United Way of the Columbia-Willamette

Creating Engagement: How UWCW’s Hands On Greater Portland team is working to break the cycle of childhood poverty

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 07 Jan 2014 01:20:00 +0000

By Megan Nugent, United Way Director, Marketing and Communications

Becky Blumer

In August, United Way of the Columbia-Willamette launched a new strategic plan to break the cycle of childhood poverty in our four-county community. This shifting focus had large implications on the structure of our organization. United Way’s Community Impact (CI) team had arguably the biggest change. In order to clearly articulate to the public these changes we created a three-part blog series in which we interviewed the leaders of the three teams that now encompass the new CI department. In part 1, we talked with Alejandro Queral to discuss the newly formed Systems Planning and Performance (SPP) team. In part 2, we had a conversation with Mayra Arreola regarding the recently created Community Collaborations (CC) team.

In this third and final installment of the blog series, we will be focusing on our Hands On Greater Portland (Hands On) team and their part in breaking the cycle of childhood poverty. I interviewed Becky Blumer, director of the Hands On team, to discuss volunteerism’s role in the new CI structure.

Hands On Greater Portland formed in 1996 and is part of the larger “Hands On” global network which originally formed in Atlanta, New York, DC and Chicago. There are now more than 200 affiliates worldwide. Several Hands On affiliates are programs of their local United Way. The local Portland chapter started in 1996. Blumer has been with Hands On since 1999.

First off, how do you all fit into the larger CI department?

We consider ourselves the engagement arm of the CI department. We work directly with our community to get people out volunteering on opportunities that align with our new strategic goal of reducing childhood poverty. We also offer a broader selection of volunteer opportunities, such as working on environmental issues or helping the elderly.

Tell us a little about your model and how it works.

Our model is based on the belief that everyone has the opportunity to serve. We believe that when you volunteer to help your community, it’s not only the recipient that gains, but volunteers’ lives are also enriched. We believe that service is something that we all have in common and that it is transformative.

On any given month we have approximately 100 volunteer events up on our calendar of opportunities. We provide done-in-a-day volunteer opportunities, and also make long-term referrals for mentoring, tutoring and other critical volunteer opportunities that support the nonprofit infrastructure in the four-county area. Many of our projects are led and managed by trained Hands On Volunteer Leaders who guide volunteers on the project and ensure they have a great experience. Our projects are great for families, groups (school and corporate) and people of all ages. We strive to provide something for everyone. Last year we made more than 20,000 volunteer connections and partnered with 400 nonprofits in our community.

In 2012, Hands On merged with United Way. Has this model changed at all?

To our volunteers and partners we look the same. But internally there have been some changes. When we merged with United Way it allowed us to focus on what we do best ‒ connecting volunteers to opportunities. We have been able to streamline our operations, cut overhead costs and free up our staff’s time to connect our volunteers with meaningful volunteer opportunities.

How does Hands On fit into the new strategic plan with the focus on breaking the cycle of childhood poverty?

The primary way we are going to be able to help break the cycle of poverty is to bring more volunteer resources to the table to work on this issue. A large part of the new plan is this idea of a connected community, and we see volunteerism as integral to that. When neighborhoods have a large array of services and support they can help elevate the families and children living in them.

We are really working to align our projects and events with the mission. Currently, 50 percent of our projects on the MLK Weekend of Service impact children and families. We are looking to deepen the impact on kids and their families in our service area as we continue to grow our volunteer offerings.

Another thing that people might not know is that while we have a robust set of projects on our website, we are more than just a website that matches volunteers with projects. Our role is also to train a corps of volunteer leaders to dig deep and develop their own leadership skills while leading other volunteers in meaningful service opportunities. We also work closely with our nonprofit partners to bring them more volunteer-related resources.

We also have a program called TeamWorks that brings together teams of up to 12 volunteers on a series of projects designed to explore specific issues, organizations and/or communities through volunteerism. Past themes have included poverty, food of the future and “Discover Portland.” I think this avenue would be a great way to have people explore the issue of kids in poverty and how they can help.

What are your goals for Hands On in 2014?

Now that we have completed the merger and we have our footing it’s really all about digging deeper programmatically. It’s so exciting that thousands of people connect with our new strategic plan. We can now harness this energy. We’ve had great conversations with many in our community – now we can start getting the job done.

This is the final installment of a three-part series looking at how United Way’s community impact team is realigning in order to help break the cycle of childhood poverty. You can read more about Alejandro’s story and Mayra’s story on our blog.

Interested in how your organization can help break the cycle of childhood poverty? Learn more about funding opportunities from United Way.

Building a strong foundation: together we’re helping families thrive

noreply@blogger.com (United Way of the Columbia-Willamette) — Mon, 09 Dec 2013 22:09:00 +0000

By Paul Krieger, United Way intern

The morning Dan* walked into the Gladstone Center for Children and Families (GCCF), he had only intended to register his five-year-old son for kindergarten. While filling out the usual paperwork, the receptionist noticed Dan was getting stuck on the address box. Dan explained that he didn’t have a current address – he and his two children were temporarily staying with another family. A few more questions revealed that Dan and his family had lost their home when his wife had left him and they could no longer stay with their in-laws. While he had been consistently employed over the years and had maintained his children’s health insurance payments and car payments, he had fallen behind on an energy bill and no longer had enough money left for rent or a deposit. Like many other families in our four-county region, Dan was in danger of losing his kids and living on the street.

Fortunately GCCF had recently created a new full-time Family Resource Coordinator (FRC) position with the help of a Catalyst Fund grant from United Way of the Columbia-Willamette. The GCCF is a unique place: It houses 10 agencies in one warm, welcoming location in Gladstone. The idea is that families can easily access a range of services, with the goal of preparing all kids for kindergarten. Organizations like GCCF show how providing low-income families with resources and tools can help them succeed. The FRC position was designed to help connect parents with community resources across an array of needs, from healthcare to housing.

And the creation of this new position made a difference for Dan and his family. With the help of the FRC, Dan moved into the Annie Ross House, the only family shelter in Clackamas County (operated by Northwest Housing Alternatives, another United Way-funded partner). Later, the FRC worked with Dan to get his HUD application approved, and after a two-week stay in the shelter, he and his two children moved into a subsidized apartment. Dan also got case management, counseling for his son, and energy assistance, and enrolled his kids in Head Start. Because of the help he received, Dan and his children are able to live with a sense of security and his children are able to make the important transition into early school, a critical time for determining later academic success.

Unfortunately, too many families in our region face similar challenges to Dan and his children. Forty percent of children in the four-county region live in low-income families – a number that has prompted our focus on breaking the cycle of childhood poverty in our community. As another example, a recent one-night count found 474 people in families living on the street or in temporary homeless shelters in Multnomah County. Many more experience homelessness at some point in the year. And the number of “literally homeless” (in emergency shelters or on the streets) individuals in families increased by 18 percent. Many families that aren’t experiencing homelessness are struggling in other ways: for example, more than half of Oregon students now qualify for free or reduced school lunches and the number of Oregonians relying on public assistance is at record levels.

Nationally, the Annie E. Casey Foundation's 2013 Kids Count Data Book shows that 32 percent of children have parents who lack secure employment and are vulnerable to even slight economic setbacks. Twenty-two percent of all children live in families below the Federal Poverty Line of $23,500 for a family of four. The overall number could be twice this, considering that the federal government uses several methods to calculate the percent, which has not changed significantly since its creation in 1964.**

Parents are the primary socializing agents for their children and parents stressed or overwhelmed by situational pressures have a harder time meeting the emotional and care giving needs of their children. This places children in a kind of “double jeopardy” where children are more at risk from the dangers of poverty and experience greater consequences from those risks. United Way funded the FRC position at Gladstone because we recognize the deep connection that exists between stable families and successful children. We cannot attempt to address breaking the cycle of childhood poverty without addressing the child’s home life, as well as the community supports that contribute to family stability. The three are inextricably linked. Poverty hampers parents’ abilities to help their children and in turn, places children at greater risk for failing at school and continuing a generational cycle of poverty.

For this reason, stable families are our second key focus area in our overall strategy of breaking the cycle of child poverty in our region. (The other focus areas are successful kids and connected communities.) Within this focus, we’ll connect families to basic resources like health care, housing and jobs. Our current funded projects like NW Housing Alternatives' Homebase and Council for the Homeless' Housing Solutions Center are helping families and individuals find the stable housing they need. Projects like IRCO's Financial Health for Newcomers, Voz Workers’ Rights Education Project – MLK Jr. Worker Center and Mercy Corps NW's Reentry Transition Center will provide financial education and help in finding work. Finally, we will be supporting increasing access to the Earned Income Tax Credit, a significant refund that many families are eligible to receive but often do not know about.

In a recent study published in The Journal of Children and Poverty, “The Economic Costs of Childhood Poverty in the United States,” it is estimated that the long-term cost of child poverty is about $500 billion or four percent of Gross Domestic Product per year when increases in crime and healthcare costs are factored in. But this study also suggests great potential for economic returns. By helping children in our region now, we are making an investment that pays off further down the road. Better outcomes for children and families, a more prosperous socio-economic base for our region and a happier and healthier community – these are all things that will more than repay our efforts now as we move forward together as a united community. Together, we can help build a stronger community and break the cycle of childhood poverty in our region.

Learn more about how we help kids and families succeed. If you’re with a local organization that supports successful kids, stable families or connected communities, you may be interested in our funding opportunities.

* Name has been changed.

** Data sites like Greater Portland Pulse use the Self-Sufficiency Standard, which calculates how much a family would need to make in order to meet its needs without public subsidies or assistance from nonprofits, friends and extended family. While the federal poverty line for a family of four is $23,550, the self-sufficiency standard for that same family living in Multnomah County would be about $65,522.

Building connections: How UWCW’s Community Collaborations team is working to break the cycle of childhood poverty

noreply@blogger.com (United Way of the Columbia-Willamette) — Wed, 20 Nov 2013 23:27:00 +0000

By Paul Krieger, United Way Intern

Mayra Arreola

United Way of the Columbia-Willamette is currently instituting major changes in the way we do business — especially how we interact with our community partners and how we evaluate the impact of our investments in the four-county region. This blog series will look at how our Community Impact team is retooling to achieve our ambitious goal of breaking the cycle of childhood poverty. In this second part, I interview Mayra Arreola, director of the newly formed Community Collaborations (CC) team, responsible for working with and building new relationships with community partners.

