Meet Ann Murtlow, President and CEO of United Way of Central Indiana UWRA: Please introduce yourself and recap your United Way career.
Ann: I’m Ann Murtlow, President and CEO of United Way of Central Indiana since 2014. I’m an east coast native, but now a proud Hoosier. Prior to leading United Way of Central Indiana, I spent my entire career in the corporate sector, primarily in leadership roles in engineering, construction, and utility companies. Since my first day on the job, United Way has gone through extraordinary change, much success, and celebratory milestones. Our United Way led the significant effort for high-quality early education opportunities for low-income children throughout our region and statewide. We have signed strategic partnership agreements, beginning with Eli Lilly and Company in 2016, to drive measurable, social change. We secured a multimillion-dollar federal Social Innovation Fund grant to put the two- generational (2Gen) approach to work, helping entire families become financially stable. And, we had our huge 100th birthday celebration in 2018 on one of the most cherished institutions in Indy -- the Indianapolis Motor Speedway. UWRA: Describe what this year has been like for you, your community, and your United Way. Ann: We started 2020 with our charge of driving impact in basic needs, family opportunity, and social innovation initiatives to help 216,000+ households in Central Indiana who struggle to make ends meet. But then COVID arrived, and our world stopped. Hoosiers were losing jobs at a rapid pace. Our partners in human services faced significant disruption in delivering services to those in need, so we rallied. Together with our large philanthropic partners, we were the first United Way in the country to announce a significant economic relief fund to help our community through the crisis. We started with $16.5 million on March 13, and it quickly topped $23 million in two months. More than 200 organizations received grants across our six-county region, helping tens of thousands of Hoosiers. This year proved to all of us that our community needs United Way to be responsive, hopeful, and resilient. Now more than ever before, we must continue our work with a sense of focus, relevance, a strong message of hope, and motivation to charge ahead. UWRA: What keeps you going? What accomplishments are you most proud of for 2020? Ann: I’m generally an optimistic person. I’m proud that we were able to move so quickly to launch our COVID relief fund. Two years ago, we completed a massive transition to a new strategy and funding model focused on those who need us most. I’m proud of that work, which positions us well to help our community recover and rebound in the long term. As racial tensions reached their highest point this past summer, it was past time we all stepped up and said, “Enough.” United Way stepped out early and united with our community in opposing racism. Locally, United Way of Central Indiana pledged that racism, both implicit and explicit, presents significant barriers to our communities of color. And, we pledged to do something about it -- in all areas of United Way’s work. You can read more about our pledge, alongside Indy’s leading companies, at www.indyracialequitypledge.com
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SPOTLIGHTING SUCCESS IN THE NETWORK: UNITED FOR CAREGIVERS@WORK IN PITTSBURGH  This feature story is an extension of UWRA’s Aging in Place research conducted in 2019, funded by a grant from the Cinda A. Hallman Memorial Fund, which addresses two of the recommendations made by UWRA:
1) Amplify United Way’s commitments to older adults, and 2) Drive knowledge sharing across the United Way network. According to estimates from the National Alliance for Caregiving, during the past year, 65.7 million Americans served as family caregivers for an ill or disabled relative.1 Caregiving for children and older family members is nothing new in our society. Most adults spend a significant proportion of their lifetime caring for someone else, whether raising children or taking care of aging or disabled family members. Caregiving might include episodic tasks, such as helping loved ones fill prescriptions, paying bills, or transporting them to doctor appointments. For others, the care is more time intensive and may include regular check-ins, bathing, and meal preparation. Although caregiving can be a meaningful experience, the stress and strain of added responsibilities can impact mental and physical health, as well as personal finances. Individuals who balance their caregiving role with work responsibilities are even more likely to experience stress and feel overwhelmed in the workplace. Many forward-thinking companies are stepping up for working moms and dads. Working caregivers belong in this conversation, too. Much like new parents, employees who are caregivers need support from their managers and colleagues to feel safe, access resources, and manage their responsibilities. Heather Sedlacko, Vice President of Community Impact at United Way of Southwestern Pennsylvania (Pittsburgh, PA), said, “Needs for seniors grow as they age, but health services are limited. Nearly 80% of caregiving help is provided by family members. Families are stretched.”
