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United Way of Central and Northeastern Connecticut

Annual Giving
$10.8M
Grant Range
$0K - $2.8M

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United Way of Central and Northeastern Connecticut

Quick Stats

  • Annual Giving: $10.8 million (2023)
  • Total Assets: $22.1 million (2023)
  • Success Rate: Not publicly available
  • Decision Time: Not publicly available
  • Grant Range: Varies by programme (individual cash assistance ~$300; organisational grants range widely)
  • Geographic Focus: 56 towns in Central and Northeastern Connecticut (860 region)
  • Partner Organisations: 70+ non-profit and municipal agencies

Contact Details

Website: unitedwayinc.org

Phone: (860) 493-6800

Email: info@unitedwayinc.org

Address: One State Street, Hartford, CT 06103

Agency Portal: Available at unitedwayinc.org/agency-login/

Overview

Founded in 1924, United Way of Central and Northeastern Connecticut has raised nearly $900 million over its century of service to the region. With total assets of $22.1 million (FY 2023), the organisation operates as a convener of private, public, municipal, and non-profit sectors throughout the 56-town service area in central and northeastern Connecticut, including Greater Hartford, New Britain, Windham, and Enfield regions. The organisation's current strategic vision, branded as "Onward860," emerged from conversations with nearly 400 diverse constituents and reflects a bold commitment to end poverty in all its forms by reducing disparities in child literacy, wages, housing, and life expectancy. United Way supports approximately 70+ partner organisations. In 2024, President and CEO Eric Harrison was recognised as a Hartford Business Journal C-Suite Award honouree for his leadership.

Funding Priorities

Grant Programmes

Community Impact Grants: Multi-year grants to strategic partner organisations working collectively to address systemic barriers. In recent funding cycles, United Way deployed $2.76 million to support 40 strategic partners and $3 million to organisations addressing long-term health, economic, and educational impacts.

Neighbours in Need Fund: Emergency assistance grants to non-profits delivering immediate services. Previous awards totalled $127,000 to support local non-profits serving nearly 8,000 individuals, with a subsequent round awarding $572,000 to 46 non-profit organisations.

Rapid Response Fund for Homelessness and Housing: Direct cash assistance programme for individuals and families. United Way invested $100,000 to assist approximately 150 families, with most assistance around $300 per household, though amounts are considered individually.

Priority Areas

United Way's Onward860 strategy focuses on four key gaps to end poverty:

Child Literacy: Creating opportunities for children to improve literacy skills, ensuring developmental and academic progress, and supporting children to graduate high school college and career ready.

Wages: Closing gaps between earnings and the basic cost of living to help people achieve financial security, connecting people with financial skills training and good-paying jobs with advancement opportunities.

Housing: Securing affordable housing for families and preventing homelessness.

Life Expectancy: Expanding access to healthcare, wellness opportunities, and healthy environments for children and families.

Basic Needs: Ensuring people going through tough times receive essential assistance such as food and shelter.

The organisation emphasises reducing racial disparities in educational, economic, and health outcomes across the region.

What They Don't Fund

Specific exclusions are not publicly documented on their website. Organisations should contact United Way directly to confirm eligibility.

Governance and Leadership

Executive Leadership

Eric Harrison, President and CEO - Joined in February 2022 from United Way of Ventura County. Recently appointed as Chair of the Connecticut United Ways Chief Professional Officer's Council. Harrison has articulated the organisation's bold vision: "Together, we will end poverty in the 860 region."

Jennifer Bengtson, Chief Financial Officer

Brandon Emerson, Chief Philanthropy Officer

Maura Cook, Senior Vice President of Marketing and Development

Jennifer Gifford, Senior Vice President of Impact and Engagement

Board Leadership

Pete Collins, Board Chair - Senior Vice President for Enterprise Operations at Travelers

Irene Bassock, Vice Chair - Cohen & Buckmann PC

Beatriz Gutierrez, Successor Vice Chair - CONNSTEP, Inc./CBIA

Richard J. Tavolieri, Treasurer - Deloitte LLP

The board includes representatives from major regional employers including Travelers, The Hartford, Stanley Black & Decker, and Deloitte.

Application Process & Timeline

How to Apply

United Way of Central and Northeastern Connecticut does not have a publicly accessible online application portal for community organisations seeking funding. The organisation operates through a strategic partnership model where partner agencies are selected through a rigorous evaluation process.