Prior to her work with United Way, Arreola worked at Rural Development Initiatives as diversity and inclusion manager as well as Latino program manager. Her work involved providing programs and services to the Latino community as well as convening, facilitating and training in the realms of leadership development, and community and economic vitality. It also involved building new relationships and finding new ways to bridge services with needs – skills that are well suited for United Way’s new community impact strategy. Mayra is originally from Mexico and has lived in the US for the past seven years.

What exactly does your team do within the larger Community Impact department?

Community Collaborations focuses on two things: managing UWCW’s grants portfolio and engaging with the community in the four-county area. Community engagement for us is about understanding the counties we serve and getting to know firsthand both these communities and the organizations that serve them. That includes learning about what they’re doing, what their needs are, where they’re struggling, and what inequities they’re facing. It’s also about looking for opportunities, as well as putting the pieces together from a United Way perspective through funding, services, convening and facilitating. We’re looking for the right places to support, lead or strengthen the work of local organizations.

The other side of what we do relates to our grant funding investments in local organizations. We manage those grants and establish relationships with funded organizations. For example, with our Community Transformation strategy on people’s minds, we’ve gotten a lot of questions about what “Community” means for us. “Community” can mean a lot of different things. It can mean cultural communities, advocacy groups, different geographic areas or even different layers within a community. That’s why we want to encourage grant applications from groups who may not see themselves as traditional United Way grantees but could actually receive funding.

Overall, we want to make sure that our investment portfolio and the communities applying align with the mission and the vision of United Way and are a reflection of the four-county area. We want to open doors and encourage our target communities to work together in a way that reflects United Way’s goals and again, aligns with what we’re doing. We also want to provide opportunities for the organizations to have clarity when it comes to our new grants guidelines and processes as well as where United Way is going and how they can fit in with the new strategies in terms of what they’re doing.

The new Strategic Plan represents a real shift in focus for Community Impact, especially from its work in years past.

Yes, that’s true. One example is that when it comes to grant funding, it’s no longer just about applying, getting the money, submitting a report and that’s it. We’ll be looking to gain a deeper understanding of the organization and their needs, as well as how we can partner and reach our goals together. United Way will have a stronger presence and a stronger role as a convener, a facilitator, or a supporter of the funded organizations’ work and their impact.

We are transitioning to become a “backbone” organization when applicable as well as a convener. What is Community Collaborations’ role in making this transition happen?

One way I see United Way being a backbone organization revolves around that sense of really understanding our region and being able to establish links and be a connector – being able to say: here are several groups whose work or vision aligns with one another, what happens if we convene them and work on a problem together? Also, we are interested in working with organizations that are not necessarily funded by us, but because of their role and what they do, they align with United Way’s vision of breaking the cycle of childhood poverty.

So it’s almost like in our role as a convener, we are acting as an informational hub where information travels both ways between partner organizations.

That’s right. Eventually we’ll get to a place of deeper understanding of what is happening in the areas we serve so that we can help inform and work with other organizations to shape their future efforts, linking it to our data, metrics and indicators of success. That way we can say: based on the data we know, in this particular community, this action is something that makes a lot of sense to support and will be great for us to get involved in.

In his interview, Alejandro Queral, director of Systems Planning and Performance (SPP), described SPP and CC as two sides of the same coin, with CC as the face side. Can you describe CC’s relationship with SPP and how the work of one department complements the other?

SPP and CC are like a big team, but we have a different focus – one internal, one external – and we work closely together. It’s a complementary approach. SPP is mostly focused on systems, data and metrics, while CC is focused on managing grants and relationships and engaging with the community. As Alejandro said, these sides of the same coin provide a well-rounded perspective of what we are basing our decisions on and how we see our efforts moving forward. In the end, everything we do links back together as Community Impact and also as United Way.

As we take a more active role with our community partners, how do we learn to listen more effectively to their own input and concerns and digest more qualitative feedback?

This fall, we held Town Halls in each county about the new strategic plan; then we hosted informational sessions in each county about the grant funding opportunities. At both types of events, people had the opportunity to give their input and suggestions. We also solicited online feedback about our draft grant-making guidelines, and that input definitely influenced the final version of the guidelines. We’re being intentional about making sure we reach out to culturally specific groups in a variety of sectors. In general, there’s a shift in the relationship with potential grantees: we’re not just distributing information about what we’re doing but we’re also providing an opportunity to influence the grant-making guidelines.

How is CC working to be more adaptable in terms of how we relate to organizations of different sizes and levels of sophistication? Also, how can we be more flexible in terms of how we measure community impact?

This year, we have different evaluation criteria and requirements for emerging and established organizations that are applying for Community Strengthening grant funds. Also, while Community Transformation is an opportunity that’s best suited for existing collaboratives, the Catalyst Fund grant opportunity is streamlined and accessible for all sizes of organizations, including smaller, newer ones.

How is CC working to be a part of the community outside of grant funding?

To start with, each of our team members is a liaison for a specific county:

Clark/Multnomah Counties: Mayra
Clackamas/Multnomah Counties: Hosheman Brown, Community Collaborations Manager
Washington/Multnomah Counties: Lai-Lani Ovalles, Community Collaborations Manager

This is a new effort for us, and we’re starting to connect and be a part of networks. We have a presence at nonprofits, committees, task forces and boards, either in an advisory position or to gather information. As time goes on, we’ll be doing a lot more of this and identifying focus areas for our involvement. Also, we have great support from Anna Nakano-Baker, Community Collaborations Coordinator, who supports the team in a variety of ways.

What else should people know about your team?

We’re a new team and we’re doing a lot of planning and laying the groundwork right now so that we can be successful in the future. We’re looking forward to building more and better relationships with the community and we’re very excited to do more to help break the cycle of childhood poverty!

This is part two of a three-part series looking at how United Way’s community impact team is realigning in order to help break the cycle of childhood poverty. Up next is our Hands On Greater Portland Director Becky Blumer.

Interested in how your organization can help break the cycle of childhood poverty? Learn more about funding opportunities from United Way.

Shifting lenses: How UWCW’s Community Impact team is working to break the cycle of childhood poverty

noreply@blogger.com (United Way of the Columbia-Willamette) — Fri, 08 Nov 2013 01:31:00 +0000

By Paul Krieger, United Way Intern

Alejandro Queral

United Way of the Columbia-Willamette is currently instituting major changes in the way we do business — especially how we interact with our community partners and evaluate the impact and success we are having in our region. This blog series will look out how our Community Impact team is retooling to achieve our ambitious goal of breaking the cycle of childhood poverty within our four-county region within a generation. In this first part, I will interview Alejandro Queral, director of the newly formed Systems Planning and Performance team, responsible for measuring and evaluating our overall impact and efficacy.

Queral is a new member of our team, having come on board in July. He holds a B.S. in environmental science and a master’s in evolutionary biology and is a graduate of the George Washington University Law School. He has also worked for the Sierra Club, directing their Human Rights and Environment program, been a state government relations director of the American Heart Association and a program supervisor for Multnomah County Health Department. With his extensive background in health, environment and administration, Queral brings a unique perspective to the role of SPP director.

What’s the function of the Systems Planning and Performance team?

SPP is the part of Community Impact responsible for developing systems that will help United Way make the investment decisions that will be most effective at reducing or eliminating childhood poverty; ultimately, these decisions will be based on data, available evidence and measurable outcomes.

What is the current focus of your work in Systems Planning?

This is a period of creation and innovation for us; in fact we are trying to define what we are given our new role. We are currently working on creating and refining an integrated management system for multiple data sources to make better decisions about how to invest and who to invest in. We are moving toward a system where we can better evaluate the performance of our partners as well as measure our own impact within the community. So we will focus on key performance metrics that can help us measure how effective we are toward eliminating childhood poverty, as well as to continue to improve our investment processes and decisions moving forward.

How has the focus of your department changed compared with years past, especially given the new strategic focus?

We have taken a critical step in changing our focus from a transactional, fundraising organization to a relational focus that is community-based. With this new focus, we must identify who the key stakeholders are in our community and who is driving change. We must enlarge our knowledge base and understanding of what works so that we are more in tune with community needs, and better understand where we can have the greatest community impact. We need to increase our presence as a community partner by participating in our community in more qualitative ways — we must do a better job of telling the story of who we are and what our impact is.

How is Systems Planning preparing for this new relational role and how do you envision this will play out in terms of how we interact with partner organizations and projects?

This is where one of the great opportunities lies for United Way, to redefine itself. What does it mean to be relational, particularly in the context of working with community partners and investing resources into their organization and development? SPP has a key role to play in defining how we measure success and in being able to convey what success looks like to our community partners. SPP provides a framework for a performance-based approach in making our investment decisions — we should be able to say what organizations are really having an impact in ending childhood poverty.

But it’s more than evaluating or assessing their performance — it’s also about understanding what it is that they’re doing that is working well, that is helping move the needle, and understanding where the barriers are that are preventing success. In other words, when we talk about being relational, we need to think about accountability in a different way — not necessarily about being punitive but about using the data we gather from the community and the region to make better decisions about where to invest, where to take action, how to approach a particular problem. So we will play a role in not just gathering and managing data but turning that data into knowledge that partners can use to make effective decisions.

So it’s a two-way street — data can flow both ways helping both us and our partners gauge performance?

Absolutely. I think it’s critical that we are learning from organizations — we will certainly be creating the infrastructure internally to understand what it is our partners are doing. It goes to the question of impact — if we understand how to measure success, then we can say something about the impact of United Way and our grantees in the community. And it’s more than a two-way street; it’s really a whole network of organizations, and through that network we will be sharing knowledge that can be put into action — not just a bunch of data that only tell us whether we’ve met our goals or not. It’s more than that. Through the network, we will all learn why we did or didn’t achieve our individual and collective objectives and what we can all do to be more effective.

Can you talk a little about our role as a “backbone organization” and about being a convener?

