Tapping Technology and Digital
Platforms to tell your story
• Incorporate Bama’s Business Drivers
• Increase Employee Enga...
Business Drivers
• Increase participation from field personnel
• Support sustainability initiatives
• Reduce paper pledge ...
AT&T Developed Go & Give Mobile App
pledge.att.com
AT&T Employee Logon
AT&T developed
App accessed from
devices
Pledge Pro...
AT&T Go & Give Mobile App Features
Platform Features:
Web app accessible at: https://pledge.att.com. No downloads required...
Employee Login and Home Page
Microsoft Volunteer Manager
Impact Application
“Home” Screen --
 Reflects US
National Plan
 Win Phone 7
functionality
Content navigation is
driven b...
Real Impact Application
Tapping on a priority
begins the process of
filtering content,
showing a list of
stories that are
...
Volunteerism
Leveraging Bama’s Core Competencies
Putting Bama’s Best Face Forward
Comcast’s Focus Areas Aligned with Business
Expertise
Expand digital literacy
Build tomorrow’s leaders
Promote community s...
11
• In 2008, launched the Beyond School Walls workplace mentoring
program in Philadelphia
• Today, Beyond School Walls is...
• Signature scholarship program that recognizes high school seniors for
their community service, academic achievement and ...
13
• Comcast’s largest national partner
• Sponsor 11 teams in Comcast markets and
support three additional City Year affil...
• Comcast’s signature community service effort and the
nation’s largest single-day corporate volunteer effort
• In 2012:
–...
Wells Fargo
Commitment to Communities
Company vision:
We want to satisfy all of our customers’ financial
needs and help th...
Outstanding corporate citizen
• 842,322mortgageloanmodificationscompletedsince2009
• $1.24 billion in SBA (7a) loans (#1 l...
Wells Fargo Results
Users
Activities
Volunteering
39,279
2010
57,037
2012
5,123
2010
9,111
2012
Average gift
Community Sup...
Philanthropic opportunities that
enable team members to volunteer
or provide monetary donations to
nonprofit organizations...
19
Event
Manageme
nt &
Tracking
System
Suite of TM
Recognition
Programs
Local
Market
Activation
Communit
y
Connection
s
Te...
20
My Volunteer Time
Wells Fargo Volunteers
New Home
Page
Reading First is an interactive read-aloud program designed to support early
childhood literacy and increase volunteerism....
Volunteer Leave Program
Introduced in 1976
Through the Volunteer Leave Program,
eligible team members can be considered
fo...
Developed by Wells Fargo as a free community service, the Hands on
Banking® program, and its Spanish-language counterpart,...
Wells Fargo outstanding team member volunteers
are recognized annually through the Volunteer
Service Award Program. Each y...
2525
Introduced in 1996
The Wells Fargo Housing Foundation’s Team
Member Volunteer Program (TMVP)
provides financial suppo...
Increasing Participation Among
Today’s Workforce and Retaining
Loyal Employee Donors
Increasing Employee Engagement
with S...
About The Mosaic Company
• Our mission is to help the world grow the
food it needs.
• Largest combined producer of potash ...
Secret Recipe for
Participation?
• Provide access
• Include management
• Tell a great story
• Provide incentives, reduce b...
2804, 69%
139, 4%
526, 13%
409, 10%
167, 4%
2012 Employee Donor Status
Donor
Recaptured
New
LYBUNT
SYBUNT
“Churn” Analysis...
Why Lead Project Managers?
• Internal and external benchmarking proves successful
• Identified gaps in the accountability,...
Campaign Reporting Hierarchy
Vice President/Director
Lead Project Manager
(LPM)
Facility Coordinator Facility Coordinator ...
Strategic Campaign Calendar
Feb Region and Districts Coordinator’s Named Submitted to Corporate United Way “Boot Camp”
Mar...
UPS Step-Up Program
 Allows UPSers to “step-
up” to a $10,000
contribution over a
three year period with
matching gifts f...
Aligning CSR Strategies for
Maximum Impact
Focusing Your Efforts
Focusing CSR efforts allows for greater alignment with key criteria and ultimately
greater impact fo...
• Greater sense of satisfaction and pride in employer
• Increased opportunity to build network with colleagues, nonprofit ...
Deloitte’s Community Involvement Strategy
To help people and communities thrive by using best thinking to build stronger n...
Alignment with United Way: Relationship-at-a-Glance
• $21.7 million raised
• Largest campaign ever
• 5th consecutive year ...
Benefits of Focusing Efforts
Focusing efforts affords several benefits as we continue to develop CSR strategy
and make on ...
Taking Employee Engagement to
the Next-Level
Volunteers
CashProducts
3M Community Giving
Improving Every Life
3M Community Giving: Improving Every Life
Community Impact
• STEM Education
• 3M TWIST
• 3M STEP
• Sparticl
• High school ...
Supplies4Schools
Donates 3M products to schools:
• Assortment of 3M Stationery/Office Products
• Predetermined product lis...
3M Community Giving: Improving Every Life
Volunteer Engagement
3M’s Volunteer Pledge:
To encourage, recognize and support ...
3M Community Giving: Improving Every Life
Volunteer Programs
• Sales Force for the Kids
• Skills-based Volunteerism
• Trai...
3M Community Giving: Improving Every Life
Volunteer Recognition
• 3M Foundation Volunteer Match
• 3M Community Volunteer A...
3M Community Giving: Improving Every Life
2012 Campaign – Campaign Leader Training
• Partnership with HR
• Action Plan
• D...
3M Community Giving: Improving Every Life
2012 Campaign – 3M ePledge
• New online pledging system
• External vendor – TRUi...
3M Community Giving: Improving Every Life
2012 Campaign – Focus on Sites
• Vice chair with Plant Manager background
• Vice...
3M Community Giving: Improving Every Life
2012 Campaign – Additional
• Committees
– Marketing
– New Employee
• Campaign Le...
Tackling Under-Performing Schools
U.S. High School Averaged Freshman
Graduation Rates (AFGR), 2006-2010
55
60
65
70
75
80
85
2006 2007 2008 2009 2010
White ...
States On and Off Pace to Reach 90%
in 2020
(based on Average Freshman Graduation Rate)
Already 90%
On pace to reach 90%
N...
States with Low Cohort Rates
(ACGR)
for African American Students
ACGR 60%-66%
ACGR 50%-59%
64%
59%
63%
60%
ACGR < 50%
ACG...
States with Low Cohort Rates
(ACGR) for Students with
Disabilities
ACGR < 50%
ACGR 60%-66%
ACGR 50%-59%
ACGR > 66%
Source:...
States with Low Cohort Rates
(ACGR) for Students with Limited
English Proficiency
ACGR < 50%
ACGR 60%-66%
ACGR 50%-59%
ACG...
In 2007…
57
Source: U.S. Census Bureau, 2007
John Hopkins University, 2009, National
Ctr. for Education Statistics, 2007
In sum, overall improvements
BUT…
 Uneven progress within and
across states
 Persistent gaps between
groups of students ...
The Total Child requires the Total Community. We have to
insulate and work across the education pipeline to achieve
the go...
Our Point of View:
Work Across the Birth-21 Education Continuum
Key Focus Areas:
• Early Childhood Education
• Early Grade...
