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. 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. 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. 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. Employee Login and Home Page

6. Microsoft Volunteer Manager

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. 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. Volunteerism
Leveraging Bama’s Core Competencies
Putting Bama’s Best Face Forward

10. Comcast’s Focus Areas Aligned with Business
Expertise
Expand digital literacy
Build tomorrow’s leaders
Promote community service
10

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. • 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
• 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. • 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. 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. 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. 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. 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
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
My Volunteer Time
Wells Fargo Volunteers
New Home
Page

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. 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. 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. 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. 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. Increasing Participation Among
Today’s Workforce and Retaining
Loyal Employee Donors
Increasing Employee Engagement
with Strategic Campaigning

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. 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. 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. 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. 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. 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. 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. Aligning CSR Strategies for
Maximum Impact

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. • 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. 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. 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. 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. Taking Employee Engagement to
the Next-Level

41. Volunteers
CashProducts
3M Community Giving
Improving Every Life

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. 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. 3M Community Giving: Improving Every Life
Volunteer Engagement
3M’s Volunteer Pledge:
To encourage, recognize and support volunteerism by
employees and retirees

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. 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. 3M Community Giving: Improving Every Life
2012 Campaign – Campaign Leader Training
• Partnership with HR
• Action Plan
• Data analysis
• Quick Start Guide

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. 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. 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. Tackling Under-Performing Schools

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. 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. 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. 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. 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. In 2007…
57
Source: U.S. Census Bureau, 2007
John Hopkins University, 2009, National
Ctr. for Education Statistics, 2007

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. 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. 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. 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. 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. 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. 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. 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. 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. Where are United Ways focused?
Top 2 focus areas across the education pipeline…
67Source: Community Impact Practices Survey, 2012

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. Local United Way Examples…

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. 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. 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