There are a number of things there — one is the question of what our role is within a collective impact model. We can play a backbone role but I think we should also be open to adapting, particularly around the CommunityTransformation investment strategy. What I think we will see is that organizations and collaboratives are at different stages of development and readiness. So United Way has to tailor its role according to where organizations and collaboratives are and how they envision their partnership with us. We need to able to think about what is the best role for us to play in enhancing the work of a particular community.

How about measuring impact?

Since about 2012, United Way has been funneling resources to a range of projects with focus areas around health, education and economic stability. But within those things, it runs the gamut — around income for instance, around EITC, rent assistance, financial literacy classes — all these different things in the past have never shared metrics, have never shared goals. It’s very difficult to condense that work into stories that people can relate to. Statistics and theory are not sexy. People want to hear about results. In previous years we have not been set up to understand the impact. So what we’re doing is refining how to look at what works to reduce childhood poverty based on the available evidence.

For some types of projects it’s relatively easy to measure concrete impact and return on investment; for others that are less tangible, it will take time and research to develop meaningful metrics. For example, what does it mean for a family to be able to stay in their home one more month? How does that impact their family stability? What does it mean in the long term? Does that one time influx of cash have a long term effect on their ability to stay employed?

The key is to be able to communicate the vision of where United Way wants to be. In order to do that, we can provide data that shows where our region is in terms of childhood poverty — measurements like academic attainment, financial stability, public housing, services provided, etc. Moving forward, we’ll be working on data that captures what our partners are doing and how they’re moving the needle in a very local way.

Anything else that our community should know about SPP?

The role of the Systems Planning and Performance team is to create the underlying infrastructure that will allow the Community Collaborations team (another new team within Community Impact) to better understand what is happening in the community, how our partners are working and what kinds of success they’ve achieved. It’s really important not to lose sight or forget that Systems Planning is just one side of this coin and that the Community Collaboration team will be more directly engaged with community members on the ground. Our role really is to facilitate their work. We have a relationship where we just don’t simply meet and talk but rather take action together and create the infrastructure that allows us to take action together.

This is part one of a three-part series looking at how United Way’s community impact team is realigning in order to help break the cycle of childhood poverty. Up next is our Community Collaborations Director Mayra Arreola.

Interested in how your organization can help break the cycle of childhood poverty? Learn more about funding opportunities from United Way.

Their success is our success: Together we’re helping kids succeed

noreply@blogger.com (United Way of the Columbia-Willamette) — Wed, 30 Oct 2013 19:51:00 +0000

By Paul Krieger, Intern for United Way

I remember my dad telling me stories about growing up in poverty. Of the hot summer sun in the San Joaquin Valley where he and his younger brother picked cotton for less than five cents a pound. Of the small, two room bungalow where the brothers lived with their mother, step-father and two sisters. Of sleeping on the kitchen floor during winters and on the porch during summers and of the dirty well water they used to wash and bathe themselves. Through it all my father maintained a strong determination and spirit that manifested itself in a youthful desire to become a preacher.

Yet without the intervention of a caring aunt and the excellent support and belief of his local school, he almost certainly would have fallen into the same generational poverty that marked his family. With their support, however, my father was able to be the first in his family to go to college, then on to graduate school and afterward, a rewarding career in public service. Because there were critical supports — concerned school counselors and teachers, a supportive faith community and a mentoring family member — he was able to prevail in the belief that if he worked hard enough, he could find a place in the world for himself and his family.

Yet not all children are as fortunate as my father. Many are unable to escape poverty’s downward pull. During my father’s college years, poverty steadily declined for all Americans, reaching 11.3 percent in 1973 according to the National Poverty Center. Today, however, childhood poverty is worse than ever, especially since the onset of the 2008 recession. According to UNICEF, the U.S. now has a childhood poverty rate of 23 percent, among the worst of the industrialized world. For comparison, our rate is slightly lower than Romania’s but higher than Spain or Latvia. This rate is even higher for minorities like African Americans and Native Americans, groups who suffer the worst during periods of recession such as our current one.

The situation for children in poverty in Oregon is particularly alarming when compared to the national situation. According to a report by Children First for Oregon, in 2011, 44 percent of children lived in poverty or in low-income families, with 24 percent at poverty level — an amount that is the 14th worst in the country and above the national average. Over half of Oregon students are now eligible for free or reduced lunches. As noted in this OregonLive article, the economy is not creating jobs fast enough to reduce the demand on public assistance. Many Oregonians are exhausting their unemployment benefits and turning to cash welfare, the number of which has more than doubled since 2006.

According to the American Psychological Association, the stress poverty places on families negatively impacts the ability of children to learn. The emotional toll leads to depression in children, lower attention spans and lower academic performance. This is a time when children learn to form friendships and adapt to the demands of school and their outside environment. Parents overwhelmed by financial stress are less able to meet the caregiving needs of their children and this in turn negatively impacts the educational readiness of the child — the largest single indicator of their future success and the biggest determinant for breaking the cycle of generational poverty.

To meet this crisis of our region’s children, United Way of the Columbia-Willamette is adopting a new strategic focus that seeks to help end this problem within a generation — a strategy that will involve a shift in the way we engage with the community: we will become an engaged organizer and partner of the community rather than simply the fundraising organization we have been known for being in the past. Our new focus will involve effecting outcomes in three key areas: successful kids, stable families and connected communities.

Not having a high school diploma effectively dooms a child to a life of poverty so we will strategically invest in and work with partners that support student success at all grade levels including preschool, high school graduation and college/career transition after high school. Recognizing that children live in families, we will also support programs that promote family health and stability. Finally, we believe that some of the best solutions grow out of communities themselves; we will therefore be making long-term investments in and work with a cohort of strong community partners.

To help kids succeed, we fund organizations that implement programs that support students all the way from preschool to high school graduation (the biggest determinate of overall life earning potential). For instance, Self-Enhancement, Inc. has a strong mentorship program concentrating on the needs of students both in and outside of class. I Have a Dream’s The Dreamer School Project, builds long-term relationships, academic and social support services and creates a “culture of college” within school. Or the Youth Advocacy Program at the Native American Youth and Family Center which provides intensive educational and culturally specific community services for Native youth, focusing on developing strong peer relations and collaborative problem-solving. Funded projects like these will help young students receive the supports they need both in class and without in order to maximize their chances of academic success.

So many years ago, my father was fortunate enough to receive the kind of supports he needed to overcome the obstacles that would have condemned him and his family to a life of poverty. Because of the support he received, he and his family were able to realize their dreams and build a middle-class life. The contributions you make to United Way can similarly help children from low-income families break the cycle of generational poverty, not only helping them reach their dreams but also ensuring our entire community becomes healthier and economically stronger.

Learn more about how we help kids succeed. If you’re with a local organization that supports successful kids, stable families or connected communities, you may be interested in our funding opportunities.

Measuring Up: Assessing Ourselves on Equity

noreply@blogger.com (United Way of the Columbia-Willamette) — Thu, 11 Jul 2013 00:01:00 +0000

In May, United Way of the Columbia-Willamette staff completed an internal assessment to gauge how well we are doing in creating equal opportunities for people from diverse backgrounds within our organization. The assessment (called the Tool for Organizational Self-Assessment and Shared Accountability) was done as part of our partnership with All Hands Raised.

The overarching goal of the tool is to help promote improved outcomes for children and youth in Multnomah County schools especially around the areas of racial education equality and social justice. United Way volunteered to pilot the tool along with All Hands Raised.

The assessment took 76 hours to complete and consisted of 72 questions on topics such as organizational and leadership commitment, policies and practices, culture and communications and other areas impacting our practices vis-à-vis diversity. The assessment process included extensive discussion and data collection and was conducted by the culture committee and Maria Rubio, the former vice president of equity and engagement (Rubio stepped down from her role in June). I had the opportunity to speak with Rubio, before she left, regarding the assessment and what it revealed about United Way’s own situation.

I first would like to ask you about the difference between the words equity and equality. I think equality is the word most of us are familiar with and learned about in civics classes. This is probably the word most people think of when we think about the American social contract.
Equality means treating everyone the same - food, money, time, etc. Equity recognizes that everyone doesn’t come from the same place. Equality doesn’t recognize the barriers others often face in reaching the same outcomes - for example, the barriers created by discrimination or the challenges faced by a person with a disability.

At this point Rubio referred me to an image featured in the Equity Tool Report:

Note: This image was adapted by the City of Portland
Office of Equity and Human Rights from the original graphic:
http://indianfunnypicture.com/img/2013/01/Equality-Doesnt-Means-Justice-Facebook-Pics.jpg

The image shows three boys of varying heights standing on boxes, trying to view a baseball game over a fence. The left panel, titled “Equality,” shows how by being given equal resources, the boys do not achieve equal outcomes, while the right panel, titled “Equity,” shows that when resources are shifted to account for differences, the result is equal outcomes. This principle is actually recognized by our judicial system and Rubio referred to a quote from a study of equity and bias in the Oregon Justice System that states: “equal treatment of un-equals, constitutes unequal treatment” (paraphrased). As the Portland Plan defines it, equity is when everyone has access to the opportunities necessary to satisfy their essential needs, advance their well being and achieve their full potential.

What is the importance of the assessment tool and what do you hope to accomplish by using it?

The tool will help organizations like local government and school districts assess how their organization and cultures might be creating disparities in their service delivery and/or their student success. The tool also spurs conversation and discussion about equity that rarely happens in the workplace.

So what did the assessment tool reveal about our own commitment to equity?
Our chief strength is our commitment and our courage and willingness to discuss and examine these sensitive issues. This is a role that an organization’s leadership must play and here at United Way, Keith Thomajan (United Way of the Columbia-Willamette CEO and president) has really been a driving force for creating our own culture of equity.

Maria Rubio goes over the assessment results with United Way staff

What are some of our other strengths?
We have a strong community sense and an existing equity policy that focuses on populations that are the most disadvantaged and disenfranchised in our region. We also have an equity lens designed to help keep equity front and center in our organization. Lastly, we have a strong and diverse culture committee. This committee serves as advisors to the leadership team on issues that impact culture and morale. Committee members serve as ambassadors who model and incorporate the guiding principles that demonstrate the culture we want to have here at United Way.