Why? The Dropout Crisis
Starts Early
 Gaps in access to high-quality
early learning experiences create
gaps in school rea...
and Persists in the Middle
Grades…
 Critical time of growth –
social, emotional and physical
development
 Although stude...
and High School…
 “9th grade bulge” – critical year re:
retention and eventual dropout
 More than 1 in 5 students do not...
And has lasting consequences for
college and career…
 Attainment rate in 2010 – 38.3% (adults ages 25-64)
 Disparities b...
National Education Roadmap for Middle Grade Success &
High School Graduation – A Closer Look…
Community Strategy High-Impa...
UWW Education Focus
 Early Development Instrument (EDI) – W.K. Kellogg Foundation
 Ready by 21 Middle Grades Challenge –...
Where are United Ways focused?
Top 2 focus areas across the education pipeline…
67Source: Community Impact Practices Surve...
What Are United Ways Doing?
Key Takeaways
 United Ways moving to evidence-based funding
strategies that support community...
Local United Way Examples…
Improving High School Graduation Rates: Destination Graduation
at the United Way of Metropolitan Dallas
• Goal: Increase t...
Supporting Success in Middle School and Beyond - United Way of
Northeastern Florida, The Achievers for Life Initiative
• G...
Opportunities for Corporate
Engagement
 Career
Exposure, Explorations &
Pathways
(internships, mentorships)
 Common Core...
Upcoming SlideShare
Loading in …5
×

Employee engagementanalysis

407 views
341 views

Published on

Published in: Technology, Education
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
407
On SlideShare
0
From Embeds
0
Number of Embeds
13
Actions
Shares
0
Downloads
3
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Must avoid mediocrity: It has never been more critical to not be mediocre – there is “too much noise” out there so you have to stand outWhy? Branding– show a new side of your organization/causePress– garner attention for your organization/causeVolunteers – rally people to your organization/causePartners– gain more partners in the community that are interested in your organization/causeDonations– get more donations because people know about your organization/causeWhat is NOT mediocre?Fast and simple – it is real time, exclusive and unusualLong and challenging – includes photos, research, etc. Needs to be – Fun and entertainingSurprising/unexpected Valuable – Does it solve a problem? Teach you something?ExampleBuzzFeed – mastering art of fast and simple as well as fun and entertainingNew Yorker – long and challenging as well as surprising and valuable in the endWeather Channel turns up the fans on interns the more certain hash tag is used
  • Used technology to make the overall engagement experience for Microsoft employees easy and impactful: online ways to give money and volunteer time (generous matches up to $24k) as well as specifically to Microsoft’s focus on youthEmployees can identify specific skills and interests in the system to match with needs from non-profitsLocal impact map shows what Microsoft is doing from a citizenship perspective around the world – entered by employees – they have an app for that!
  • Microsoft showcases employee stories with a Story Wall on the Microsoft Give site. Employees load pictures or videos to tell their stories on why they give and volunteer. Microsoft has offered to provide access to the Story Wall technology Volunteer Manager was also created for companies to support employee volunteer programs by allowing employees to profile their skills &amp; interests, find volunteer opportunities, and record their volunteer time.
  • - Three focus areas so that we maximize our impact and prioritize our support:Expand digital literacy to ensure that communities have the access and education to unleash the power of technology.Build tomorrow’s leaders by investing in programs to prepare youth for a brighter future and put them on paths to success.Promote community service to create a civically engaged workforce that is inspired to give back to communities in need.Strong emphasis on serving diverse populations and communities.
  • - In 2008, Comcast launched the Beyond School Walls mentoring program at our Philadelphia headquarters- The program brings students from at-risk area schools to Comcast offices for a workplace-based mentoring program.- What started with 45 matches in Philadelphia has now expanded to become the largest workplace mentoring program in the country, with about 300 Comcast “Bigs” in 13 cities.- Beyond School Walls is so popular with our employees that in some cities, like Philadelphia, there is a waiting list to become a “Big.”
  • - Comcast’s Leaders and Achievers Scholarship Program recognizes high school seniors for their community service, academic achievement and leadership skills. - Since 2001, Comcast awarded $19 million to 19,000 students through one-time $1,000 scholarships to support higher education.- Principals and guidance counselors nominate students.- This year, more than $1.9 million was awarded to nearly 1,900 students.- Serving diverse students is a key goal from the program and in 2013, more than 51 percent of the scholarship recipients werefromdiverse backgrounds.
  • - With more than $75 million in committed support, Comcast’s largest national partner is City Year.- Each year, City Year recruits more than 2,500 young people for a year of full-time community service, leadership development and civic engagement. City Year’s primary goal is to combat the nation’s dropout crisis by helping to keep students in school and on track to graduate. City Year corps members are placed in at-risk schools nationwide where they serve as tutors, lead mentor groups and organize after-school programs.- Comcast sponsors 11 City Year teams in our shared markets, including the newest team in Orlando, which is supported by the Universal Orlando Foundation. We also serve as National Opening Day Sponsor, helping corps members nationwide kick off their year of service, and Summer Academy Sponsor.- In addition to supporting corps members during their year, Comcast also helps them prepare for life after City Year. Each year, host HR Development Days to help corps members enhance their professional skills and explore career opportunities. Since 2005, helped more than 5,600 corps members in 13 cities.- In addition to financial and in-kind support, Comcast executives serve on 11 local City Year boards, and Comcast Corporation Executive Vice President, David L. Cohen, serves on City Year’s national board.
  • - Comcast Cares Day is the culmination of our year-round service efforts, where tens of thousands of volunteers descend on community centers, schools and playgrounds to improve the communities they serve.- From cleaning up community parks to painting murals at elementary schools, Comcast Cares Day brings together our employees, their families and friends for a nationwide day of service. In 2012, more than 75,000 volunteers worked on more than 660 projects in 39 states and D.C. This effort was matched with more than $1.5 million in Comcast Foundation grants, and equates to a community service value of nearly $10 million.- To date, more than 435,000 volunteers have provided more than 2.6 million hours of service. To support these efforts, the Comcast Foundation has awarded nearly $12 million in grants to organizations that have hosted our projects. This effort is estimated to have saved nonprofits more than $50 million based on the service value equivalent. - This year, we are launching a new registration portal to make it easier for our employees and other volunteers to sign up to participate. After Cares Day, the site will be our electronic home for year-round volunteer opportunities, so employees can more easily find local volunteer opportunities all year long.
  • 1.5 million Volunteer hours in 2012153,000 families received financial educationPromotes year-round volunteerism Signature programsReadingExtensive &amp; generous Volunteer Leave program Hands-on BankingService AwardsHousing Foundation
  • Every company culture is different The greatest barrier is awareness-initiative is to help employees make an informed decision about taking an active role in supporting their communities through United Way.Next greatest challenge: AccessHourly and salaried staff have unique barriersWork closely with HR to coordinate meetings around shiftsMake events interesting and funExpand volunteer opportunities for direct agency, and direct client interactionInclude managementPresence PerspectiveOnce they’re there, tell a great story – We have a multi-faceted marketing and communication plan We use every channel available, and create our ownFeed information about United Way in unique and fun wayswork hand in hand with local UW staff to get good speakers (agency partners good, clients or beneficiaries great, employees who were beneficiaries are best)Provide incentives and make it easySmall tokens at events – shirts, hats, water bottles, etcFree lunchDollar for dollar matchPayroll deductions, online giving, paper forms, whatever it takes.Don’t do too many fundraisersUnconsciously erodes pledgesKeep the supporters you haveGood donor experienceRecognize, thank and informShare data with United WaySegmentReach out to people where they’re atTreat donors and non-donors differentlyProvide additional education to new employeesSet goalsPerformance measured on more than participation and dollarsHave fun!
