Carroll County Baltimore CountyHarford County

Howard County

Baltimore City

Anne Arundel County

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2015-16 Partnership Board Orientation 2015-16 Partnership Board Orientation

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Changing the Odds For Families & Communities

UW Worldwide – United Way “system” brings focus, expertise, scale, diversity,

collaboration and standards of excellence (accountability, transparency, efficiency & effectiveness).

41 countries w/1,800 affiliated organizations; $5.2B USD invested

UW USA – all 50 states/12 in Maryland

1,187 independent 501(c)(3) organizations

$4.2B revenue; National Goals: Education-Income-Health

UW of Central Maryland (UWCM) – Covers 6 jurisdictions

2.7 million people; 50% of population of Maryland

19th largest United Way in U.S. ($34.07M campaign in 2014)

Focus: 3 Building Blocks of Family Stability (Education, Financial Stability &

Health) and Efficient, Effective Fundraising

UWCM’s Place In United Way SystemUWCM’s Place In United Way System

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Volunteer Roles & Responsibilities Volunteer Roles & Responsibilities Board of Directors : governing; legal & fiduciary responsibilityPresident & CEO reports to Board;46 member max. - some seats designated:: 6 for Partnership Board chairs and 1 for Organized Labor

Five Primary Roles:

1.Setting direction for organization

2.Ensuring results

3.Representing United Way in the community

4.Bringing community’s voice to United Way’s decision-making

5.Maintaining community’s trust in the organization

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Jim Wheeler, Chair

Partnership Board: “eyes, ears, voice & presence” of UWCM in its jurisdiction

Six of UWCM’s board-level, non-governing volunteer structures

Three Primary Roles:

1.Fundraising/Friend Raising (enabling fundraising)

2.Community Investment (understanding local needs &distributing $$)

3.Community Engagement (creating visibility and fostering volunteerism)

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2015-2016 Partnership Board Chairs2015-2016 Partnership Board Chairs•Anne Arundel Tonya Hill BB & T Bank

•Baltimore City Honorable Susan Gauvey U.S.

District Magistrate (Retired) . •Baltimore County Kenneth Westary Community College of Baltimore County

•Carroll County Ralph Arnold Transamerica •Harford County Paige Boyle Kornke Boyle Buick

•Howard County Duane St. Clair St. Clair Consulting

Ralph ArnoldDuane St. Clair

Kenneth Westary

Paige Boyle Kornke

Tonya Hill

Susan Gauvey

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Board, Committees & Their Staff

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Staff Roles & Responsibilities Staff Roles & Responsibilities

UWCM UWCM Strategic Strategic Direction Direction 2014-20162014-2016

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Basic Needs Report’s Key FindingsBasic Needs Report’s Key Findings

FINANCIAL STABILITY•Target population: - ≤300% Federal Poverty Level (FPL) - was below self-sufficiency wage in 5 jurisdictions

•Major benefit programs stop at ≤250% FPL

•All 6 jurisdictions saw increases in % of children in poverty

•Evictions for region increased 5%

•All jurisdictions saw double digit increases in homelessness

HEALTH•Healthcare was one of 2-1-1’s most requested services (#6)

EDUCATION

•2 jurisdictions have H.S. graduation rates that meet/exceed state standard 90%

•Most jurisdictions have double digit % of those reading below grade level8

Mission & VisionMission & Vision

Mission:

Mobilize the community to improve people’s lives

Vision:

“All central Marylanders have the opportunity to attain a quality education, financial stability and good health - the basic building blocks of a successful life.”

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Family Stability

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Value Proposition Value Proposition

UWCM Theory of ChangeUWCM Theory of Change

“In order to have strong, stable communities, families within those communities must be strong and stable.

This requires housing, financial stability, good health and quality education to be present and available for these families: the basic

building blocks of self-sufficiency.

By targeting resources in identified high need communities while ensuring the safety net across the region remains effective, the trajectory can be changed for these families and ultimately their

communities.”

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Family Stability

GOAL 1: Advance basic building blocks of education, financial stability and health to help families facing poverty achieve self-sufficiency.

GOAL 2:

Be an efficient, effective & trusted fundraiser.

WHAT

Changing The Odds For Families & CommunitiesChanging The Odds For Families & Communities

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Family Stability

Regional Initiatives Place-Based Sites Long –Term Investments & Local Safety Net

GOAL 1: Advance basic building blocks of education, financial stability and health to help families facing poverty achieve self-sufficiency.

