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59-457: The GMCC is responsible for long-range and capital planning, executive staffing, human resources, financial office and accounting, computer technology, and major fundraising for the five units under the GMCC corporate umbrella. By centralizing these business functions and services, each center's director is freed to concentrate on programming, membership, and customer service. Additionally, each center

118-535: A "global franchise operation" by Forbes magazine. Internally, United Ways are classified by how much funds they raise on a scale of 10 levels. Metro 1 is the highest-ranking which requires raising at least $ 9 million annually. United Ways are federated fundraising bodies that mobilize a single fundraising campaign to raise money for a diverse range of nonprofits. United Ways raise funds and determine how to best distribute them. United Ways raise funds primarily via company-sanctioned workplace campaigns, where

177-536: A $ 459,000 condo in New York City for Aramony. In December 1991, an outside firm was hired to conduct the investigation into the allegations. A lawyer concluded that there had been "sloppy record-keeping" and "inattention to detail" but avoided any specific admission of wrongdoing in the preliminary investigation. Aramony, who was due to retire in July 1993, submitted his resignation on February 27, 1992, during

236-492: A narrower set of issues that resonate strongly with donors, including championing controversial issues have excluded from United Way funding or that do not appeal to United Way's predominantly male, white, corporate membership. These alternative funds challenged the central thesis of the United Way model – that one umbrella organization can serve both the donors' interests and community's needs. The competition for access to

295-425: A new name and logo. The organization announced on July 13, 1970, that it would change its name from "United Funds and Council of America" to United Way of America . Bayard Ewing, the president of the fund said: "We wanted a simple name that would give people a clearer and more descriptive idea of what our organization is trying to do. I hope that the name will be adopted by all of our 2,260 fund‐raising units throughout

354-479: A policy of donor designation in 1982, allowing donors to select which nonprofit organizations would receive their gift. Aramony first introduced the donor choice concept to prevent large employers from allowing alternative funds to solicit alongside United Way. However, United Ways resisted donation designations and the roll out of the new policy was described as a "glacial pace" in a 2000 piece in Fortune . Despite

413-487: A rate of 5–10% annually. United Community Funds and Council of America, the national association of United Funds, expanded its role in the 1970s. Historically, it served a similar role as a trade association to the United Funds and lacked authority in shaping their affiliates. Its thousands of affiliates went by no fewer than 137 different names and pursued thousands of different charitable objectives. I think that

472-507: A single workplace drive. The focus of local community fundraising also conflicted with the mission of the national health organizations. Many United Funds supported health causes locally, with funds going to charities in their local communities. By the late 1960s, the conflicts between United Funds and national health charities resolved itself with many of the charities folding into the United Fund or retreating from competing. After WWII,

531-552: A teleconference with local United Ways. Aramony said he was retiring "to put things back in proper focus ... because media attention is overshadowing the importance of the work of United Way and the countless accomplishments we have made together." In April 1995, Aramony was convicted on 23 counts of felony charges, including conspiracy, fraud and filing false tax returns. He was sentenced to seven years in prison and served six years. Two associates, Thomas J. Merlo and Stephen J. Paulachak, were also convicted and sentenced to prison. In

590-604: A year or not at all." Last year in Detroit there were no fewer than 50 charity drives in addition to the Community Chest. This year Detroiters reconsolidated with a will. They lumped together all of the Chest's 125 component agencies, plus 18 others, as beneficiaries of a single United Foundation "Torch" Drive. — Life magazine, November 14, 1949 This outgrowth of objections from business and labor leaders led to

649-508: Is a nearly 200,000 sq ft (19,000 m ) complex on three levels in the heart of Midland, Michigan that provides comprehensive social , recreational and personal development opportunities for all residents. The Midland Community Center was founded January 14, 1919, in conjunction with the very first bowling alley in Midland. The community center became a trend-setter, and other sports and pastimes were gradually introduced to

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708-548: Is able to share personnel with the other centers, and request staffing assistance from the other centers for special events. Two unused classrooms at the Midland Community Center (MCC) received a makeover to become the offices for GMCC personnel in 2007. Shortly after GMCC was created, they announced a $ 5.1 million fundraising campaign to "enhance the quality of life for Midlanders," according to GMCC CEO Chris Tointon. Individuals and businesses contributed to