 UWRA WELCOMES ADRIANNA CUELLAR ROJAS TO THE BOARD
Join us in welcoming our newest UWRA Board Member Adrianna Cuellar Rojas, President and CEO of United Ways of Texas (UWT). Adrianna’s perspective and experience are a valuable addition to UWRA’s Board as we embrace the opportunities ahead. UWRA: Tell us about yourself. Adrianna: My focus has always been on serving communities, especially our state’s most vulnerable populations. I consider myself to be optimistic, a collaborator, and a systems thinker. I joined United Ways of Texas (UWT) in 2014 as President & CEO. Before that, I spent 17 years advising community investments for one of Texas’ largest family foundations. I have also worked for several state agencies and the Texas Senate, where I focused on systems change and policies supporting children and families. UWRA: How did you come to know UWRA, and how have you been involved? Adrianna: UWT has been a long-time member of UWRA. On occasion, we have utilized UWRA’s network of consultants to support Texas member organizations through one-on one mentoring and by filling interim leadership positions. UWT values the mentorship, education, and guidance that UWRA brings to our members. UWRA: What are you looking forward to most about serving on the UWRA Board? Adrianna: It is incredibly rewarding to be part of the organized network of United Ways – something that I had not previously experienced in philanthropy or public service. We have such terrific leaders interested in growing and supporting each other while also focusing on community change. I am excited to learn more about UWRA’s opportunities to contribute to the overall United Way network. Visit the Board of Directors page to learn more about this group dedicated to UWRA's mission. Long Before Live United, Slogans Define United WayPublications, PSAs, posters, banners, letterhead, and clothing have long carried unforgettable messages from United Way organizations, defining themselves and their constituents from the beginnings of “Give Once for All” to today’s LIVE UNITED. Our slogans have been clever: “Put All Your Begs in One Askit” (Cincinnati 1925) and compelling: “Don’t Give Until It Hurts, Give Until It Helps” (Licking County, Newark, OH, 1964). Whether a multi-year hallmark like, “Thanks to YOU – it’s working the United Way,” or the one-shot, “If you don’t do it, it won’t get done,” our slogans have defined us. Innovation characterized Minneapolis’ slogans during the early years of that community’s campaigns. In 1920, posters carried the complex message, “All races, creeds, humanity smile when the Town Tea Kettle sings. In 1923, they simply read, “Have a Heart to Finance 65 Social Agencies.” During the early 1930s, their creativity continued to supply slogans that were copied by many other United Way organizations. Their 1928, 1929, and 1930 advertising read, “He ain’t heavy, he’s my brother,” and pictured a young man carrying a boy holding a crutch. Years after its use by United Way organizations, those words became the trademark of Omaha-based Boys’ Town. Thanks to George Eastman’s film business, Rochester’s 1920 to 1927 campaign theme became the title of United Way’s first campaign movie: “Suppose Nobody Cared.” We’ve earned our livings surrounded by posters that read, “Give Where You Work.” At the borders of many bedroom communities, competing billboards said, “Give Where You Live.” And if we lived or worked abroad, the words appearing with the United Way helping hand logo in Hungary read “Elj Egységesen” (Live United), in Poland, “Zyć Zjednoczony,” and in China, “活着团结.” Author: Dick Aft, UW Historian and UWRA Emeritus Board MemberMEET BRIAN HASSETT, CEO of United Way of Greater Nashville UWRA: Take us through your 40-year journey with United Way, including some of the many highlights.