1. Park Heights at Arlington

2. Brooklyn/Curtis Bay3. North. Laurel4. Cockeysville5. East Side at

Henderson-Hopkins

1. Family Stability Investments

2. Operating Grants3. Response Grants

1. 2-1-1 at UWCM2. Shelter Diversion3. Early Warning &

Response System4. Access to Healthy Food5. Volunteer Engagement

HOW

GOAL 2:

Be an efficient, effective & trusted fundraiser.

WHAT

6. West Side at Promise Heights

7. Dundalk8. Meade Severn9. Carroll (county-wide)10. Park Heights at Martin

Luther King Jr.

Changing The Odds For Families & CommunitiesChanging The Odds For Families & Communities

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Family Stability

Regional Initiatives Place-Based Sites Long –Term Investments & Local Safety Net

GOAL 1: Advance basic building blocks of education, financial stability and health to help families facing poverty achieve self-sufficiency.

1. Park Heights at Arlington

2. Brooklyn/Curtis Bay3. North. Laurel4. Cockeysville5. East Side at

Henderson-Hopkins

1. Family Stability Investments

2. Operating Grants3. Response Grants

1. 2-1-1 at UWCM2. Shelter Diversion3. Early Warning &

Response System4. Access to Healthy Food5. Volunteer Engagement

HOW

GOAL 2:

Be an efficient, effective & trusted fundraiser.

WHAT

6. West Side at Promise Heights

7. Dundalk8. Meade Severn9. Carroll (county-wide)10. Park Heights at Martin

Luther King Jr.

Partnership Boards

Changing The Odds For Families & CommunitiesChanging The Odds For Families & Communities

Long-Term Investments and Local Safety NetLong-Term Investments and Local Safety Net

How much did the Partnership Boards allocate to FY 2016 Investments?

$3,000,500

What AreWhat Are““Local Family Stability Investments?” Local Family Stability Investments?”

Deliberate and focused jurisdictional investments designed to produce measureable outcomes over time to

help change the trajectory for families and communities.

(Minimum $50k/year)

16HANDOUT: “Partnership Board Grants and Investments”

What AreWhat Are““Community Operating Grants?” Community Operating Grants?”

Support the “local safety net” annually in each jurisdiction by helping nonprofits that are meeting basic needs continue to function (up to $30k).

17HANDOUT: “Partnership Board Grants and Investments”

What AreWhat Are““Community Response Grants?” Community Response Grants?”

Quarterly opportunities to help deal with true emergencies at nonprofits that are typically not anticipated through normal

budgeting processes (up to $7.5k).

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FY2016 Community Operating Grants FY 2016 Requests Received (Apps.)

FY 2016 Requests Received

($)

FY 2016 Funding Available

FY 2015 Requests Received (Apps.)

FY2015Requests Received

($)

FY 2015 Funding Available

Anne Arundel County

29 $771,657 $240,000 36 $826,395 $250,000

Balt. City

92 $2,541,524 $480,000 133 $3,220,303 $496,000

Balt. County

47 $1,297,064 $330,000 53 $1,287,141 $301,000

Carroll County

16 $378,000 $62,000 17 $396,750 $50,000

Harford County

19 $530,000 $140,000 32 $633,929 $150,000

Howard County

15 $367,000 $104,000 20 $424,722 $100,000

Totals: 218 $5,885,245 $1,356,000 291 $6,789,240 $1,347,000

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Family Stability

Regional Initiatives Place-Based Sites Long –Term Investments & Local Safety Net

GOAL 1: Advance basic building blocks of education, financial stability and health to help families facing poverty achieve self-sufficiency.

1. Park Heights2. Brooklyn/Curtis Bay3. North Laurel4. Cockeysville5. East Side at

Henderson-Hopkins6. West Side at

Promise Heights

1. Family Stability Investments

2. Operating Grants3. Response Grants

1. 2-1-1 at UWCM2. Shelter Diversion3. Early Warning &

Response System 4. Access to Healthy Food5. Volunteer Engagement

HOW

GOAL 2:

Be an efficient, effective & trusted fundraiser.