767-583: Is deducted, funds raised locally by United Way are then distributed to various nonprofit agencies within those communities. Major recipients have included the American Cancer Society , Big Brothers/Big Sisters , Catholic Charities , Girl Scouts , Boy Scouts , and The Salvation Army . Membership in United Way and use of the United Way brand is overseen by the United Way Worldwide umbrella organization. United Way Worldwide

826-622: Is equivalent to 2,465 persons participating in an activity every day of the year. A new corporation was formed in 2005, the Greater Midland Community Centers , Inc. (GMCC), which provides guidance and assistance to five existing non-profit recreation centers in Midland County, including the Midland Community Center . Two classrooms at the MCC received a makeover to become the offices for the GMCC personnel. At

885-509: Is not a top-down organization that has ownership of local United Ways. Instead, each local United Way is run as independently and incorporated separately as a 501(c)(3) organization . Each affiliate is led by local staff and volunteers and have their own board of directors , independent of United Way Worldwide or a parent organization. Some United Way affiliates, like the Central Community Chest of Japan , choose not to use

944-426: Is operated by a former resident who received culinary training at The Art Institute of Colorado before returning to Midland. The eatery is now closed. 43°37′03″N 84°13′45″W  /  43.61750°N 84.22917°W  / 43.61750; -84.22917 United Way of America United Way is an international network of over 1,800 local nonprofit fundraising affiliates. Prior to 2015, United Way

1003-630: The Charity Organization Society , which coordinated services between Jewish and Christian charities and fundraising for 22 agencies. Many Community Chest organizations, which were founded in the first half of the twentieth century to jointly collect and allocate money, joined the American Association for Community Organizations in 1918. The first Community Chest was founded in 1913 in Cleveland , Ohio, after

1062-506: The United Way Information Network , a centralized national pledge processing center. The national center aimed to make donations more efficient and attractive to companies with national footprints. However, these plans competed with the regional pledge processing centers operated by four large regional United Ways. The software was riddled with issues and was unable to process gifts in its first test run. A review of

1121-676: The "United" prefix in their names. In 1956, Community Chests and Councils, Inc. changed its name again to United Community Funds and Councils of America (UCFCA) to reflect the shifting naming used by its affiliates. The "big three" national health drives (the American Cancer Society, the National Foundation for Infantile Paralysis , and the American Red Cross) objected to handing over control of their fundraising efforts and refused to participate in

1180-618: The American Association for Community Organization changed its name to the Community Chests and Councils, Inc in 1927. World War II also impacted the Community Chest movement. National health research charities, like the American Red Cross and the American Cancer Society , gained government support during the war. These health agencies used their centralized headquarters and nationwide fundraising reach to run separate and competing local fundraising campaigns alongside

1239-552: The Community Chests. The competing appeals between the health organizations and Community Chests resulted in exhausting and disorganized situations. Business leaders were concerned that the barrage of donation drives in the workplace would reduce productivity. The Ford Company issued a well-publicized press release stating that the automaker lost $ 40,000 in executive time and employee productivity with each plant solicitation. A committee at Ford led by Henry Ford II told charities to "federate or perish. We'll contribute to charity once

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1298-597: The Midland Area Community Foundation, the Charles J. Strosacker Foundation and the Rollin M. Gerstacker Foundation. The money paid for three projects, but more than half the total was used to create an "outdoor campus" at MCC. The city averages 141 days each year below freezing, so the MCC had always concentrated on indoor activities. A$ 2.5 million expansion in 2008 changed that. Part of

1357-527: The US called the Combined Federal Campaign . Nonprofit agencies that partner with United Way usually agree not to fundraise while the United Way campaigns are underway. Money raised by local United Ways is distributed to local nonprofit agencies after an administrative cost is deducted. In 2002, the average administrative fee was 12.7%. Where United Way distributes the funds depends on if

1416-401: The United Fund took a similar role to the modern United Way. They focused almost exclusively on workplace fundraising (rather than the Community Chests' focus on door-to-door solicitations). The end of the excess profit taxes weakened the incentives for corporate gifts after World War II . Campaign leaders looked to employees in workplace (and not their bosses) as an opportunity to make up for

1475-422: The United Way brand and must meet criteria to maintain their membership status (including independent review boards, audits, and restrictions on marketing tactics). The membership dues to United Way Worldwide are a portion of the total funds raised by each local United Way. U.S. affiliates pay a membership fee of 1% of their total funds raised to United Way Worldwide. The structure has been described as similar to