  • Mid-level leader for each business group, accounting back to the Vice President.Defined Responsibilities:Serves as primary point of contact.Forms coordinator teams at each business unit location.Documents strategies and executes, using connections.Works with Vice President to set goals, tracts results, facilitates activities.Reports to business unit Vice President on progress.Goal: educate employees to increase participation.Facility coordinator:Works with local United Way.Builds a team at the local level.Different environments – struggle with manufacturing.Determine education and engagement.Knows where to get answers.Business Communicators:Work with Lead Project Manager and facilities coordinators to communicate events and activities.Note: High level communications from the Foundation – through toolkit and their Connections communications tool.Provide communications for final business unit and company results.
  • Campaign:Started in the 1950s.Provides $130M plus in support.Results: 2010 - $8.6M and in 2012 - $12.5M.Donors increased 43%; Dollars increased by 38%.Headquarters was up 65% with one-third fewer in the employee base.Leadership givers increased by 40%.Highlights:In 2012, a $1M milestone was reached by 9 a.m. Day 1.90,000 rolled over.
  • UPSCompany has 324,000 active employees in U.S. and Canada. There are 17 districts.Participation means responded to the ask. Donation means a dollar gift.When company coordinator started, one-on-one supervisors talked to employees. Forms were returned to the supervisor. Now they are 50% electronic and 50% paper forms. Drivers and part-time employees have no access to computers. Many will not do it from home.UPS has found it effective to bring in kids from an agency to hand out cards to the drivers.2013 goal is $60M. In 2012, raised over $50M. In past two years they have experienced 6.5 % increases.Leverage United Ways in key markets. Coordinators execute the campaign at the local level. There are 8 – 10,000 employees in each district, each of which has its own structure.Campaign Chair is selected by the CEO.Used to have themes but no strategy. It’s Marketing 101: get employees to “buy” United Way. Now there is a three-year strategy.Year one – include employee beneficiaries. Call to action. Share stories – well over 100. Help employees realize the people you work with use United Way.Year two – Help employees understand what their Return on Investment (ROI) is for giving to United Way. This season look at outcomes and impact.February, send coordinators to “boot camp” with United Way. Go to United Way for a half day. Meet with management. Understand United Way. Employees like this.March meeting – Set the goals. Have to meet 3% increase but can play with the goal numbers within the districts. There is a calendar for coordinators: calls and webinars to reinforce March meeting.July there is a Tocqueville Breakfast with two speakers – one internal and one external. The Tocqueville campaign has had a step-up component for 4 years. UPS matches. Stock donation benefits. Last year they had 94 new Tocqueville donors.15% match started 7 years ago. Employees like it – an incentive to give. Do solicit retirees.Sometimes in reviewing the data, find an anomaly. Gave example of an employee who gave $1000 one year then pledged $16,000 the next. There was no mistake. She aggregated her giving through the United Way campaign.United Way is getting 49% of the household giving. The employees give through the campaign for the match.Corporate headquarters does a carnival where they close down everything for 3 hours. Tie it into “Take You Child To Work” day. There are exhibits, dunk tanks, 60 booths in all. Proceeds go to United Way.Cut down on the timing for the campaign. Employees seem to make a donation, but they see fundraisers as getting something back.UPS had 1.8M volunteer hours last year. UPS has given over a billion dollars over the last 30 years, which is the reason for the play on 30 in their campaign messaging.United Way is the only third party organization that is called out in the employee handbook.Way. 63 – 64% are United Way pledges.
  • Mission of Improving Every Life by bringing together 3M volunteers, products and cash grants in innovative ways.Took a look at how utilize resources in each of the Summit categories of Community Impact, Volunteer Engagement, and Philanthropic Engagement and how these resources come together to generate results in some of our strongest partnerships.It isn’t just about raising more money – it’s about all the pieces coming together in innovative and impactful ways
  • Dick Streeper Video: http://www.spps.org/uploads/streeper2_wmv_480p_16x9.wmv (from 0:55 – 1:54)
  • CultureVolunteerism is part of 3M’s cultureVolunteer pledge80% connection: 3M’s Community Giving is in partnership with employees and retirees; about 80% of all organizations that receive support are connected through matching gifts or volunteer service on advisory committees, community projects, or nonprofit boards.Ultimate decision in balancing work and volunteer activities is up to employees and their supervisors
  • 2. Volunteer ProgramsSkills-based volunteering:Finance, Engineering, Legal, math loversScience encouragement – Visiting Wizards (get examples of what they do – kits on…)Board service and training partnering with local organization that has a board “Boot Camp” on what it means to be a board member3M CARES:Habitat, Store to DoorSales Force for the Kids – includes product donation – we support our programs with 3M product whenever possible
  • RecognitionAn important part of our volunteer engagement is recognizing our volunteers – both employees and retirees. 3M Foundation Volunteer Match$250 for 20 hours of employee volunteerism or 25 hours for retirees, per calendar year.Since 2000, $4.1 million in grants has matched more than 19,000 volunteers and helped more than 2,600 schools in all 50 states and D.C.2012 tied 2011 as a record year with $480,000 and nearly 2,000 volunteersCommunity Volunteer AwardsEach year the 25 most outstanding employee and retiree volunteers are recognized with $1,000 grants to the nonprofit of their choiceIn 2012, awardees volunteered over 10,000 hours at 51 organizationsOur CEO also presents award winners a trophy at a recognition ceremony that is an important part of the Volunteer RallyVolunteer RallyAnnual event to honor and recruit volunteers3M senior executives attend to recognize Community Volunteer AwardeesNonprofit partners attend to provide education and recruit volunteersTo show you our volunteers in action, we’d like to play a clip featuring our Vice President of Community Affairs and the 3M Foundation, Kim Price (from beginning to 1:06; Alli has video file on computer)
  • Enhanced campaign leader training in 2012:Partnership with HR to formalize campaign leader role as leadership development opportunityNow sign up for campaign training in 3M’s formal training system, so it is recorded as part of development activitiesModified 3M’s Facilitative Leadership Training specifically for campaign leadersAction Plan – elements of Facilitative Leadership combined with elements of UW’s CANDO planning (refer to 2 handouts). Looking at past results, establishing future goals and determining the best path to move forward resonated with campaign leaders – more like the formulas for success they are used to in their “day jobs” – gave them a place to start and they were able to see that they didn’t necessarily need to make big changes – but small ones in the right areas could make a big impact on their final results3Mers – especially the engineers and scientists tend to be really into data, so we give them a variety of reports, you have an example of the famous (or infamous) quad report. You have a slightly modified version – in the real version, every dot would be replaced by a division code or a site name to indicate the precise spot of a group in comparison to others. This report tends to make an impact especially with executives and in our sites, which thrive on competition (as you will hear about more in a little bit). Having detailed reports enable our campaign leaders to develop ingenious and effective strategies. For example, our Corporate R&amp;D group did a study to determine that for every increase in response (even if someone responds that they are declining) there was a corresponding increase in giving. So they decided to focus on increasing their response rate. Their Executive Vice President and 3M’s Chief Technology Officer, Fred Palensky agreed to put his personal money at stake. In the &quot;Spend Fred&apos;s Money&quot; incentive program, Fred donates his own money on behalf of the group when response targets are met.Quick Start Guide – another critical piece of our campaign training, started in 2011, updated in 2012, attempt to condense a campaign into a manageable, bite-sized pieces
  • Major project for us in 2012 was to replace the online pledging system we had been using since 2007Previously had internally developed system, which we had outgrownNew system more streamlined, intuitive and interactive (messages immediately pop up to thank those giving at leadership level or let someone who is close to a leadership level know that they only need to give “$5 more a month” to become a leadership giver”)Vastly improved reporting – each campaign leader has dashboard for their organization – sees high level stats at a glance – in real time. Easy to generate reports with one click.3M employees responded very well to the new pledging system. Included a survey at the end of the pledge experience and were pleased that 1,300 people took the time to complete the survey. 97% of survey respondents had a positive response to 3M ePledge and described the system as “fast, easy, and quick.”
