Mission: To improve lives by prioritizing needs and mobilizing human and financial resources to positively impact the education, financial stability and physical and emotional health of our neighbors.
Programs: Health: provide access to health care and prevention programs for those who have difficulty providing for themselves. Measurable outcomes include: 1. Early diagnosis and treatment of sight loss, cancer, and sexually transmitted disease; 2. Appropriate and compassionate end-of-life care; 3. Integration of the disabled into day care, school and the work place; 4. Planned crisis response to medical emergencies and natural disaster.
education: provide access to pre-k and after school programs that encourage successful transition to kindergarten, provide early diagnosis of learning disorders, and improve literacy skills among adults. Measurable outcomes include: 1. Attainment of kindergarten-level reading, writing, math and social skills; 2. Identification of learning disorders and placement in appropriate support programs; 3. Improved literacy for all ages; age appropriate social and self-management skills.
financial stability: provide support in managing crisis related to financial stability and support in understanding money investment and management. Measurable outcomes include: 1. Safe and warm living environment; 2. Prevention of loss of home; 3. Food security; 4. Appropriate management of limited income; 5. Connection to appropriate long-term support programs.
community initiative grants, designated by the women's leadership group, community impact, and day of caring.
Professional with expertise in this field
I worked for a Centre County United Way Partner Agency. CCUW's emphasis on outcomes-based reporting and strong fiscal management proved to be a real asset for our organization. As CCUW forced us to engage in strong fiscal management, long-term planning and creating a vision for impact, we became better at fundraising and development in our own right. I see the new executive director as a leader who will continue to emphasize collaboration and true funding partnerships.
Like many United Way chapters, this one struggles to recreate itself to respond to current trends. Chapter will once again fall below goal and a number of traditional donors are withholding/reducing contributions. Additional challenge is that workplace giving program is overly reliant upon Penn State, which is undergoing its own challenges. Organization had a wonderful opportunity to move in new strategic direction a few years back when long time ED retired. Board started thinking about hiring a dynamic businessperson who could help United Way to reinvent itself. Unfortunately the key person driving that process moved out of the area, the process broke down and an opportunity was lost. Current administration is competent, but not innovative. Unlikely to navigate coming economic/demographic challenges. Despite national UW having one of the best outcomes/logic model frameworks available, this chapter has done poorly helping member agencies to implement and document measurable outcomes. Allocations process could use volunteers more effectively....too much face-to-face meeting and paper information....it's 2011, go digital with much of this stuff.