According to their website, "staff and volunteers rigorously study and personally monitor each organisation that receives United Way funding." Organisations that receive United Way Community Impact grant funds are designated as strategic partners.

To Inquire About Partnership Opportunities:

  • Contact: (860) 493-6800
  • Email: info@unitedwayinc.org
  • Current partner agencies can access the Agency Portal at unitedwayinc.org/agency-login/

Getting on Their Radar

United Way of Central and Northeastern Connecticut develops its Onward860 strategy through cross-sector working groups that include community leaders, residents directly impacted by disparities, advocates, philanthropic organisations, and public agencies. The organisation conducted nearly 30 one-on-one interviews and more than 40 community conversations with nearly 400 diverse constituents when developing its current strategic vision.

Organisations working in the four priority areas (child literacy, wages, housing, life expectancy) in the 56-town service area who can demonstrate measurable outcomes aligned with United Way's collective impact goals may position themselves as potential partners by:

  • Engaging with United Way's community conversations and collaborative initiatives in their priority areas
  • Demonstrating capacity for cross-sector collaboration and participation in collective action planning
  • Working with United Way's Data Advisory Council framework to measure impact and monitor community conditions
  • Building relationships with existing United Way partner organisations who participate in the working groups

The organisation has also formed strategic alliances with other funders, such as the Jewish Federation of Greater Hartford, to expand collaborative impact.

Decision Timeline

Specific timelines for partnership decisions are not publicly available. Contact United Way directly for current information.

Success Rates

Success rate data, including number of applications received versus grants awarded, is not publicly available.

Reapplication Policy

Information about reapplication policies for unsuccessful inquiries is not publicly available. Contact United Way directly for guidance.

Application Success Factors

Based on United Way's documented approach and strategic priorities:

Alignment with Onward860 Goals: Organisations must demonstrate how their work directly addresses one or more of the four strategic gaps: child literacy, wages, housing, or life expectancy. United Way's strategy emerged from extensive community input and focuses on ending poverty through collective action.

Collective Impact Approach: United Way emphasises that their "strategy unites their network of partner agencies under a set of shared goals and ties their support to the achievement of measurable change and finding lasting solutions for children and families." Organisations that can work collaboratively across sectors and participate in working groups focused on systemic change are prioritised.

Measurable Outcomes: The organisation works with a Data Advisory Council to measure impact and monitor community conditions. Partners must demonstrate capacity to track and report meaningful outcomes aligned with United Way's community-level goals.

Geographic Service Area: Organisations must serve populations within the 56-town region of central and northeastern Connecticut (the 860 area code region), including Greater Hartford, New Britain, Windham, and Enfield.

Operational Excellence: United Way provides comprehensive support including "training and technical assistance, fiscal management and operations guidance, volunteer and board member recruitment." Organisations should demonstrate both the need for and capacity to benefit from this partnership infrastructure.

Equity Focus: Reducing racial disparities in educational, economic, and health outcomes is an explicit priority. Organisations should demonstrate commitment to advancing equity in their service delivery and outcomes.

Long-term Partnership: Community Impact Grants appear to be multi-year commitments rather than one-time awards. Organisations should be prepared to engage in ongoing collaboration, monitoring, and continuous improvement.

Key Takeaways for Grant Writers

  • Partnership over transactions: United Way operates through a strategic partnership model, not an open application process. Building relationships and demonstrating alignment with Onward860 priorities is essential.

  • Collective impact required: Organisations working in isolation are less likely to receive funding than those willing to collaborate across sectors and participate in working groups addressing systemic barriers.

  • Four-pillar alignment: All funding flows through the lens of child literacy, wages, housing, or life expectancy gaps. Clearly articulate how your work addresses one or more of these priorities.

  • Data-driven approach: Prepare to demonstrate measurable outcomes and participate in United Way's data advisory framework for monitoring community-level change.

  • Geographic specificity: Focus on impact within the 56-town service area in central and northeastern Connecticut.

  • Equity lens: Explicitly address how your organisation reduces racial disparities in outcomes for children and families.

  • Initial contact strategy: Given the lack of public application process, initial outreach should focus on learning about current collaborative initiatives and exploring alignment rather than submitting a formal proposal.

References

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