united way worldwide report

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CLASS 1 - GROUP 2 Nguyen Hai Phuong Hanh 295034 Do Thi Phuong Dung 295022 Le Thi Thanh Tam 295897 UNITED WAY WORLDWIDE STRATEGIC MANAGEMENT Lecturer: Prof. Thomas Bradley

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Page 1: United Way Worldwide Report

CLASS 1 - GROUP 2

Nguyen Hai Phuong Hanh 295034

Do Thi Phuong Dung 295022

Le Thi Thanh Tam 295897

UNITED WAY WORLDWIDE

STRATEGIC MANAGEMENT

Lecturer: Prof. Thomas Bradley

Page 2: United Way Worldwide Report

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Contents BACKGROUND ....................................................................................................................................3

United Way Worldwide VISION .....................................................................................................3

United Way Worldwide MISSION...................................................................................................3

Influencing Policy, Systems Change and Development ......................................................................4

Objectives ......................................................................................................................................6

Current Challenges and Key Issues .......................................................................................................8

Core Competencies and Leadership Strategy ....................................................................................9

Technology leaders mobilizing the caring power of the community. .................................................... 10

WHAT IS IT UNITED.................................................................................................................. 10

WHAT WE DO ............................................................................................................................ 10

WHAT IS THE CIO FORUM? ...................................................................................................... 10

Recommendations............................................................................................................................ 12

Proposed Actions .......................................................................................................................... 13

UNITED WAY POLICY ENGAGEMENT .................................................................................................. 15

TIER 1: Legislative Leadership Engagement .................................................................................. 16

TIER 2: Legislative Advocacy Engagement.................................................................................... 16

TIER 3: Legislative Support Engagement ....................................................................................... 16

Corporate Partners ........................................................................................................................... 19

United Way Global Corporate Leadership ...................................................................................... 19

Typical characteristics of a GCL company...................................................................................... 19

United Way Worldwide Competition ................................................................................................. 20

Relationships between the organizations span a continuum .............................................................. 22

Convergence in donor products and services and competition for donors .......................................... 24

United Way Play and Learn ........................................................................................................... 25

Learning Opportunities ..................................................................................................................... 28

Programs, Meetings, and Conference ............................................................................................. 28

Virtual Trainers and Webinars ....................................................................................................... 28

Toolkits ........................................................................................................................................ 28

Online Resources .......................................................................................................................... 29

SWOT Matrix .................................................................................................................................... 30

EFE Matrix........................................................................................................................................ 31

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IFE Matrix......................................................................................................................................... 32

SPACE matrix.................................................................................................................................... 33

Quantitative Strategic Planning Matrix............................................................................................... 35

Strategic Plans .................................................................................................................................. 38

Grand strategy matrix: ...................................................................................................................... 40

Financial Statements......................................................................................................................... 42

Summary of Significant Accounting Policies........................................................................................ 46

Revenue Recognition ........................................................................................................................ 47

Recommendation Objectives............................................................................................................. 48

Recommendation Strategies and Evaluation ...................................................................................... 49

ACCOUNTABILITY.............................................................................................................................. 53

MARKETING CAMPAINGE ................................................................................................................. 55

References ....................................................................................................................................... 56

Page 4: United Way Worldwide Report

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BACKGROUND

United Way Worldwide is the leadership and support organization for the network of nearly 1,800

community-based United Ways in 45 countries and territories. We advance the common good by

focusing on improving education, helping people achieve financial stability, and promoting

healthy lives, and by mobilizing millions of people to give, advocate, and volunteer to improve the

conditions in which they live.

United Way Worldwide VISION

United Way envisions a world where all individuals and families achieve their human potential

through education, income stability and healthy lives.

Imagine a world that fosters hope and opportunity for everyone…

Where all children receive a quality education that offers a pathway to a brighter tomorrow

Where the cycle of poverty and financial dependence ends, and productive livelihoods begin for

even the most disadvantaged

Where everyone receives effective health care that improves quality of life

Where communities not only set significant and measurable goals to advance these fundamenta l

elements of human development, but achieve them

United Way Worldwide MISSION

To improve lives by mobilizing the caring power of communities around the world to advance the

common good.

To do this we will:33

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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 sector 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 funds 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 continua lly

measure – in real terms – improvement in education, income and health.

Influencing Policy, Systems Change and Development

Public policy and systems change is integral to achieving our Community Impact Priorities and

maintaining a strong human services system. We believe that we can bring about positive

changes in governmental policies and funding and improve the human services system by

identifying problems and system barriers, proposing solutions, aligning our approaches and

messaging with partners, educating individuals and policymakers and offering opportunities for

United Way stakeholders to advocate. In fiscal year 2015, we will foster greater collaboration

between policy and program impact areas around new initiatives resulting in early identification

of beneficial policy and system changes and the ability to act as a “broker” in facilitating the

identified changes.

Page 6: United Way Worldwide Report

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Brand Management

United Way Worldwide creates and delivers the tools and resources that allow United Ways to

provide a consistent brand experience around the world. Along with offering creative guidance and

message research and communications strategies, an internal brand management website is availab le

– providing guidelines, logos, templates and many other marketing, advertising and communications

assets including radio, TV and out-of-home collateral to facilitate easy local implementation of LIVE

UNITED, United Way’s call-to-action and experience.

Live United

LIVE UNITED is an invitation to advance the common good by focusing on education, income and

health. More than 90 percent of United Ways use LIVE UNITED tools and resources, and the Ad

Council and the NFL have donated more than USD 135 million in media value since the launch of

the LIVE UNITED campaign in 2008.

Online Engagement

United Way Worldwide deepens relationships with supporters, stakeholders and partners worldwide

by cultivating a rapidly growing network of social communities, email and mobile contacts and online

donors. The web allows for the creation of stronger communities with greater opportunities for all.

Online engagement encompasses: direct donor outreach – calling on them to give, advocate or

volunteer; thanking and recognizing partners for their outstanding commitment to advancing the

common good; and providing updates on how individuals and companies are joining with United

Way to improve the condition of all.

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Objectives

Cutting the number of students who drop out by half requires improved readiness for

kindergarten and closer attention to students as they move through the school system.

Cutting the number of financially unstable working families by half requires strategies to help

people increase income, save, and grow long-term assets.

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Increasing by one-third the percentage of healthy youth and adults requires that more

Americans have access to health coverage and to good primary care from (and even before)

birth, as well as the resources to avoid or stop substance abuse and other risky behaviors.

Page 9: United Way Worldwide Report

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Current Challenges and Key Issues

As a large organization with an intricate history, United Way is and has been for some time

facing the challenge of picking and retaining the right people to lead their organization.