  • Deliberate focus on 3M sites in 2012 campaign to boost their engagementVice chair with plant manager background focused specifically on engaging the sites – knowledge of plant environment and access to right networksPresented on campaign at Global Plant Managers Conference and Manufacturing Council meetingAt vice chair’s recommendation, created the 3M Foundation Site Tier Challenge to feed off the sites’ appetite for competition – divided 3M sites into 3 tiers based mainly on size of employee population, offered a $5,000 3M Foundation grant to the site in each tier with the largest percentage increases in giving and response, grant given to local United Way – provided weekly comparison reports throughout the campaign We extended the 3M Foundation Match of $0.50 on every employee pledge dollar to the sites – gave campaign leader something new to incent employeesResults: 11% increase in giving from the sites
  • CommitteesEstablished new committees to get more employees involved in the planning and execution of the campaign.Committees are cross-functional and represent all levels. Marketing committee developed posters, Post-it Notes and a video.New employees are advising on how best to engage the new employee population. Came up with 3 top recommendations in 2012, working on implementing in 2013.Campaign Leadership AwardsEvery year recognize outstanding campaigns with the Campaign Leadership AwardsGive 3 awards specifically for 3M sites and 3M for 3M headquarters divisionsNominations are reviewed by a panel of representatives from area United WaysWinners receive a 3M Foundation grant to the agency of their choice and a trophy, which is presented to their organization by an executive at a group meetingIn 2012 modified our Campaign Leadership Awards by simplifying the nomination form and eliminating the categories previouslyLargestnumber of nominations in recent memory – 28, with more than is typical from 3M sites
  • Across states there remain significant disparities in graduation rates. In 20 states, high school graduation rates for African American students are 66 percent or less; for Hispanics the same is true in 16 states. In contrast, there is no state in the U.S. where the graduation rate for white students is 66 percent or lower, and in a majority of states graduation rates for white students hover in the in the 80s and 90s.
  • State 2011 A. American (ACGR) Grad RateMissouri 66Colorado 65 Pennsylvania 65Washington 65Louisiana 64New York 64Wisconsin 64Alabama 63California 63Utah 61Georgia 60N. Mexico 60Florida 59Ohio 59Wyoming 58Michigan 57Oregon 54Minnesota 49Nevada 43Total States 20
  • But challenges that this data was flawed…did not take into account students who moved, transferred to other districts, or into alternative education programsIn general though, this illustrates where the challenge is greatest and also where there has been progress (southeast, along the east coast)Ask if anyone in the room is based in the following states – TX, FL, AL, GA, NC, SC, TN
  • Commit Big: Insulate the Education Pipeline. 75 percent of high school graduates go on to post-secondary education within two years. However, only 9 percent of those from low income families earn a four-year degree. The education pipeline is cracked in multiple places and corroded inside. But fixing these problems alone won’t ensure that young people are ready for college, work and life. We have to insulate the pipe with basic services such as transportation and health care, and with multiple opportunities for learning, engagement and employment. This means changing the way we do business as leaders, whether we’re on the front lines or in the board room.
  • Children who enter school without the fundamental knowledge, attributes, and skills necessary for success – including gross and fine motor skills, social and emotional development, language development (including early literacy awareness), and basic content (e.g. letter, number, and shape recognition), are more likely to struggle throughout their education if appropriate interventions are not put in place along the way.Citation - Halle, Tamara, Nicole Forry, Elizabeth Hair, Kate Perper, Laura Wandner, Julia Wessel, and Jessica Vick. Disparities in Early Learning and Development: Lessons from the Early Childhood Longitudinal Study – Birth Cohort. Washington, DC: Child Trends, 2009. http://www.childtrends.org/Files/Child_Trends-2009_07_10_FR_DisparitiesEL.pdf.Strategies early childhood &amp; literacy:Provide resources &amp; support for families and caregiversImprove the quality of early childhood programsDevelop, strengthen and grow early literacy programsEngage &amp; educate the public and policymakersStrengthen reading instruction in schoolsEmpower parents to help their children become proficient readersProvide extra support to those most in need
  • Strategies:Strengthen academic rigor for students and enhance professional development for teachers Revise curricula in schools to be more hands-on, relevant, and engagingCreate transition programs that provide support and preparation for high schoolProvide high-quality Out-of-School time opportunitiesDevelop early warning systems
  • Strategies:Champion improved high school graduation ratesAdopt a comprehensive, data-driven approach to dropout preventionProvide at-risk students with high school options that work
  • Attainment rates by sub-group:White 42.96%Black 26.84%Hispanic 19.21%Asian 59.36%N. American 22.83%Strategies:Improve HS prep and alignment with post-secondary educationDevelop policies and practices to promote college access and attainmentExpand career pathways initiatives and opportunities to develop career-ready skillsReach out to disconnected youth &amp; create alternative pathways to post-secondary education3rd bullet source – Georgetown University Ctr. On Education and the Workforce.
  • Core community strategies are what needs to happen to ensure that building blocks are in place in families, schools and communities, but were specifically focused on communities where the dropout crisis is greatest.