Hassett: I’ve been fortunate to work for 10 different United Ways over the course of my career; is that a record of some sort? I think it may be. I started as an intern with United Way of Greater Rochester (NY) when I was only 22 years old and then joined the United Way of America Intern program. In those early years, I moved around so much --everything fit in my car. It was a great way to gain experience and build my network of friends and mentors. I went to Cleveland (OH) after my UWA internship ended. I thought it would be a great place to learn fundraising, and I was right. The team there was phenomenal. I was fortunate to work with people like Bill Kerrigan, Joe Calabrese, Craig Chancellor, Harve Mogul, Ralph Dickerson, Karen Hummell, Irv Lauber, Viney Chandler and Ed Littig. My next stops included Richmond (VA) with Larry Walton, who I worked for as an intern in Erie, PA. While there, I became friends with Brian Gallagher and Mike Durkin, who had similar jobs in the network. My first CEO role was in Worcester (MA) and then on to Valley of the Sun United Way in Phoenix (AZ). Our campaign grew from $24-48 million over the course of my seven-year career in Phoenix. It was an incredible experience. Larry got me into the Key Cities Group at that time, and I am still a member today. Many UWRA members will remember that Mark O’Connell orchestrated United Way as the organizer of the famous Olympic torch relay for the 1996 Summer Olympics in Atlanta, Georgia. That was a definite highlight. In 2001, I moved to Chicago to help unite the 50+ United Ways in the area. We also changed the name from Crusade of Mercy to United Way of Metro Chicago. That was the same year I worked with Merl Waschler to launch United eWay, a highlight of my career. After Chicago, I moved back to Phoenix, due to a family health issue, and ran the Big Brothers/Big Sisters organization there. My son ended up going east to play basketball in college, so I took a position as the CEO in Albany (NY), where I would be close enough to watch him play. That was a great experience leading a smaller United Way. Finally, in 2017, I moved to Nashville (TN). It is a wonderful community. 2020 looks much different than we’d planned for, but we’ve built strong momentum. UWRA: 2020 has been a challenging year, especially for Nashville. How are you managing? Hassett: A devastating tornado hit Nashville in early March, displacing a large part of our community -- including me. We were hit with COVID-19 shortly afterward. I have been through crises before, but this year took it to a new level. United Way of Greater Nashville raised $1 million right after the tornado hit and $5 million for COVID-19 relief. Thousands of those impacted by recent events have never accessed social services before. We were able to push money into the community very quickly, helping to keep people in their homes, providing childcare, and funding places where people turn for help. The state selected us to distribute $40 million in CARES Act funding based on our COVID-19 response, and the city is allocating another $10 million for COVID-19 support. The 2-1-1 data and Charity Tracker are real differentiators for us; we know exactly what people need. We will be able to move $50 million into our community before the end of the year. Equally important, United Way of Greater Nashville is taking a lead in community discussions about equity and inclusion. I see a real chance for change right now. UWRA: You are an ardent supporter of UWRA, personally as a Leadership member and through the contributions made by the United Ways you’ve served. Why is that a priority for you? Hassett: UWRA provides valuable services in the form of mentors, consultants, and interim leadership. I also see it as a resource for younger people to learn from those who built the United Way we have today. Personally, I find UWRA to be a great way to maintain fellowship with friends and former colleagues. Very few people know how hard these jobs can be, but UWRA members get it. UWRA: You have been fortunate to work with and for several United Way icons. What have you learned from them? Hassett: Joe Calabrese is a great golfer; when he bought new clubs, he’d have them shipped to the office, so his wife didn’t know. I have used that idea a number of times over the years. Seriously though, I was very lucky to have people looking after me early in my career. My association with them helped me learn how to become a CEO. I try to do the same now for others, especially those who come to United Way from other roles. After all these years, I believe the network of individuals leading United Ways at all levels is what makes us great. SPOTLIGHTING SUCCESS IN THE NETWORK ACTIVATING 600+ ALWAYS UNITED MEMBERS IN SOUTH CAROLINA  This feature story is an extension of UWRA’s Aging in Place research conducted in 2019, funded by a grant from the Cinda A. Hallman Memorial Fund, which addresses two of the recommendations made by UWRA: 1) Amplify United Way’s commitments to older adults, and 2) Drive knowledge sharing across the United Way network.