Furthermore, establishing strategic and effective leadership within the individual, regional, and

international United Way chapters has proved to be equally if not more difficult to control. One

of the biggest issues with United Way and nonprofit charities overall is their organizational

capabilities particularly in regards to hiring, motivating, and retaining human capital. Because

human capital is the ultimate foundation of charitable giving companies, and because their

business is conducted by asking for donations from others, United Way and other non9profit

organizations must be able to recruit driven people who are able to ethically lead their

organization to success. By first attaining the right employees who identify with the company’s

mission and values, and second, successfully training them and developing them for leadership

positions, United Way can avoid scandals such as having their president and CEO (as well as

several other company executives) be convicted of “fraud, conspiracy, and money laundering”

resulting in million dollar losses

Another major challenge that United Way is facing now is the rising competition between

nonprofit charities. In the wake of disastrous events such as 9/11 and Hurricane Katrina, “over

40 percent of new nonprofits” have appeared since 2000, and more and more single9focus

agencies continue to emerge. These new companies attract donors who believe that United Way

has “support targets that were too broad, preferring, instead, to specify exactly where donations

should go” Additionally, the company lost twenty9one nonprofit group memberships in the D.C.

area to competitor Community1st, having been “lured away from United Way by a promise of

lower overhead costs, easily customized fund9raising campaigns, and fewer restrictions on

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where donors money is directed ” Because of this, and because of their history of fraudulent

cases, United Way must work harder than ever to achieve greater accountability in their financial

operations. This challenge can be matched by effectively utilizing the people lever. Because

people are United Way’s greatest resource, it is extremely important that they be able to

collaborate across the different chapters and regions. Since the majority of the people who drive

the individual chapters are unpaid volunteers, being able to motivate and excite them by

matching them with the right projects is vital. Using social capital to leverage human capital

between the parent organization and various local chapters will prove to be an important factor in

United Way’s future success or continued demise.

Core Competencies and Leadership Strategy

United Way’s core competencies are its network of local chapters, partnership with the National

Football League, and a strong brand name and organizational identity. There are few other

nonprofit organizations that can replicate the UWW network of over 1,800 local affiliates (C18).

As a federation the chapters all strive to meet the same mission, “to advance the common good

by focusing on improving education, helping people achieve financial stability, and promoting

healthy lives” .In order to inspire donors to give, advocate, and volunteer, United Way has

partnered with the NFL since 1974 to “increase public awareness of social9service issues facing

the country” . In the year following the initial United Way - NFL partnership, United Way

became the first organization in history to raise over $1 billion dollars for its annual campaign.

The 1974 campaign is only an episode of “120 years of solid financial performance and steady

growth”. From such partnerships and a substantial network of local affiliates United Way has

established a well9respected and well-known brand name for a nonprofit organization.

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Technology leaders mobilizing the caring power of the community.

United Way is committed to insuring that our donors and key stakeholders have access to information

about our organization in a timely and cost-effective manner. Technology is a great tool to help share

this information, connect individuals to what they truly care about while building a community that’s

more engaged and involved than ever.

WHAT IS IT UNITED

IT United is designed to deepen the understanding, commitment and support of technology

leaders to United Way and to recognize their deep commitment to service. A team of prominent

Chief Information Officers (CIOs) and technology leaders formed IT United in 2007.

WHAT WE DO

We bring together leaders in the technology industry in greater Atlanta and provide numerous

benefits to our member companies, including:

Increased visibility of your organization in your local community.

Further business growth of your company.

A forum to interact with your customers and build stronger relationships.

A synergy for you to work with other technology leaders around a central cause, and through the

annual CEO calls allows for individual time with top CIOs in greater Atlanta.

WHAT IS THE CIO FORUM?

This is an invitation only annual IT United Event that provides attendees a discussion panel of

leading CIOs who will address key projects and technology efforts. Two Technology companies

are also recognized for their leadership efforts and given awards from United Way of Greater

Atlanta.

Use technology to EDUCATE your employees and co-workers

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• Use electronic postcards tosend a daily or weekly message about United Way during the

campaign

• Provide LIVE UNITED video clips provided in the United Way Campaign Toolbox on your

workplace intranet site or include them in newsletters.

• Share links to key community reports that can be found in the United Way Campaign Toolbox

to provide a backdrop of what is going on in the community

• Provide a link to United Way on your company Web site. Use a variety of links to highlight

different areas of United Way’s work.

Use technology to CELEBRATE and SHARE RESULTS

Use the electronic thermometer from the United Way’s Campaign Toolbox on your company

intranet or via e-mail to track and share your results on a daily or weekly basis

• Utilize an online auction forum to gain participation from across your workplace

• Encourage employees to become fans of the United Way Facebook page. Feel free to post

pictures of your fun company events on page to share

Page 13: United Way Worldwide Report

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Recommendations

Upon becoming CEO, Brian Gallagher revised United Way’s mission statement and

recommended Standards of Excellence. With these new requirements set in place, the local

affiliates could serve their communities in a more effective way because they could follow the

same goals to achieve success in their different communities. United Way Worldwide hoped

“that by adopting these guidelines, the chapters would be able to provide tangible proof to

donors, especially wealthy contributors, that United Way chapters and the charities they support

were making a difference”. Donors in the different communities wanted to see that their

donations were actually making a difference in their areas; with these new requirements for

providing financial statements, donors are seeing where their donations are helping in their

communities. Additionally, this will help headquarters watch over the different board members

and make sure all chapters are financially accountable. These new guidelines help United Way

Worldwide to leverage all of their existing resources and put them to use in desirable locations.

The local communities will be able to achieve greater success when they have goals and

resources that will help improve their communities over time. Moreover, we recommend making

the Standards of Excellence mandatory among all affiliates. Through this, United Way will be

able to establish commonality and unification. This standardization can be maximized with two

new company9wide strategies: an online network to connect affiliates and annual conferences for

volunteers and executive leaders. These strategies will generate greater social capital to

ultimately leverage United Way’s most valuable resource – its people. These practices will

solidify United Way’s competitive advantage in the increasingly competitive non9profit sector.

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Proposed Actions

To help children and the youth achieve their potential,

Readiness to succeed in school means that children enter kindergarten developmentally on

track.

Academic achievement means elementary-age students are prepared to succeed in later grades

and to graduate from high school.

Academic achievement means elementary-age students are prepared to succeed in later grades

and to graduate from high school.

Young adults, age 18 to 24, are making a successful transition from high school to the working

world.

To help promoting financial stability,

Achieving greater stability allows lower-income working families to move toward financ ia l

independence.