Where are some areas where we fall short?
An obvious gap in our equity work is that we don’t incorporate it into our workplace giving campaign messaging. We need to engage and educate our donors about how inequities affect learning outcomes in schools, individual health, and individual and community economic stability. By improving education, health and economic conditions for the most vulnerable in our society, we all benefit by higher incomes, a better educated workforce and healthy people.

Dannon Raith, Hands On Greater Portland Program Coordinator, and Carol Frye, Chief Operating Officer, listen to the assessment results

The equity lens was identified as one of United Way’s strengths. What can you tell me about the lens?

The equity lens is a way of keeping equity front and center and to keep the dialogue open. It is a way of keeping track of equity - how it will impact people thinking about diversity and how it impacts us. It offers us a way to look at where we can impact this process. The lens creates more commitment to equity and with it, a greater commitment of resources as well.

How often should organizations like United Way conduct an equity assessment?
We should conduct the assessment at least once a year and measure the progress from the previous year’s goals. It should be conducted by a diverse, cross section of employees and organization leaders.

Do you have any final thoughts you would like to share?
Other collaborative member agencies worry about putting themselves out there by undertaking this assessment work. At United Way, we have been very open with our findings, even when it’s hard to hear. Because of this, we now have a benchmark for our future work and we will only get better.

Open Hearts, Open Minds: A Glimpse into the Success of Mount Scott Learning Centers

noreply@blogger.com (United Way of the Columbia-Willamette) — Mon, 03 Jun 2013 16:33:00 +0000

Watch a video about MSLC

On a Tuesday morning visit to Mt. Scott Learning Centers (MSLC), there was a palpable sense of community. One of the first things I noticed - besides the bright purple façade of the building - was that the administrative and dean’s offices had full-window walls, creating an open environment. As we toured the school, students approached our tour guide, MSLC Transitions Manager Joshua Mead, asking to speak with him later. In the lunchroom, students and teachers talked animatedly in small groups. Voices of teachers starting class spilled out of classroom doors left ajar. Students en route to class bustled past us with quick smiles to Mead. The hallways were lined with framed photographs documenting graduations, school events and sports teams. If I could sum up my first impression in three words it would be: energy, enthusiasm and warmth.

MSLC has become a known leader in the Portland community for providing accredited alternative education for at-risk youth. A majority of students who attend MSLC are categorized as “academic priority,” meaning they had poor attendance records, low benchmark scores on the Oregon Assessment of Knowledge and Skills, or were failing core courses and in danger of not graduating high school. More than 70 percent are low-income. Yet, if you dig deeper into why these students are at-risk, it becomes clear that many different roads led to this path. For varying reasons these students were all struggling in a conventional schooling environment and needed more one-on-one attention and a more flexible approach.

An unprecedented number of students graduated from MSLC this year!

MSLC has been able to transform chronically disengaged students by establishing positive adult relationships. Class sizes are at a maximum of 20 students, allowing a richer curriculum and closer student-teacher relationships. The school’s core teachers hold weekly small group advisory sessions for students. From the time I spent there, it was clear that the staff’s dedication to their students extended far beyond programming. Likewise, the students possess a strong loyalty to the school because they selected MSLC and are choosing to make the effort to graduate high school. This paralleled commitment fuels the staff’s desire to constantly improve the organization’s ability to serve the needs of its students.

MSLC received a $97,000 grant from United Way of the Columbia-Willamette’s 2012-13 grant cycle because MSLC’s goals for improving its school were closely aligned with United Way’s education impact areas of high school completion and students’ successful transition to continuing education. MSLC used the grant money to enhance the Transitions Program and to develop the Career Foundations class. These classes directly address the growing need to help students prepare for their transition post-graduation and that some students need personalized assistance in planning their credits for high school completion.

The Career Foundations class, an elective targeted for younger students, is designed to give students the tools, analytical skills and encouragement to plan for their future career options. The course supplements the Transitions Program, a class designed for seniors’ transition out of high school, and gives the students a comprehensive plan of action for their future. Students conduct market research on their top career choice and backup career choice. At the end of the quarter, every student presents the research conducted on their top two career choices.

The grant also assisted in the development of intensive case management services for 25 students within the Transitions Program. The students receive support to identify credits needed for graduation and get referrals for credit retrieval. They also attend career classes, receive support in career planning and personalized mentorship. All 15 seniors in United Way’s case management program will successfully graduate and receive their diploma June 2013.

Many students of MSLC are the first in their family to consider college. Thus, another emphasis at MSLC is to increase awareness and knowledge of college. In January, the school hosted a Free Application for Federal Student Aid (FAFSA) Night for students and their families to get information and assistance in filling out FAFSA applications. Mead spearheaded this idea when he realized that many families do not have the resources to complete the complicated application; thus students were missing out on an opportunity to receive funding for post-secondary education. The event proved hugely successful with around 30 families attending. Most notably, there was a significant increase in the number of students receiving scholarships. A huge part of this can be attributed to the development of the case management program, new opportunities for career explorative classes and family outreach events such as FAFSA night. To highlight the success of such programs, all 15 case managed youth applied for FAFSA and will receive a Pell Grant and 10 of the 15 won additional scholarships.

In the past, MSLC graduated 17-19 students each year. This year, the number of students who are graduating has almost doubled to 31 students. MSLC credits a large part of this success to the support provided by the Transitions Program case management’s increased focus on ensuring that students attain the credits they need to graduate and the Career Foundations class’ emphasis on planning early for the future. These services are clearly spilling over to other students as reflected by the increased graduation rates.

“The most rewarding aspect of my job has always been watching our students graduate,” said Mead. “I can now add that seeing my students realize college is an accessible option is another extremely rewarding part of my work. Their sense of accomplishment and pride is very moving.”

To learn more about Mt. Scott Learning Centers, visit: http://www.mtscottlearningcenters.org/

United Way supporters honored at April 11 event

noreply@blogger.com (United Way of the Columbia-Willamette) — Fri, 12 Apr 2013 21:15:00 +0000

We honored our supporters at the Thursday, April 11 Celebration of Caring event at Castaway in NW Portland. During the event, we announced that our donors gave $23,686,521 in the 2012-13 local United Way campaign. This represents a 7.6 percent increase over last year’s fundraising total and sets a new record for funds raised by and for our community. Funds will go to projects in the four-county metro area that help connect people in need with education, financial stability and health services, as well as to nonprofits selected by individual donors.

“At United Way, we believe each of us has something to share and that, together, we’ve got what it takes to make our home the best possible community, for everybody,” said Keith Thomajan, president and CEO. “This year’s results demonstrate that and reinforce the continued generosity of our community.”

The campaign total includes a one-time $2 million bequest from a long-time United Way donor. These funds will be endowed and will have a lasting impact on the community. Additional successes include a $200,000 increase in overall employee giving and a 200% increase in new business and partnerships.

The 2012 Fundraising Committee Chair was Andy Frazier, managing partner of Frazier Hunnicutt Financial, and the Honorary Co-Chair was Portland Timbers defender David Horst. During the event, Carol Mangan, Oregon Market president at Sterling Bank, was announced as the 2013 Fundraising Committee chair. Members of the Fundraising Committee actively help raise funds by meeting with other executives, running top campaigns in their own companies and personally giving time and money to support giving efforts.

AWARDS EARNED

Thousands of individuals and hundreds of businesses and organizations partnered with United Way to give back to the community this year. Their efforts were recognized and awarded at the Celebration of Caring.

INTEL AMAZES

Intel Oregon employees and retirees, along with a match from the Intel foundation, donated more than $6.8 million to the Intel United Way Community Giving Campaign in 2012. This puts Intel Oregon’s giving total since 2003 at $51.1 million. During those ten years, 6,025 employees and retirees contributed to the campaign. In recognition of this generosity, Intel Corporation received the “$50 Million in 10 Years” award.

WELLS FARGO EMPLOYEES MAKE IT HAPPEN

During the 2012 campaign Wells Fargo became the second company ever in the history of the local United Way to raise more than $1 million solely by the employees—specifically, donations have now reached a total of $1,062,000. Wells Fargo received the “Thanks-A-Million” award.

Other companies recognized during the Celebration included the following:

CAMPAIGN CHAIR’S AWARDS

Large Company: UPS

Medium Company: Enterprise Holdings

Small Company: Cascade Corporation

EMPLOYEE CAMPAIGN COORDINATOR OF THE YEAR

Large: Laura Bain, Intel

Medium: Laura Coon, Ron Tonkin Family of Dealerships

Small: Julie Strand, Pendleton Woolen Mills

BEST OF TRADE

Architectural, Engineering and Construction: Jacobs Engineering Group Inc.

Education: David Douglas School District

Finance & Accounting: Sterling Bank

Government & Grantors: Clark County

Heath Care & Social Services: Providence Health & Services

Insurance: Cambia Health Solutions

Legal & Real Estate Services: Melvin Mark Companies

Materials & Machinery Manufacturing: Daimler Trucks North America LLC

Product & Device Manufacturing: Benson Industries LLC

Retail, Trade & Accommodations: Costco Wholesale, Inc.

Utilities, Transportation & Warehousing: Pacific Power

Wholesale Trade: Alaska Copper & Brass Company

BEST OF COUNTY

Clackamas: Bi-Mart Molalla

Clark: City of Vancouver

Multnomah: ESCO Corporation

Washington: Gaylord Industries

INNOVATION AWARD

Eaton Corporation

BEST NEW CAMPAIGN

NW Equity Holdings LLC

LABOR PARTNER OF THE YEAR

IAMAW Willamette Lodge #63

MEDIA PARTNER OF THE YEAR

The Oregonian

CAMPAIGN PERFORMANCE AWARDS

211info

Adalis Corporation

Banner Bank

Benson Industries LLC

Daimler Trucks North America LLC

Deloitte

ESCO Corporation

Fred Meyer Stores

Homestreet Bank

Intel

Parametrix, Inc.

Sterling Bank

Stoel Rives LLP

Keeping families together: Stepping Stones project

noreply@blogger.com (United Way of the Columbia-Willamette) — Wed, 06 Mar 2013 22:01:00 +0000

Your gift helped furnish this room
for a family like Melanie and Bill's

Melanie and Bill are a young married couple with three beautiful children. But addiction, at one point, tore their family apart. Their family was separated when Melanie and Bill’s heroin addiction made the caretaking of their children too difficult. The parents lost custody and were estranged from their children. The judge presiding over their case sentenced them to an outpatient treatment program. Their road to recovery included a very structured and demanding program, but both showed much success.

