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UWRA Updates



TAKING ON NEW CHALLENGES

2/7/2022

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MEET AMY LINDNER, PRESIDENT & CEO WW OF GREATER MILWAUKEE & WAUKESHA COUNTY

For anyone who knows United Way of Greater Milwaukee & Waukesha County, they know that this organization is not afraid of big challenges.
“I’m really proud that we don’t shy away from problems that many people think are impossible to solve,” says Amy Lindner, President & CEO of United Way of Greater Milwaukee & Waukesha County.
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“We know that these issues are important to our community, and we know that we have the ability to bring the right people together to do something about them.” When Lindner mentions big challenges, she’s referring to topics like ending family homeless in the region by 2023, reducing barriers to a good job, and focusing on racial equity and social justice. “One of the things that continues to inspire us is the generosity of the people in our region,” said Lindner. “But with this generosity comes expectations. And they’re good expectations. Our donors want someone to be good stewards of their money. They want someone they can trust. They want someone to take on big issues. These expectations guide us in who we aspire to be as an organization.” Lindner knows a bit about tackling big things. She holds degrees from the University of Wisconsin-Madison and the University of Notre Dame Law School. She was a partner at the law firm of Reinhart Boerner Van Deuren. She served as the President and CEO of Meta House, a Milwaukee-based nonprofit whose mission is to end the generational cycle of addiction by healing women and strengthening families. And since 2018, under Lindner’s leadership as President & CEO, United Way has raised over $170 million for the community. And yet her biggest accomplishment may be what’s happening right now, as she navigates United Way and the community through a once-in-a-generation pandemic. Read more in our NEWSLETTER about how Amy and her team are working to make a difference in the lives of those in their community.
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The Year in Review

1/5/2022

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In 2022, UWRA’s Board of Directors are forging ahead to rebrand and reposition UWR to define and prioritize objectives for UWRA’s future. 

One key outcome is to rebrand and reposition UWRA to be more reflective of its membership (e.g., current and former United Way leaders, alumni and retirees). Watch for an announcement in early 2022 as the final steps are taken. ​

Making Connections

AMPLIFYING AGING INITIATIVE
​As an extension of the Aging in Place research UWRA conducted in 2019 -funded by a grant from the Cinda A. Hallman Memorial Fund -- UWRA continued to amplify United Way’s commitments to older adults in 2021. UWRA regularly promoted knowledge sharing among UWRA members and local United Ways through blog posts and newsletter articles. UWRA also offered members the opportunity to participate in an Aging Mastery Program® created by the National Council on Aging (NCOA). 
​MEMBER GATHERINGS
UWRA members continued to connect online with each other and the United Way network through 40+ events in 2021. Programming included History Hangouts, Introduction to Implicit Bias, Member Meetups, Onboarding for New(er) Members, Town Halls with United Way Worldwide (UWW) leadership, and alumni calls with various affinity group members (e.g., Advanced Leadership Program (ALP) graduates, Alliance for Black Professionals, The Key Cities, Select Cities, Vice Presidents of Resource Development, and more). 
​UPDATES NEWSLETTER
The UWRA newsletter, published three times each year, is distributed to UWRA members and United Way CEOs. Regular features include updates from United Way Worldwide, a ‘Meet the CEO’ column to (re)introduce local United Way leaders, and a ‘Spotlighting Success in the Network’ column to amplify local United Way support for older adults.  
UWW PULSE & UNITED WAY ONLINE
Many UWRA members receive PULSE, UWW’s twice-weekly e-newsletter formerly known as Breakfast with United Way, and access United Way Online (UWO), UWW’s repository of knowledge and information for the network. PULSE and UWO are exclusive member benefits for UWRA members.
UWRA WEBSITE
UWRA’s website remains a key communication vehicle for current and prospective UWRA members. One of the most visited pages is the Acknowledgements page (https://www.uwra. org/acknowledgements), which includes UWRA’s Leadership Giving Circle, Loyal Contributors, and UWRA Endowment Founders and Contributors. ​
UWRA SOCIAL
​In 2021, UWRA launched a members-only Facebook group and a public LinkedIn group, adding two more ways for members to stay connected to each other and the network. Visit https://unitedway.workplace.com/groups/ UWRA.Members/ and https://www.linkedin.com/ groups/113977/ to follow UWRA on social media. 

