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Georgetown Business Strategy Challenge Alexander Sanchez Senior Vice President United Way of America February 26, 2009

Georgetown Business Strategy Challenge Alexander Sanchez Senior Vice President United Way of America February 26, 2009. U.S. United Way System 1,297 Local United Ways. Our Footprint. United Way Global System Raises $5.59 Billion. Canada $450M. U.S. $4.186B. Europe-Middle East $18.97M.

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Georgetown Business Strategy Challenge Alexander Sanchez Senior Vice President United Way of America February 26, 2009

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  1. Georgetown Business Strategy Challenge Alexander SanchezSenior Vice PresidentUnited Way of AmericaFebruary 26, 2009

  2. U.S. United Way System1,297 Local United Ways

  3. Our Footprint

  4. United Way Global System Raises $5.59 Billion Canada $450M U.S. $4.186B Europe-Middle East $18.97M Caribbean $3.9M Africa $4.6M Asia-Pacific $755.1M Latin America $168.6M Source: U.S. figures from 2007-08 Database 2 Survey; International figures are estimates from UWI

  5. United Way System • United Way has 100 year history of improving lives • 1,297 local United Ways in the United States • Thousands of affiliates worldwide • United Way volunteers and partners work in 46 countries • United Way in the U.S. raises $3.8 billion from 14 million donors annually • Around the world an additional $830 million is raised annually

  6. Community Impact ModelWhat is it we must do to be successful? Paul C. Light, Rebuilding Confidence in Charitable OrganizationsNYU Robert F. Wagner Graduate School of Public Service, Public service brief, October, 2005 Only 19% of Americans said charitable organizations do a very good job running their programs and services, while just 11% said the same about spending money wisely. In addition, 66% of Americans said charitable organizations waste a great deal or a fair amount of money, while almost half said the leaders of charitable organizations are paid too much. The survey also suggests that rebuilding confidence must involve sustained investment in strengthening the capacity of charitable organizations to achieve measurable impact toward their missions.

  7. Community Impact ModelWhat is it we must do to be successful? Paul C. Light, Rebuilding Confidence in Charitable OrganizationsNYU Robert F. Wagner Graduate School of Public Service, Public service brief, October, 2005 Showing the impact involves more than pictures of need. Such pictures do little to reassure Americans that their contributions are being used wisely. Charitable organizations must do a better job of producing measurable results, whether in lives saved and enriched, disease averted, housing rebuilt, pride restored, education enhanced, great art produced, and/or economies strengthened.

  8. Community Impact ModelWhat is it we must do to be successful? “[The United Way system] has worked to move the mission away from ‘How much did we raise?’ to ‘How much impact can we have in our communities?’ The new model is to focus on outcomes, not dollars” -- Knight Ridder News, 10/19/05

  9. 1. Follow the Money. 2. Eliminate the Middleman. 3. Concentrate Your Giving.

  10. Mission of the United Way System To improve lives by mobilizing the caring power of communities

  11. support services for individuals and families Mobilizing communities that to improve lives   of program clients financial resources of businesses and employees United Way’s Traditional Approach to Improving Lives DIRECT IMPACT

  12. people, time, talent, relationships, expertise, technology, money, etc. of community populations create lasting changes in community conditions support services for individuals and families Mobilizing communities  improve lives to that   of program clients financial resources of businesses and employees New Model for Improving Lives Uses Two Approaches COMMUNITY IMPACT  DIRECT IMPACT

  13. Community Issue Family characteristics Personal choices Most Direct Service Programs Address Only One or Two Factors

  14. Historical trends Economic conditions Public attitudes Media messages Public sector practices Health care system practices Community Issue Private sector practices Educational system practices Neighborhood conditions System relationships Family characteristics Personal choices Addressing Those Pressing Issues Requires New Approaches and Additional Partners

  15. Who Helps Create Community Change? Whoever can play a role • Agencies • Individuals • Corporations • Labor groups • Government • Foundations • Media • Academia • Institutions • Systems • Formal organizations • Informal associations • Neighborhood networks • Faith-based groups • etc.