As Melanie’s recovery progressed, she was referred to a United Way funded project, Stepping Stones, and was given the opportunity to reunite with her children as she continued her treatment program. She and her children were provided safe and affordable housing through the Stepping Stones project. For nine months she learned parenting and employment skills as she continued her journey to recovery. While living there, one of her children became very ill. Melanie persevered and stayed focused, obtained a job and paid rent at the home despite the added stress. Last summer, she and Bill graduated from their outpatient programs and have since transitioned their entire family into affordable permanent housing.

CODA’s Stepping Stones project provides women and their children with safe and affordable housing as they complete their outpatient treatment programs. Women learn the skills they need to successfully manage their addictions, seek employment, and parent their children through this project. An on-site monitor assists with coordination and support to these women and their families as they rebuild their lives so they can move on through recovery to permanent housing.

Offering children a chance to reunify and live with their mothers when they transition from inpatient addictions treatment to outpatient treatment is crucial to a keeping a family together. The Department of Human Services determines when mothers are ready for reunification, and often refers mothers to Stepping Stones when they are trending ahead of their recovery timetable. There are very few programs in our region that provide safe places for families to reunite and promote success as parents undergo treatment. Stepping Stones is one of them.

Oregon has an above-national-average percentage of children who return home and are formally discharged from foster care. Last year, more than 64 percent of Oregon children living in foster care were reunited with their families. Washington County, where this project is located, showed a decrease in their foster care population and placement last year. This project makes a big different to these kids and their families in our community.

Safe and affordable housing is hard to come by in the four-county region, especially for individuals experiencing barriers from their past histories, lack of income and much more. Stepping Stones gives families a chance to break through those barriers and thrive.

When you donate your time, money and voice you help families like Melanie and Bill’s stay together and stay strong. Thank you for participating in our community and helping break down barriers for people who need it.

Dreamer and Doer: Frances Wisebart Jacobs, “Mother of Charities”

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 05 Mar 2013 19:37:00 +0000

March is National Women’s History Month. And at United Way, we have an especially strong connection to the powerful work of women in history. We wouldn't be here today without Frances Wisebart Jacobs, a woman who helped found the organization that became United Way.

Born in 1843 in Kentucky, Jacobs immigrated with her husband to Denver to open a clothing store. She quickly saw the needs in her new home and moved to take action. One of her big, early initiatives was helping tuberculosis (TB) patients get the care they needed. Hundreds of TB patients moved to Colorado each year for its clean, unpolluted air. But the state didn't have the services to care for them and many ended up homeless, with no choice but to “roam the city coughing and hemorrhaging.”

Jacobs started a volunteer organization that helped them and later advocated for a free TB hospital in Denver. Her passion for change inspired others. The hospital’s research contributed to ending TB as an epidemic.

TB was only one of the issues that Jacobs worked on. She also founded a free kindergarten and a relief society that focused on women in need. In a time when people in poverty were often blamed for their condition or even considered to be a lesser order of human being, Jacobs saw them with empathy and compassion. She understood the connections between the various challenges in her community, saying “God never made a pauper in the world, children come into the world and conditions and surroundings make them either princes or paupers.”

In 1887, Jacobs joined with interfaith Denver leaders to start the Charity Organization Society, which brought together twenty-three charities to coordinate their work. Eventually the organization went nationwide and became United Way and our local branch was founded in 1920.

France Wisebart Jacobs was just one person but her work had a ripple effect that we can still feel today. Many women in our community are creating change and making history. In honor of Women’s History Month, thank you from all of us at United Way.

Sources: Wikipedia, unitedway.org, National Women’s Hall of Fame. Image courtesy Wikipedia.

Donor Spotlight: Carole Bentley

noreply@blogger.com (United Way of the Columbia-Willamette) — Mon, 04 Mar 2013 23:52:00 +0000

After Carole Bentley survived cancer, she knew she wanted to give back to people who were going through what she had experienced. That passion for helping others drove her to volunteer with the American Cancer Society, where she has worked on events including their gala fundraiser. Fortunately for us, Bentley is also a firm advocate for United Way of the Columbia-Willamette and its mission for our community. She has been donating to United Way for her entire career, more than 35 years. She filled out a pledge form at her very first job at First National Bank, and still gives today as the senior vice president/Commercial Lending Center manager at Banner Bank in Lake Oswego.

Along with her co-workers, Bentley is involved in the United Way workplace giving campaign at Banner Bank. In 2012, Bentley’s branch had the best-ever results for any local Banner Bank — their campaign total more than tripled. That means more money going back to the community to create change. Her advice for anyone involved in running a United Way campaign is to focus on the human aspect and engage with employees. It’s important for potential donors to understand that “someone you know might have been helped by United Way.”

Having lived in the Portland area for many years, Bentley says that what she loves most about this community is that while it has all the resources of a major metropolitan area, it has a small-town feel where everyone knows and supports each other.

Bentley’s worked to make sure that her own values continue in the next generation. She has two sons and taught them from an early age that “when we’re lucky enough to not be hurting, we must help others who are. And, if you can’t give money you can give time.”

Bentley says that she gives to United Way because she loves the fact that 100 percent of her gift goes to help the community. “I like to know where the money goes and I’ve always felt confident that when I give to United Way the money will be used wisely.”

Thank you, Carole Bentley, for your 35 years of giving and creating change in our community. We can do what we do only because of donors like you.

Writing Successful Grants: Tips from United Way of the Columbia-Willamette

noreply@blogger.com (United Way of the Columbia-Willamette) — Wed, 20 Feb 2013 19:19:00 +0000

By Roserria Roberts, Senior Manager United Way Community Impact

We’re currently in the middle of the grant application process for 2013-14 Fiscal Year funding. This blog post provides tips for organizations that are working on their applications now and for organizations that might apply in future funding cycles.

The United Way grant application process is slightly different than traditional grant applications due to the strong ties we build with communities and the target population we serve. We call this the “Community Impact Model.” The process starts with an assessment of our community’s needs and research on the methods and programs that have had the greatest success in combating similar issues, followed by a competitive grant process that funds the most effective projects. The review and rating is inclusive of non-profits, businesses and community members.

Here are a few suggestions to help you in building a successful proposal. First, think about the grant application as having three main parts.

Part 1: Provide Your Evidence Review

If you want funding, we need evidence-based information for why your project is needed. A few examples of justification could be: statistics, regional indicators, qualitative or quantitative analysis and/or community data. Supply information on what your community is facing and what you want to address. Furnish details on why the matter is time sensitive, and how the population will continue to be compromised until the matter is addressed.

For insight on what it is we are looking for, carefully read through pages two to nine of the 2013 United Way Community Grant RFP to make sure your project aligns with one or more of the Impact Areas, Funding Priorities and Objectives. And describe how it does so.

Part 2: What Your Project Does

Write your application as though the reviewers are unfamiliar with your work and you are advising them on what your organization does and how it builds a strong community.

When writing about your project, you want people to be inspired. What is your vision? What do you want things to look like when your work is done? Keep in mind this application is for a one-year grant. Don’t get over zealous. Your application should only detail what can be accomplished in one year. Define your strategy for achieving your goals, your objectives (what are the mid-year benchmarks or specific accomplishments you will reach) and when you will accomplish those objectives.

Think about the critical components that make your project unique. Whether that means location, partners, collective approach, activities, etc., make sure they are all included. While you're thinking through this information, keep in mind what you'll need to give the readers in order for them to have a comprehensive view of your work and the activities you'll achieve.

Part 3: Why Is Your Project Special?

This is where everything is pulled together. Here are a few of the types of questions reviewers may ask. Keep in mind how your answers will appeal to the reader's logical side.

What gives your group credibility?
Have you had many successes? If so, when?
Have you been effective with other projects aligned around this area?
Do you have evidence that past projects were effective?
Does your budget make sense and will you have sufficient funds to cover your work?
What makes your group unique?
What sets your project apart from other agencies in this area?
How has the community benefited?
How has the community been involved?
How have you empowered participants from prior projects?
What type of sustainability or follow-up will you provide?

Part 4: The Review

Each of the three Impact Areas (Education, Financial Stability and Health and Well-Being) will have 20–30 volunteer reviewers. These reviewers may include people from all four counties, a sprinkling of United Way staff, seasoned United Way volunteers (Vision Council Members), committed stakeholders and content experts. Reviewers are provided with detailed instructions before they start reading, but keep in mind that many may not be familiar with your organization or the population you serve.

Read up on the United Way review process. We have provided several tools that will instruct you on the outcomes we seek. One of the most useful is the reviewer rubric. This is the tool by which your application will be scored. It provides you with information on the elements we are looking for. Learn as much before you start writing and be knowledgeable about how your application will be scored.

Through the quality of your application, convince your readers to support your request for funding. You want your readers to advocate for your project and say, "Out of all the proposals I’ve read, this one presents one of the most compelling cases for United Way dollars and assistance!"

Beyond writing the grant...

1. How realistic is your group about your fundraising plans?

Your budget tells grantmakers how realistic you are about your ability to raise money. Grant reviewers need to feel confident that if your overall project budget is larger than the dollar amount that you are requesting from United Way, you will be able to raise the difference and have a successful project.

Example: If your budget for this year is twice as much as last year and you don’t have a solid fundraising plan to match up with your budget, your overall proposal is not going to look very strong to the reviewers.

Example: If you are a new, grassroots organization that hopes to raise $300,000 in the first year and your fundraising plan is heavily weighed on government dollars, your plan will not come across as realistic.

You need to be as accurate as possible when projecting unsecured dollars or you won’t get funded.

2. How financially stable is your group?

We want to know:

• What percent of your budget do you anticipate raising from individuals?

• How much of your budget is already committed (or at least has been received in the past) and how much is pending?

• What are the different funding sources you have?

United Way is conscious of the many sizes of agencies and organizations we fund. If you are an emerging or mid-size organization, make sure you are taking the appropriate steps towards becoming more financially stable and that you are working towards diversifying your funding sources.

