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United Way of Metropolitan Chicago
TOGETHER, WE CAN CHANGE THE STORY
Transforming Chicagoland Communities
Community Conditions: Need Has Never Been Greater and Public Resources Never Scarcer
RISE IN POVERTY• 1.4 million people (15%) are poor in the Chicago metropolitan area
• 99% increase of poverty in Chicago suburban areas vs. 64% for US suburbs from
2000 to 2010
• 10.8% unemployment in Cook County vs. 7% nationally
EDUCATION CRISIS• Graduation rate in Chicago Public Schools is 65% in 2013 vs. 87% across IL
• Funding cuts and school closings
CHANGING HEALTH CARE LANDSCAPE• 1.6 million people are uninsured in Illinois; many aren’t able to navigate new
Affordable Care Act to access care
• Heart disease, stroke, type 2 diabetes, and some cancers, though preventable,
remain prevalent through the region.
ESCALATING URBAN VIOLENCE• Highest number of murders of any U.S. city
STATE & FEDERAL FUNDING CHALLENGES• State pension payments squeezing human services funding
• Federal spending caps adversely affecting vulnerable populations
2
United Way’s Transformation
3
FROM TO
UWMC Impact Framework
Vision
LU2020 Impact
Outcomes1
LIVE UNITED 2020
Community
Impact Plan
MissionImprove lives by mobilizing people to invest in the community where
their resources are needed most.
Metropolitan Chicago is a region of thriving communities where
all individuals & families are able to reach their full potential.
• Help 50K underperforming middle
school kids enter high school ready to
succeed
• Advance economic stability for 100K
households
• Connect 200K people with available,
preventative health services
• Answer approximately 1 million instances
of crisis each year by providing food,
shelter and freedom from violence
4
1) High-value targets based on $75M sustainable revenue, $25M in UW style
capital campaign and reported agency results.
Hub and Spoke Service Model
5
LIVE UNITED Neighborhood Networks further penetrate partner communities with concentrated and
integrated services through a community school or center.
2)COMMON AGENDA
� Lead process to establish shared
vision, goals, action plan and
measurement system among the
coalition
� Provide holistic social services by
integrating education, income
and health services within
community schools/centers
6
United Way’s Leadership Role: The 5 “C’s”
4) COMMUNICATION
� Facilitate communication among coalition and
residents through meetings, site visits, etc.
� Share ideas and best practices across
networks
5) CONTINUOUS IMPROVEMENT
Data drives action - through shared
measurement system and data analysis
ensure coalition is accountable for
results and making informed decisions
to align services with needs
1) COLLABORATION
Convene the right community
partners to collaborate and
implement neighborhood-specific
solutions
3) COORDINATION
As backbone organization, serve as “Project
Manager” to manage goals, deliverables,
budgets, timelines & measurement systems
� Generate incremental resources for plan
execution (Financial, in-kind, volunteerism)
LIVE UNITED Neighborhood Network
7
Broad Guiding PrinciplesPilot Selection
School
• Stable, neighborhood public school (not charter)
• Strong school leadership
• Positive working relationship with lead nonprofit
• Academics trending upwards
Community
• UWMC identified Partner Community
• Absence of large coordinating body
• Presence of other strong partners to form a network
• Ability to generate donor excitement & community impact
Partner
• High performing, financially secure, and woven into the fabric of the community
• Delivering Education and Income/Health services; able to deliver results
• Serving a population beyond the school
LIVE UNITED Neighborhood Network:
CATALYST FOR COMMUNITY CHANGE
Understand• Build a strong
foundation for change by building a deeper understanding of communities
Understand• Build a strong
foundation for change by building a deeper understanding of communities
Mobilize• Generate and align
resources to address identified community gaps & opportunities
Mobilize• Generate and align
resources to address identified community gaps & opportunities
Transform• Advance positive,
measurable community change
Transform• Advance positive,
measurable community change
8
Understand: Opportunity Analysis
Collaboratively Indentify Community Needs
• Community Profile
• Community Input• Partner Insights
Identify Potential Goals & Strategies
• Commuity Partner Identified Priorities
• UWMC Indentified Priorities aligned with LU2020
Develop & Apply Decision Matrix
• Quantitative Factors
• Qualitative Factors
9
Initiative Selection
• Developed 3-4 key Outcomes for Community• Aligned initiatives with goals of LUNN, key metrics and
high-value outcomes of LU2020. • Prioritized initiatives that had impact across multiple
issue areas.• Recognized need for staffing directed at coordination
and integration.• Resource Development and Marketing teams evaluated
initiatives’ individual and collective potential to generate donor interest.