Claudia Brooks may refer to her 14 years with United Way of the Midlands (Columbia, SC) as her “encore career,” but to her United Way family, her time with the organization is anything but a repeat performance. Claudia’s initiative, creativity, and passion helped guide United Way of the Midlands in new directions, overcome challenges, and expand its donor base. RE-ENTERING THE WORKFORCE, REINVIGORATING AN ORGANIZATION Claudia began donating to United Way back in 1974, through a workplace campaign, and continued to give during her 30-year career in television and media. “After decades of hearing the heartwarming stories of how my donations changed lives, I decided I wanted to continue to support United Way,” she says. “I realized that retirement wasn’t for me and accepted a position with United Way of the Midlands.” Claudia held numerous roles during her time with United Way, including VP of Communications and her most recent position as Director of Always United, a group of more than 600 late-career professionals and retirees in Columbia. Claudia’s many achievements during her time with United Way include developing stronger connections with partners in rural areas, establishing the Live United Storytellers group, and increasing donor retention and retiree engagement. In addition to working with talented and enthusiastic volunteers, Claudia says, “the best part has been meeting people who have weathered some of life’s most difficult storms, thanks to the work of United Way.” ALWAYS UNITED In mid-2016, Claudia led the launch of Always United, an affinity group of United Way of the Midlands, to increase donor retention and engagement among retirees. Claudia saw an opportunity to connect and engage an entire population -- if only she could reach them. Faced with the enormous barrier of tracking down contact information for people who had already left the workforce, Claudia’s to-do list was lengthy. “Luckily, I had a core group of determined volunteers who were willing to roll up their sleeves and meet this challenge with me,” she says. Claudia and her team spent more than six months collecting information, holding focus groups, and meeting with other retiree organizations to establish a game plan for their Always United group. Their efforts paid off; by the end 2017, Always United boasted more than 100 members. Only three years later, that number has increased to more than 600. SPOTLIGHTING SUCCESS IN THE NETWORK ARIZONA END OF LIFE CARE PARTNERSHIP This feature story is an extension of UWRA’s Aging in Place research conducted in 2019, funded by a grant from the Cinda A. Hallman Memorial Fund, which addresses two of the recommendations made by UWRA: 1) Amplify United Way’s commitments to older adults, and 2) Drive knowledge sharing across the United Way network.
UWRA had the opportunity during its Aging in Place research to learn more about the Arizona End of Life Care Partnership (EOLCP), which is anchored at United Way of Tucson & Southern Arizona. According to Sarah Ascher, Senior Director for the Arizona EOLCP, “The EOLCP is a collaborative partnership, dedicated to creating a comprehensive network of end of life care support and resources in Tucson and Southern Arizona.” Tony Penn, President & CEO, United Way of Tucson & Southern Arizona, noted, “The EOLCP’s mission is to fundamentally change the way we talk about death.” Since its formation in 2017, the EOLCP is becoming a national model and is now one of the largest funded partnerships of its kind in the U.S. Discussing death can be a difficult conversation. Bree Johnston, Professor of Medicine, University of Arizona College of Medicine, Banner University Medical Center – Tucson, said it this way: “In this country, we’ve sidelined death. We have pretended that it is optional.” She further explained, “We, in medicine, tend to be very focused on what procedures we can do, but we need to talk more to people about what’s important to them, what gives them meaning in their life.” A goal of the EOLCP is to normalize that conversation. Maribel Alvarez, Associate Dean, Community Engagement for the University of Arizona, College of Social & Behavioral Sciences, acknowledged an unexpected benefit of the EOLCP when she observed, “We are beginning to see that death is just one of the doors through which we can talk about other things.” Nancy Johnson, CEO of El Rio Health, went further to say, “This is a fabulous opportunity for our community to create better lives for everyone.” The EOLCP continues to evolve into a network of organizations and individuals committed to promoting quality of life at every stage through education, support, sound policy, and choices, ensuring that Tucson is a great place to live and end well. Learn more here! HOW AN INTERIM CEO PLACEMENT PAVED THE WAY FOR SUCCESS IN ARIZONABy Shannon Abitbol, UWRA Board member The old phrase ‘you don’t  United Way of Graham and Greenlee Counties (UWGGC) in Safford, Arizona had been volunteer-led for years. As community needs grew, the board of directors recognized the value of having professional staff to advance the initiatives they were building with their $2.5 million annual budget. By May 2018, the board agreed it was time to look for the organization’s first CEO.
