Community Impact Strategy

United Way of Saginaw County's Community Impact Strategy puts focus on community outcomes; investment to community

Stage One application - On Monday, January 9, qualifying nonprofits were encouraged to complete and submit a Stage One application by Monday, February 6. The Stage One application submission period has elapsed and no further submissions will be accepted at this time. Please refer to the Process Overview document below for information regarding the next steps this year.

Thank you for your interest in partnership with United Way of Saginaw County. If you have any questions, please contact Kayla Petz, community impact coordinator at (989) 755-0505, ext. 216.

The Process Overview (click for active pdf link) contains the updated Community Impact Area Goals, Community Impact Strategy Timeline and other helpful information. Nonprofits interested in applying are encouraged to download this document along with the application.


Please direct any questions to Kayla Petz, community investment coordinator at (989) 755-0505, ext. 216.

Community Impact Strategy History
As of January 2014, United Way of Saginaw County (UWSC) initiated the Community Impact Strategy which allows the organization to become more collaborative and better focused on community-driven outcomes, thus building a stronger community.
UWSC facilitates community partnerships, administers grants and implements programs designed to achieve outcomes in the areas of Health, Education and Financial Stability. These programs allow UWSC and their partners to unite together, enhancing capacity and adding value to the community.

Additionally, to further their Community Impact Strategy, UWSC's funding progressed from a closed allocations process to an open, more inclusive Community Impact Strategy. This new model allowed any 501(c)(3) health and human service provider that services Saginaw County residents to submit a program proposal.

Community Change Team (CCT) volunteers, representing all walks of life, created community-wide goals for each of the three Community Impact Areas, and program proposals were encouraged to identify with an Impact Area as well as explain how that program would provide attainable outcomes to the community-wide goals.

The volunteers were also responsible for evaluating the impact of the program, assessing program capabilities and prioritizing the program based on the previously defined, community-driven outcomes.

To prepare for the 2018 Award Cycle, CCT volunteers revisited and revised the previous goals based on information gathered from Community Conversations, research and team members' expertise.