Welcome to United Way
GREAT RIVERS
Great Innovations
TWENTY FIFTEEN
Objectives
• Explain the mission, vision and business model of United Way
• Summarize each of the organization capacities that are
important for achieving our business model (community
impact, resource development, communications, volunteer
engagement, board development, etc.)
• Describe the critical issues that United Ways face
• Respond to questions about United Way and the United Way
network
2
United Way’s Vision and Mission
Vision
• Create Opportunity For All
• United Ways Build Stronger Communities
Mission
• We see the big picture and work to create comprehensive solutions
• We engage all sectors/citizens/stakeholders to act to address community needs
Our Value • We optimize outcomes by focusing on what works, aligning efforts, and mobilizing
Propositio resources
n
Brand
Positioning
Brand
Promise
Community
Priorities
Focus Areas
Strategies
United Way.
Advancing the Common Good
Creating the opportunities for a good life for all by focusing on:
Education
Helping Children & Youth
Achieve Their Potential
+
Income
Promoting Financial
Stability and Independence
• School readiness
• School success
• Post-secondary
success
+
Health
Improving People’s Health
• Healthy living
• Family sustaining
employment
• Physical activity
• Financial capability
• Access to health care
Engage & align with the community. Mobilize Resources. Develop strategies & focus actions.
Create & deepen relationships
with individuals & institutions.
Align & execute on plans
& strategies.
Measure, evaluate &
communicate results.
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.
United Way Worldwide Network Raises
$5.201 Billion
Canada
Canada
$520M
Europe
$509.97M
1.5%
Europe
$17.9M
-2.0% USD (1.2%)
5.5%
$22.1M
United States
United
States
$3.97B
Caribbea
1.1%
$3.94B
Caribbean
-0.8% USD
$1.9Mn
-19.3%
$1.91M
2.1% USD (4.8%)
Latin America
Latin$17.5M
America
-6.4%
$19.9M
13.2% USD (18.4%)
Domestic: $3.939B, -0.8%
International: $1.262B, -3.2%
(+1.5% normalized for currency fluctuations)
23.2% USD (22.8%)
Africa
$6.5M
Africa
5.5%
$255K
-96.1% USD (-95.7%)
Asia
Asia
$739M
19.7%
$707.6M
-4.3% USD (1.4%)
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
As of January 2013
Challenges
Donor Loss
Local Pressures
Capacity
Alignment
Trust
Competition
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 systemoriented
Policy
and
Advocacy
Community
Impact
Community
Engagement
(Education, Financial
Stability, Health)
United Way
Organizational
Capacities
Individual &
Volunteer
Engagement
(Give, Advocate,
Volunteer)
Resource
Development
Marketing
and
Communications
Strengthening
multi-sector
partners and
collaborations
United Way Enterprise-Wide Strategy
1st Part of Strategy Establishes Our Organizational
Positioning
Critical to Convey in a Compelling, Consistent Manner
Who We Are
1. United Way advances the common
good by creating opportunities for all.
2. Our focus is on education, income, and
health -- the building blocks for a good
quality of life.
3. We engage people and organizations
from all across the community who
bring passion, expertise and resources
needed to get things done -- We invite
everyone to be part of the change.