Making a Difference

UWRA MEMBERS AS NETWORK RESOURCES
​New and stronger partnerships with UWW staff, state association leaders, regional engagement directors, and local United Way executives were key to appreciable progress made in 2021. Examples of specific advisory areas and offerings are referenced below. 
CEO ASSIST CEO Assist, a dedicated email address for United Way professionals to request confidential assistance, is offered as a safe and neutral communication channel monitored by UWRA. 
COACHING & MENTORING
UWRA hosted four CEO Circles in 2021, connecting small groups of current and former CEOs to help navigate the issues that are “keeping them up at night.” UWRA also expanded its collaboration with UWW’s People & Culture team to support mentoring opportunities for participants in UWW’s LEAD program (Leaders Engaged in Accelerated Development). 
ENDOWMENT & PLANNED GIVING (EPG) INITIATIVE
UWRA’s pro bono planned giving consultants hosted regular “office hours” to offer guidance to local United Way staff who are interested in establishing and growing endowment and planned giving programs. 
ENGAGING LATE-CAREER PROFESSIONALS AND RETIREES INITIATIVE
Advancing the United Way network’s engagement of late-career professionals and retirees remained a key focus of UWRA throughout 2021. With leadership from UWRA Board member Barbara Edmond, UWRA hosted regular Idea Exchanges to capture best practices for engaging this demographic as advocates, donors, and volunteers. 
EXECUTIVE SEARCH SUPPORT
UWRA maintains a cohort of UWRA members who volunteer as resources to assist UWW’s People & Culture team with executive searches for smaller United Ways. 
INTERIM EXECUTIVES ACADEMY
In 2021, UWRA partnered with the Third Sector Company to offer their Interim Executives Academy at a discounted rate to UWRA members. The 8-week immersion training program is designed to prepare nonprofit leaders to serve short-term, senior-level engagements. More than a dozen UWRA members completed the training to date. 
INTERIM STAFFING PLACEMENTS
One of the best-known services offered by UWRA is the opportunity to fill United Way interim positions nationwide with UWRA members who assume these important roles with no learning curve. 
​RETIREMENT PLANNING INITIATIVE
UWRA is engaged in ongoing communications to encourage and empower current and former United Way staff to take the initiative in planning for their retirement. Articles, publications, webinars, and other helpful resources were provided to the network, including two national webinars in 2021: “Discovering What’s Next” with second-act careers expert and retirement coach Nancy Collamer; and “How to Retire Happy, Wild, & Free” with United Way of Central Indiana’s Always United Chair Mike Becher. 
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Farewell to UWRA Members from Susan Gilmore!

12/28/2021

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​2021 has been an excellent year for UWRA! We have been able to connect our members in so many ways (
see Year in Review, page 3)

​ I am particularly proud of the work we did at the Board level around diversity, equity, access, and inclusion, and I will continue to co-lead that effort as I transition to my new role as Immediate Past Board Chair.
​As the year comes to a close, we acknowledge the immense contributions of three departing Board members who complete their terms in December (see page 6 in the Newsletter). Three new members will join the Board in January, led by our exceptional incoming Board Chair Deborah Bayle, former President and CEO of United Way of Salt Lake (UT).
2022 is going to be a significant time of change for us. With our beloved CEO's departure, Amber is leaving big shoes to fill. We're beginning the year with a soon-to-be named Interim CEO and kicking off a Search Committee for our next CEO. And we are most excited about our branding position that we'll be rolling out in the first quarter.

2022 will also be a time to meet us in Louisville for our Annual Gathering. Please mark your calendar for September 27-October 1. It will be a great time to reconnect. In the meantime, catch up on what’s happening around the network (pages 4 & 5), learn more about your fellow UWRA members (pages 7 & 8), sign up for one of our upcoming events (page 9), and honor the memories of former colleagues who have passed (page 10). Our best wishes go to you and your family for a joyous holiday season. We are thankful to have you as part of our organization. Your connection is important to us, so stay in touch during the new year!

Warmly,
Susan
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Meet Our Membership Associate: Christina Lawrence

11/11/2021

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​Christina Lawrence is a familiar name to many UWRA members. She is UWRA’s Membership Associate, and the caring person behind so many of the messages you receive from UWRA.

Christina has played a key role in connecting members since joining UWRA over a year ago. Her extroverted personality and extraordinary affinity for detail are a perfect match for her role, which includes tasks such as meticulously managing members’ records and processing all membership payments.

​Christina openly admits she can’t leave anything “half-updated.” UWRA President and CEO Amber Kelleher remarked, “Christina’s conscientious attention to detail, compassion for members, and strong organizational skills have proven invaluable to the association.”

​As the spouse of a career Navy officer, Christina sees strong similarities between the bonds formed among those who maintain lifelong connections through their branch of service and those who remain connected through service to United Way Worldwide.

Christina finds it particularly rewarding to put a face to the name of a member she has been communicating with over time. She looks forward to meeting many members in person when she attends the UWRA Gathering in Louisville next year.

As the spouse of a career Navy officer, Christina sees strong similarities between the bonds formed among those who maintain lifelong connections through their branch of service and those who remain connected through service to United Way Worldwide.

​When not at the office, Christina is a culinarian who enjoys making connections in her kitchen, cooking and baking a little bit of everything. She often samples new dishes at restaurants – with an eye toward replicating them at home. Thank you, Christina, for all the little things you do that make a big difference for UWRA!
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NEW UWW CEO STANDING ON THE SHOULDERS OF A CENTURY OF LEADERS

9/11/2021

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United Way began as a voluntary association of local Denver charities in 1887, and has grown into a network of affiliates that share the mission “to improve lives by mobilizing the caring power of communities to advance the common good.” 