  • Employee engagementanalysis

    1. 1. Tapping Technology and Digital Platforms to tell your story • Incorporate Bama’s Business Drivers • Increase Employee Engagement with non-salary employees • Support sustainability initiatives by reducing carbon footprint • Simplifying and making it easy to give increases Employee Engagement
    2. 2. Business Drivers • Increase participation from field personnel • Support sustainability initiatives • Reduce paper pledge forms • Make pledge process ‘effortless’ • Promote mobile technology • Embodies the AT&T Initiative of ‘Mobile First’ Success – Over 300% growth in year 2 – High expectations of take rate growth in year 3 • Field sales • Field techs AT&T Business Drivers
    3. 3. AT&T Developed Go & Give Mobile App pledge.att.com AT&T Employee Logon AT&T developed App accessed from devices Pledge Processor Backend (vendor JKG) AT&T HR Employee Database AT&T Payroll Auto Deduction Credit Card Processing Gateway AT&T Hosted Mobile App
    4. 4. AT&T Go & Give Mobile App Features Platform Features: Web app accessible at: https://pledge.att.com. No downloads required Authorized for employees use via AT&T employee logon authentication AT&T branded customized user experience Hosted on AT&T’s secure network, runs on HTTPS protocol Developed by AT&T using Volantis mobile platform that supports 8000+ and future devices Tested & certified on company issued devices: Smart phones, iPhone, Blackberry’s and iPad Redirects to web version when accessed from PC 24x7 monitoring, high availability and technical support Application Functionality: Supports corporate campaigns such as AT&T United Way employee giving Auto payment per paycheck deducted from pre-tax payroll. Dollar amount or percentage of salary One time credit card payment Employee profile: recognition preferences, engagement preferences, personal info Search and add up to 7 charities. Recommend local charity using employee’s zip code Priority giving areas: Income, Education, Health etc. Daily/weekly/monthly successful conversion and fallout reports Confirmation email sent for each charity organization selected Ability to change and cancel pledge until campaign closes Display of information from last year’s pledge and ability to revise amount
    5. 5. Employee Login and Home Page
    6. 6. Microsoft Volunteer Manager
    7. 7. Impact Application “Home” Screen --  Reflects US National Plan  Win Phone 7 functionality Content navigation is driven by 3 top-level US national plan priorities: • Empowering Youth and Education • Economy and Jobs • Societal Challenges User selects: 1) US National Plan priority, or, 2) Featured top stories, or, 3) Citizenship assets by Region (city or state) Program name Favorites NEW Functions Added!! Priorities, Search
    8. 8. Real Impact Application Tapping on a priority begins the process of filtering content, showing a list of stories that are associated with that priority Next, User taps on a story Note that you can page through an extensive list of stories!
    9. 9. Volunteerism Leveraging Bama’s Core Competencies Putting Bama’s Best Face Forward
    10. 10. Comcast’s Focus Areas Aligned with Business Expertise Expand digital literacy Build tomorrow’s leaders Promote community service 10
    11. 11. 11 • In 2008, launched the Beyond School Walls workplace mentoring program in Philadelphia • Today, Beyond School Walls is the nation’s largest workplace mentoring program, with about 300 Comcast “Bigs” matched with “Littles” at 13 Comcast offices • Since 2008, provided more than $47 million in cash and in-kind support • Comcast CFO serves on national Big Brothers Big Sisters board of directors • Compared to other Big Brothers Big Sisters programs: • Comcast matches have a higher 12-month retention rate • Participating Comcast “Littles” are more diverse
    12. 12. • Signature scholarship program that recognizes high school seniors for their community service, academic achievement and leadership skills • Students recommended by their principal or guidance counselor • Winners receive a one-time $1,000 scholarship to support higher education, with larger amounts awarded in select regions • Since 2001, $19 million awarded to nearly 19,000 students • More than $1.9 million awarded to nearly 1,900 students in 2013 – 51 percent from diverse backgrounds 12
    13. 13. 13 • Comcast’s largest national partner • Sponsor 11 teams in Comcast markets and support three additional City Year affiliates • Sponsor of National Opening Day, National Leadership Summit, and Summer Academy • 12 Comcast and NBCUniversal executives serve on national and local boards of directors • Pledged more than $75 million in cash and in-kind support since 2003 • Provided career development advice to a total of more than 5,600 corps members in 12 cities
    14. 14. • Comcast’s signature community service effort and the nation’s largest single-day corporate volunteer effort • In 2012: – More than 75,000 volunteers – More than 660 projects – $1.5 million in Comcast Foundation grants – Nearly $10 million in service value • Since 2001: – More than 435,000 volunteers – 2.6 million service hours – More than 4,200 projects – $12 million in grants – More than $50 million in service value 14 APRIL 27, 2013
    15. 15. Wells Fargo Commitment to Communities Company vision: We want to satisfy all of our customers’ financial needs and help them succeed financially. Vision for corporate social responsibility: We are focused on helping the company deliver on its vision of helping all of our customers succeed financially through stakeholder engagement, public policy advocacy, reputation management, and corporate social responsibility strategies and programs. Goal: We want to be known as the best in corporate America in five strategic areas: ethics, products and services, community investments, team member engagement and our environmental commitment.
    16. 16. Outstanding corporate citizen • 842,322mortgageloanmodificationscompletedsince2009 • $1.24 billion in SBA (7a) loans (#1 lender) • $7 billion in community development loans and investments • 153,902 individuals and families received financial education through Hands On Banking • $6 billion in environmental financing • $79 million in team member donations to 25,000 nonprofits, schools, and religious organizations • 1.5 million team member volunteer hours *Data on this slide reflective of year end 2012
    17. 17. Wells Fargo Results Users Activities Volunteering 39,279 2010 57,037 2012 5,123 2010 9,111 2012 Average gift Community Support Campaign Dollars pledged $436 2009 $809 2012 $43MM 2009 $79MM 2012
    18. 18. Philanthropic opportunities that enable team members to volunteer or provide monetary donations to nonprofit organizations, offer Wells Fargo a chance to put its “best face forward” in the communities we serve. What we learned… Team members who are involved in volunteering or charitable giving activities report higher levels of engagement than those who are not involved. Specifically, team members who volunteer were more engaged than non-volunteers. Wells Fargo Volunteers Team Member Engagement
    19. 19. 19 Event Manageme nt & Tracking System Suite of TM Recognition Programs Local Market Activation Communit y Connection s Team Member Engageme nt & Business Benefits Strategic Direction Enterprise Brand & Governanc e Enterprise-wide strategy and resources support the delivery of a consistent Wells Fargo Volunteers brand. Team member volunteers deliver on the brand promise in their communities by responding to unique local market needs. Objective Provide a strategic, enterprise- wide framework that supports local market volunteerism initiatives and strengthens team member engagement. Wells Fargo Volunteers Key Success Components
    20. 20. 20 My Volunteer Time Wells Fargo Volunteers New Home Page
    21. 21. Reading First is an interactive read-aloud program designed to support early childhood literacy and increase volunteerism. Team members arrange a partnership with a pre-kindergarten, kindergarten, or first- or second-grade classroom, order a 10-book kit, make plans to visit the classroom once a week for 10 weeks, and read aloud a book that is then donated to the class. Each year, Reading First offers three sets of books: • One in English for pre-kindergarten or kindergarten classes • One in English for first- and second-grade classes • One in Spanish for pre-kindergarten through second-grade classes Because Reading First is funded by Wells Fargo, there’s no cost to schools. Program partners include Scholastic, Inc. and Desert Arc. Reading First Introduced in 1999 Through the program, more than one million books have been read and donated to classroom libraries and thousands of team members have participated.