What Makes Us Unique
• Willingness to Embrace the Complexity of the
Challenge in Communities
 We appeal to people/donors that are frustrated
that one-off solutions don’t improve big problems
• Community Solutions at Scale
 We are the #1 platform for community impact
driving positive outcomes in 1,800 communities
around the world
• Unparalleled Relationships across Sectors
 We engage all sectors in sustainable, high quality,
and cost effective solutions
• Powerful Brand with Millions Engaged
 We influence policy and drive public engagement
of a diverse set of stakeholders
12
2nd Part of Strategy Focuses on 5 Bold Plays To Drive
Success
Bold Plays
Maximize Impact
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
Donor-Centered
Bold Play 3: Formalize Community-Partner-Of-Choice
Agreements with Top 100 Corporate Partners
Bold Play 4: Develop New $10M Leadership Giving Society
Network Performance
13
Bold Play 5: Create New Network Advisory Group on
Enterprise-Wide Strategy
Membership Accountability
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 www.unitedway.org/myuw
•
GiftLink – Access database of UWs and zip codes
– Used by Truist, other 3rd parties, national companies to process
gifts
– Used on www.unitedway.org for UW lookups
– Defines UW’s service territory in the license agreement
Business Performance Matrix
Business Performance Matrix
Placement on Y-axis is relatively fixed year-to-year
Population ≥ 1 million people
4
Fortune 500/GCL* company HQ or
≥ 12 GCL companies
3
No Fortune 500/GCL company HQ
and
<12 GCL companies
2
Full-time staff member < 1
1
Resources/Capacity/Influence
*GCL = Global Corporate Leadership – United Way Worldwide’s Corporate Relations Program
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” 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
A
B
C
0-49
50-74
75-100
Business Performance Index (BPI)
Introducing…
The Business Performance
Overview
1.Performance Dashboard
2.Business Performance
Index Profile
3.Community Impact
Snapshot
4.General Resources
GIVE.
United Way Fundraising
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.)
Sources of Current Year Support Revenue
Contributions Beyond Campaign: 14.5%
Includes:
Workplace Employee, 55.2%
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
Total Workplace
$2.95B
74.8% of CYS
Workplace Corporate, 19.6%
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%
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
Leadership and Major Giving
Engagement Works: Affinity Group Giving Growing
Exponentially
Women
Cumulative % Growth since 2004
198%
190%
Women
All Affinity Groups
Young Leader
146%
All Affinity Groups
140%
155%
145%
Current Year Support
Campaign
110%
Giving By Individuals
86%
90%
66%
65%
90%
70%
0%
-10%
2004
89%
77%
57%
38%
29%
13% 12%
8%
5%
3%
Young Leaders
93%
64%
41%
14%
90%
116%
72%
49%
40%
112%
8%
1%
3%
4%
2005
2006
2007
3%
-1%
2008
0%
-6%
2009
1%
-6%
2010
2%
-6%
2011
3%
-6%
2012
2%
-7%
2013
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.
Leadership and Major Giving Cumulative Growth
Comparisons (% Increase since 2003)
50%
Year
42%
CYS
40%
39%
37%
Campaign
Leadership
31%
29%
Major
30%
Leadership and Major
22%
29%
22%
22%
20%
20%
18%
16%
13%
14%
10%
10%
6%
8%
12%
0%
-10%
2003
2004
1%
2005
12%
21%
23%
18%
13%
11%
11%
11%
2%
4%
3%
9%
4%
1%
0%
18%
20%
6%
4%
0%
31%
29%
3%
0%
4%
2%
-1%
2006
2007
2008
-5%
-5%
-5%
-4%
2009
2010
2011
2012
-6%
2013
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)
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)
The Pyramid of Donor Service
Principal donor
Ultimate Service
Continuously Deepen Relationship
1-on-1 relationship
Offer engagement
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
Names, contact and email
Corporate Relations
United Way Global Corporate Leadership*
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
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
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
*As of 7/23/2014
GCL Raised 25% of U.S. Funds in 2013
GCL companies increased overall campaigns by 1.0%
$1,056,734,900
GCL workplace giving campaigns
$294,389,636
GCL corporate gifts
$737,358,794
GCL employee pledges
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
Resources for local United Ways
• GCL Help Desk – contact the
Help Desk with questions about
any GCL company:
gclinfo@uww.unitedway.org
• Corporate Account
Registration Site (CARS) –
register to receive special
updates on GCL accounts:
online.unitedway.org/gclcars
• Conference calls and
webinars
online.unitedway.org/gclcalls
GCL Campaign Results
• Online results reporting –
access reporting from companies
that share campaign results with
United Way Worldwide:
online.unitedway.org/gclresults
ADVOCATE.
Public Policy
How does United Way engage in policy?