3. How well does your budget match your specific plans?

United Way wants to be certain that your income and expenses are reasonable and consistent with the work you described in your narrative. Make sure you answer each budget line item because line items with no narratives will cause points to be taken away.

Example: If you are launching a project that involves low-income parents, be sure to have expenses such as food, childcare and travel included in the budget.

Make sure that your expenses reflect the services you provide in the proposal narrative.

We wish you the best of luck on your application for funding and look forward to reading more about your proposed project!

Special thanks to MRG Foundation whose Resources for Applicants blog inspired this post.

Spotlight on the Help with the Basics Campaign

noreply@blogger.com (United Way of the Columbia-Willamette) — Thu, 07 Feb 2013 23:50:00 +0000

Becca and Sun were a newly wedded couple. They were just starting to build their lives together when Sun was in a car accident. Even though both were employed, Sun’s job did not include insurance benefits. The unpredictable event of a car accident suddenly burdened them with paying expensive hospital bills in addition to their many other bills.

While Sun’s health prevented him from rejoining the work force, Becca continued working to support them. For four months she was able to keep their family afloat. Unfortunately, the bills piled on and even though Becca kept working, she found herself unable to maintain payments.

She was extremely stressed and worried about paying their bills including their past-due utilities bill— not to mention her husband’s recovery. She turned to Human Solutions, a nonprofit that “eliminates barriers to escaping poverty” and prevents families from becoming homeless. The organization is partnered with United Way’s Community Relief Fund.

Human Solutions paid Becca and Sun’s entire electric bill, which was already three months overdue. The financial and emotional relief of this assistance was significant for Becca. She was now able to focus on paying rent and her husband’s recovery. Rather than being burdened with the past, Becca and Sun were able to concentrate on the present. With the small amount of assistance they received, Becca and Sun were able to get back on their feet, but they are just one family out of many in our community that need some extra help.

That’s why we’re partnering with the Oregon Food Bank and NW Natural to address the basic needs of our community: hunger, housing and heat. Any donation to the Help with the Basics campaign is divided equally among the three causes. The Oregon Food Bank provides emergency food supplies for neighbors in need. Additionally, the organization offers education and advocacy programs to fight hunger from all angles. NW Natural offers a Gas Assistance Program (GAP), which helps community members stay warm in the winter by assisting with utilities bills. GAP has been in place for thirty years and has raised more than $5.3 million. United Way’s Community Relief Fund allows families to remain in their homes by assisting in rent, utilities and mortgage payments. As of October 2012, the Community Relief Fund has assisted 70,127 people in the four-county area, which amounts to 24,867 households. By combining these three causes into one campaign, basic needs can be fulfilled for all members of our community.

Like Becca and Sun, accidents can happen to good, hardworking people. Sometimes, all it takes is one accident to tip the scale from living modestly to living in poverty. Becca and Sun are proof that hard times and bad luck fall indiscriminately. That is why it is important that a local safety net is established to prevent people from falling through the cracks. Help with the Basics provides the funds, materials and organizational support for any and all community members in need. Donate now.

2013 Heart of the Community Awards: A Celebration of Volunteerism in Our Community

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 22 Jan 2013 21:54:00 +0000

Watch the video of Terrance Harris, winner of last year’s Individual Volunteer Award at the Heart of the Community Awards, for a glimpse of inspiration-in-action.

Terrance Harris may not be a name you have heard of before, but his actions speak louder than words. When Harris’s newborn daughter became very sick with a disease called HLH, it drained his family’s finances and tested their spirits. He turned to the Volunteers of America (VOA) Family Relief Nursery for support and childcare assistance. Once his daughter made a full recovery, he felt compelled to help others facing similar hardships. Inspired by his grandmother and driven by his children, Harris became a dedicated volunteer and an active leader with VOA. Harris had very personal reasons for volunteering and recognized first-hand the importance of a strong community. He even linked his men’s church group with VOA programs, creating a stronger network of concerned citizens.

This month features the twelfth annual Portland Trail Blazers / Hands On Greater Portland Heart of the Community Awards, a collaboration between Hands On Greater Portland, a United Way program, and the Portland Trail Blazers. The event celebrates individuals in our community who possess the inspiring qualities of leadership, volunteerism and altruism.

This year’s event takes place on Thursday, Feb. 7 at the Governor Hotel’s Heritage Ballroom in downtown Portland from 11:30-1 p.m. Tickets are $50 and include a delicious catered lunch, a cozy atmosphere with outstanding community members and inspiration for how you can make a meaningful difference in our community.

The following honorees will be recognized for their service:

Buzz and Joyce Nelson, Heart of the Community Award
Holly Wilkalis, Hands On Greater Portland Volunteer Award
Kathi Rodgers, Individual Volunteer Award
Maddy Miller, Nathan Sibell Youth Leadership Award
Returning Veterans Project, Volunteer Innovation Award
Les Schwab, Corporate Volunteer Award

Warm up from the winter’s chill by surrounding yourself with dedicated community members. Enjoy the opportunity to learn their stories of WHAT inspired them to volunteer, HOW they have positively impacted our community and WHY they believe giving back to the community is important.

It is our personal responsibility and in our best interest as citizens, neighbors and community members to maintain a vital and prospering community for all. Like Harris and other dedicated volunteers, we help for our own sake, but also for the sake of others. The two are intertwined, interconnected and irrevocably linked.

Questions? Contact Becky Blumer or call her at 503.200.3363. Ask about opportunities for table sponsorship! Don’t need to ask any questions? Go ahead and purchase tickets!

Thanks for helping your neighbors facing emergencies

noreply@blogger.com (United Way of the Columbia-Willamette) — Wed, 28 Nov 2012 18:21:00 +0000

Even as the economy improves, many families are still struggling to meet their basic needs. Especially during the fall and winter, some families have to make a choice between eating and staying warm.

Because of your support, fewer have to face that choice. We’ve helped thousands of people with emergency needs including food, rent, utilities and prescriptions. That’s all thanks to generous gifts to our Community Relief Fund (CRF), and the work of our community partners.

When kids go to school with food in their stomachs, they learn more. When parents know their children have a safe place to sleep at night, they can support their family. And when older adults get the medicine they need, they stay healthy. Your support of the Community Relief Fund creates change in our community. Thank you!

Community Relief Fund Results

As of October 2012, funds distributed to community action projects have helped 70,127 people in the four-county area (24,867 households). The average amount of assistance through the Community Relief Fund (CRF) with utilities was $245, while the average amount of rent assistance to each household was $727.

1,176 people were able to stay healthy because they received assistance paying for prescriptions.
In total, 3,408 households (9,997 individuals) avoided eviction because they received rent or mortgage assistance.
Some 16,781 households (52,392 adults and kids) received food assistance.
About 1,372 families (4,159 individuals) kept the lights on because they received help paying their utility bills.

Why we fund basic needs

United Way’s Community Relief Fund provides basic, emergency assistance to families in need. We also fund projects that create long-term change in our community. Why do we invest in both types of projects?

Helping people with emergency needs is like a bandage on a child’s wound. It won’t prevent an injury in the future, but that bandage is so important, because in that moment, that’s what the child needs.

Equally important are medicines to help heal the child and safe behaviors that help the child stay healthy in the future. And perhaps someday the child will become an advocate to help her whole community become healthier.

In a nutshell—simplified, of course—that’s how United Way’s investment strategy works. We help people with their immediate needs, we give them support to change their lives and we provide ways for everyone to make a difference in their community.

Your top grant application questions – answered!

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 13 Nov 2012 21:53:00 +0000

Financial review? Financial audit? What are those?

In this post, we’ll answer that and other top questions about applying for grant funding eligibility from United Way of the Columbia-Willamette.

First, a couple of quick reminders.

You must register for our online grant application portal by November 27 at 5pm.
You must submit your Request for Qualifications application by November 30 at 12pm.

Now, on to the questions.

Q: You say that in order to be eligible for United Way funding my organization must have an audited financial statement or financial review. What are these and why are they required?

A: We want to make it easy for organizations of all sizes to apply for United Way funding. At the same time, we have to ensure that donor dollars are being invested wisely. That’s why we require either a financial review or an audited financial statement, depending on your organization’s size. Both documents show that your organization will make good use of grant funding we might award.

Q: Which documents are required for my organization?

A: It depends on your annual operating budget.

If your organization’s annual operating budget is less than $500,000 per year, we require either a financial review OR an audited financial statement.
If your organization’s annual operating budget is $500,000 per year or more, we require an audited financial statement.

Q: So what exactly are these two types of financial documents?

A: An audited financial statement is also known as an audit. In an audit, an organization hires an independent, external accounting firm to inspect the organization’s accounts in detail. As an example, you can see our own audited financials from FY 2010-11.

A financial review also involves an independent accountant but it’s more limited than an audit. Rather than inspecting every detail of the organization’s accounts, the reviewer typically focuses on analytical procedures and financial management practices. Here’s an example of the overview page of a financial review.

In both cases, one thing that’s really important is that the auditor or reviewer has to be an independent, external CPA or accounting firm; it can’t be your internal bookkeeper. Also in both cases, the review or audit should be for your most recent fiscal year ending no earlier than June 30, 2011.

Q: My organization doesn’t have either of these documents and I don’t think we’ll be able to get them in time to apply for funding eligibility for this grant cycle. Is there any way I’ll still have an opportunity to apply for United Way funding?

A: If you are certain that your organization won’t have the required financial documents in time to apply for funding eligibility for the 2013-14 grant cycle, you can consider the option of Fiscal Sponsorship. You’ll work with an organization that does meet the financial requirements, a Fiscal Management Organization. If you think this might be a good option for you, contact our Community Investment team via email or call 503.226.9339.

Q: My organization applied for United Way funding eligibility last year. Do we need to re-apply this year?

A: Yes, you will have to re-submit your information to be eligible for this funding cycle. That’s because we want to make sure we have the most recent information for all organizations so we can consider everyone’s eligibility fairly. Specifically, your financial review or audit must be for a period ending no earlier than June 30, 2011.

Q: Where can I learn more?

A: Visit our website or watch this recording of our recent webinar.

Thanks for considering applying for funding eligibility from United Way! We look forward to hearing from you!