    22. 22. Volunteer Leave Program Introduced in 1976 Through the Volunteer Leave Program, eligible team members can be considered for a fully paid volunteer leave — from three days to four months — to work on a project of significant impact at a nonprofit or school of the team member’s choice. Eligibility To qualify, the team member must:  Be working at least 30 hours per week.  Have completed five years of employment with Wells Fargo.  Have volunteered for the nominated nonprofit for at least one year before November 1 of the application year. In 2012, Wells Fargo awarded 21 volunteer leaves representing more than 35 months of paid team member leave.
    23. 23. Developed by Wells Fargo as a free community service, the Hands on Banking® program, and its Spanish-language counterpart, El futuro en tus manos®, cover all the basics of sound money management in an easy-to- understand format. It is free, fun, and easy to use. The Hands on Banking program is offered online for free for adults, young adults, and school-aged children without commercial content or product placement. The Hands on Banking curriculum is designed for four age groups: • Kids: 4th and 5th grade • Teens: 6th through 8th grades • Young Adults: Ages 15 through 21 • Adults In the spring, the Hands On Banking team uses a "Buddy Up" promotion that encourages team member volunteers that had participated in previous campaigns to bring along a "buddy" (fellow team member) to see the Teach Children to Save and Get Smart About Credit promotions in action. Website: http://www.handsonbanking.org/en/ Hands on Banking Skills-based volunteering
    24. 24. Wells Fargo outstanding team member volunteers are recognized annually through the Volunteer Service Award Program. Each year, awardees win sizeable grants to the nonprofits or K–12 schools where they volunteer. Eligibility All active team members who have volunteered with a nonprofit organization or school for at least six months are eligible for nomination. Team members can nominate themselves or a colleague. Volunteer Service Program Introduced in 1978 In 2012, Wells Fargo granted 235 Volunteer Service Awards totaling $395,000 to local market nonprofits.
    25. 25. 2525 Introduced in 1996 The Wells Fargo Housing Foundation’s Team Member Volunteer Program (TMVP) provides financial support to nonprofit organizations when team members help build or renovate homes for low-to moderate-income people. Wells Fargo Housing Foundation Team Member Volunteer Program In 2012, the TMVP provided 11,000 volunteers who recorded 77,000 hours through their work on more than 550 homes. Wells Fargo funded more than $5.9 million in direct support of these projects. This includes our Boot Builds, which help our servicemen and women get back on their feet.
    26. 26. Increasing Participation Among Today’s Workforce and Retaining Loyal Employee Donors Increasing Employee Engagement with Strategic Campaigning
    27. 27. About The Mosaic Company • Our mission is to help the world grow the food it needs. • Largest combined producer of potash and phosphate mineral fertilizers. • Agronomy 101: N-P-K • 8,000 employees with operations in 8 countries (U.S., Canada, Brazil, Chile, Argentina, India, China and Australia) • B2B; Customers in 40 countries • Produce 12 percent of the world’s potash, and 13 percent of the world’s phosphate • Formed in 2004 with the merger of Cargill’s Crop Nutrition Business and IMC Global
    28. 28. Secret Recipe for Participation? • Provide access • Include management • Tell a great story • Provide incentives, reduce barriers • Don’t do too many fundraisers • Keep the supporters you have by reducing “churn” • Segment and set goals • Have fun!
    29. 29. 2804, 69% 139, 4% 526, 13% 409, 10% 167, 4% 2012 Employee Donor Status Donor Recaptured New LYBUNT SYBUNT “Churn” Analysis Category Count 2012 2011 2010 Donor 2,804 $1,560,242.06 $1,388,770.21 $1,184,632.56 New* 526 $ 174,490.49 $ - $ - Recaptured 139 $ 46,056.65 $ - $ 41,934.39 LYBUNT 409 $ - $ 139,773.78 $ 97,193.26 SYBUNT 167 $ - $ - $ 45,010.07 Prospect 886 $ - $ - $ - Grand Total 4,931 $1,780,789.20 $1,528,543.99 $1,368,770.28 *New donors, note 276 out of 430 new employees donated
    30. 30. Why Lead Project Managers? • Internal and external benchmarking proves successful • Identified gaps in the accountability, education and engagement through campaign process from the top down • Ties to leadership development component of enterprise strategy, increases accountability and results • Succession management: provides the opportunity to learn in year one, and lead in year two.
    31. 31. Campaign Reporting Hierarchy Vice President/Director Lead Project Manager (LPM) Facility Coordinator Facility Coordinator Facility Coordinator Business Unit Communicator Co -Lead Project Manager (LPM)
    32. 32. Strategic Campaign Calendar Feb Region and Districts Coordinator’s Named Submitted to Corporate United Way “Boot Camp” March 20-21 Region and District Coordinator’s Training Goal Setting May 2 Campaign Overview Training (for all coordinators) 31 District campaign goals submitted to region Coordinators June 7 All campaign goals due to The UPS Foundation 13 Region and District Coordinators Webinar “Campaign “Set-Up” 17-21 Conference Calls held with Region Coordinators to review their goals (Times to be set –up on an individual basis by FDN) 21 All final goals are submitted to the United Way Chair July 3 Campaign goals submitted to United Way Worldwide 8 All Pledge Cards should be distributed to appropriate locations Campaign supplies shipped to coordinators before the month ends 11 Region & District Coordinator’s Webinar Training – Reports and Campaign Execution 15-19 Cards distribution to centers Facilitate conference calls on an as needed basis Aug 1 Campaign Begins/Kick Off Call 8 Q&A Webinar with TRUiSt and ACS Continue Facilitating Conference calls as needed September 13 Employee Campaign Ends/Retiree Campaign Begins Thank You Campaign October Local (Region & District) Recognition meetings Region and District Coordinators Survey December 13 All Stock forms must be submitted to Mellon by this date
    33. 33. UPS Step-Up Program  Allows UPSers to “step- up” to a $10,000 contribution over a three year period with matching gifts from The UPS Foundation  The 15% match also applies to your donation  Recognition as an Alexis de Tocqueville giver immediately * Employee dollars
    34. 34. Aligning CSR Strategies for Maximum Impact
    35. 35. Focusing Your Efforts Focusing CSR efforts allows for greater alignment with key criteria and ultimately greater impact for the community and your business Business value • Supports brand, eminence and clients – enhances marketplace strategy • Supports employee objectives Risk • Focus is consistent with the risk preferences of the firm Social impact • Clear social impact and benefit to the nonprofit, which can be measured over time Aligned to CSR strategy • Clearly aligned to key CSR platforms and strategic goals Focus should meet most if not all criteria Leadership Support • Leadership supports and understands connection to business
    36. 36. • Greater sense of satisfaction and pride in employer • Increased opportunity to build network with colleagues, nonprofit staff, board members, community members • Opportunity for meaningful engagement in the community through their employer • “Nearly 2/3 of Gen Y employees say they would prefer to work for an organization that provides opportunities to volunteer their skills” Employee Engagement • Greater impact through donation of skills over donation of traditional volunteer time or check-writing • Improved brand recognition for corporation in the community and with key stakeholders such as board members, community leaders and clients IMPACT & Storytelling • Opportunity for professional growth through developing and refining skills • 91% of Fortune 500 human resources managers said volunteering one’s knowledge and expertise to support a non-profit can be an effective way to cultivate critical business and leadership skills • Opportunity for development of company qualifications Business Development Good for Community & Business CSR has a double bottom line – it’s good for the community AND should align with business goals