Approach:
 practical long-term solutions
 non-partisan/non-ideological
 consensus
Based on:
 relationships
 convening ability
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
What YOU and your United Way can do
• Sign up for the Advocacy
Connection newsletter and
PPN-L. Email:
megan.tracz@unitedway.org
• 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
Volunteer Engagement
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.
Volunteer engagement resources
www.online.unitedway.org
 Strategic Volunteer Engagement
•
United Way Guide to Strategic Volunteer Engagement
•
United Ways and Volunteer Centers: Mergers and Other Partnerships
•
Volunteer Centre Development Guide
•
Employee Volunteer Engagement: Deepening Relationships and Driving Impact
 Volunteer Readers, Tutors, Mentors
•
Tools and Tips for Reading with Children
•
Engaging volunteers in Education: A Volunteer Reading Guide
 United Way Day of Action
•
2013 Report and Toolkit
•
Worldwide Day of Action Implementation Guide
Volunteer engagement resources
www.online.unitedway.org
 Volunteer Project Ideas & Examples
•
Activity Trails
•
Meal Packing Event
•
Building Skills of Job Seekers
•
Project Homeless Connect
•
Born Leaning Trails
•
Reading Buddies
•
Children’s Book Swap
•
School Supply Drive
•
Clothing Drive
•
Shoebox Project
•
Community Baby Shower
•
Sports Equipment Drive
•
Community Garden
•
Stone Soup
•
Diaper Drive
•
Summer Backpacks
•
Door Hanger Project
•
VITA Program
•
Family Teaching Kitchen
•
And More…
•
Literacy Kits
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)
Changing Our Communities Together:
Resourcing Our Strategy to Achieve Growth
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
46
Resources to Deliver Results
Building Brand Value & Relevance
• Continued support for LIVE UNITED
• Ad campaigns
•
Great Things Happen When We LIVE UNITED
•
What this Place Needs
• Partnerships with the Ad Council and NFL
Driving Resources to Fuel Our Growth
• Donor initiatives
• United Way Tocqueville Society
• $10M donor initiative launched
• Support for endowments and planned giving
• United Way Women’s Leadership Council
47
Resources to Deliver Results
• United Way Day of Action and other
efforts to increase volunteerism
• Student United Way/Alternative
Spring Break
• United Way Store – saving the network $1.5M
• Network Purchase Program – launching soon
• Inclusion in GiftLink – database of zip codes and United Ways used
by hundreds of multi-site companies to connect donations to United
Ways
• Cause marketing to deepen corporate
relationships and generate income
48
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
49
Current Realities Facing United Ways
Challenges
Opportunities
 Lack of significant growth in
impact or revenue generation in
local markets
 Flexibility to adapt to evolving
business needs
 Changes in individual
engagement with philanthropy
 Global changes in corporate
landscape
 Individual donor loss
 Financial sustainability even
as revenues diversify
50
 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
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
* Resourcing plans to be determined
51
We Can Do More: Strategy for Resourcing our Growth
Leveraged debt

Potential to raise up to $50M to provide start-up growth capital

Working with Goldman Sachs to develop funding plan
Philanthropy
 Third party support to jumpstart innovation
Network efficiencies to reinvest in impact and fundraising growth
Dues adjustment

1% of Current Year Support v. 1% of Total Campaign*

Effective January 1, 2016. Early notification in order to plan for next
year’s budget cycle

Significant increases will be implemented gradually to mitigate budget
implications
*Sliding scale for $50 M+ remains in effect and minimum dues will be raised from $500 to $2000 per year.
52
Why Change Dues Formula?
• Current methodology doesn’t align with business/community impact model
 Current formula does not include diversified revenue streams (i.e.
grants, endowments, etc.)
 UWW staff support and brand equity utilized to secure diversified
revenue streams
 Decreasing local campaigns has resulted in decreased dues revenue
 Flex credits will increase proportionally
•Emerging growth strategies require additional funding support
 Support of strategic initiatives (Bold Plays)
 Last increase was 10 years ago. Not sustainable.