Only nine people have been called upon to lead the alliance of local, state, national, and International United Way organizations during its 134-year history. Each of its leaders has brought unique experiences to the job. Each has made significant contributions to the organization and its affiliates. Each one stands on the shoulders of those who have come before, ready to further the vision of our greatest goal: to live UNITED.

Glance through history as we prepare for the arrival of our newest President and CEO, Angela F. Williams.
 

​2021 - PRESENT
​ANGELA F. WILLIAMS, PRESIDENT AND CEO, UNITED WAY WORLDWIDE
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Named to Forbes’ 2021 List of Women 50 Over 50 Creating Social Change at Scale, Williams brings more than 30 years of management experience to this role, including significant executive leadership experience in major non-profit organizations. Before joining Easterseals, Williams spent 11 years as EVP, general counsel, and chief administration officer at YMCA of the USA.  Prior her position at Y-USA, Williams was the interfaith liaison for the Bush-Clinton Katrina Fund, where she helped assess the effects on and manage the financial support for houses of worship in areas impacted by the hurricane. 
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“I am absolutely honored to join the world’s leading charity at a key moment in the organization’s history and world events," Williams said. “Around the world, issues of health, education and economic sustainability are at the forefront of ensuring equality and access to a good quality of life.  I recognize and appreciate the tremendous role that United Way Worldwide plays in supporting individuals and families and transforming communities.  I am committed to working with the Board, volunteers, partners and staff to build on the rich legacy of the organization in its second century of service.”

Read the full press release from United Way here
​2002 – 2021
​BRIAN A. GALLAGHER, PRESIDENT AND CEO, UNITED WAY WORLDWIDE
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Gallagher launched his United Way career in 1981, working for five different local United Way organizations, most recently Columbus, Ohio. In 2002, he became President and CEO of United Way of America. He led the 2009 joining of United Way of America and United Way International to form United Way Worldwide and became its president and CEO.  During his term of office, he led today’s global network of support for health, education and financial stability of individuals and families in more than 1,800 communities and 40 countries. Today, this network enjoys the support of nearly 3 million volunteers, over 8 million donors, and raises a cumulative annual total of $4.8 billion.
During his term of office, Gallagher was responsible for system-wide United Way changes including a focus on United Way impact on education, financial stability and health, the adoption of membership standards that require affiliates to practice financial consistency and transparency in financial reporting and leadership in diversity, equality and inclusion. Under his leadership, in 2009, United Way launched the LIVE UNITED campaign to engage individuals and organizations in “supporting the recovery, reimagining and rebuilding of communities across the world.” In addition, he spearheaded United Way Worldwide’s technological capacity to serve by increasing its electronic services and fostering the development of platforms such as the Salesforce.org Philanthropy Cloud and Workplace by Facebook. “Without question,” he wrote in a 2019 UWRA newsletter, “the rate of change in United Way is increasing in direct proportion to the increasing speed of technological change. We will continue to enjoy success in fulfilling our vital mission so long as we all continue to demonstrate our proven capacity to transform ourselves in response to change.” 
​1997 – 2001  
​BETTY STANLEY BEENE, PRESIDENT AND CEO, UNITED WAY OF AMERICA
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Before joining the United Way movement, Beene served as the CEO of two major Girl Scout Councils, first in San Jacinto, California, the second in Houston, Texas. she developed the friendship and respect of local and national non-profit and business executives.  Building on those experiences and the friendship and respect of local and national agency and business executives she earned in Scouting, Beene spent the next twelve years leading the United Way of the Texas Gulf Coast, then the Tri-State United Way in New York City. From New York, she moved to Alexandria, Virginia to head the United Way of America.

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​During her years as United Way of America President, Beene initiated the development of National Standards of Excellence and initiated the first national venture into electronic pledge processing.
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She became known for her recognition of the achievements of others with hugs and her signature United Way teddy bears. Her leadership was characterized by her concern for continuous improvement.  Her speeches to local and national United Way audiences stressed the need to keep up with the ever-increasing rate of social and technological change and listening carefully to their constituents. She challenged United Way volunteers and professionals alike to embrace, rather than reject, change. ''Our United Way system is a national treasure that must constantly renew itself if we are to successfully carry out our mission.” she observed at her final national Community Leaders’ Conference.
​​1992 – 1996  
​ELAINE LAN CHAO, PRESIDENT, UNITED WAY OF AMERICA
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Among her accomplishments before joining United Way of America, Chao served as an officer of Bank of America, a Reagan White House Fellow, Chairwoman of the Federal Maritime Commission and Director of the Peace Corps. Following her United Way leadership, she served as President George H.W. Bush’s U.S. Secretary of Labor and President Donald Trump’s U.S. Secretary of Transportation.