    37. 37. Deloitte’s Community Involvement Strategy To help people and communities thrive by using best thinking to build stronger nonprofits.Mission (Objective) • Thought leadership • IMPACT survey • Speaking engagements • Influencer program • Problem Solvers Fund • United Way campaigns • Regional donations Strategy Programs (Tactics) Invest. Complement best thinking with the financial resources to help people and communities thrive Think. Leverage best thinking to strengthen nonprofit capacity • Pro bono • Skills-based volunteerism • Nonprofit board service • IMPACT Day • Deloitte Center for Leadership and Community Advance. Share best thinking to spark advances in supporting communities and skills-based volunteerism (SBV) through advocacy, awareness, influence, and example Their Future is Our Future Achieve deep impact by applying “Think. Invest. Advance.” strategy to help build a college-going culture in low-income high schools and make college attendance the norm in America. Signature Issue:
    38. 38. Alignment with United Way: Relationship-at-a-Glance • $21.7 million raised • Largest campaign ever • 5th consecutive year >$20M raised • 875 Tocqueville ($10K or more) givers • Received UWWs Fleur de Lis Award for the 11th consecutive year for most Tocqueville givers of any company in America • 9th larges campaign among Global Corporate Leader companies • Fourth UW giving campaign in India run in all locations Board Leadership • More than 25 professionals serve on local UW Boards • Global CEO, chair, UW Worldwide Board • Deloitte Vice Chairman, member UW US Board of Trustees • 2 retired CEOs past chairs of UWA Board Pro Bono • $2.4 million in pro bono services to local United Ways over the last 3 years Alternative Spring Break Talent-driven program to connect Deloitte professionals with potential campus hires via week-long service project • 5th consecutive year of collaboration with United Way SC Launch and Giving BAAC Service Projects around education with local United Ways for on-boarding senior and new consultants Deloitte Virtual Team Challenge – 3D Virtual Business Simulation Video game designed to teach high school students about business and community service (virtual fund raising benefits UW) • Has reached over 1,100 schools; 26,000 students over three years Impact Day 2011 • 18 Projects with local United Ways v Deloitte – Million dollar sponsor of UWW’s Mary Gates Learning Center • Nearly 500K of Future Fund dollars earmarked for local United Ways in last 4 years • UW Education Collaboratives in 20 cities • Over $5 million raised over the last four campaigns • Initial supporter National Mentoring Challenge • United Way continues to build relationship with College Summit Initiatives/ProgramsEducation FocusIntegration with Talent Deloitte National Leadership Conference Brings together 350 top college students to learn about Deloitte and participate in a service project lead by United Way Innovation Quest PPDs winners’ prize money donated to UW • UWW 2012 winner of Summit Awards for “Community Engagement” and “Volunteer Impact” • “Fleur de Lis Award” (11th year) • Chicago “Leadership Giving and ADT • Grand Rapids “Top Company Award and Gold Pillar” • San Francisco “Innovation Award” • Nashville “Werthan Award,” “Circle of Honor,” “OSCAR Award” • UWA “Spirit of America” 1994 UW Awards 2012 Giving Campaign
    39. 39. Benefits of Focusing Efforts Focusing efforts affords several benefits as we continue to develop CSR strategy and make on impact • Defined guidelines for employee efforts • Increased corporate support when aligned with business • Deeper relationships with nonprofits • Greater ability to leverage across relationships • Increased opportunity to innovate • More meaningful impact
    40. 40. Taking Employee Engagement to the Next-Level
    41. 41. Volunteers CashProducts 3M Community Giving Improving Every Life
    42. 42. 3M Community Giving: Improving Every Life Community Impact • STEM Education • 3M TWIST • 3M STEP • Sparticl • High school partnerships • Project Lead the Way • Supplies4Schools and Supplies4Nonprofits • Early Learning
    43. 43. Supplies4Schools Donates 3M products to schools: • Assortment of 3M Stationery/Office Products • Predetermined product list • Schools select quantities • Product ships in 4 weeks • Fall program for K-8 • Spring targets High Schools $2.3M donated: • 165 K-8 Schools • 157 High Schools
    44. 44. 3M Community Giving: Improving Every Life Volunteer Engagement 3M’s Volunteer Pledge: To encourage, recognize and support volunteerism by employees and retirees
    45. 45. 3M Community Giving: Improving Every Life Volunteer Programs • Sales Force for the Kids • Skills-based Volunteerism • Training for Board Members • 3M CARES <<Insert Sales Force for the Kids photo>> Boys & Girls Clubs of Houston Activity: Fun & Learning Day—Havard Boys & Girls Club
    46. 46. 3M Community Giving: Improving Every Life Volunteer Recognition • 3M Foundation Volunteer Match • 3M Community Volunteer Awards • Volunteer Rally 3M CEO Inge Thulin presents a Community Volunteer Award
    47. 47. 3M Community Giving: Improving Every Life 2012 Campaign – Campaign Leader Training • Partnership with HR • Action Plan • Data analysis • Quick Start Guide
    48. 48. 3M Community Giving: Improving Every Life 2012 Campaign – 3M ePledge • New online pledging system • External vendor – TRUiST • Improved donor experience • Improved campaign leader reporting Results: 97% of 1,300 survey respondents had positive response and described 3M ePledge as “fast, easy, and quick”
    49. 49. 3M Community Giving: Improving Every Life 2012 Campaign – Focus on Sites • Vice chair with Plant Manager background • Vice chair focused on site engagement • 3M Foundation Site Tier Challenge • 3M Foundation Match extended to sites Results: 11% increase in site giving
    50. 50. 3M Community Giving: Improving Every Life 2012 Campaign – Additional • Committees – Marketing – New Employee • Campaign Leadership Awards – 3 for sites, 3 for divisions – 3M Foundation grant and trophy to winners
    51. 51. Tackling Under-Performing Schools
    52. 52. U.S. High School Averaged Freshman Graduation Rates (AFGR), 2006-2010 55 60 65 70 75 80 85 2006 2007 2008 2009 2010 White African American Hispanic Source: Grad Nation 2013
    53. 53. States On and Off Pace to Reach 90% in 2020 (based on Average Freshman Graduation Rate) Already 90% On pace to reach 90% Need to further accelerate progress to reach 90% Off pace to reach 90% Source: Grad Nation, 2013
    54. 54. States with Low Cohort Rates (ACGR) for African American Students ACGR 60%-66% ACGR 50%-59% 64% 59% 63% 60% ACGR < 50% ACGR > 66% 57% 59% Grad Nation, 2013 43% 63% 63 % 60% 64% 65% 65% 61% 65% 58% 54% 66% 49% 64%
    55. 55. States with Low Cohort Rates (ACGR) for Students with Disabilities ACGR < 50% ACGR 60%-66% ACGR 50%-59% ACGR > 66% Source: Grad Nation, 2013
    56. 56. States with Low Cohort Rates (ACGR) for Students with Limited English Proficiency ACGR < 50% ACGR 60%-66% ACGR 50%-59% ACGR > 66% Source: Grad Nation 2013
    57. 57. In 2007… 57 Source: U.S. Census Bureau, 2007 John Hopkins University, 2009, National Ctr. for Education Statistics, 2007
    58. 58. In sum, overall improvements BUT…  Uneven progress within and across states  Persistent gaps between groups of students (African American, ELLs, SWDs, etc. )  Too many students still attending low-performing high schools  Students of color continue to dropout at higher rates  Not enough students graduating HS ready for college and career
    59. 59. The Total Child requires the Total Community. We have to insulate and work across the education pipeline to achieve the goal. Source: Forum for Youth Investment