1534-444: The United Way name and branding. [We have] converted United Way from a federation of local charities to a franchise model. The local franchisees bring in donations, and the worldwide organization receives a percentage of revenue. We promote the brand, provide infrastructure, and guide the strategy. — Brian Gallagher on United Way's structure Local United Ways pay membership dues to United Way Worldwide for licensing rights to

1593-507: The aftermath of the William Aramony scandal, local United Ways boycotted United Way of America by refusing to make their dues payments to the umbrella organization. Representatives from 13 of the US's largest local United Ways told the interim President Kenneth Dam that they would like to see United Way of America half its current size. Of the 1,400 local United Ways, only 532 were paying some or all of their dues in 1992. To account for

1652-476: The board chairman Edward A. Brennan , alleging that United Way of America CEO William Aramony had affairs with two sisters (one of which was a teenager) and he was using the charity's money to keep the women quiet. Aramony denied the allegations to Brennen. After UWA's board reviewed and concluded that the letter's allegations had no basis in March 1990, the matter was dropped. It was later found that Aramony used

1711-465: The center's operations. For 2009, UW allocated $ 282,900 for education programs, $ 61,500 for self-sufficiency programs and $ 270,600 for health programs. The total of $ 615,000 was 16.4% of UWs budget. The MCC also relies on local companies to underwrite specific programs and free activities. For the first time in its history, a food service business opened inside the facility in June 2010. The Crossroads Deli

1770-493: The city and became the driveway to the new parking lot; the intersection at George and Haley Streets disappeared. A new entrance with a passenger pickup/drop-off was constructed on Jefferson Avenue. The entire project was completed in late 2008. In 2009, the MCC celebrated their 90th year of service. The organization provides the community with a diverse group of activities that include youth and adult classes, drop-in sessions and leagues for athletics. In addition to aquatics,

1829-608: The community, including basketball, handball, volleyball, table tennis, pickleball, archery, tennis and softball. The first building at the site of the current center was dedicated on October 30, 1955, and the $ 1.5 million cost was covered by gifts from the Dow Chemical Company . It has been expanded several times since then. An indoor rifle range was open during the 1960s and National Rifle Association sanctioned classes in marksmanship were offered for air rifle (BB gun) and small bore (.22). They were discontinued in

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1888-752: The company's dollars to fund luxurious expenses, including flights on a Concorde and $ 90,000 for his limousine service. Aramony had spun off two for-profit enterprises using United Way of America funds, the Partnership Umbrella and Sales Service/America. The suspicious set up raised questions if the companies, which were designed to offer bulk discounts and other cost-savings to local United Ways, were actually being used for Aramony's personal enrichment. Partnership Umbrella had used United Way of America funds to purchase and decorate $ 1.2 million of real estate in Alexandria, Miami and New York, including

1947-523: The country. About a quarter of United Way donations in the US are currently designated. If the donor does not earmark a specific cause or organization for their donation, the money goes into a general fund and are allocated to areas of greatest need by the local United Way's volunteer committee. Traditionally, United Ways would grant funds that can be used for any purpose by the recipient nonprofit. However, many United Ways have started giving funds to nonprofits only to be used for specific programs run by

2006-496: The country." The new logo was designed by graphic designer Saul Bass in 1972. Aramony traveled to major cities to persuade the affiliates to adopt the logo and brand name. It moved from New York City to Alexandria, Virginia , in 1971. In 1973, United Way of America formed a partnership with the National Football League . By 1974, there were enough United Way organizations internationally to demand

2065-617: The donor designated or restricted their donation to a specific organization or cause. Almost all United Ways allow donors to specify (designate) which nonprofits should receive their funds. Some United Ways let donors choose which focus area or social problems (like helping kids or the elderly) they wish to support, which allocates their gift to a relevant subset of their charities in its network. Some United Ways allow donors to direct their gifts to any nonprofit (either inside or outside United Way's preferred charity list) while some only let donors give to any charity in their region or anywhere in

2124-424: The early 1970s due to lack of interest. During the summer of 2005, the MCC locker rooms were completely renovated. The lockers themselves were the originals installed when the center was built and had fifty years of use. In addition to locker replacement, separate family and adult sections were built, the flooring was upgraded and plumbing fixtures were updated. Also in 2005, MCC recorded 900,000 member visits, which

2183-422: The employer solicits contributions from their employees that can be paid through automatic payroll deductions (in the same way tax withholdings and insurance premiums are deducted from an employee's net pay ). 57% of United Way's donations come through payroll deductions while an additional 20% from corporate donations. United Way also administers many of the annual workplace campaigns for federal employees in