​During her years of United Way of America leadership, Chao is credited with re-establishing national confidence in the organization and leading major increases in United Way of America’s national public policy activities in the areas of welfare reform and poverty reduction.  
Her passion for this work was exemplified in 1995 comments to United Way of America’s Community Leaders’ Conference at which she said, “Without the compassion and generosity shown by our entire United Way family, millions upon millions of children and families would not know where to turn for help.  True to the United Way mission, you, as United Way leaders, along with countless other volunteers, staff, donors and non-profit agencies, represent the best of our country’s caring for people in need."
1992 – 1992
​KENNETH “KEN” W. DAM, INTERIM PRESIDENT, UNITED WAY OF AMERICA
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Dam’s experience provided him with the critical skills that United Way of America needed to begin to move from under the cloud of embarrassment created by his predecessor. His assignment was to reorganize its staff and governance in order to reestablish the organization’s credibility and the confidence of its constituents and the general public. . Immediately prior to his United Way of America appointment, Ken served as IBM’s Vice President for Law and External Relations. Prior that, he was President Ronald Reagan’s Deputy Secretary of State, Provost of the University of Chicago and Executive Director of the 1973 White House Council on Economic Policy. Subsequent to his work at United Way of America, Ken served as Deputy Secretary of the U.S. Treasury Department, then returned to the University of Chicago Law School faculty.  Speaking to United Way of America’s National Professional Council, Ken shared his perspective that, “You represent the spirit of America. At home, you support a system of essential services. Here, you supply energy to one another and the national association that is committed to your success back home.” 

​1970 – 1992  
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WILLIAM “BILL” ARAMONY, PRESIDENT, UNITED WAY OF AMERICA
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Aramony began his United Way career as a staff planner for the South Bend, Indiana Community Chest. Subsequently, he was hired as a local executive in Columbia, South Carolina, then Miami, Florida. During his years at United Way of America, he moved the headquarters from New York City to Alexandria, Virginia, created the National Academy of Voluntarism professional training center, formed a partnership with the National Football League, promoted the development of United Way organizations in dozens of countries outside the United States and supported an increase of United Way campaign receipts in the United States from $787 million in 1970 to more than $3.1 billion in 1990.
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He called for all United Way of America affiliates to adopt the United Way name and newly introduced “helping hand” logo and inspired major operational changes in over 2,200 affiliates with the 1978 strategic blueprint entitled “Rebirth and Renewal.” His professional philosophy was expressed as follows in his1987 book United Way, the Next 100 Years, “The capacity exists to build a system that serves the whole community. It begins with non-vested volunteer involvement. It demands long-term commitment to solving key social problems. It is based on the unwavering conviction that every community group should be invited to participate in the process, and that exclusion of even one key group is wrong.”

In 1992, Aramony resigned from his position while under investigation for misusing United Way of America funds for personal purposes.
​​1960 – 1970  
​LYMAN S. FORD, EXECUTIVE DIRECTOR, UNITED COMMUNITY FUNDS AND COUNCILS OF AMERICA
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Ford began his United Way career as publicity director and assistant to the executive secretary of the Community Fund and Council of Social Agencies in Columbus, Ohio. He went on to become executive secretary of the Community Chest and Social Planning Council in Kansas City, Missouri and the Community Chest and Council of Social Agencies in Evanston, Illinois before joining the staff of Community Chests and Councils of America in 1938. There, he worked as director of the Health and Welfare planning Department until being named “CCC’s” associate director in 1950.  The organization’s name was changed to United Community Funds and Councils of America [UCFCA] during Ford’s years as executive director.
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Known for his tact and diplomacy, Ford oversaw a decade of local social service agency fund-raising drives promoted by corporate leaders who wanted to simplify payroll giving into a single unified drive. His commitment to professional development was supported by his creation of four regional Field Service/Personnel regions, each staffed with experienced United Way professionals and committed to supporting professional career development and mobility.  His additional national volunteer board service during these years cemented United Way relationships with the National Information Bureau, the National Council on Social Work and the National Conference of Lawyers and Social Workers.  “Cooperation,” he was fond of saying, brings life to the expression, ‘a rising tide lifts all boats.’”
​1943 – 1960  
​RALPH H. BLANCHARD, EXECUTIVE DIRECTOR, COMMUNITY CHESTS AND COUNCILS OF AMERICA
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Blanchard began his United Way career as the first director of the Niagara Falls, New York, Community Chest and Council of Social Agencies. In 1929 he joined the staff of Community Chests and Councils of America as administrative director. He temporarily left the national organization during the 1930s to head the New York Community Chest and later, the New York War Fund. Virgil Martin, a New York War Fund employee who would go on to become president and chairman of Chicago’s department store giant Carson Pirie Scott and Co., said that Blanchard had “a unique style, a sort of self-denigration which I never believed for a minute. Everything Ralph said and did was driven by his humanitarian interest and a desire to take care of his own people.” 
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Blanchard returned to “Three Cs” as its executive director in 1943.  Building on the close working relationships he had formed with national corporate leaders while in New York, Blanchard garnered their support in creating the National Health and Welfare Retirement Association, a national retirement savings program for employees of not-for-profit organizations, most of whom had been excluded from Social Security coverage.   For fourteen years, Blanchard served not only as the chief professional officer of Community Chests and Councils of America, but at the same time was the architect and 14-year president of “NH&WRA,” today’s Mutual of America Financial Group.   ​
​​​​1926 – 1943  
​ALLEN T. BURNS, EXECUTIVE DIRECTOR, COMMUNITY CHESTS AND COUNCILS OF AMERICA
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The first professional leader of the United Way movement assumed his position in 1926.
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Following completion of his studies at the University of Chicago, Burns’ work in Chicago settlement houses led him to become his alma mater’s dean of its School of Civics and Philanthropy. From there, he headed the Cleveland Foundation and then became director of the National Information 