Given the cost of living today, a family needs to earn at least 2.5 times the federal poverty

level to be considered financially stable in most communities

Building savings is vital to deal with unexpected, unbudgeted expenses.

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To help improving the health of children and adults ,

Maternal health and infant well-being start children off in the right direction

Health care coverage for children more likely to receive preventive health care

The health of America s youth and adults is also a serious concern.

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UNITED WAY POLICY ENGAGEMENT

United Way is a policy leader in the non-profit community because it helps to craft practical long-

term solutions to human needs. It remains non-ideological and non-partisan in its advocacy, urging

lawmakers to set aside partisanship and to work together. United Way uses its convening

Power – bringing together all our partners: business, labor, non-profits, and advocates – to help

find policy common ground to Advance the Common Good.

United Way World wide’s Policy Agenda for the 113th Congress helps fulfill our obligation to

assist policy-makers in crafting the best possible governmental policies in the areas of Education,

Income and Health, and is an important component in United Way’s work to meet its 10-year

national goals in these critical areas.

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United Way World wide’s policy agenda reflects the work and strategic direction of United Ways

across the country in the areas of education, income, and health. Additionally, United Way

Worldwide advocates for policies that will strengthen our communities’ capacity to advance the

common good. Within each of these areas, based on United Way’s 10-year goals, United Way

Worldwide has established its engagement strategies for each issue for the 113th Congress. The

strategies fall into the following tier categories:

TIER 1: Legislative Leadership Engagement

United Way will assume a leadership role in advocacy on Capitol Hill, before the Administrat ion,

and with the human services sector, proactively lobbying and bringing visibility to our issues.

United Way will devote resources to research, policy development, grass-roots organization, and

advocacy on these issues.

TIER 2: Legislative Advocacy Engagement

United Way will proactively develop positions, advocate, and generate grassroots support among

local United Ways on an as-needed basis.

TIER 3: Legislative Support Engagement

United Way will monitor and respond to requests for support through such vehicles as “sign-on

letters.” United Way will support the work of coalition partners who are the thought leaders on

Tier 3 issues.

In Education, The United Way system’s 10-year education goal is to cut the nation’s high school

dropout rate in half; by 2018, 87% of high school seniors will graduate on time, up from 74% in

2006.To accomplish this goal, United Way will focus on the following policy priorities:

Access to Quality Early Learning Opportunities Beginning at Birth

Middle and High School Retention and Re-enrollment

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Parent and Community Engagement in Education

In Income, the United Way system’s 10-year income goal is to cut in half the number of lower-

income families who are financially unstable. By 2018, 82% of families with one or two parents

working 50 or more weeks (combined) during the previous year and incomes less than 250% of

the federal poverty level will spend less than 40%of their income on housing, down from 64% in

2006. To accomplish this goal, United Way will focus on the following policy priorities:

Volunteer Income Tax Assistance (VITA)

Emergency Food and Shelter Program

Earned Income Tax Credit (EITC)

Affordable Housing

In Health, the United Way system’s 10-year health goal is to increase by one-third the number

of youth and adults who are healthy and avoid risky behavior. By 2018, 45% of youth and 47%

of adults will be healthy and avoid risky behaviors, up from 34% of youth and 35% of adults in

2005. To accomplish this goal, United Way will focus on the following policy priorities:

Increasing Children’s Health Coverage

Preserving Healthy Start Program Funding

Improving Child and Maternal Nutrition

In Nonprofit Strengthening, United Way will strongly support policy initiatives that seek to

strengthen the nonprofit sector through expansion of the 2-1-1 system, tax policy, and policy

incentives and regulations that encourage philanthropy and volunteerism.

To accomplish this goal, United Way will focus on the following policy priorities:

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Protecting the Federal Charitable Deduction for All Those Who Donate to Charity

Preserving the Corporation for National and Community Service and AmeriCorps

Establishing a 2-1-1 Partnership with the Federal Government

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Corporate Partners

The United Way Global Corporate Leadership (GCL) program leverages the commitment and

caring power of national and global corporations with United Way's ability to improve lives and

create lasting changes in communities across the country. Partnering with United Way provides

companies a way to invest strategically in their communities and advance the common good by

creating lasting, sustainable changes that lead to better, stronger places to live and work.

United Way Global Corporate Leadership

In partnership with 100 national and global corporations and nearly 1,800 community-based

United Ways in 41 countries and territories, the Global Corporate Leadership Program (GCL)

provides expert advice and resources to support corporate involvement and increase companies'

capacity to improve lives and strengthen communities around the world. In the U.S., GCL

companies have a combined total of eight million employees operating in more than 40,000

locations and contribute more than $1 billion to their communities.

The GCL program manages relationships with companies, providing a strategic, voice for the

United Way system and providing opportunities to strengthen corporate philanthropic

partnerships in communities.

Typical characteristics of a GCL company

Partners with United Way in company's headquarter city

Invests at least US $1.25 million or 50% of campaigns of US $2.5 million or more in United

Way's community impact work through annual corporate and employee contributions

Engages with United Way beyond the workplace giving campaign

Commits to partnering in the U.S. and a minimum of two to three additional countries

Page 21: United Way Worldwide Report

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United Way Worldwide Competition

Social entrepreneurship, direct donations, giving circles and a trend toward targeting specific

social sectors of need, have all had some effect on local United Way programs. It looks like United

Way may have more competition in organizing social fundraising in the future.

Nonprofit group leaders involved in Community1st said America s Charities lured them from the

United Way by promising lower overhead costs, easily customized fundraising campaigns and

fewer restrictions on where donor’s money is directed.

In the cities of Austin and Orlando, where the government employees giving campaigns are

through America s Charities, the average gift is $70 a person, according Don Sodo, CEO of

America s Charities. In the Washington region, he said, so many government employees have

declined to donate that the average is $7.

Relationships between the organizations span a continuum from interdependence to

direct competition

“ The United Way has an Organizational Fund at our community foundation, which is endowed

but with different criteria from other endowed funds. The community foundation also holds a

challenge fund, which is not endowed. Our CEO is the former Executive Director of the United

Way and during his tenure, the present Executive Director of United Way worked for him for five

years. Several of the community foundation founders were former United Way leaders.”—

Community Foundation Executive

“ While lines are somewhat blurred now, both boards and executives work hard to maintain a good

relationship. On all key community committees at United Way – impact councils, community

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21

assessment, capital funds, technology funds, etc. – the community foundation is represented, as it

is when we do strategic planning. Finally, we have a funders coalition that is staffed by United

Way, but includes the community foundation, government, and some private foundations. It meets

monthly for coordination and collaboration. This is not a community that would tolerate a bad

relationship between two loved organizations.” —United Way Executive

Some of the same concepts are discussed differently among United Ways and community

foundations. This report tries to use a balance of terms without having to devise generic terms.