  16. What Resources Will We Need? • Not onlymoney • People • Relationships • Time • Talent • Wisdom • Expertise • Leadership • Influence • Technology • Financial assets • . . . • . . .

  17. United Way’s Strengths • Relationships with diverse stakeholders (business, government, individuals, nonprofits) • Reputation as a neutral player • Ability to mobilize communities • Knowledge of community assets and needs • Focus on outcomes/results • 17 million donors • $5 billion+ raised or leveraged • Locations everywhere

  18. Implications of the New Business Model The new model requires new ways of thinking about: • Strategies • Partners • Ownership • Resources • United Way’s role • Resource development • United Way operations

  19. National Issues Education 1. Readiness to succeed in school 2. Academic achievement 3. Productive and engaged youth Income 1. Achieving greater financial stability 2. Increasing income 3. Building savings 4. Gaining and sustaining assets Health 1. Maternal health and infant well-being 2. Basic health care coverage and prevention 3. Healthy youth and adults

  20. National Issues Education 1. Readiness to succeed in school 2. Academic achievement 3. Productive and engaged youth Income 1. Achieving greater financial stability 2. Increasing income 3. Building savings 4. Gaining and sustaining assets Health 1. Maternal health and infant well-being 2. Basic health care coverage and prevention 3. Healthy youth and adults

  21. Achieving the National Goal: Education • By 2018, cut in half America’s drop out rate • 560,000 more on-time graduates - Metric: % of public high school students who graduate on time

  22. Achieving the National Goal: Income • By 2018, cut in half the number of financially unstable families • 1,900,000 more families become financially stable • Metric: % of lower-income working families who spend less than 40 percent of their income on housing

  23. Achieving the National Goal: Health • By 2018, increase by one third the number of youth and adults who are healthy and avoiding risky behavior • 1,900,000 additional healthy young people • 29,900,000 additional health adults - Metric: % of grade 9-12 students and adults 18 and over who are healthy and avoiding risky behavior

  24. National Strategy Local Overall Strategy

  25. National Local Overall Strategy National Goal Setting National Partnerships Learning and Training Working with local United WaysBuilding on their success: • Strategy and Metrics Pilot Project • Mobilization Task Force • Centers of Excellence

  26. National: UWA Coordination • Blueprint built on research and proven models • Build on what’s working across the country • Build on work already happening in system • Early learning, school readiness, middle school mentoring, dropout prevention etc. • Deploy Mobilization Plan tools to United Way system

  27. National: UWA Coordination • Strategic partners who share our values and offer content, research & “know how” • funding, strategies, frameworks, tools and metrics • direct & intensive TA to our field • Establish interim measures of progress

  28. Future National Planning Future planning to address: • Funding • Establishing a standardized measures • Advocating for Federal and State public policy • Developing national social marketing campaigns like Born Learning

  29. National: Partnerships National Partners: • The Forum for Youth Investment • Association of School Administrators • Corporate Voices for Working Families • National Conference of State Legislatures • National Collaboration for Youth • America’s Promise Alliance • Union and Minority Partnerships • Still building

  30. Georgetown Business Strategy Challenge “How can United Way best respond to the economic crisis?”

  31. Community Impact ModelWhat is it we must do to be successful? Paul C. Light, Rebuilding Confidence in Charitable OrganizationsNYU Robert F. Wagner Graduate School of Public Service, Public service brief, October, 2005 Significant positive predictors of confidence in the sector: • Whether they have confidence in the United Way • Whether they believe charities do a god job helping people • Whether they believe charities do a good job spending money wisely • Whether they have higher levels of education • Whether they believe charities do a good job running programs and services • Whether they have confidence in the Red Cross • Whether they have higher income • Whether they are older • Whether they see less charitable waste • Whether they are female

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