Bureau. In 1921, his colleagues elected him to the presidency of the National Conference of Social Work. 

In 1926, those “NCSW” members who were employed by local Community Chests, Federations of Social Agencies and Social Planning Councils formed a “spin-off” organization, named it Community Chests and Councils of America and employed Burns as its first executive director. He continued in that position until his retirement in 1943. 

Burns’ New York Times obituary included the following: “The number of local community chests and local welfare councils increased enormously under the vigorous leadership of Mr. Burns.  His influence during this period of growth was very important because he continuously sought improved educational standards and opportunities for chest and council personnel and because he always advocated the fact-finding and research approach to problems of community organization.”
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MEET DONA PONEPINTO: CEO AND “AGENT OF CHANGE” OF UNITED WAY OF PIERCE COUNTY

8/27/2021

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Dona Ponepinto, President and CEO of United Way of Pierce County in Tacoma, WA, has a steady, decades-long history of service to United Way. But, perhaps surprisingly, the most consistent theme you’ll find in her lengthy experience is anything but consistency. Ask anyone who knows Dona, and they’ll tell you that she’s not afraid of change.

“Part of what I’ve done throughout my United Way career, and something I’m probably most proud of, is being a change agent,” Dona says. “Even when I started out with United Way in California more than 30 years ago and things were still somewhat traditional, we were learning how to move in a different direction. Learning about how to better bring communities and partners along to be part of change.”


"Even when I started out with United Way in California more than 30 years ago and things were still somewhat traditional, we were learning how to move in a different direction. Learning about how to better bring communities and partners along to be part of change."

Dona’s accomplishments showcase how her go-getter, community-focused attitude can generate change on a large scale and in record time. Most recently, she’s worked with partners across Pierce County to pursue a goal of lifting 15,000 households out of poverty by 2028. To date, through their investments in the community, over 4,300 families have moved towards self-sufficiency. Additionally, she has helped shift the organization’s funding structures to focus more on grants and local workplace contributions – something that was especially important during the pandemic. Part of United Way of Pierce County’s success stems from a shift in perspective, Dona says.

​“It can’t just be about the money,” she says. “We think of ourselves as an organization that is committed to a cause, and that has helped us look at our work differently. Any money we raise and anything we do is based on our aspiration to help bring families out of poverty.”
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"It’s about giving people a hand up, not just a hand out."

“The transformation of this United Way has been fun to be a part of. It’s where I get my energy,” says Dona. Her energy is contagious, and has inspired staff and partners to get on board with projects such as UWPC’s Center for Strong Families initiative, a project that started in 2016 and has served more than 3,500 families in the area. Funded by more than 15 partners and working in collaboration with organizations like Goodwill, Sound Outreach, Bethel School District, Clover Park Technical College, Tacoma Community House, and the Tacoma Housing Authority, UWPC has opened seven centers to support families as they become more self-sufficient, increase their income, decrease expenses, build credit, and acquire assets.

​“It’s about giving people a hand up, not just a hand out,” she says.
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"​My parents gave to United Way for more than 20 years. I guess you could say United Way has always been in my blood."

UWPC’s South Sound 211 call center team, a group that Dona calls a “robust engine to help people navigate through challenges,” helps support the cause. The 211 program connected more than 10,000 people to shelter and rental assistance in 2020, and distributed more than 5,000 masks during the pandemic. The group has grown to include 19 staff members who provide valuable input for Dona and her team.

“I’ve always been a believer that community buy-in is essential for success,” Dona says. “The more people you can get involved in a project, the better. One of my favorite sayings is, ‘make sure that people are in on it and up on it.’ The phrase comes from a volunteer I worked with in Detroit.”
Dona served as Vice President of Community Investments for United Way for Southeastern Michigan from 2006 to 2013, a position she was hesitant at first to apply for after living in Southern California for almost 18 years, but proved to be “one of the most fun and challenging roles” she’s ever taken on. During her time in Detroit, she embraced her role as an agent of change and helped the organization reimagine how they invested in communities while also honoring the rich history of the area. Before working in Detroit, Dona spent more than 15 years in California working for Orange County’s United Way and United Way of Greater Los Angeles. In fact, her relationship with United Way stems back even further to when she was a child watching her parents support United Way.