2242-618: The example of the Jewish Federation in Cleveland—which served as an exemplary model for "federated giving". The success of the Cleveland Community Chest led to a modest spread of the concept to other cities. World War I helped disseminate the concept of the Community Chest as the model for federating giving was used to support wartime fundraising efforts. Of the 300–400 War Chests that existed during

2301-500: The expected loss. In 1956, workplace giving from employees accounted for 39.6% of the revenue of United Funds and Community Chests. This was the first time that workplace giving exceeded corporate gifts (38%). With federal government's move to allow compulsory Social Security and income tax withholdings in 1942, the technology of payroll deductions became a vehicle to allow employees to give incremental gifts. The strong economy in post-war economic boom helped these campaigns to grow at

2360-712: The formation of the first United Fund in 1949 in Detroit, Michigan . Under the motto of "Give Once for All", the United Foundation hosted a single campaign that included Community Chests, local charities, and some of the national charities. This first campaign in Detroit was a success and had raised more in the single campaign than the disparate efforts has yielded the year prior. The single workplace campaign model quick spread elsewhere and, by 1953, there were over 1,200 United Funds. These campaigns, which united Community Chests with other organizations, commonly used

2419-647: The growth of amount of donor-choice contributed to the near-bankruptcy of United Way of Santa Clara County as the organization continued allocated the same amount year after year as their general fund pool shunk. Kevin Ronnie of the National Committee for Responsive Philanthropy said of United Way's predicament to allow designations, "If they want to be the workplace campaign ... they have to offer choice because that's what people want. But, gosh darn it, if you offer choice, people will do it, and that comes at

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2478-652: The indoor sports of basketball, volleyball, pickleball, gymnastics and curling are featured. Outdoor sports such as flag football are organized in cooperation with the Midland Parks and Recreation department. Offerings in fine arts are continuously scheduled and include art lessons, voice and/or instrument lessons and dance classes. Specialty fitness activities that are sponsored include fencing, martial arts (karate & judo), Yoga, boxing (non-contact), billiards, table tennis, pickleball and badminton. The United Way of Midland County provides significant funding for

2537-425: The kind of support provided by the national organization, United Way of America, and United Way International was born. Its staff spoke eight languages, with a Board of Directors from more than seven countries working with member organizations. Christopher Amundsen served as interim president during a yearlong search. United Way faced competition from competing federations (called "alternative funds") that focused on

2596-418: The lost revenue at United Way of America, employees were offered two months of added severance pay (in addition to the standard severance pay based on years of service) if they chose to resign, employees who stayed were offered up to four weeks off of furlough time, and all salary increases were halted. IBM vice president Kenneth W. Dam was named interim CEO after Aramony's departure in 1992. Elaine Chao

2655-502: The mid-1990s, with the trend growing throughout the next decade. Four federations ( America's Charities , Community Health Charities, EarthShare, and Global Impact ) formed the Charities@Work coalition promoted expanding access to workplace campaigns. Due to the competitive philanthropic environment, United Ways has lost market share. In 1988, there were 450,000 nonprofits in US and United Way share's of US charitable contributions

2714-580: The nonprofit (e.g. a workforce training program at the local chapter of St Vincent de Paul ). These funds are provided in the form of contracts in which the nonprofit must deliver programs and are subject to review and audit by the United Way's volunteer committee. The organization has roots in Denver , Colorado, where in 1887 Frances Wisebart Jacobs , along with the Rev. Myron W. Reed , Msgr. William J. O'Ryan, Dean H. Martyn Hart and Rabbi William S. Friedman began

2773-402: The plan involved moving two homes and demolishing a third that was located across the street from the center that occupied land destined to become a new parking area, outdoor running track, outdoor basketball courts and a children's playscape. Walking and biking trails were also created on what is now a 12-acre (4.9 ha) campus. To accommodate the new amenities, George Street was closed by

2832-753: The project, but the majority came from local charitable trusts including the Alden & Vada Dow Foundation, the Dow Chemical Company Foundation, the Dow Corning Corporation Foundation, The Herbert H. & Grace A. Dow Foundation, the Midland Area Community Foundation, the Charles J. Strosacker Foundation and the Rollin M. Gerstacker Foundation. The money paid for three projects. The Midland Community Tennis Center received an overdue renovation of existing facilities and an expansion. The Midland Curling Club