Community Foundation United Way

Incoming donations that are unrestricted by the donor as to

use

Contributions to the endowment Contributions to the Community

Fund

Incoming donation designated by the donor

Donor-advised fund: assets held for future designation advice by the donor

Donor-designated contribution

Disbursements to nonprofits

where the selection of nonprofit was made by the CF or UW

Discretionary grant Allocation or grant from the

Community Fund

Disbursement to nonprofits where the selection of nonprofit

was advised or made by the donor

Donor-advised grant Donor-designated funds

Page 23: United Way Worldwide Report

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Relationships between the organizations span a continuum from interdependence

to direct competition

As the chart shows, the largest number of respondents (43% of United Ways and 50% of

community foundations) characterized the relationship as cordial and collegial. As a result, based

on survey analysis, we can conclude that in roughly half of communities, the relationships are

likely to include one or more of the following:

● Occasional collaboration and coordination of activities, particularly in the area of initiatives,

community needs assessment, and convening.

● Occasional to frequent communication.

● Limited awareness of the other organization s activities.

20

10

43

39

7

1310

50

27

Adversarial Friendly Rivals Indifferent Cordial/Collegial Highly Interactive and

Supportive

United Way Community Foundation

How would you characterize the overall quality of the

leadership between the two organizations?

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23

● Absence of a proactive joint strategy or joint projects.

A smaller number of respondents characterized the relationship as friendly rivalry, indifferent, or

adversarial (19% of United Ways and 23% of community foundations respectively). In interviews

and discussions with the researchers, respondents were more likely to characterize the relationships

as adversarial or indifferent than the written surveys demonstrate. This divergence may mean that

relationships are more collegial and supportive than conventional wisdom suggests, or it may

reflect a desire in writing to be positive and statesmanlike.

On the other end of the spectrum was unfriendly and even occasional acrimonious competition,

often characterized by:

● Competition for the position of community leader and “ownership” of initiatives or community

successes

●Direct competition for major donors

● Infrequent or nonexistent communication between the leaders;

● Frustration with the other organization about perceived duplication of services, products or

fundraising strategy;

●Relatively little funding of the other’s initiatives and participation in the other’s convening’s,

often resentfully done.

●Little discussion within either organization about an intentional strategy or stance towards the

other.

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Convergence in donor products and services and competition for donors

The chart below illustrates the level of priority (measured in time and resources) each organiza t ion

places on various donor segments. While there are still clear differences in some of the primary

donor markets for each organization, it is also clear that there is shared focus on high net worth

individuals and CEOs

The chart illustrates the level of priority (measured in time and resources) each organization places

on various donor segments. While there are still clear differences in some of the primary donor

markets for each organization, it is also clear that there is shared focus on high net worth

individuals and CEOs.

0

20

40

60

80

100

120

High net worth

individualsCoporate CEOs Professional

AdvisorCoporate

employees

Percentage identifying each segment as high or medum-high priority

United Way

Community Foundation

Page 26: United Way Worldwide Report

25

United Way Play and Learn Getting children engaged in learning at an early age ensures that they are reaching important milestones in

their development such as reading by 4th grade. Play and Learn is one of the key strategies to ensure this

is reached by all children in our community.

Every week, the truck stops and unloads its fun and educational contents at various locations

around Dane County. Local families come with their children for a free, guided, and interactive

learning experience. These sessions are an invaluable asset to the community and ensure that all

children have access to high-quality early childhood experiences that encourage positive

development.

The Mobile Play and Learn is creating an impact on families in our community every day.

Alyssa Coriell, Lead Play and Learn Specialist, remembers a talk she had with one of the

mothers who regularly attends the Middleton Play Group with her 2 ½ year old daughter:

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26

Where is your product in the life cycle?

United Way Worldwide is in the decline stage of the life cycles. United Way once again couldn t

gain upward sloping revenues when being compared to the previous year. In the 2012, the total

revenue reached $3.9 billion as compared with $4.2 billion in 2011. In 2010, there was the fact

that America s richest people gave less to charity than they did since 2000, and in 2009 some of

the biggest United States charities saw donations decreased by 11 percent, which is the worst

decline for the past 20 years. The organization focused less on the distribution of funds and more

on advancing the common good by figuring out the main causes of problems that have made

customers reduce their confidence to the organization. One more reason is that a number of people

love to donate directly rather than through charity offices, the operations of United Way are

gradually slowed down its life cycle.

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27

What kind of strategies did your company have, and what kind do you need now?

In 2009, United Way Worldwide started a 10 year program, “Live United”, focused less on

distribution of funds and more on advancing the common good by addressing main causes of

problems in the major fields of education, financial stability, and health.

To reply to troubles about confidence, CEO of United Way Worldwide set up new membership

priorities to improve the scale of belief and transparency in United Way affiliates operation. He

also aimed United Way as doing “what matters” in the communities involved. At last, he applied

the “standard of excellence”, providing a description of benchmark codes and best practices to

better reflects the organization s strategic shift from its traditional role as strictly a fund – raiser to

a new mission concentrate on figuring out the long term needs of communities.

As for finance, United Way provided fund raising operations, mainly through donor organizat ions

employee payroll deductions, then distributed those funds to agencies that could actually deliver

services to clients in the target community.

The company should make their plans and campaigns public or perform on media so that the

donors know clearly about their donations flow in order to gain their confidence because almost

all donors love their money for charity to be directly sent to the people in need.

Moreover, the company needs to focus on disasters victims and solutions to relieve their suffer ings

in short-term and long-term to raise fund for suitable time periods to show that UW pays special

attention to victims and people in need not only in urgent cases but also in upgrading solutions

after disasters with the help of multi-media systems residentially, locally to boost donors care and

shares.

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28

Learning Opportunities

Providing a broad range of learning opportunities that allow local United Ways to succeed is an

important function of United Way Worldwide. These learning opportunities give United Ways the

ability to create connected strategic goals that enrich and maintain a consistent brand experience.

Programs, Meetings, and Conference

Learning programs span all United Way functions, including brand strategy and marketing,

community engagement and public policy, resource development and relationship building.

Conferences and regional meetings around the world, in-person courses and summits are some of the

learning opportunities offered. A portion of each United Way’s membership investment (dues) is set

aside as flexible training credits to offset the cost of training and professional development. An online

United Way learning opportunities catalog has a full listing of offerings and how to use flexib le

training credits.