“My mother actually helped start the First Call for Help, a precursor to the 211 program at the United Way in Beaufort, South Carolina,” Dona says proudly. “My parents gave to United Way for more than 20 years. I guess you could say United Way has always been in my blood.” With deep roots in the organization and a strong vision for the future, it’s no surprise that Dona’s time with United Way has been such a positive experience for herself and the many partners she has worked with.

​“This isn’t just my career, it’s my vocation,” she says. “And I’ve enjoyed every minute of it.” ​
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ISSUES FACING AMERICAN UNITED WAY LEADERS: A FIFTY-YEAR PERSPECTIVE

8/22/2021

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Three times – fifty years ago, twenty-five years ago and very recently – local chief executives were asked to share a list of the top five operational issues with which they were concerned as leaders in the United Way movement. From those lists, a consensus summary was prepared and publicly shared as follows: 

​50 YEARS AGO
  • Emerging donor choice issues prompted by new Combined Federal Campaign policies
  • Continued proliferation of non-profit organizations that had begun following the Federal grants pipeline that had been opened by the Economic Opportunity Act of 1964
  • Growing substance abuse
  • Competition among separate urban and suburban United Way organizations
  • Racism and sexism
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By Dick Aft,
​United Way Historian and UWRA Emeritus Board Member
25 YEARS AGO
  • Increased fundraising competition
  • Changing family structure, especially the increasing number of single-parent households
  • Declining quality of public urban education
  • Random Federal funding cuts
  • Racism and sexism

THIS YEAR
  • Third-party processors usurping long-term corporate relationships
  • Being known more for fundraising than impact on community problems Increasing rate of staff turnover
  • Keeping up with technology
  • Racism and sexism

From her position as U.S. President of United Way Worldwide and past President of the United Way Suncoast (Tampa, FL), Suzanne McCormick offered this observation:

“What has become painfully obvious to me is that in fifty years, as a United Way network, we haven’t collectively moved the needle enough in creating more equitable societies and definitely not in terms of equal access to education and opportunity. We haven’t moved the needle far enough in creating an understanding of the impact we make in communities. We haven’t moved the needle far enough in creating an imperative understanding that we need to invest resources for the best skills and staff talent to help us solve the world’s most complex social problems to improve lives. We have been playing catch up for too long, without ever actually having caught up. It’s time to stop reinventing the wheel and trying to create solutions in silos or community by community. The future clearly dictates that if we truly want to improve lives, we must harness the power of shared technology, create multi-sector partnerships, and work together – as a functional network – with shared values for shared solutions. We’ve been on a listening journey recently, and are actively learning from our history, our mistakes, and our successes. We hope to change the environment we’ve been operating in to allow for more innovation sharing, best practice sharing and learning, and genuine partnership.”


Each list reflects several perspectives:
  • The environment in which local United Way organizations serve their communities
  • The impact of external forces on their capacity to achieve goals and objectives
  • The values held by the people whose leadership significantly defines United Way

All reinforce the need of local United Way organizations to:
  • Work together to address these issues
  • Share the most effective actions to resolve them
  • Support common services that, over the years, have included staff training and promotion and maintenance of relationships with organizations and individuals
  • Find solutions that will increase the quality of life in all communities
  • Influence national public policy, laws, and regulations
  • Learn from their own shared history

In retrospect, readers might casually observe, “The more things change, the more they stay the same.” While a majority of the specifics change, local United Way organizations continue to be confronted by issues that affect fundraising and quality of individual and family life. Continued concern for racism and sexism is a reminder of persistent issues. A deeper analysis of these issues serves as a reminder of several truths proven by United Way history.

1. The issues defined by United Way leaders transcend individual organizations. They touch nearly every community.
2. They directly relate to that common part of the United Way mission: “to  improve lives” and United Ways’ focal responsibility to raise money to do so.
3. United Way continues to serve a centrist role in most communities, developing resources and focusing public attention on causes of problems more often than symptoms of problems. 

​Reflection: This periodic look at issues identified by professional United Way leaders goes beyond the thought that “The more things change, the more they stay the same.” This snapshot of issues underscores the continuing efforts of local, national, and international United Way leaders to confront them in a united way.
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SPOTLIGHTING SUCCESS IN THE NETWORK: HEALTHY AGING IN BRITISH COLUMBIA

8/15/2021

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 Have you ever noticed that media stories about seniors tend to reduce this large and very diverse group of individuals into a single demographic category? Whatever issue is being discussed, the news report or magazine article typically assumes it impacts all seniors equally, as if older adults are one giant, indistinct group – which, of course, they aren’t! 