2891-484: The same time, GMCC announced a $ 5.1 million fundraising campaign to "enhance the quality of life for Midlanders," according to GMCC CEO Chris Tointon. Individuals and businesses contributed to the project, but the majority came from local charitable trusts including the Alden & Vada Dow Foundation, the Dow Chemical Company Foundation, the Dow Corning Corporation Foundation, The Herbert H. & Grace A. Dow Foundation,

2950-597: The slow rollout of donor-choice policies, dollars going to designations continued to grow over time. In 1990, only 14% of gifts went to outside charities. In 1999, United Way of America estimated that nearly 20% went to outside charities. Allowing donor-choice caused donations to United Ways' general funds to decline. "Sometimes I think we kid ourselves into thinking that by creating more choice we raise more money. That's just not proven out," Gallagher said of donor-choice, "I think we somewhat dilute our giving if we're dividing our giving among thousands of agencies." In one case,

3009-736: The software by Deloitte & Touche found 400 serious problems. United Way abandoned the project in 1999 and came to settlement with Cap Gemini in 2000. Some local United Ways intensely rejected these plans, and withheld their dues to United Way of America as an act of protest. The United Way in Rochester went so far as to obtain the legal right to alternative names in the event the United Way broke up. These issues would, in part, lead to Beene's departure in 2001. Brian Gallagher , former head of United Way in Columbus, Ohio , took over as president and CEO in 2002. United Way officially embraced

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3068-480: The sun‐like rainbow growing out of the hand is open to many alternate positive interpretations. One may say it's the hand of the United Way bringing hope to people. But it helps signal that United Way is vibrant, exciting, colorful, positive and changing. — Saul Bass on designing the logo To give the organization a national identity, the United Community Funds and Council of America adopted

3127-408: The war, most converted over to becoming Community Chests after the war ended. The number of Community Chest organizations quickly increased from 245 in 1925 to almost 800 by 1945. An observer on WWI's effects on the movement said, "there is no doubt that the federation movement gained a momentum in one year that would have required ten years of peacetime activity." Mirroring the changing terminology,

3186-445: The workplace giving was called the " Charity War " among professional fundraisers at the time. Some United Ways fought against the additions to alternative funds out of fear that nonprofits will suffer when faced with competition and that the multiple donation appeals would cause confusion. United Way of Los Angeles President Leo Cornelius said of alternative funds for a 1989 Los Angeles Times article, "There should be one campaign at

3245-629: The workplace, for the donor's sake. Otherwise, it's like watching four or five or 15 TV screens at one time." In one case, a delegation from the Bay Area United Way phoned the chairman of the Safeway supermarket chain to lobby against the addition alternative funds in their workplace campaigns in 1988. Apple Inc. was the first Fortune 500 company to allow a federation other than United Way into its workplace. Private workplaces began to open access to non-United Way workplace campaigns in

3304-511: Was 3.16%; by 1999, there were 715,000 nonprofits, and the United Way's share decreased to only 1.98% of donations. The trend of alternative funds continues to today with only 25 percent of the companies conducting a traditional United Way–only campaign (according to a 2009 survey by the Consulting Network). In January 1990, an anonymous tipster sent a note on United Way of America letterhead to several United Way directors, including

3363-657: Was relocated to a newly constructed building near the MCC. Lastly, the MCC created an "outdoor campus". The United Way of Midland County provides significant funding for three of GMCC's centers. For 2009, UW allocated $ 282,900 for education programs, $ 61,500 for self-sufficiency programs and $ 270,600 for health programs. The total of $ 615,000 was 16.4% of UWs budget. GMCC also relies on local companies to underwrite specific programs and free activities. 43°37′03″N 84°13′45″W  /  43.61750°N 84.22917°W  / 43.61750; -84.22917 Midland Community Center The Midland Community Center (MCC)

3422-569: Was selected as president after Dam and stayed on until 1996. Betty Stanley Beene took over in 1997. Beene advocated for a more-centralized system where United Way of America would take the lead on issues that affect all local United Ways and attempted to set national standards for all United Ways. This proposal would require that each local United Way undergo a thorough public self-examination of their effectiveness every few years. United Way of America, under Beene leadership, paid Cap Gemini America $ 12 million to build charitable-pledge software for

3481-524: Was the largest nonprofit organization in the United States by donations from the public. Individual United Ways mobilize a single fundraising campaign to raise money for various nonprofits, with most donations coming through payroll deductions. United Way organizations raise funds primarily via workplace campaigns, where employers may solicit contributions on United Way's behalf payable through automatic payroll deductions. After an administrative fee

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