Virtual Trainers and Webinars

United Way Virtual Trainers and webinars are online and distance learning programs. They provide

an opportunity for greater reach and increase the number of staff trained, while avoiding travel costs

and time out of the office. Weekly webinars are available for utilization by our worldwide network,

and are featured in “Breakfast with United Way” each day and indexed in the learning catalog. In

2012, United Way Worldwide presented more than 110 webinars.

Toolkits

United Way Worldwide creates toolkits and assists in the implementation of new strategies. They

provide examples of forms and publications, along with best practices from other United Ways. In

many cases, progress is tracked through conference and follow-up calls with users.

Examples of toolkits provided by United Way Worldwide include:

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Born Learning Business Communications and Engagement Toolkits

Early Grade Reading Toolkit

Out-of-School Time Toolkit

Churn Tool and Matrix

Retention and Loyalty Toolkit

Online Resources

United Way Online, United Way World wide’s extranet, is the main form of communication between

United Way Worldwide and United Way Member Organizations. Designed to facilitate continuous

learning, development and exchange, new materials and tools are offered constantly. In addition, the

online talent recruitment platform posted more than 500 positions for United Ways in 2012. Lusters

provide real-time information sharing and assistance among network members.

Page 31: United Way Worldwide Report

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SWOT Matrix

Positive

Negative

Inte

rna

l

Strength:

United way focuses on valid mission and purposes.

Financial operating strength with stable support sources.

Devoted and passionate board members who are dedicated to the mission.

Well – known brand.

Great plan of effective workplace.

Weakness:

Having no adequate funds for the needs

of community and people in need.

Facing difficulties to come up with the

focus or even sometimes lack the target concentration.

Having no appropriate fundrais ing plans or lack of it.

Not being evaluated as a problem solver.

Ex

tern

al

Opportunities:

Focus all sources in the organization on the target and mission.

Create the relevance for the organization to the sight of donors.

Associate and support the leaders, directing funds to the greatest need

areas.

Relevant market campaign to support

employers to fulfil their corporate possibilities.

Good and appropriate appraisal to

champion to reach the success.

Threats:

Direct choices from donors to reach the

highest credit on their donation.

Big competition from agencies.

Big organizations have been keen on

running their own plans.

Funds decline for local use.

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31

EFE Matrix

Opportunities Weight Rating Weighted

score

Increased use of marketing methods to increase call volume and volunteer recruitment

0.3 2 0.6

Increased support from/increased liaison with the local

church community 0.05 1 0.05

Improved volunteer initial and continuing training 0.05 3 0.15

Outsourcing of accounting and payroll 0.2 2 0.4

Threats

Reducing funding from individual donors because of

poor economic conditions 0.1 1 0.1

Competition from other charities 0.1 2 0.2

Lack of awareness in the community results in poor financial and volunteer support

0.2 3 0.6

TOTAL WEIGHTED SCORE 1.0 2.1

Table shows the list of the company s opportunities and threats which were collected after

summarizing the questionnaires and then weighted during the discussions in the meetings. As can

be seen, the company s important opportunities include the Improved volunteer initial and

continuing training, Increased use of marketing methods to increase call volume and volunteer

recruitment, outsourcing of accounting and payroll and, at last, Increased support from/increased

liaison with the local church community. Also, the most important threats include lack of

awareness in the community results in poor financial and volunteer support competition from other

charities, reducing funding from individual donors because of poor economic conditions.

Total weighted score of 2.1 indicates that the business has slightly less than average ability to

respond to external factors.

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32

IFE Matrix

Strengths Weight Rating Weighted

score

United Way focuses on valid mission and purposes 0.05 2 0.1

Financial operating strengths with stable support sources.

0.3 2 0.6

Devoted and passionate board members who are dedicated to the mission.

0.1 3 0.3

Well – known brand. 0.2 2 0.4

Weakness

Having no adequate funds for the needs of the

community and people in need. 0.1 3 0.3

Facing difficulties to come up with the focus or even

sometimes lack the target concentration. 0.05 1 0.05

Having no appropriate fundraising plans or lack of it. 0.2 2 0.4

TOTAL WEIGHTED SCORE 1.0 2.15

Table demonstrates the company s strengths and weaknesses for evaluation. They were obtained

after summarizing the questionnaires and then weighted during discussion sessions. As can be

seen, devoted and passionate board members who are dedicated to the mission and financ ia l

operating strength with stable support sourcesconsider the most important strengths and, on the

other hand, having no adequate funds for the needs of the community and people in need and

appropriate fundraising plans or lack of it.

Total weighted score of 2.15 indicates that the business has slightly less than average ability to

respond to internal factors.

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33

SPACE matrix

Internal Strategic Position External Strategic Position

Competitive (CA) Industry (IS)

Axis

X

-1 Product quality -1 Market share -3 Brand & image

-2 Product life cycle Average: -1.75

+6 Barriers to entry +4 Growth potential +4 Access to financing

+5 Consolidation Average: +4.75

Total axis X score: 3.00

Financial (FS) Environmental (ES)

Axis

Y

+5 ROA +4 Leverage

+6 Liquid ity +5 Cash flow

Average: +5.00

-2 Inflat ion -1 Technology

-2 Demand Elastic ity -4 Taxation

Average: -2.25

Total axis Y score: 2.75

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34

This particular, SPACE matrix tells us that United Way should pursue an aggressive strategy.

United Way has a strong competitive position it the market with rapid growth. It needs to use its

internal strengths to develop a market penetration and market development strategy. This can

include product development, integration with other companies, and acquisition of competitors.

-1 +1

+1

-6

-6

+6

+6

+2.75

+3

(3.00; 2.75)

Conservative

Defensive

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35

Quantitative Strategic Planning Matrix

According to the total sun of attractiveness score, the QSP matrix suggest the company to

develop the market rather than penetrate the market when the company has great strengths such

as a very well-known brand in non-profit industry. The following table will come up with 3

strategies which are decided for developing market.

Key Factors Market

development

Market

penetration

Opportunities Weight AS TAS AS TAS

Increased use of marketing methods to increase call volume and volunteer

recruitment

0.3 2 0.6 - -

Increased support from/increased liaison with the local church community

0.05 1 0.05 2 0.1

Improved volunteer initial and continuing

training

0.05 3 0.15 1 0.05

Outsourcing of accounting and payroll 0.2 4 0.8 2 0.4

Threats

Reducing funding from individual donors because of poor economic conditions

0.1 2 0.2 3 0.3

Competition from other charities 0.1 3 0.3 3 0.3

Lack of awareness in the community

results in poor financial and volunteer support

0.2 3 0.6 1 0.2

1.0

Strengths

United way focuses on valid mission and

purposes

0.05 2 0.1 1 0.05

Financial operating strength with stable support sources.