WHAT

Changing The Odds For Families & CommunitiesChanging The Odds For Families & Communities

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Regional Initiatives, Programs & PartnershipsRegional Initiatives, Programs & Partnerships

HOMELESSNESS PREVENTION &

SHELTER DIVERSION

HANDOUTS: “Building Self-Sufficiency…” & “Progress Report”

EARLY WARNING AND

RESPONSE SYSTEM

Changing The Odds For Families & CommunitiesChanging The Odds For Families & Communities

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Family Stability

Regional Initiatives Place-Based Sites Long –Term Investments & Local Safety Net $3m

GOAL 1: Advance basic building blocks of education, financial stability and health to help families facing poverty achieve self-sufficiency.

1. Park Heights at Arlington

2. Brooklyn/Curtis Bay3. North. Laurel4. Cockeysville5. East Side at

Henderson-Hopkins

1. Family Stability Investments

2. Operating Grants3. Response Grants

1. 2-1-1 at UWCM2. Shelter Diversion3. Early Warning &

Response System4. Access to Healthy Food5. Volunteer Engagement

HOW

GOAL 2:

Be an efficient, effective & trusted fundraiser.

WHAT

6. West Side at Promise Heights

7. Dundalk8. Meade Severn9. Carroll (county-wide)10. Park Heights at Martin

Luther King Jr.

Carroll County

Baltimore CountyHarford County

Howard County

Baltimore City

Anne Arundel County

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Park Heights at Arlington

Brooklyn/ Curtis Bay

North Laurel

Cockeysville

East Side at Henderson

Hopkins

West Side at Promise

Heights

Dundalk

Meade Severn

Park Heights at Martin Luther

King, Jr. See Inset at Right

Multiple Regionally-Based Services/Programs/Initiatives

Neighborhood Place-Based Integrated ServicesNeighborhood Place-Based Integrated Services

How Do We Measure Success?How Do We Measure Success?

• How do we decide what to measure?

• Where do our measures come from?

• When and how do we measure?

• How do we ensure independence and objectivity?

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Quarterly Progress ReportQuarterly Progress Report

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Count % Count %

Families served 185 272

School-age children in families served 369 593

New entrant families 56 NA

Families with successful program completions 12 6% 80 29%

Families disengaged from program1 5 3% 24 9%

Families in program at quarter end 168 NA

Families that did not become homeless while in program2 185 100% 272 100%

Families with an increase in income 36 19% 99 36%

Children that remained in their school of origin* 362 98% 570 96%

Children that had a planned, supportive transfer in school 6 2% 18 3%

All Prevention Programs Combined

Prevention Report3Q FY 2015 Cumulative

(1/1/15 to 3/31/15) (5/1/12 to 3/31/15)

Active programs located in Anne Arundel County, Baltimore City (Park Heights, Brooklyn/Curtis Bay, East Side at Henderson-Hopkins, Promise Heights), Baltimore County (Cockeysville), Carroll County, and Howard County. Programs to launch in Dundalk (Baltimore County), Highlandtown (Baltimore City), and Harford County.1 Reasons that families disengage from the program vary and include: move out of the program area, referral to alternative program, and non-compliance with program participation requirements.2 While there were families who disengaged from the program, no families became homeless while in program.* One student did not remain stable in school through the end of March 2015; aided by case management, the student made a planned, supported transfer in April, but that 4Q activity is not reflected in the counts above.

Site-Based Family Stability Dashboard

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Count %Families served 146Families placed in housing, % of families served 141 97%Children in families placed in housing 330Families at 6 months since placement, % that sustained housing 69 99%Families at 12 months since placement, % that sustained housing 46 96%Families that transitioned in place, % of families placed in housing 55 39%Families disengaged from program, % of families placed in housing 2 1%Families re-entering shelter system, % of families placed in housing 2 1%

All Programs Combined

Shelter Diversion and Rapid Rehousing ReportCumulative (1/1/13 to 3/31/15)

53 families have fully assumed responsibility for their housing, are no longer receiving rental assistance , and remain housed. 139 of the 141 families placed in housing (99%) have remained housed.