Sometimes, getting started is the hardest part. The board of directors of UWGGC knew they needed a full-time staff leader, but initially lacked a clear path for turning their goal into a reality. They decided to consider an interim CEO after staff members at United Way Worldwide suggested they enlist the help of the United Way Retirees Association (UWRA). The idea of finding an interim professional who was already familiar with the United Way network made a lot of sense to board members. David Himmelfarb, Vice President of the board of directors during the interim search, noted that UWRA was extremely helpful in mentoring UWGGC through all aspects of the hiring process - including costs, advertising and expectations. Maurine Dyer Stevens was a new member of UWRA when the interim CEO announcement landed in her inbox. She had held many leadership positions throughout her career, including roles with United Way, and thought the interim opportunity was well-suited to her experience and expertise. Maurine was the first CEO for two other organizations and felt compelled to offer her assistance, once again, as a candidate for UWGGC. Maurine was one of nine highly qualified candidates reviewed by UWGGC’s board. After visiting UWGGC and interviewing with the President and Vice President of the board, Maurine accepted the interim position and signed a 6-month contract to serve as UWGGC’s first official staff leader. UWGGC’s board clearly defined the focus and responsibilities for Maurine’s term, which included the following:
Maurine developed a detailed scope of work that identified tasks, timelines, action steps and outcomes to achieve. It also included her recommendations for next steps in organizational development, including potential opportunities and specific areas for future attention. The scope was a working document that guided organizational focus and was modified as needed. UWRA Members Giving Backby Joe Tolan, UWRA Board Member and retired United Way President and CEO Working for United Way becomes a part of our DNA. When it's time to retire, we might turn in our keys, but we don’t turn off our knowledge or passion for the mission of United Way. Fortunately, UWRA provides the space and connectivity to continue to share our talents and experiences in thoughtful and productive ways that strengthen the United Way network.
One of these opportunities came in the Spring of 2017 when Leslie Howard of UWW had received multiple requests for consultative assistance from local United Ways. Through my association with the UWRA Board, Leslie asked if we could help. My wife Terry and I jumped in and volunteered consultative services for United Way Worldwide (UWW), working with staff leadership at the United Way of Greater Toledo, Ohio. The trend line of the local campaign in Toledo was in decline, the organization was in the early stages of a search for a new CEO, and the Acting CEO was open to onsite assistance with emphasis on resource development. Terry had over twenty years of United Way executive experience, and I had recently retired after 30+ years at Metro United Way in Louisville, the last 15 as CEO. With our career-long commitment to the United Way system, we welcomed the opportunity to support the team. Terry and I worked with Jennifer Ring, Director of the US Network Performance UWW, and her team to better understand their challenges and opportunities to be most helpful. After the initial onsite discovery visit with UWW staff, it was agreed that sessions focused on ensuring that campaign basics were clearly understood and being employed were our priority. Some of the sessions zeroed in on "campaign 101" concepts and practices and an examination of the state of ongoing communications with local Tocqueville donors. We also discovered the need to expand the role of board members and other United Way volunteers in the annual campaign. Ultimately, we recommended the next steps and addressed some of the dynamics of being a multi-county (three) United Way.  6 Tips For A Terrific Retirement
This article about by Contributing Writer Nancy Collamer was published in Forbes on November 5, 2018. "I recently picked up some great advice on this from a small group of retired United Way executives attending the annual United Way Retirees Association gathering in Connecticut. They invited me to join them over lunch for a chat about retirement, transitions and lessons learned from their experience." |
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