Apply now for grant funding eligibility from United Way

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 16 Oct 2012 17:28:00 +0000

We have opened the one-year grant process for 2013-14 for local non-profits. The current grant funding cycle will provide grants between $25,000 and $100,000 for projects that help local people in need connect with services in education, financial stability and health and well-being.

“Many individuals and families throughout our region continue to struggle, particularly given our persistently stagnant economic climate,” said Zeke Smith, chief impact officer. “We recognize the incredible work many nonprofits in our community are doing to address these issues and encourage organizations to see if they are a good fit for United Way funding.”

Grants will focus on the areas that help build a strong, connected and engaged community:

o Education: Middle school success, high school completion and post-secondary transition.

o Financial Stability: Employment and housing supports.

o Health and Well-Being: Family health, healthy relationships, mental health and oral health.

Grant funding is open to organizations serving residents of Clackamas, Multnomah and Washington counties in Oregon and/or Clark County in Washington.

The process begins with an online Request for Qualifications (RFQ), which allows organizations to demonstrate their basic eligibility to be funded by us. The RFQ application is due by November 30, 2012. Organizations that are eligible to receive funding from United Way will then be invited to submit a proposal with more details about their project during the Request for Proposal (RFP) process. After an evaluation process, grant funding will be distributed July 1, 2013 and will last for one fiscal year.

To reduce barriers to applying, especially for organizations that have never before applied for United Way funding, we will offer an online webinar on October 31 to go over eligibility requirements as well as hold free work sessions in each county beginning in January 2013. Detailed Frequently Asked Questions are also available online and our staff will be available to answer questions along the way.

Thanks to Cornerstone Partners, companies that cover our overhead costs, 100% of all private donations go directly to support grant-funded projects. We are highly rated by Charity Navigator, GuideStar and the Better Business Bureau for the wise use of funds.

To learn more and start the process, visit our website.

CEO Keith Thomajan visits DC for White House forum

noreply@blogger.com (United Way of the Columbia-Willamette) — Fri, 28 Sep 2012 16:46:00 +0000

Left to right: Jeffrey Hayward, COO UW Massachusetts Bay;
our CEO Keith Thomajan; Jon Fine, CEO UW King County

Leaders from across the country recently met in Washington, DC to talk about new ideas to help urban communities. Among them was our President/CEO, Keith Thomajan.

The White House Office of Social Innovation and Civic Participation invited Keith, along with the CEOs from United Ways in Seattle and Boston, to share ideas and learn from other organizations.

Keith says the invitation was a great testament to the work of United Way and all of our supporters because it means that the White House sees us innovative leaders in our community. The forum is just the beginning, and will hopefully lead to more work with the White House and other organizations.

Some of the ideas that excited Keith were:

The Pittsburgh promise: every Pittsburgh kid who graduates high school with a 2.5 GPA and 90% attendance will get a $40,000 scholarship to an in-state school.
Made in NY app: plots tech sector companies and jobs across NY City.

Jonathan Greenblatt, director of the White House social innovation office, also gave a shout-out to United Ways as the leaders in knowledge management--understanding our community, knowing what organizations are doing what and where the gaps and opportunities lie.

We were excited to be a part of the forum and look forward to learning more and building more connections like it in the future!

Labor Day picnic celebrates a great partnership

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 11 Sep 2012 20:21:00 +0000

Our President and CEO Keith Thomajan was honored to be asked to speak at Labor's Community Service Agency's Labor Day picnic about our partnership with labor. Together, labor and United Way are working towards a living wage and financial stability for everyone in our community.
Oregon Governor John Kitzhaber also spoke at the picnic.

United Way President/CEO Keith Thomajan

Oregon Governor John Kitzhaber

Keith Thomajan

United Way Community Account Manager Adam Crawford and other UW staff shared the United Way story with people at the picnic.

Intel program inspires engineering students to help community

noreply@blogger.com (United Way of the Columbia-Willamette) — Fri, 17 Aug 2012 16:07:00 +0000

Michelle Kantor presents Intel project

If you have kids, you know that childcare can be really expensive. In fact, it can range from $4,000 to $10,000 per year per child! That can be challenging for working families.

A group of engineering students recently thought of a great solution to this problem, thanks to an Intel Corporation program that United Way recently participated in.

Their idea is called Zip Care, and it’s a website that uses technology similar to a car-sharing business to help local Latino families set up babysitting co-ops and learn about child safety.

Zip Care was just one of the innovative projects students participating in the Intel Ultimate Engineering Experience here in Portland have come up with to use broadband technology to address challenges facing underserved people in our community.

Intel created the Ultimate Engineering Experience as part of their work with the White House Council on Jobs and Competitiveness. The program’s goal is to encourage freshman and sophomore engineering students to stick with their engineering program to completion. Currently the United States produces 130,000 engineering students per year. This compares to 1,000,000 per year in India and China.

One of the reasons this is happening is that more than half of all US engineering students drop out of their engineering program by the end of their second year.

Intel’s Ultimate Engineering Experience is a six-week summer program at six Intel sites in the U.S. that helps students learn how to be innovators and entrepreneurs, showing them what it’s really like to be an engineer, as opposed to just the theory they learn in engineering school. The program is built around four projects that build in complexity during the session and expose participants to different fields in engineering and design methodologies.

Jack Baker presents Intel project

Students also get a scholarship to support their continued pursuit of an engineering degree.

The first project centered on a concept called ideation. Ideation is a process where participants learn how to identify problems, to look at these problems as opportunities, and gain the confidence to become the innovators of tomorrow. This is where United Way was invited to help.

United Way staff members Roserria Roberts and Sarah Groshell presented information and data to the students about the challenges that many people face in our community every day.

Here are just a few of the issues brought to light by Sarah and Roserria:

· Over half a million people live in poverty in the Portland metro area

· Over 350,000 people have no health insurance

· A third of ninth graders will not graduate from high school on time

“The students were very engaged and wanted to know more about the barriers in people’s lives,” said Roserria.

“Many of these students had no idea the dropout rate was so high,” said CJ Phillips, facilitator of the ideation training and a Physical Design Engineer with Intel.

Next, students worked in teams to come up with ideas they could use to help underserved communities using broadband technologies. Here the idea for ZipCare was born.

Spencer, a student who worked on the Zip Care project, said, “I was surprised because I was expecting robots and software and that kind of thing and then the first thing we’re talking about is United Way and social issues. A lot of people came in thinking about what they would get out of it, and then we were asked to think about helping others.”

At the end of the week, a panel of judges, including United Way team members Colin McCormack and Don Braden, reviewed all of the projects.

“Knowing that someone from United Way was going to be a judge made us feel like we could really make a difference in an engineering capacity,” said Michelle.

“I was impressed by many of the innovative ideas these students came up with,” said Don. “I really think learning this kind of approach would serve us all well.”

Intel Corporation is a longtime supporter of United Way of the Columbia-Willamette. Last year alone Intel employees and retirees and the Intel foundation donated $7.2 million to our annual giving campaign.

United Way was thrilled to be able to step up and help Intel with the Ultimate Engineering Experience when they called.

“I really want to thank United Way for helping us with this project on relatively short notice,” said Irwin Yablok, the Intel employee who along with Leigh Weisshaupt coordinated the entire Intel Ultimate Engineering program here in Oregon. “It’s a win-win!”

We could not agree more Irwin! Thank you Intel for all you do. You are an important asset for our region.

United Way grants $4.84 million to projects in four-county area

noreply@blogger.com (United Way of the Columbia-Willamette) — Fri, 06 Jul 2012 20:52:00 +0000

United Way of the Columbia-Willamette will be distributing $4.84 million in grant funding to projects in the Portland-Vancouver area on July 1, 2012. The grants will enhance education, reduce poverty, improve community health and meet families’ emergency needs.

“We are thrilled to be making these investments," said Keith Thomajan, President and CEO. "Each organization, in its own way, helps build stronger, healthier communities in our region. And each grant was made possible by thousands of generous donors -- people who give, volunteer and use their voice to create change in our communities."

In the four-county area, one-third of local high-school students do not graduate on time. Half a million people in the area live in poverty. At least 15% of people do not have health insurance. United Way’s funded projects aim to meet immediate needs while working to change systems so that all people have the support they need to succeed.

$3.22 million will go towards 48 one-year grants in the areas of education, income and health. Grants for direct-service programs range from $50,000 to $100,000 and capital project grants range from $2,000 to $40,000.

Education projects support middle school success, high school completion and transition to career or college.
Income projects reduce poverty by promoting family-wage employment and affordable housing.
Health grants help to build healthy, non-violent family relationships and connect people in need with mental and oral health care.
Capital projects help nonprofits whose overall work is in education, income and health better serve their clients through facilities improvements and equipment purchases.

In addition, $1.6 million will fund ongoing strategic initiatives that have proven results in supporting United Way’s focus areas of enhancing education, reducing poverty, improving community health and meeting families’ emergency needs.

In past funding cycles, United Way has given out three-year grants. This year, the organization is giving out one-year grants to give nonprofits a chance to access funds while United Way takes the time to research needs, engage with the community and sharpen its strategic focus for the next grant cycle.

The funding decisions were driven by a diverse pool of volunteers from corporate partners, community leaders, and United Way staff members who collectively contributed nearly 2,000 hours towards the process. “I was truly impressed with the rigor and thoughtfulness employed by our staff and volunteers,” said Thomajan.

In this year’s giving campaign, United Way of the Columbia-Willamette raised $22,005,560. That includes donations from more than 20,000 people as well as corporate and individual gifts. The funding that did not go to this year’s grants was made up of donations sent directly to the charity of the donor’s choice. This $11 million in general-purpose funding provides important sustaining support for hundreds of local non-profits. Importantly, thanks to the support of United Way’s Cornerstone Partners, 100% of overhead costs are covered and, as a result, 100% of every private donation goes directly back into our community.

More information about the funded projects is available online at bit.ly/uwgrants.