• Identified focus on student and family engagement as central theme that ties together learning components of the model.
10
Brighton Park
Launch Date: February, 2013
Community Profile: Second fastest growing community in city of Chicago (pop. 45,368),
predominantly Latino; a 235% increase in the number of children living in poverty from 1990-2005
Neighborhood-specific Solutions: Working with Lead Partner, Brighton Park Neighborhood Council,
and convening a coalition of partners such as local schools, non-profit agencies (Gads Hill, Heartland
Alliance, SGA Youth Services, Center for Economic Progress), parents, legislators and businesses to
address community issues
11
“The relationship with
United Way has been an
amazing catalyst for
change in our
neighborhood…”
-- Patrick Brosnan
Executive Director,
Brighton Park
Neighborhood Council
Brighton Park
Results-To-Date (6 month mark):
Community Schools - A range of on-site community programs and services that support the success of students
and their families are provided through three schools (Burroughs, Davis, Shields Middle); Over 400 students are
served through the Community Schools programming; 93% of which were promoted on time with satisfactory
attendance; Community Schools serve as hubs for the Neighborhood Network.
12
“Mesirow Financial and United
Way share the same belief that
education and economic stability
are intrinsically linked, and that
through the investment of
organizations like ours we can
positively impact the families and
businesses of the Brighton Park
community.”
- Kristie Paskvan, CFO of
Mesirow Financial and United Way
of Metropolitan Chicago board
member.
Health Promoters – parents receive training & are employed to promote
healthy eating and exercise behaviors ; 4 health promoters hired and have
conducted over 24 workshops with 150 participants.
Tax Assistance - No-fee tax preparation services;
generated $140,000 in tax refunds for 70 families.
Parent Mentors – Parents promote academic success by
providing in-class assistance to teachers. Parents also
receive training & stipend. 32 parent mentors have been
hired and are working with over 500 students; Mesirow
Financial is supporting this program financially and
providing employee volunteers within the schools.
West Chicago
Expected Launch Date: Spring, 2014
Community Profile: A suburban community 30 miles west of the city of Chicago; houses the 5th largest elementary school district
in DuPage County, growing population of 26,663 residents with a very high number of undocumented residents, 72% of students
are of Hispanic origin
Neighborhood-specific Solutions: Working with Lead Partners, Metropolitan Family Services and WeGo Together for Kids, a
community-based coalition, convening partners such as local schools, non-profit agencies, parents, legislators and businesses to
address community needs.
13* Quantitative goals to be determined
Appendix
Three-year Budget Estimate
Initiative Timeline
Additional Indicators
15
Three-year Budget Estimate
16
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY13 FY14 FY15
UW Operating
Additional $ Raised
Community Fund
Learning Launch Set-aside
Sept ‘12 Winter 2013 Summer 2013 United Way FY 14 United Way FY 15
United Way FY 13
Parent Mentors
in Schools
Health Promoters
Soft skills Training
Oct ‘12 Nov ‘12
Planning/Training 4 mentors in each of 3 comm schools
($50k)4 mentors in 6 schools ($70k) 5 mentors in 8 schools ($100k)
1 Promoter in each of 4 schools;
80 parents engaged directly ($70k)
1 Promoter in each of 6 schools;
160 parents engaged directly ($115k)
1 Promoter in each of 9 schools;
200 parents engaged directly ($150k)
Select Partner/ Sites/Hours 1 site 2x/wk ($35k)Tax Prep
VITA Sites
Identify Partners
& Develop Curriculum
Financial &
Technological
Literacy Classes
Planning/Training
Early Childhood
Education Home
based providers
IDA
Build collaboration. Recruit participants. Provide trainings to 15-20 new home-based providers. Link Providers to IDA
Identify partners, review AFI grant application
Fundraise for match funds
Implement soft skills workshops
100 parents engaged ($10k)
Implement classes
40 parents engaged ($10k)
1 site 2x/wk ($35k) 1 site 2x/wk ($35k)
Identify Partners/Curriculum
Implement soft skills workshops
100 parents engaged ($10k)
Implement classes
40 parents engaged ($10k)
Fundraise match dollars, Prepare
grant
IDA Implementation
(yrs 3-6, $150k/yr)
17
Sept ‘12 Winter 2013 Summer 2013 United Way FY 14 United Way FY 15
United Way FY 13
Healthcare
Access
ECE Slots
On-the-Ground
Coordination &
Integration
Oct ‘12 Nov ‘12
Provide advocacy support for build of Davis Healthcare Center Support service provision ($200k)
Advocate for expansion of current partners reach Fund 1 ECE program through application cycle ($150k)
Sector-based
Workforce Dev
Recruit/Hire Learning
Launch Coordinator
UW Staff
Support*
Build Collaboratives. Work towards
collective impact
Fund sector-based WD program ($200k)
Coordinate and Integrate Services
)
Advocate for expansion of current partner reach
Convene partners. Conduct on-going community conversations. Build high-level collaboration in support of learning
launch. Mobilize resources. Measurement and Evaluation of services and model. Foster accountability.