0.3 2 0.6 2 0.6

Devoted and passionate board members

who are dedicated to the mission.

0.1 4 0.4 1 0.1

Well – known brand. 0.2 2 0.4 4 0.8

Weakness

Having no adequate funds for the needs of community and people in need.

0.1 3 0.3 2 0.2

Facing difficulties to come up with the

focus or even sometimes lack the target concentration.

0.05 2 0.1 3 0.15

Having no appropriate fundraising plans

or lack of it.

0.2 1 0.2 2 0.4

1.0

Total sum of attractiveness score 4.8 3.65

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36

Key Factors

CORPORATION:

NFL & United

Way Hometown

Huddle

and United Way

TEAM NFL

Create event:

Share Your

Story and

improving

financial status

through

donating

Use technology to

EDUCATE your

employees and co

workers

Opportunities Weight AS TAS AS TAS AS TAS

Increased use of

marketing methods to increase call

volume and volunteer recruitment

0.3 2 0.6 2 0.6 3 0.9

Increased support

from/increased liaison with the

local church community

0.05 1 0.05 2 0.1 2 0.1

Improved volunteer initial and

continuing training

0.05 3 0.15 1 0.05 4 0.2

Outsourcing of accounting and

payroll

0.2 4 0.8 2 0.4 3 0.6

Threats

Reducing funding from individua l

donors because of poor economic conditions

0.1 2 0.2 3 0.3 2 0.2

Competition from

other charities

0.1 3 0.3 3 0.3 2 0.2

Lack of awareness in the community

results in poor financial and

volunteer support

0.2 3 0.6 4 0.8 4 0.8

1.0

Strengths

United way focuses on valid mission

and purposes

0.05 2 0.1 1 0.05 2 0.1

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37

Financial operating strength with stable support sources.

0.3 2 0.6 2 0.6 3 0.9

Devoted and passionate board members who are

dedicated to the mission.

0.1 4 0.4 1 0.1 3 0.3

Well – known

brand.

0.2 2 0.4 4 0.8 1 0.2

Weakness

Having no adequate funds for the needs

of community and people in need.

0.1 3 0.3 2 0.2 2 0.2

Facing difficult ies to come up with the

focus or even sometimes lack the

target concentration.

0.05 2 0.1 3 0.15 3 0.15

Having no appropriate

fundraising plans or lack of it.

0.2 1 0.2 2 0.4 2 0.4

1.0

Total sum of the

attractiveness score

4.8 4.85 5.25

According to the total sum of attractiveness score, the strategy 3 - Development of a technology

platform and resource capacity - is more attractive than the other due to its level of possibility –

it has a great opportunity to improve volunteer initial and continuing training. Beside the greatest

advantages to overcome the problem as well as develop its business, there are still serious

disadvantages that the firm has to face with, especially the lack of awareness in the community

results in poor financial and volunteer support.

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Strategic Plans

Long-term

objectives

&

Focus areas

Building strong communities We empower individuals and promote wellbeing through a variety of community services—and ensure that people have access to supports, no matter where they live.

Helping kids be all they can be We help to put kids on the path to success by investing in their development from early childhood to young adulthood—giving all young people the opportunities they need to thrive

Moving people from poverty to

possibility We support people living in poverty through services that create opportunities to build a better life.

Specific

strategies

1. A stronger network of community services to help people build a better life.

2. Strengthened community organizations that are responsive, sustainable, and effective.

3. A stronger network of community sector-serving organizations that are able to raise public awareness about our collective role in building a better city for everyone.

1. Enhanced employability and life-long earning potential to improve economic security for youth facing multiple barriers.

2. Increased youth leadership and engagement in the design and delivery of programs, services and policies that impact their lives.

3. Growing public awareness and change in public policy and practice leading to long-term transformational change in the systems influencing youth economic security.

1. Increased resident leadership, so that local community residents have greater influence over decisions that affect their lives and to improve neighborhood conditions.

2. Stronger social infrastructure to support the health and wellbeing of residents.

3. Increased public awareness about strong neighborhoods and change public policy leading to long-term, transformational change in neighborhoods.

Implementation

(Actions)

1. • Transition to new investment models that ensure a diverse, dynamic portfolio of community partners — so that our investments continue to change and evolve over time in order to achieve our goals. • Change our approach to working with partners in the community so that we can better capture the reach and scale of activities supported by the new investment models.

2. • Transition to new investment models that ensure a diverse, dynamic portfolio of community partners — so that our investments continue to change and evolve over time in order to achieve our goals.

1. • Invest in the design and implementation of a major initiative to improve employability for targeted groups of youth facing multiple barriers. • Provide a mix of project funding and general operating support to youth serving and youth-led organizations to provide a diverse portfolio of relevant youth programming.

2. • Enhance the capacity of youth-serving and youth-led organizations to adopt and apply a positive youth development approach. • Increase capacity of youth to engage with and influence social/policy change.

3.

1. • Invest in building resident skills in collaboration and community organizing, and increase opportunities for residents to connect with one another. • Support resident civic engagement and facilitate stronger connections to decision-makers. 2. • Fund and support integrated and accessible services that are responsive to the needs of residents. • Increase the amount of community space that is accessible to residents. • Work with community agencies to support their capacity for engaging local residents in program design, delivery, and decision making.

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39

• Change our approach to working with partners in the community so that we can better capture the reach and scale of activities supported by the new investment models.

3. • Support planning, research and evaluation activities related to key social/policy issues affecting the sector. • Invest in collaborations / partnerships and organizations that focus on sector issues.

• Collaborate with key stakeholders (including youth and other funders) to influence key policies and practices related to youth economic security and/or positive youth development.

3. • Champion a place-based approach among policy makers, funders and donors, and community organizations in targeting efforts where they’re needed most. • Collaborate with other key stakeholders to influence policies related to place-based interventions.

United Way’s

Role

• We will support a network of community organizations that work together to support people who live in poverty and to improve the social condition across our city. • We will prioritize our support to agencies serving populations facing barriers caused by poverty, social and economic inequity, direct and indirect discrimination and geographic disparities, newcomer status, among other factors.

• We will create opportunities for youth by targeting the barriers that can prevent young people from succeeding. Barriers include poverty, social and economic inequity, direct and indirect discrimination and geographic disparities, newcomer status, among other factors.

• We will focus investment and mobilize action in support of residents in neighborhoods most in need — neighborhoods that face barriers due to poverty, social and economic inequity, direct and indirect discrimination, prevalence of newcomers, among other factors.

