3% USD (1.4%) Latin America $17.5M -6.4% PJ The 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 tools Intelligent Network – Regional Volunteer Councils; regional directors and country liaisons; International Advisors Directory; leadership engagement opportunities; voting rights Donor Products and Services – International Donor Advised Giving (IDAG); Major Gifts Expansion Initiative; knowledge sharing portal; Global Corporate Leadership Program Learning Opportunities – World Assemblies and Global Summit; regional meetings; in-person and web-based learning programs; limited scholarship funds Leadership Development – Leadership Development Programs; mentor opportunities Online Resources – Global Standards; Core Curriculum; Knowledge Café; webinars; Constant Contact; Relationship Management Starter Kit Latin America $19.9M 13.2% USD (18.4%) Domestic: $3.939B, -0.8% International: $1.262B, -3.2% (+1.5% normalized for currency fluctuations)

7 USA State Organizations and Professional Associations
Staffed State Organizations Volunteer-Led Professional Associations Alabama Minnesota Alaska Missouri California New York Arizona Montana Connecticut New Hampshire Arkansas New Jersey Florida North Carolina Colorado New Mexico Hawaii Ohio Georgia Oklahoma Illinois Pennsylvania Kansas Oregon Indiana South Carolina Maine Utah Kentucky Tennessee Maryland Virginia Louisiana Texas Massachusetts Washington Michigan Vermont Mississippi West Virginia Wisconsin Wyoming PJ State Organization Map Bullet Points Formed 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 2013 7

8 Challenges Donor Loss Local Pressures Capacity Alignment Trust
MT While 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. Trust Competition

9 Our past…our present A fundraising organization
A 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 giver Community investor Locally-oriented Both locally and system-oriented MT With 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 organization From funding the needs of agencies and programs to investing in strategies for community change From sole focus on program outcomes to ultimate focus on community outcomes From donor or grant-maker to community investor From locally oriented to both locally and system-oriented The 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?

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

11 United Way Enterprise-Wide Strategy
MT (30 minutes)

12 1st Part of Strategy Establishes Our Organizational Positioning Critical to Convey in a Compelling, Consistent Manner Who We Are United 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 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 MT Review notes on slide

13 2nd 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 Revenue Bold Play 2: Create World-Class Individual Experiences with Mobile Capability Bold Play 3: Formalize Community-Partner-Of-Choice Agreements with Top 100 Corporate Partners Bold Play 4: Develop New $10M Leadership Giving Society Bold Play 5: Create New Network Advisory Group on Enterprise-Wide Strategy Maximize Impact Donor-Centered MT Review notes on slide Network Performance

14 Membership Accountability
PJ (45 minutes)

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 3rd parties, national companies to process gifts Used on for UW lookups Defines UW’s service territory in the license agreement PJ Review notes on slide

16 Business Performance Matrix
PJ Membership accountability leads us straight into the Business Performance Matrix. How many are familiar with BPM?

17 Business Performance Matrix Placement on Y-axis is relatively fixed year-to-year
Population ≥ 1 million people 4 3 2 1 Fortune 500/GCL* company HQ or ≥ 12 GCL companies No Fortune 500/GCL company HQ and <12 GCL companies Full-time staff member < 1 PJ Y-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’s Population: 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’s 1M cutoff = 57 UWs and ~1/2 of US population Resources/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 headquarters 2) 12+ unique Global Corporate Leadership locations If your community contains no HQ and fewer than 12 GCL companies, your UW is classified as a 2 These 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

18 Business Performance Index (BPI)
Business Performance Matrix United Ways will show movement/progress on X-axis An “A” is either focused on the traditional model or making progress on some aspects of United Way’s business model A B C 0-49 50-74 75-100 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 PJ Now 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 action B’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 it Fully 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)

19 Introducing… The Business Performance Overview Performance Dashboard
Business Performance Index Profile Community Impact Snapshot General Resources PJ In 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.

20 GIVE. 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.

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.) PJ Review 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.

22 Sources 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: $3.939B 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% PJ Here’s a graphic that illustrates our Annual Campaign and Alternative Channels of Giving. Total Workplace $2.95B 74.8% of CYS

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 PJ Review notes on slide

24 Leadership and Major Giving
PJ Most United Ways have been successful in diversifying their revenue generation through Leadership/Major Giving and Planned Giving.