    60. 60. Our Point of View: Work Across the Birth-21 Education Continuum Key Focus Areas: • Early Childhood Education • Early Grade Reading • Middle Grade Success &Transitions • On-time High School Graduation • College and Career Readiness
    61. 61. Why? The Dropout Crisis Starts Early  Gaps in access to high-quality early learning experiences create gaps in school readiness  For every 50 children who don’t learn to read in kindergarten, 44 of them will still have trouble reading in the third grade  Only 33 percent of 4th graders are proficient readers; struggling in reading is linked to HS dropout  Poor grades and high rates of absenteeism also predictive of HS dropout
    62. 62. and Persists in the Middle Grades…  Critical time of growth – social, emotional and physical development  Although students physically dropout in HS, many initially disengage in middle grades  Evidenced by declines in attendance, academic performance and behavioral issues  Middle grades students are not keeping pace (in terms of academic gains) with elementary students (NAEP)  Middle grades students who are held back a grade are 7x more likely to drop out 62
    63. 63. and High School…  “9th grade bulge” – critical year re: retention and eventual dropout  More than 1 in 5 students do not graduate HS on-time  Dropout rates are most pronounced in high-poverty schools (40 percent v. 27 percent)  Dropout rates higher for students of color  Employment options bleaker for high-school dropouts (12 percent unemployment v. 8 percent for graduates)  US ranks 20 out of 28 industrialized nations on high school graduation rates
    64. 64. And has lasting consequences for college and career…  Attainment rate in 2010 – 38.3% (adults ages 25-64)  Disparities by population groups persist  Unemployment rates are lowest for individuals with bachelors degrees (3.7 percent)  By 2018 60% of jobs will require some post-secondary education and/or training  Earning Power - Individuals with bachelors & advanced degrees on average earn $550,000 more over a lifetime than those with only HS diplomas  Demand – for highly educated employees is increasing, sectors projected to grow fastest (healthcare, science, and technology)  Decline in low-skilled labor – are now less than 17 percent of the total job market  Workforce mismatch – need for highly-skilled educated workers outpacing supply
    65. 65. National Education Roadmap for Middle Grade Success & High School Graduation – A Closer Look… Community Strategy High-Impact Approaches Proposed United Way Roles Organize a smart system of supports to support middle grade success and on-time HS graduation Partner with local school systems to facilitate and/or fund the development of early warning systems to identify students in low-performing and/or high-poverty middle and high schools that are at risk of dropping out. •Broker partnerships and establish structures to connect low-performing and/or high-poverty schools with community-based organizations and businesses that can provide targeted interventions to students at risk of dropping out. •Leverage established relationships and structures to recruit, in partnership with low- performing and/or high-poverty schools, a “second shift”, or cadre of caring adult and near-peer volunteers to provide students at risk of dropping out with tailored supports. Engage and empower parents and families to support student success and on-time high school graduation Inform parents of how best to support their children’s middle and high school success •Communicate with parents to inform them ofways to support their children at home and in the community, advocate for their children in schools, and position their children for success in middle grades, high school, college, and career. •Mobilize parents to create demand for school improvement. Reform and improve schools and school districts to ensure student engagement, learning and preparation for life success Ensure that school districts provide schools with the necessary conditions for success. This includes strong systems and district policies. Turn around low-performing schools and provide new school options • Perform or fund a districtwide needs & capacity assessment •Support need and capacity assessments of target schools & advocate for customized supports •Create transition programs for students Source: Charting the Course, National Roadmaps in Education
    66. 66. UWW Education Focus  Early Development Instrument (EDI) – W.K. Kellogg Foundation  Ready by 21 Middle Grades Challenge – Altria/Phillip Morris, USA  Post-Secondary Access and Completion Challenge – Lumina Foundation  Campaign for Early Grade Reading – Annie E. Casey Foundation  Previous education challenges – out-of-school time, teacher effectiveness, family engagement in high school  UWW Role:  Seed innovation within our network (pilots)  Build local capacity (grants, technical assistance, learning communities, tools/resources)  Leverage national partnerships  Develop a plan for scaling work  Provide national visibility for efforts
    67. 67. Where are United Ways focused? Top 2 focus areas across the education pipeline… 67Source: Community Impact Practices Survey, 2012
    68. 68. What Are United Ways Doing? Key Takeaways  United Ways moving to evidence-based funding strategies that support community goals  Broader community-wide collaborative planning efforts – Sometimes as convener, sometimes at table as a stakeholder  Looking to work more cross-functionally across education, health, and income  Strong general support for a birth-to-21 focus and supporting education work across all focus areas  Common challenges: capacity & resources
    69. 69. Local United Way Examples…
    70. 70. Improving High School Graduation Rates: Destination Graduation at the United Way of Metropolitan Dallas • Goal: Increase the number of students graduating high school, on-time and prepared for college; serves 3,700 students in 8 schools in 4 school districts • Key Partners: Dallas, Plano, Irving and Mesquite school districts; Concilio (parent engagement group); Communities in Schools, Princeton Review, Big Brothers/Big Sisters, Boys and Girls Clubs, etc. • Key Components of the Initiative:  Parent engagement – support interacting with teachers and administrators, building college awareness, and communicating with their children about school  Mentoring – one-to-one mentoring, case management, training for school staff  College Preparation – college planning, test preparation, application & financial aid process, study habits & skills • Measures of Success  higher promotion rates, high school graduation rates, increased test scores 164 (avg.), closing sub-group gaps • United Way Role(s): convener, relationship mngr. between schools/providers, technical assistance provider • Signature Sponsor: AT&T
    71. 71. Supporting Success in Middle School and Beyond - United Way of Northeastern Florida, The Achievers for Life Initiative • Goal – Provide supports for rising middle-schoolers at-risk of high school dropout, 2,860 students since 2007 • Partners – United Way of Northeastern Florida, Duval County Public Schools, Communities in Schools of Jacksonville, Big Brothers/Big Sisters, Jewish Family and Community Services, the Learning to Finish Collaborative • Key Components of the Initiative  Target supports on students in feeder schools identified through early warning indicators (grades, attendance, and behavior) and principal recommendation  Family Support - connect students and their families to services and supports to address barriers  Achievement Advocates – work with students to establish goals, mentor students 1hr per week, maintain information on students  Parent engagement – focused on increased engagement with schools • Measures of Success  Improved GPAs, 7th grade promotion rates, decrease in absenteeism, increases in parent engagement
    72. 72. Opportunities for Corporate Engagement  Career Exposure, Explorations & Pathways (internships, mentorships)  Common Core Standards Implementation  STEM  Infrastructure Supports (e.g. Early Warning Systems)  School Re-Design  District-level Improvements

    ×