Since the capital United Way (Cauw) proudly celebrate 100 years of continuous operation, there is no doubt that much has changed from the beginning. But, by the power to capitalize on community partnerships, it remains one thing: Cauw’s strategy to improve the life of those in the surrounding 10-Parish area.
Described by the president and executive director George Bell as “funder and fundraising”, organization 501 (C) 3 uses the support he generates from donors, volunteers and over 250 corporate partners.
From a look
Top directors: Charlene Montelaro, president of the council; Cheri M. Ausberry, elected by the president; George Bell, president and executive director; Amey Shortness Crousillac, Executive Vice President
Phone: 225.383.2643
Address: 700 Laurel St., Red Baton, 70802
Site: Cauw.org
“Only in the last three years, we managed to give over $ 10 million to 89 non-profit in our 10 parishes area,” Bell reports. “In addition, we hold internal initiatives, such as our volunteer income, Bankon and 211.”
211 is the FREE and Confidential Cauw Resource Center. By calling for this easy-to-remember number, anyone in the 10 Paisoara of Cauw services region can be connected to the best resources to meet their needs.
“This line was successful, because the appellants talk to a trained specialist, who is knowledgeable, compassionate and solutions for food insecurity,” says Bell. “And if you need a main reason you appealed, our specialists are trained to answer these questions.”
Programs like 211 demonstrate how Cauw works to meet community members where they are. The organization adopts an approach similar to its corporate partners – through which employees have improved their commitment to achieve corporate social responsibility. “Some new employees for the workforce may not be aware of everything we do, but we find that many people have a strong desire to support their community,” says Bell. “Our approach is to listen to what employers and employees need and to provide solutions on how the communities in which they live and work.”
Bell tells a parish company St. James who was already very involved in the community, but needed help to amplify his efforts. “After listening to their needs, I was able to recommend a highly directed range of services,” says Bell. “We know how to use relationships and funds to intensify what a company could normally do.”
Along with Caw’s centenary feast comes another interesting stage: the building they have occupied since 1982 is renovated. With a foreseen completion of April, this renovation of the old original public library in the East Baton Rouge parish includes interior and exterior works. “This restoration will not only give the building a refreshed aspect, but will also add the necessary energy efficiency,” says Bell of the building, which was placed in the National Register of Historical Places in 2024.
In the last 43 years, the building has allowed Cauw staff, who currently has 21 employees, a place to work and meet with community partners. In addition to daily operations, restoration will strategically allow Cauw and its non-profit partners and volunteers to be used when they are in transition or follow a disaster.
“It is quite interesting to be part of a organization that has been supported for 100 years,” says Bell. “But this would not be possible without the generous support of our community, donors, volunteers and corporate partners. And for this reason, we celebrate them.
#Capital #Arrea #United #years #partnership #respond
Awesome https://is.gd/tpjNyL
It’s inspiring to see how Cauw has evolved over the past century, yet remained steadfast in its mission to improve lives in the community. The organization’s focus on partnerships and innovative programs like 211 truly demonstrates its commitment to addressing critical needs. The fact that they’ve distributed over $10 million to nonprofits in just three years is a testament to their impact. Cauw’s approach to listening to both employers and employees shows how they tailor their efforts to meet real community needs. How can individuals outside the 10-Parish area support or replicate such impactful initiatives?
Wow, 100 years of continuous operation is truly impressive! It’s inspiring to see how Cauw has evolved while staying true to its mission of improving lives in the 10-Parish area. The $10 million distributed to 89 non-profits in just three years is a testament to the organization’s impact. The 211 Resource Center sounds like a game-changer, especially with its focus on connecting people to the right resources through trained specialists. It’s great to hear how Cauw collaborates with corporate partners to enhance community engagement and social responsibility. The story about St. James Parish shows how Cauw amplifies existing efforts, which is such a smart approach. I’m curious, though—how does Cauw measure the long-term impact of its programs on the communities it serves? Would love to hear more about the success stories and challenges faced along the way!
It’s inspiring to see how Cauw has evolved over 100 years while staying true to its mission of improving lives. The $10 million distributed to 89 non-profits in just three years is a testament to their impact. The 211 resource center sounds like a game-changer, especially with trained specialists offering compassionate support. I wonder how they ensure the sustainability of such programs in the long term. The focus on corporate partnerships and employee engagement is smart, but how do they measure the real-world impact of these initiatives? St. James’ story is intriguing—what specific strategies did Cauw use to amplify their efforts? Overall, it’s clear Cauw is making a difference, but I’d love to hear more about the challenges they face and how they plan to overcome them. What’s next for Cauw in the next 100 years?
Cauw’s century-long journey is truly inspiring, and their impact on the 10-Parish area is undeniable. It’s impressive how they’ve managed to distribute over $10 million to 89 non-profits in just three years. The 211 Resource Center sounds like a lifesaver, providing essential support to those in need. I also appreciate how they’re working closely with corporate partners to enhance community engagement. It’s great that they’re listening to both employers and employees to tailor their solutions. However, I wonder how Cauw plans to expand its reach beyond the current area—could this model be replicated elsewhere? What would it take to scale their success to other regions facing similar challenges?