1. Tapping Technology and Digital Platforms to tell your story Incorporate Bamas 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&Ts 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, Blackberrys 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 employees 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 years 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 Bamas Core Competencies Putting Bamas Best Face Forward 10. Comcasts Focus Areas Aligned with Business Expertise Expand digital literacy Build tomorrows 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 nations 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 Comcasts 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. Comcasts signature community service effort and the nations 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, theres 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 members 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 K12 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 Foundations 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 Todays 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 worlds potash, and 13 percent of the worlds phosphate Formed in 2004 with the merger of Cargills Crop Nutrition Business and IMC Global 28. Secret Recipe for Participation? Provide access Include management Tell a great story Provide incentives, reduce barriers Dont 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 Coordinators Named Submitted to Corporate United Way Boot Camp March 20-21 Region and District Coordinators 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 Coordinators 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 ones 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 its good for the community AND should align with business goals 37. Deloittes 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 UWWs 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 3Ms 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 Boys & Girls Clubs of Houston Activity: Fun & Learning DayHavard 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 dont 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 childrens 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