Funded Projects: Education

Adelante Mujeres	Journey to College	$97,000
Camp Fire Columbia	From Surviving to Thriving	$97,000
Concordia University Foundation	Launch Pad	$58,200
IRCO: Immigrant and Refugee Community Organization	IRCO - School Success for Newcomers	$97,000
Janus Youth Programs, Inc.	Janus Youth - Food Works Academic Youth Leadership Program	$97,000
Mt. Scott Learning Centers	Transitions Program	$97,000
Native American Youth and Family Center	NAYA Family Center Early College Academy Enhancement Project	$97,000
Open Meadow Alternative Schools	Step Up	$97,000
Self Enhancement, Inc.	SEI - Youth Potential Realized	$97,000
Todos Juntos	Todos Juntos	$97,000

Funded Projects: Income

Bridge Meadows	Uniting Foster Youth, Families and Seniors	$65,250
CASH Oregon	Earned Income Tax Credit (EITC) Tax Help	$82,650
Community Housing Resource Center CHRC	Financial Education & Counseling Program	$69,600
DePaul Industries	Finding Employment for Homeless People with Disabilities	$87,000
JOIN: Connecting the Street to a Home	JOIN: Leading from Home	$87,000
Mercy Corps Northwest	Reentry Transition Center	$87,000
Northwest Housing Alternatives, Inc.	HomeBase	$62,640
Northwest Pilot Project, Inc.	Housing Stabilization & Retention for At-Risk Seniors	$87,000
Oregon Tradeswomen, Inc.	Constructing Green Futures - Oregon Tradeswomen, Inc	$87,000
Second Step Housing	Positive Steps to Community	$69,600
Verde	Let Us Build Cully Park!	$84,349
Voz Workers' Rights Education Project	Martin Luther King Jr. Worker Center	$65,250

Funded Projects: Health

Asian Health and Service Center	Tri-County Mental Health Connection for Asians	$100,000
Cascade AIDS Project	Youth HIV Education	$98,000
Clackamas Women's Services	Clackamas Women's Services A Coordinated Community Response	$100,000
Free Clinic of Southwest Washington	Adult Dental Access Program	$50,000
Listen To Kids	Parent Child Involvement Project	$86,500
Luke-Dorf, Inc.	Peer Supported Engagement	$75,000
Lutheran Community Services Northwest (Portland Metro)	Lutheran Community Services NW - Pathways	$72,168
Northwest Family Services	Access to Dental Care Program	$100,000
The Wallace Medical Concern	Lasting Smiles	$49,144
Virginia Garcia Memorial Foundation	Enhancing Access to Oral Health Care for Low-income Children and Families	$100,000
Youth Contact, Inc.	Rebuilding Family Alliance	$100,000

Funded Capital Projects

Asian Health and Service Center	Stay in Touch	$28,000
Bienestar	Receta para Exito (Recipe for Success)	$33,349
Cascadia Behavioral Healthcare, Inc	Prescott Terrace - Green Heat Upgrade!	$24,000
Clackamas Service Center	Food Services and Warehousing Job Training Program	$10,200
CODA-Comprehensive Options for Drug Abusers, Inc.	Fresh Start in New Housing	$22,000
Columbia River Mental Health Services	Improve Mental Health Therapy	$40,000
Emile Fries Piano Hospital and Training Center	HVAC Replacement Project	$2,000
Friends of the Children - Portland	On the Road to Success	$30,000
IRCO: Immigrant and Refugee Community Organization	IRCO: Africa House	$40,000
Native American Youth and Family Center	NAYA Family Center Early College Academy Enhancement Project	$40,000
New Avenues For Youth	Social Purpose Enterprise Initiative	$40,000
Outside In	IT/Communication Project	$40,000
Peninsula Children's Center	Family Services Expansion Project Peninsula Children's Center	$32,500
The Salvation Army Cascade Division	White Shield Center Independent Living Capital Project	$33,210
YWCA Clark County	Facilities Upgrade to Impact Survivors of Violence	$13,120

Funded Strategic Initiatives

Community Relief Fund: Helps families in need with emergency food, rent, utility and prescription assistance.
Earned Income Tax Credit: Helps low-income working families get the tax credits they deserve through free tax preparation and filing.
211info: Provides free referrals to community resources.
Project Access NOW: Helps low-income and uninsured people access free health care.
Labor’s Community Service: Assists unemployed union workers with emergency rent and utility assistance.

Your $ at work: grants funding update

noreply@blogger.com (United Way of the Columbia-Willamette) — Tue, 22 May 2012 17:09:00 +0000

Here's an update on our grant review process for the 2012-13 fiscal year. We got about 290 applications and every one of them was for very worthy projects. Now comes the hard part: figuring out where to allocate the money so that your donation will have the biggest impact.

As in previous grant cycles, we’ll be awarding grants to help local nonprofits with projects in education, income and health. New this year, we’re also giving out money for equipment and building upgrades that directly help clients. Learn more about our funding priorities. This year we moved the application process online to save time, make things easier for applicants, and best of all, help us tell you about results quickly and more accurately.

Right now, small groups of volunteers are reading grants to rank the most promising projects. The grant readers are from all throughout the community: workplace campaign volunteers, community leaders, and United Way staff. Including staff has brought us closer together and we now have a better appreciation for each others’ work.

Next, we’ll invite representatives from top-ranked projects in for interviews. Then the reading groups will recommend which projects to fund, our Community Impact Cabinet will approve these recommendations, and finally our Board of Directors will make the official decision. We’ll announce funding decisions by the end of June. Then next up, we’ll start the process over again for the next grant cycle!

We’d love your feedback on the grant process—please tell us what you think or find out about how you can get involved in the next grant cycle.

Campaign is going strong! Thank you!

noreply@blogger.com (United Way of the Columbia-Willamette) — Mon, 09 Apr 2012 22:17:00 +0000

We are past the mid-point for the campaign and results are very promising. Several workplaces are leading the charge not only in dollar increases, but also participation rates. A number of new companies joined the campaign this year, including Cascade Energy Inc. that raised over $10,000.

The City of Vancouver and the Clark County government initiated a friendly competition to see who raised the most money this year. At stake was the dignity of Vancouver City and Clark County leaders - City Manager Eric Holmes and County Administrator Bill Barron. The leader of the losing team, in this case Bill Barron, attended a Vancouver City Council meeting to praise the generosity of city employees and present the City Council with an award.

Intel continues to raise the bar for generosity; their employees and retirees have raised more than $4 million for this year’s campaign. It is impressive to see so many employees step up to help our community. Intel is also a founding member of the Cornerstone Partners. A special thanks to everyone at Intel for their successful campaign this year.

Bank of America has been giving to United Way for over 16 years and once again showed their support by directing their $100,000 corporate gift to the Cornerstone Partners program to cover the operating expenses for United Way. For donors like you, this means 100% of your donation goes to help our community.

PacifiCorp employees and their families helped clean reusable materials for use in school art projects, packed 19,000 pounds of food to make up 14,000 meals, sorted reusable building materials and helped set up for a book sale which raised $45,000 for the library. By adding volunteer activities to their Community Giving Campaign, PacifiCorp made an even greater impact in the community

The Jubitz Corporation saw their campaign increase an impressive 12% over last year with a huge growth in their participation rate. The organization has run a United Way Community Giving Campaign for years, but with new energy from their staff they achieved spectacular results. The campaign wrapped up with a donation-driven dunk tank event where Mark Gram, COO of the Jubitz Corporation definitely got wet. It was a great way to energize their campaign and a big “thank you” goes out to Mr. Gram for being such a good sport.

Thanks to all of our companies and all of our donors for your generosity!

Loyal Contributors: Bob and Marilyn Ridgley

noreply@blogger.com (United Way of the Columbia-Willamette) — Mon, 09 Apr 2012 22:06:00 +0000

Bob and Marilyn Ridgley epitomize what it means to be a United Way Loyal Contributor.

They have been giving to United Way of the Columbia-Willamette and United Way of Santa Fe County in New Mexico for over 50 years, starting in 1961 when Bob went to work at Stoel Rives.

Bob was an active United Way volunteer and chaired the United Way Campaign Cabinet in 1991 when he was president of NW Natural.

Both Bob and Marilyn are great advocates of the Tocqueville Society, United Way’s program for major donors. They deeply believe in the value of getting involved in volunteer organizations.

“I’ve been involved in those kinds of organizations all my life. And to me that was what made life exciting, was the ability to see changes you were making on your society,” says Bob.

Bob attended Cornell University and then Harvard Law School. Marilyn was a year behind and graduated from Cornell University with a teaching degree. Both their scholastic experiences developed their interests in volunteering and giving back to their community.

After graduation, they headed out west for Portland, Oregon where Bob worked for twenty-three years at Stoel Rives doing corporate law.

Now retired, both Bob and Marilyn continue their volunteer service and spirit of philanthropy through United Way of the Columbia-Willamette.

If you have given to United Way – any United Way – for 10 years or more then you’re a Loyal Contributor.

Sign up for special benefits here and join the ranks of our many longtime donors like the Ridgleys.

Portland Non-Profits Scramble to Prevent Increase in Homeless Families after Federal Budget Cuts

noreply@blogger.com (United Way of the Columbia-Willamette) — Mon, 09 Apr 2012 22:04:00 +0000

The statistics are telling. In the metro area, over 550,000 people live in poverty, including 17,500 seniors. Many of those experiencing poverty work minimum wage jobs that just don’t provide enough income to cover the basics like food, rent and utilities. As a result, 30% seek monthly food assistance just to get by. Unemployment, evictions and rising costs for basic needs mean that more of our neighbors, coworkers and friends are living on the edge – some for the first time in their lives.

Thanks to our donor’s support, United Way of the Columbia-Willamette is able to respond. In collaboration with local agencies, United Way’s Community Relief Fund helped stabilize almost 60,000 families in crises in 2011.

United Way’s Community Relief Fund supports local agencies working to fill the gap but many of these agencies also rely on another funding from the Emergency Food and Shelter Program (EFSP). EFSP, a collaboration between the federal government and non-profits like United Way, has provided regional funding for agencies that serve families in crises for 28 years. This year the Portland metro area’s $1.3 million in funding from EFSP was cut, leaving local agencies scrambling to provide emergency services to area families. You can help!

Here’s what you can do!!

Contact Congress: urge them to take action to reconsider their funding cuts to this vital program that provides for those most in need of support.

Tell Your Friends: Share this blog post through Facebook, Twitter and email.

Stay in Touch: Sign up for our email newsletter and stay informed.

Donate to the Community Relief Fund: Your donations will make a difference!