​What’s the picture that comes to mind when you think about “seniors”? For me, there is no single image because seniors are a lot of different things. Many are actively engaged in the world around them, making valuable contributions to their communities as they grow older. Some are outgoing whereas others are a bit more laid back in how they go about things. They are much loved members of their families – mothers, aunties, grandfathers, brothers. Many are recent immigrants; some are indigenous to this land. Some celebrate Ramadan, while others observe Passover. There are those who participate in Black History Month and those who take part in Pride festivities. The point is – seniors are a mixed bag. They are a lot like everyone else, just older.
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By Kahir Lalji,
​Provincial Director of Healthy Aging by United Way, United Way British Columbia
​The point is – seniors are a mixed bag. They are a lot like everyone else, just older.
That said, there are very real challenges associated with aging. As our bodies and minds grow older, our strength and acuity naturally begin to fade – but this doesn’t happen to everyone in the same way or at the same rate. Many people remain healthy, strong, and vibrant as they grow older, while others become increasingly frail over time. There are a lot of reasons for this decline, both genetic and environmental, with a lot of socio-economic factors in the mix. It’s this set of circumstances we focus on when United Way Healthy Aging develops resources and supports for people as they age.

United Way British Columbia (UWBC) manages a portfolio of Healthy Aging programs that provide important non-medical services to older adults, which help them live at home longer, remain physically active, stay connected to friends, and remain engaged in their communities. Active, Connected, and Engaged: that’s our mantra. There are currently six different programs in the United Way Healthy Aging portfolio, all of which are delivered locally by community-based service agencies. This amazing network of service agencies is the life force of United Way Healthy Aging.

When the pandemic took hold early in 2020, we were asked to take on a leadership role in the Government of British Columbia’s Safe Seniors, Strong Communities (SSSC), an emergency COVID-19 response initiative. We immediately enlisted our Healthy Aging network, and everyone pulled together to help older adults living at home stay safe and connected during the pandemic. Better at Home program providers were a huge part of the SSSC effort. They were joined by other program providers from the Healthy Aging network, as well as agencies from the broader community-based seniors’ serving sector.
​Active, Connected, and Engaged: that’s our mantra. 
We are so grateful for the amazing community service workers and for the thousands of volunteers who stepped up this past year to provide ongoing support and services to older adults in need throughout the province. And while 2020 was by no means a normal year, we were able to hold the course and meet many of our long-term strategic objectives, like expanding the number of Better at Home programs available in British Columbia (imagine being a non-profit community agency and starting up a new program during a global pandemic – talk about neighborhood heroes!).

There are now 81 community agencies delivering Better at Home services throughout British Columbia, with more to come in 2021. We also stuck to our schedule and launched two brand-new programs, as planned, earlier this year (the Navigation & Peer Support program and Digital Literacy pilot project), and we’ll kick off a new Men Sheds program this fall. As I write this, United Way Healthy Aging funds 127 volunteer driven, non-profit agencies who deliver some 195 Healthy Aging programs in communities across BC.

The work of strengthening connections and supporting seniors continues, even as the COVID crisis subsides, because the need for these kinds of services will continue. Helping people stay active, healthy, and engaged as they age is Healthy Aging’s reason for being, and we are proud of the part we play in strengthening connections that support seniors in need in local communities.


Kahir Lalji is the Provincial Director of Healthy Aging by United Way – a department of the newly amalgamated United Way British Columbia (UWBC). Kahir holds a Master Degree in Gerontology from Simon Fraser University and serves on the Board of HelpAge Canada, BC211, and Destination Imagination. To learn more visit the Healthy Aging webpage, or contact healthyaging@uwbc.ca.

This feature story is an extension of UWRA’s Aging in Place research conducted in 2019, funded by a grant from the Cinda A. Hallman Memorial Fund, which addresses two of the recommendations made by UWRA:

1) Amplify United Way’s commitments to older adults, and
2) Drive knowledge sharing across the United Way network.

UWRA is excited to spotlight United Way British Columbia (UWBC) and its portfolio of Healthy Aging programs
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UPDATE FROM UNITED WAY WORLDWIDE

8/8/2021

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By Brian Lachance,
​UWW Chief of Staff and Liaison to UWRA 
​I enjoyed seeing a number of longtime friends during the June 30th Town Hall for UWRA members. I look forward to our next time together on October 6th and encourage all of you to participate in the live dialogue. In the meantime, here is a bit of what’s happening at United Way Worldwide (UWW). We are now in our fifth month working with Interim President and CEO Neeraj Mehta. During his time, Neeraj has stayed focused on stabilizing the brand, the network, and our culture. 
 Toward Stabilizing the Brand...
 We are nearly at the half-way point of our LIVE UNITED Initiative, a spring and summer online campaign (see below). You may have heard that NFL star Russell Wilson and his wife Ciara agreed to serve as co-chairs. They join a number of our United Way ambassadors and influencers in helping to push out information about the good work United Way is doing in communities around the world. Russell and Ciara have been generous with their time and talent, recording a heartfelt video to launch the initiative and amplify our content across their social media channels. To date, we’ve generated more than 2 million impressions across United Way Worldwide social media platforms, including content that spotlights the transformative work going on in local United Ways.

Toward Stabilizing the Network...
Listening, listening, and more listening. Neeraj has engaged United Way leaders through dozens of one-on-one meetings with Board Chairs and CEOs, and dozens more in-network and small group meetings, including the Council of States and the Major Market Forum. What he and others have heard informs the work of two task forces, which have been established to set a new path forward.

