ABSTRACT
United Ways (UWs) have played an intermediary role among nonprofits, collecting donations through workplace campaigns and disbursing funds to local agencies. Faced with increased competition from single-issue philanthropies, decreasing donations, and diminishing relevance, the United Way of America (UWA) recognized the need to compete in this changing environment. Its guidance has driven local UWs to adopt a business model to show that programs impact communities they serve—a good strategy but difficult to implement and measure, and fraught with sensitivities and unexpected pitfalls. This chapter offers a case study of a research, planning, training, and organizational development program by Heritage United Way (Heritage) of Greater Manchester, New Hampshire, with the support of a local university. This case study serves as a model for other cities and explores implications for community and organizational capacity building, strategic philanthropy, public participation, and civil society in community development.