 In 2013, membership support represented 36% of UWW revenue (vs.
52% of revenue in 2005)
• In 2015, UWW will utilize $4M of cash reserves to provide Bold Play seed
funding
53
RESEARCH
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
Understanding Individual
Engagement
Exploring Community Needs &
Assets
Focused on the communities we serve and the
issues we address
Focused on deepening understanding and
relationships with the public
Individuals
Communities
Performance Research
Studies
Database 2 (Resource
Development, U.S.)
Audience=CEOs, RD VPs and staff
Flash Surveys
United Way Worldwide
Information Gateway (UWWIG)
Products
•
National RD results (CYS, Campaign,
Continuum, Leadership/Tocqueville, EPG)
•
DataLink (24/7 online data ATM)
•
Measurements
•
Leaderboards (customized RD performance reports)
•
Community Profiles (customized overview reports)
•
Interim revenue projections
•
International Amount Raised figures, projections
•
Growing set of international benchmarks, e.g.
donors, volunteers, staff, overhead, work in in
EIH
•
Standard overhead figures
•
Benchmark United Way with other nonprofits
•
Reserves, distributions, costs
Audience=CEOs, RD staff
Income and Expense Study
Audience=CEOs, CFOs, Finance Staff
(RD and demographic data)
Performance Research (continued)
Studies
Corporate and Employee
Giving Survey (Database 1)
Audience=CEOs, RD VPs, RD staff
Human Capital Study
Audience=HR VPs, CFOs, COOs,
Products
•
National Giving Summary - results/performance
benchmarks for 600+ companies
•
Results by industry
•
Detailed GCL results by location
•
Staffing Patterns Report
•
Staff Salary Reports
•
Benefits Report
•
Diversity and Inclusion Practices
•
Talent Management Practices
•
United Way support to Education, Income and
Health
•
United Way investments in specific programs,
agencies, initiatives
Resource Investment Study
Audience=CI VPs, CI Staff, CEOs
57
Market Research
Studies
Products
•
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)
Brand Tracker (formerly Public
Opinion Poll)
•National Brand Trackers
•Local Brand Trackers
•Local consultations
Audience=CEOs, Mktg, RD staff
Audience=CEOs, Mktg, RD staff
58
Social and Economic Research
Surveys/Tools
Community Impact Practices
Survey (CIPS)
Audience=CEOs, CI VPs and Staff,
Marketing, RD staff, Board
Common Good Forecaster
National Goal Data
59
Products
•
Strategic planning information
• Who is doing what (e.g. 2-1-1)
• Helps measure United Ways on the business
model
•
Used to calculate Business Performance Index
(BPI), which determines United Ways’ segment
letter on the Business Performance matrix (BPM).
•
Scorecards, dashboards, profiles
•
Helps connect United Ways to opportunities on
priority issues
•
Engagement tool showing how education ties to
important issues locally
•
Data on national goals
http://online.unitedway.org/acgindicators
Brand Management & Communications
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
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
8
7
Old story (charity)
New story (change)
•We have problems to fix
• We are fixing problems
•Support United Way
• Support our community
•Just ask for dollars
• Create connections
•Talk about “programs”
• Talk about successes
•Struggling people
• Community conditions
•Complex
• Common sense
•Help the needy
• Be part of something greater
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
Brand = Relationship
“Our brand is the accumulated series
of experiences people have with us
and our organization.”
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
Community Impact
Increase Impact
Impact Solutions Continuum
Community
Solutions
Impact
Initiatives
Broad-based, multisector efforts to improve
underlying community
conditions
Aligned set of
programs and
services to increase
efficiency and
effectiveness
Program Solutions
Direct services for individuals
and families with measurable
results
Diversify and Grow Revenue
Program Solutions
Direct services for individuals and
families with measurable results
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
Impact Initiatives
Aligned set of programs and
services to increase efficiency and
effectiveness
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
Community Solutions
Broad-based, multi-sector efforts to
improve underlying community
conditions
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