$40k $60k $60k
$75k $100k $100k
*Existing Expenses supported through operating budget
18
Education: Help 50,000 under-performing middle school kids enter high school ready to succeed
Goal Objective Strategy Indicators FY13
Budget
Annual
Budget at
Scale
Brighton Park
children &
youth are ready
to learn
Increase access to
high quality early
childhood
education
Collaboration and
Coordination with
Action for
Children to
provide trainings
for home-based
providers.
# of trainings
provided to
new providers
# of new
providers
$0 $0
Advocate with
current Early
Childhood
partners re
expansion into B.P.
# of new early
childhood
education slots
$0 $150,000
Increase
parent/family
engagement in
student education
Implement parent
mentors program
- parents serve as
classroom support
% of students
whose parents are
engaged in school
activities
$50,000 $100,000
19
Health: Connect 200,000 people with available, preventative health services
Goal Objective Strategy Indicators FY13 Budget Annual
Budget at
Scale
Brighton Park
families live
longer, healthier
lives
Promote a
healthy
environment in
support of
childhood
obesity
prevention
Implement
Health
Promoters
Program
-#/% youth who
consume 5+
fruits/veggies
per day
-#/% youth who
engage in 1+ hr
activity
-# of changes to
health
environment
made/sustained
$70,000 $150,000
Increase access
to medical care
Advocate for
and support
Increased
Access and
Breadth
Healthcare
Services
-#/% who have
regular place for
medical care
$0 $200,000
20
Income: Advance economic stability for 100,000 households
Goal Objective Strategy Indicators FY13 Budget
Annual Budget at Scale
Brighton Park
Households
stabilize and
build financial
security
Households
improve their
financial
position
Provide IDA
accounts and
skills training to
support
education/micr
oenterprise
-#/% adults
who get accts
-$Saved &
leveraged
$0 $150,000
Adults find
family
sustaining jobs
Provide soft-
skills training to
parent mentors
and parent
health
promoters
$10,000 $10,000
Leverage existing
partnerships to
bring
technological and
financial literacy
education to
parents
$10,000 $10,000
21
Income (Cont)
Goal Objective Strategy Indicators FY13 Budget Annual
Budget at
Scale
Adults find
family
sustaining jobs
Advocate with
current sector-
based WD
partners to
expand services
into BP
-#/% who
get/keep jobs
-#/% who gain
marketable
skills &
credentials
$0 $200,000
Increase
families' access
to supports to
make ends
meet
Leverage existing
UWMC
partnerships to
expand VITA
services to BP
-$ value of EITC
and other tax
credits
-# of
households that
receive free tax
assistance and
claim EITC and
other tax credits
$35,000 $35,000
22
Additional Indicators
23
– Communities: # of tangible improvements in coordination/integration at the community level that directly contribute to UWMC goals.
– Systems: # of tangible improvements on sector level to improve or strengthen human & public service delivery systems that directly contribute to UWMC goals.
– Policies: # changes to policies, laws, or regulations achieved through United Way advocacy efforts on local, state, or federal level that directly contribute to UWMC goals.
– Sustainability: # of new cross-sector partnerships that directly contribute to UWMC goals.
