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Historical United Way Model
• “Community Chest” “Crusade of Mercy”
• Raise money through concentrated
Workplace ‘Campaigns’
• Fund strong ‘Member’ Agencies year-
over-year
• Fund small amounts of everything
• Many small, local United Ways
supporting local agencies
Environment Demands Change
• Corporations and individuals become more
targeted in their philanthropy
• Workplace giving shows two decade year-over-year
decline
• UWMC moves towards greater operational
efficiency (2004 UWMC merger)
• Dramatic rise in poverty and need
• UWMC focuses on high-impact investments as
public funding for
education, health and human services decline
United Way Worldwide’s Response
TRANSFORM UNITED WAY FROM BEING A
WORK PLACE FUNDRAISING ORGANIZATION TO:
A SOCIAL IMPACT ORGANIZATION
UWMC’s Transformation to Impact Funding: A three-year processFY 2010: INCOME: FINANCIAL STABILITY• Objective: Increase the number of households
earning, accessing and managing an adequate income.
• Interventions:– Job placement– Access to income supports– Financial literacy– Asset building
UWMC’s Transformation to Impact Funding: A three-year processFY 2011: HEALTH
• Objective: Reduce the increase of chronic disease and eliminate barriers to comprehensive health services.
• Interventions:– Access to primary, comprehensive health care– Prevention of chronic disease– Responding to crises
UWMC’s Transformation to Impact Funding: A three-year process
FY 2012: EDUCATION• Objective: Prepare children to enter kindergarten
ready to learn; keep teens in school and ensure they graduate on time.
• Interventions: (proven predictors of high school graduation)– Ensure children 0-5 enter school ready to learn– Support kids to transition
successfully into high school
Our Challenge
IF ONE FAMILY RECEIVED ALL OF THESE INTERVENTIONS
FOR TEN YEARS,
HOW WOULD THEIR LIVES BE DIFFERENT?
AND IF 1,000 FAMILIES IN ONE AREA COULD ACCESS THESE SERVICES OVER TEN
YEARS,
HOW WOULD THAT COMMUNITY CHANGE?
Our Footprint
• Six County Region
• Four ‘Areas’– North (Northwest and North Shore)– DuPage/West Cook– South-Southwest– Chicago
• Our Target Demographic– People living at 200% of the Federal Poverty
Level (FPL) or less
The Next Step: Focusing on the Areas of Greatest-Need
Determine Communities Based on Greatest-Need and Capacity
SCREENING FACTORS• Need defined by:
– Children living in poverty and families living under 200% of FPL
– Median income– Education level and ISAT scores– Unemployment
Screening Factors Continued
• Capacity as defined by:– Existing UWMC investments– Existing best practice models with potential for
expansion– Populations density– School presence and success
Primary areas of interest include:
AREA A: Lawndale/Garfield Park/Near West Side
AREA B: New City/Englewood/Chicago Lawn/ Gage Park/ Greater Grand Crossing
AREA C: Woodlawn/South Shore/South Chicago
Secondary areas (indicated by dashes) include:Austin Humboldt Park
Primary areas of interest include:
AREA D: West Chicago and Carol Stream area
AREA E: Addison and Bensenville area
AREA F: Melrose Park, Maywood and Bellwood area
AREA G: Cicero, Berwyn, Oak Park and Forest Park
Secondary areas (indicated by dashes) include:Naperville, Woodridge areaWillowbrook, Westmont area
Northwest Primary areas of interest include:
AREA H: Carpentersville
AREA I: Northeastern Palatine and Rolling Meadows
AREA J: Wheeling, Prospect Heights, Mount Prospect, Des Plaines, Rosemont
AREA L: Evanston and Skokie
Northwest Secondary areas (indicated by dashes) include:Streamwood and Hanover Park
North Shore Primary areas of interest include:
AREA K: Highwood, Highland Park
AREA L: Evanston and Skokie
(There are no secondary areas of interest for North Shore.)
Please note: these are separate UWMC Member United Way offices that overlap in Area L, which is why these offices are represented together on this map. However, funding decisions are made independently by each office.
Primary areas of interest include:
AREA M: Robbins, Posen, Dixmoor
AREA N: Harvey, Dolton, Riverdale
AREA O: Chicago Heights, Ford Heights
Secondary areas (indicated by dashes) include:Blue IslandCalumet CitySauk Village
Why This Strategy?
• As resources continue to decline- especially at the state level, we need to be laser-focused on leveraging all our resources to create the greatest impact.
• Targeted interventions in greatest-need areas with strong capacity are the most efficient ways for UWMC to deliver measurable impact through mobilized resources.
• We need to attack the root causes of our region’s problems through a
long-term systemic approach, rather than providing stand alone services for people in need.
Our LIVE UNITED 2020 Goals for Income, Education and Health
Almost 2 million people currently reside in our United Way Partner Communities, and more than half of them live in poverty.
For those in or near poverty, United Way’s transformational 10-year commitment will:
• Advance economic stability for 100,000 households• Help 50,000 underperforming middle school kids enter
high school ready to succeed
• Connect over 200,000 people with available, preventative health services
• Across the six-county region, United Way will answer the immediate crisis needs of 1 million people every year by providing shelter, food and freedom from violence
The LIVE UNITED 2020 goals are derived from current UWMC results, projected reporting over time and research on program capacity.
Leveraging All of our UW Assets to Transform our Region
• Funding
• Corporate partnerships
• Service providers
• Community leadership
• Government leaders
• Favorable, strong brand recognition
• In-kind donations
• Skills based volunteering
• Legislative and community advocacy
• Technology
• Parents, students and teachers
Getting There
FY 2012• Leading with the Education Initiative
– Community Schools in United Way Partner Communities
– Early Childhood Grants: Quality Preschool & Home Visitation
• Engaging community residents and leaders
• Mobilizing volunteer resources
• Build legislative and community advocacy platforms that strengthen the health and human service sector