25 Engagement Works: Affinity Group Giving Growing Exponentially
Women Cumulative % Growth since 2004 All Affinity Groups Young Leaders PJ Affinity group giving continues to outpace the giving rates for individuals overall.

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. PJ First let us define for you what we mean by Leadership donors and Major donors here at United Way. Read slide

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

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) PJ While 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.

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) PJ The 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.

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

31 Corporate Relations PJ

32 United Way Global Corporate Leadership*
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 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 PJ Current as of January, 2014 Removed GCL Companies Alcatel-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 Equitable Automatic Data Processing (9/12/12) Battelle Citizens Financial Group Colgate-Palmolive Company Delphi Corporation Goodyear Tire & Rubber Company KPMG LLP Lowe's Companies, Inc. Merck & Co., Inc. Prudential Financial Inc Raytheon Company United Continental Holdings, Inc. Verizon Communications Inc. Verizon Wireless Weyerhaeuser Company Marriott International, Inc. RR Donnelley (9/28/12) *As of 7/23/2014

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

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 PJ Resources for local United Ways. One of the most frequently used resources for United Ways is our internal website United Way Online.

35 GCL Campaign Results Online results reporting – access reporting from companies that share campaign results with United Way Worldwide: PJ - Results are also shared on United Way Online for all companies that share their results with United Way Worldwide.

36 ADVOCATE. Public Policy
Steve (25 minutes for presentation)

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

38 Move key policy priorities forward by:
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 Steve Review notes on slide

39 What YOU and your United Way can do
Sign up for the Advocacy Connection newsletter and PPN-L. 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 Steve Review notes on slide

40 Volunteer Engagement Mei (20 minutes for presentation)

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. Mei Review notes on slide

42 Volunteer engagement resources
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 Mei Review notes on slide

43 Volunteer engagement resources
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 Meal Packing Event Project Homeless Connect Reading Buddies School Supply Drive Shoebox Project Sports Equipment Drive Stone Soup Summer Backpacks VITA Program And More… Mei Review notes on slide

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) Mei Review notes on slide

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 26th most valuable brand, worth $14.3 billion

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

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

49 Other Performance Tools
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
Challenges Opportunities 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 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

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  Club Connect Center for Human Trafficking Born Learning * 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, Early notification in order to plan for next year’s budget cycle Significant 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.

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

54 RESEARCH Karen (20 minutes for presentation)

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

56 Performance Research Studies Products
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 Karen

57 Performance Research (continued)
Studies Products 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 Karen

58 Market Research Studies Products
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 Specific studies on key markets (current study of Millennials underway) Karen

59 Social and Economic Research
Surveys/Tools Products Community Impact Practices Survey (CIPS) Audience=CEOs, CI VPs and Staff, Marketing, RD staff, Board Strategic planning information Who is doing what (e.g ) 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 Karen

60 Brand Management & Communications
PJ (30 minutes)

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 PJ How 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.

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 PJ Here’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! 8 7

63 Old story (charity) New story (change) 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 PJ What 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.

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 PJ What 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 solutions Hearing little from us, mostly stuff that makes us sound like any other charity Unique opportunity to advance work and organization with the right framing

65 Brand = Relationship “Our brand is the accumulated series of experiences people have with us and our organization.” PJ What is a brand? Started out as approach cattle farmers to differentiate one person's cattle from another's by means of a distinctive symbol Not 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.”

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   PJ Total brand value is a multivariate calculation that includes economic, social, research and other factors (Forbes no longer includes nonprofits in brand value list)

67 Community Impact MT

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 MT Here 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 families Impact Initiatives – aligned and coordinated set of programs and services to maximize effectiveness/efficiency Community Solutions – broad-based, multi-sector efforts to address underlying community issues ALL of this work drives impact and has a place within the scope of work of a United Way As noted earlier, base of our work will always involve direct services and supports Strategic investments in direct services in EIH are the foundation on which UWS build and expand their efforts To 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 solutions Expanding 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)

69 Why Education, Income and Health?
MT Why 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.

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

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 MT Review notes on slide

72 Impact Initiatives Aligned set of programs and services to increase efficiency and effectiveness MT Review notes on slide

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 MT Review notes on slide

74 Community Solutions Broad-based, multi-sector efforts to improve underlying community conditions MT Review notes on slide

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 MT Review notes on slide

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