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Grand strategy matrix:

Weak

competitive

position

Strong

competitive

position

Characteristics of the firm:

Weak competitive position

working in rapid growth

market

Many new competitors

enter market

Donations came from

diversified resources

Changing in donors

behavior

Facing scandals of

Board of director

Slow market growth

Rapid market growth

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41

Firms and divisions falling in quadrant two of the Grand Strategy Matrix are characterized with a

weak competitive position in fast growing market.

By 2001, Brian Gallagher received the CEO position of United Way Worldwide. He had been

working to boost the change in the United Way strategy, including a change in mission, the

standards of performance and a requirement that local members certify their adherence to the

membership standards. He tried to change the focus from fund rising to community impact. To

maintain trust and respond to problems, Gallagher established new membership standards to

enhance the level of accountability and transparency. Also, he provided a description of benchmark

standards to reflect the organization s strategic shift to a new mission that concentrate on

identifying the long term needs for communities it served.

Weak

competitive

position

Strong

competitive

position

Quadrant 2 Quadrant 1

Quadrant 3 Quadrant 4

Slow market growth

Rapid market growth

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42

Financial Statements

The consolidated financial statements of United Way Worldwide include the internationa l

organization, a New York regional office, Tri-State, which raises charitable funds via workplace

corporate campaigns, and a for-profit subsidiary, the United Way Store, providing sales fulfillment

services to local United Ways. The United Way network of nearly 1,800 local United Ways in 41

countries and territories raised more than $5 billion in 2012 in an effort to improve lives by

mobilizing the caring power of communities around the world to advance the common good.

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44

Accounts Receivable

Accounts receivable consist primarily of amounts due from the sale of services or goods. The

allowance method is used to determine the uncollectible amounts. An allowance for uncollectible

accounts receivable is provided based on management’s judgment, including such factors as

prior collection history. Accounts receivable are written off if reasonable collection efforts prove

unsuccessful.

Inventory

Inventory consists of United Way products and campaign materials as well as other promotional

materials held for sale. Inventory is stated at the lower of cost or market, and is valued using the

weighted-average cost method. When inventory is determined to be excessive or obsolete, it is

reduced by an allowance for estimated excess or obsolete inventory. UW Store wrote off $29,878

and $25,000 of obsolete inventory for the years ended 2012 and 2011, respectively, and had an

allowance of $28,107 and $4,907 at December 31, 2012 and 2011, respectively.

Investments

Investments are reported at fair value based on quoted market prices. Investments classified as

short-term are available for operations in the next fiscal year. Unrealized and realized gains and

losses are included in the accompanying consolidated statements of activities. Investment

earnings are reported net of related expenses, such as custodial, commission, and investment

advisory fees.

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Investment in Truist

The investment in Truist is reported at fair value that reflects the present value of Truist’s

projected future cash inflows and earnings, which approximates its carrying value of $243,529 at

December 31, 2012.

Net Assets

Unrestricted Net Assets

Unrestricted net assets are available for use in general operations. Board designated net assets is

a component of unrestricted net assets, which is a quasi-endowment, established by the Board of

Trustees for the purpose of securing the Organization’s long-term financial viability.

Temporarily Restricted Net Assets

Temporarily restricted net assets consist of amounts that are subject to donor restrictions. The

Organization is permitted to use or expend the donated assets in accordance with the donor

restriction.

Permanently Restricted Net Assets

Permanently restricted net assets consist of assets whose use is limited by donor-imposed

restrictions that neither expire by the passage of time nor can be fulfilled or otherwise removed

by actions of the Organization. The restrictions stipulate that resources be maintained

permanently but permit the Organization to expend the income generated in accordance with the

provisions of the agreement.

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Summary of Significant Accounting Policies

Functional Allocation of Expenses

The costs of providing various program and supporting activities have been summarized on a

functional basis in the consolidated statements of activities. Accordingly, certain costs have been

allocated among the programs and supporting services benefited.

Donated Services and Materials

A substantial number of volunteers have donated significant amounts of time to the

Organization’s program services and to its fund-raising campaigns. No amounts have been

recognized in the consolidated statements of activities since time contributed by Organization

volunteers do not fall into the criteria established by the Financial Accounting Standards Board

in this area. Donated materials, including software, are recorded at fair value at the date of

donation.

The Organization records donated services, including advertising, at the fair market value of the

services received.

Endowment

The Organization’s endowment consists of one fund established for the purpose of providing

home care and assisted living to the elderly poor, with specific reference to assisting older people

to remain in their own homes. As required by generally accepted accounting principles, net

assets associated with endowment funds are classified and reported based on the existence or

absence of donor-imposed restrictions.

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Revenue Recognition

UWW Membership Revenue

Membership revenue is recorded ratably over the calendar year membership term. Membership

of UWW allows local United Ways to use the name owned by UWW, during the period of

membership. Membership support is based on a formula driven process. As of December 31,

2012 and 2011, the amount of the deferred training credit was $2,568,848 and $2,938,165,

respectively.

UWW Contributions Revenue

UWW recognizes contributions received and made, including unconditional promises to give, as

revenue in the period received or made. Contributions received are reported as unrestricted

support, temporarily restricted support, or permanently restricted support. Temporarily restricted

contributions that are used for the purpose specified by the donor in the same year as the

contribution is received are recognized as temporarily restricted contributions and are

reclassified as net assets released from restrictions in the same year. Promises to contribute that

stipulate conditions to be met before the contribution is made are not accrued until the conditions

are met. As of December 31, 2012 and 2011, UWW had received conditional promises to give

totaling $5,800,000 for the renovation of the office building in Alexandria, Virginia.

Expenses

Expenses are recognized by the Organization during the period in which they are incurred.

Expenses paid in advance and not yet incurred are deferred to the applicable period.

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Recommendation Objectives

In the 2015 fiscal year, United Way will build on our work to promote volunteerism and develop

strong organizations able to address community needs. Specifically, we will:

Strengthen nonprofit volunteer engagement

Connect people to range of volunteer experiences

Communicate the impact of volunteerism

Mobilize volunteers strategically

Increase the number of volunteers

Whenever possible these approaches will be targeted to support organizations and activities

aligned with our priorities. Specific strategies and investments include:

Volunteer Impact Partnership: VIP 360 (up to 18 organizations engage in planning, peer

support and training to make better use of volunteers) and VIP Manager Corps (10 hour/week

pro bono volunteer support for up to 20 organizations)

Governance training and resources, including Project LEAD leadership development

program preparing people of color for civic leadership opportunities

Broadening funder support for volunteerism and engaging nonprofit leaders in shifting

organizational view of volunteers

Volunteer mobilization via regional networks, volunteer listings online, Days of Service

(Day of Caring and Martin Luther King Day), and support for corporate volunteerism.