Regional Family Stability Dashboard

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Regional Family Stability Dashboard

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196 92 39 137 52 244 195 93

196144 123 127 122 122

244

205156

30

90

150

210

270

Mar-2013 Jun-2013 Sep-2013 Dec-2013 Mar-2014 Jun-2014 Sep-2014 Dec-2014 Mar-2015

Day

s

Average Length of Shelter Stayof Families Served in Rapid Rehousing Program

Quarterly Average Shelter Stay, Original ProgramQuarterly Average Shelter Stay, Redesigned ProgramCumulative Average Shelter Stay Cumulative data starts from each program's inception

Goal 2 - Efficient & Effective FundraiserGoal 2 - Efficient & Effective Fundraiser

Member of largest charitable organization in US & world

Solicits 300,000+ prospective donors in aggregate

600+ private sector business relationships in central Maryland

Source of low cost funding for more than 1,600 agencies

Open, flexible designations for as little as $2.00 per week

Designation fees only 5% with a $5 minimum / $500 cap

MANO Standards for Excellence certified (14 years)

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Standards for Excellence® Accredited

Strategic Imperatives that Support the 2 GoalsStrategic Imperatives that Support the 2 Goals

Strategic Imperatives:

A.Deepen and Broaden our Family Stability Work

B.Balance Regional Initiatives, Local Action and Individual Engagement

C.Increase and Diversify Revenue and Resources Under Management

D.Focus on Workplaces & Individuals in Building Relationships & Our Brand

E.Align Governance, Staffing & Operations to the Work

F.Maintain Strong Two-Way Communications With Key Stakeholders

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How Do $$ Flow to Support Our Work?How Do $$ Flow to Support Our Work?

• How much revenue does UWCM have each year in total?

• How much of that do we have control over?

• What do we do with it?

Resource Allocation Summary FY 2015Resource Allocation Summary FY 2015Based on UWCM Projected F/S for June 30, 2015Based on UWCM Projected F/S for June 30, 2015

[ $5.87 M + $1.45 M ][ $21.09 M + $9.49 M ]

=+PROGRAMS = $30.58 M OPERATIONS = $7.32 M $39.44 M$39.44 M

TOTAL TOTAL PROJECTED PROJECTED REVENUES REVENUES (CAMPAIGN . GRANT, FEE

INCOME, SPONSORSHIPS

, OTHER INCOME,

INVESTMENT GAINS, ETC.)

Public SectorPublic Sector

CFC, MCC & CCC DONOR CHOICE (DESIGNATIONS TO AGENCIES)

$ 9.49 Million

$ 1.45 Million

Public SectorPublic Sector

+[$1.54M ] Overhead = 18.34%

RESOURCES UNDER

MANAGEMENT

$ 19.9M

UWWLICENSING FEES

$0.2 Million

RESERVES

$1.54 Million

Private SectorPrivate Sector

FUNDING FOR IMPACT WORK

$6.85 Million

DONOR CHOICE (DESIGNATIONS

TO AGENCIES)

$ 10.07 Million

211 MD at UWCM

$1.27 Million

UWCM PROGRAM SERVICES

$2.90 Million

FUNDRAISING & MARKETING $ 3.71 Million

Private SectorPrivate Sector

ADMINISTRATION$ 1.96 Million

SurplusSurplus(INCLUDES

UNREALIZED GAINS)

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UWCM has held Standards for Excellence “Seal of Excellence” since 2000.

Standards for Excellence® Accredited

Independent Ratings Are SolidIndependent Ratings Are Solid

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UWCM “star” rating next to highlighted box. Number represents percentage of ALL organizations reviewed which received that star rating.

RM

  Based on 2007 (42) Based on 2008 (99) Based on 2012(213)

4 Star 35.7% 13.1% 34.3%

3 Star 38.1% 43.4% 52.1%

2 Star 23.8% 32.3% 13.2%

1 Star 2.4% 11.1% 0.0%

0 Star 0.0% 0.0% 0.4%

UWCM IS CHANGING THE ODDS UWCM IS CHANGING THE ODDS FOR FAMILIES & COMMUNITIFOR FAMILIES & COMMUNITIESES

We’re advancing the basic building blocks of education, financial stability and health to help families facing poverty

achieve self-sufficiency. Results-driven programs. Collective impact.

 

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What To Say: Elevator SpeechWhat To Say: Elevator Speech

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What To Say: UWCM’s ValueWhat To Say: UWCM’s Value

From Back Page of Progress Report

Tools: Online Board & Partnership Board ManualTools: Online Board & Partnership Board Manual

To Log In:Visit: www.uwcm.org/board

Username: uwcmboard

Password: 2015

Online Manual Will Go Live Late September 2015

Carroll County Baltimore County Harford County

Howard County

Baltimore City

Anne Arundel County

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Questions?