Toward Stabilizing our Culture...
The two task forces – one to consider our business strategy (including network governance) and the other to consider our culture – are now up and running. Both task forces include representation from local United Way leaders, Board members, and UWW staff. Their aim is to create critical new frames for the future of United Way. The Board is relying on these task forces to bring forward their best recommendations for strengthening our network models and suggestions on how we make decisions together.

​The work of the Business Strategy and Culture Task Forces will be instrumental in laying the foundation for the next UWW CEO. The Executive Search Committee continues to work apace. They have finalized the position description and recruitment materials, and the search is underway. We’ll share more information as it progresses. In the meantime, I hope you are all enjoying a safe, healthy, and joyful summer. 
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SPOTLIGHT ON JATRICE MARTEL GAITER: A UWRA MEMBER UPDATE

8/1/2021

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Written By Jatrice Martel Gaiter
​United Way experiences made an indelible impression on how I navigated and framed my entire career. I worked at United Way of Central Indiana, Miami Dade-County, and the national office in Alexandria. My passion for building stronger influence and visibility for human services in public policy and my tenacity to withstand the challenges of being the “first and only” were formulated and sharpened.

​During the nascent years of nonprofit engagement with national public policy, I worked on the ground floor as Director of Federal Government Relations. Jack Moskowitz headed the national United Way government relations department that consisted of three people. In recent years, the department has had up to nine employees.

One of the distinguishing features of my United Way experience was the training, teaching, and learning.
We wrote the first government relations handbook for local Boards and staff, taught classes at the National Academy of Volunteerism (NAV), and executed the first UW Capitol Hill Day while I worked at the national office. Our first job was to convince local Boards and CEOs that government relations was an integral part of their mission.

My career has gone full circle. One of my most intriguing experiences at the national office was working on the 1986 Tax Reform Act. Nonprofits wanted a charitable deduction for non-itemizers. In my current role as Executive Vice President for External Affairs at Volunteers of America, I worked with several coalitions to make changes more favorable to charitable giving in the Tax Cuts and Jobs Act enacted in late 2017.

One of the distinguishing features of my United Way experience was the training, teaching, and learning. I was included in a program designed for staff members of color who were on the CEO track. It taught us how to interview with multiple Board members rather than just one person. We were filmed and critiqued and supported after the class concluded. Even today, I often value colleagues with United Way experience because I find that they understand how to staff Boards and committees, and appreciate the nuances of community leadership. Today at Volunteers of America, our CEO, Mike King, is a former staff member from the United Way of Dallas. Our Senior Vice President of Development, Tom Waters, previously worked at United Way Worldwide.
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Being a leader is lonely. Being a Black woman leader can be isolating and disconsolate.
After twelve years at three United Ways, I furthered my career as a Vice President of an urban education think tank at Michigan State University, Executive Director of an international children’s agency (SOS Children’s Villages), and the CEO of Planned Parenthood of Metropolitan Washington.

Throughout my life, I have often been a “first and only” – the first and only African American and/or woman in my class, my position, or my organization. I am the daughter of an Army colonel and a teacher. I was born, attended school, and worked for an international child welfare agency based in Germany. I have lived in thirteen places in my life. Often being the “first and only” brought excruciatingly painful episodes of racism, sexism, and exclusion at work. Being a leader is lonely. Being a Black woman leader can be isolating and disconsolate.

Among my more colorful experiences at United Way, a co-worker was asked to stop his Klan mail from coming to the office. An executive had a Black man crawl under the table and shine his shoes during an executive staff meeting. And there were Board members interested in courting. My life was threatened on Haitian radio after I completed an assignment to stop a Miami agency from blatant political activity in Haiti. While such incendiary behavior is rarely displayed today, our country and the nonprofits we lead still have a complicated journey ahead of us toward equity, diversity, and inclusion.
​Even today, I often value colleagues with United Way experience because I find that they understand how to staff Boards and committees, and appreciate the nuances of community leadership. 
I am proud of my role in several United Way projects. In Indianapolis, we established the first battered women shelter that was partially funded by a new divorce filing fee. I worked in Miami at the height of the crack epidemic. The devastation to families was horrific. We worked with family court judges to pass legislation that would keep children from languishing in foster care and speed up family reunification or adoption.

Along my journey, I built a strong group of friends and advisors. I am still close friends with many of the people I met along my United Way path. Balance and perspective were achieved through active roles in local and professional organizations and world travel. I was an officer of the founding National Board of the Coalition of 100 Black Women and Chapter President in Indianapolis and later inWashington D.C. While at United Way of America, I was on the Board of Women in Government  Relations. I have served on several nonprofit Boards. The MetroStage theater Board is currently my most exciting. My travels have taken me to several countries including Morocco, New Zealand, and Iceland. I will have visited all seven continents after my 2023 trip to Antarctica.

​By the way, I live across the street from the UWW headquarters. 
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