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Recommendation Strategies and Evaluation

Assumptions behind the Theory

We recognize that quality and effectiveness require infrastructure and administrative support,

and flexibility to maximize leverage of other, more rigid funding. We also recognize that stable,

reliable funding is important to maintaining a healthy service sector. We do our best to balance

stability in our funding with the nimbleness to learn from results, refine strategy for greater

community impact, and respond to emerging needs. We maintain high standards for

administrative capacity, fiscal accountability and outcome evaluation to ensure our grant dollars

are used to promote real change in the lives of vulnerable people.

Investment Strategy and Results

Our central strategy is grant making to fund services to help vulnerable people in our

community. We invest in services that are essential to a healthy community, are critical to

addressing our priorities, and are in areas in which our funding makes a difference. These

investments support seven results connected with our community impact priorities and six results

that we consider foundational to all our work. In fiscal year 2015, we will invest an estimated

$11,173,000 in Core Services to Help People in Need that are connected with our priorities. We

will invest another $10,267,000 in fiscal year 2015 for a broad range of Core Services to Help

People in Need that are foundational to all our results. Core Service investments will touch the

lives of 450,000 individuals in this time frame.

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Core Services Connected with Priorities:

Description of specific investment strategies and funding changes are described in the Strategy

and Investment Plan for each priority and the Appendices.

Helping People Meet their Basic Needs

Food banks will provide services for more than one million visits

2,000 people will increase their income through job training and employment services

Ending Homelessness

14,000 people will receive emergency shelter

8,000 people will gain or maintain permanent housing through supportive services in shelter

and housing programs

Giving All Kids an Equal Chance to Succeed

3,000 parents will be informed, supported and engaged through parent education and

involvement programs

Early care and education providers will deliver high quality care through a range of quality

initiatives for formal and informal care providers including information and referral to

quality child care for 7,000 parents

5,000 young children will be supported in meeting developmental milestones through

activities and services to ensure early intervention for children with developmental delays

and child abuse prevention and intervention services

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Foundational Core Services

Foundational Core Services include a diverse set of investments to ensure people have access

to help when they need it. There are six specific results that we identify as foundational. We

are currently working to implement best practices in three of these areas.

These are the goals for the six results in our foundational core services to help people in

need:

1,000 youth and young adults will gain the education and work skills they need to be

successful in work and life through the middle grades success efforts Approved by the

United Way of King County Board of Directors January 14, 2014

38,000 youth will achieve positive social development through high quality out of school

time programs

3,000 individuals and families will live in safe home environment through services for

survivors of domestic violence and sexual assault and their families

98,000 people will experience optimal mental and emotional well-being through

counseling and treatment programs

4,200 people will be empowered to manage their own health through the Wellness

Project, community health and dental clinics, and programs for older adults, adults with

disabilities and adults with chronic health conditions

230,000 people will have easy access to services through information lines and

emergency services

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United Way and organized labor work together to:

Train union members to assist co-workers and their families with information about

available local services and to refer them to the appropriate organizations.

Recruit, train and help place members of organized labor on the decision-making bodies of

health and human-service organizations. This is done at the national, state and local levels.

Recognize labor leaders who have rendered outstanding United Way volunteer service by

annually awarding the Joseph A. Bernie Community Services Award, established in

memory of that remarkable labor leader.

Solicit contributions from workers through payroll deduction, which account for

approximately two-thirds of the funds that United Ways raise each year. Through the Labor

Letters of Endorsement Program of the Department of Labor Participation, the AFL-CIO

president asks presidents of AFL-CIO-affiliated unions, state federations and central labor

councils to send letters endorsing United Way campaigns to their memberships. The Labor

Letters of Endorsement Program encourages individual union members to volunteer their

time and contribute their resources to United Way campaigns.

Provide a staff of more than 160 full-time AFL-CIO Community Services Liaisons to serve

as links between their state federations and central labor councils and United Ways in 165

communities across the United States. In addition, 18 local labor agencies and four state

labor agencies receive direct United Way support.

Support the National Association of Letter Carriers' (NALC) National Food Drive held

annually on the second Saturday in May. The drive stocks local community food banks,

pantries and shelters with non-perishables that Letter Carriers collect from customers along

their mail routes. The drive, which has become the world's largest one-day food drive, was

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53

started by NALC in 1991 in cooperation with the U.S. Postal Service and the AFL-CIO.

United Way is a full partner in this drive.

ACCOUNTABILITY

At United Way, we know success is measured by how our mission is achieved — to make

measurable improvements in communities. Setting high standards for ourselves and for

our local partners is critical for that success.

Annually, all United Way Worldwild certify their adherence to standards that include

comprehensive requirements for financial reporting, governance, ethics, diversity and operations.

Specifically, United Ways must meet the following:

Tax-Exempt Status — all United Way Worldwild must be tax-exempt under Section

501(c)(3) of the Internal Revenue Code as well as corresponding provisions of other

applicable state, local or foreign laws or regulations.

Governance — United Way Worldwild are governed by active, responsible, and

voluntary governing boards to ensure effective governance over the policies and financial

resources of the organization. These boards are responsible for United Ways delivering

on their mission to advance the common good.

Ethics — all United Way Worldwild follow locally adopted codes of ethics for

volunteers and staff that include provisions for ethical management, publicity,

fundraising practices and full and fair disclosure.

Diversity — United Way Worldwild have adopted policies/statements to ensure

volunteers and staff broadly reflect the diversity of the community served.

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Financial Accountability — United Way Worldwild undergo annual financial audits

conducted by independent certified public accountants whose examination complies with

generally accepted auditing standards. In addition, United Way Worldwild have

developed comprehensive requirements for completion of audited financial statements to

ensure consistency and transparency system-wide. These requirements are based on

industry best practices and comport with generally accepted accounting principles.

Smaller United Way Worldwild (with less than $100,000 in annual revenue) may

undergo an independent financial review.

Performance Excellence — every three years, United Way Worldwild conduct self-

assessments of their governance, financial management and impact in the community.

Public Reporting and Disclosure — United Way Worldwild must file the IRS Form

990 in a timely manner and will provide the IRS Form 990 on their website, at their

offices, or upon request.

Legal — United Ways comply with all applicable local, state and federal operating and

reporting requirements.

Support the United Way Network — United Way Worldwild provide financial support

to United Way Worldwide and follow standards to use United Way's trademarks. United

Ways charge fees based on actual expenses for donor-designated gifts and other

processing services.

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MARKETING CAMPAINGE

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