ALICE Pathway to Prosperity Grant is sponsored by United Way of Southeast Louisiana. Addresses the complex interplay of symptoms and drivers of poverty in Southeast Louisiana.

ALICE Pathway to Prosperity Request for Proposal - United Way of Southeast Louisiana ALICE Pathway to Prosperity Request for Proposal In 2014, United Way of Southeast Louisiana launched our Blueprint for Prosperity with a mission to eradicate poverty in Southeast Louisiana.

For more than 10 years, UWSELA has been working toward a vision of equitable communities where all individuals are healthy, educated, and economically stable, advancing our Blueprint’s four broad outcomes: Stability Today, Prosperity Tomorrow, Personal Wellness, and Vibrant Communities. In addition, we broaden our definition of poverty to include ALICE (Asset Limited, Income Constrained, Employed) .

United Way also expanded how we addressed poverty with an emphasis on the Blueprint’s four I’s; Invest, Inform, Inspire, and Initiate.

We are excited to announce that after ten years of learning, growing, and providing funding and service to individuals living below the ALICE Threshold – those who are unable to afford the cost of living in their community – we have set a new Bold Goal: place 100,000 individuals living below the ALICE Threshold on a pathway to prosperity by 2035 .

This new opportunity supports partners that advance progress along the new ALICE Pathway to Prosperity , a continuum of services that supports and uplifts individuals living under the ALICE Threshold through a structured, multi-tiered approach. This approach addresses immediate needs and promotes wellness, while also fostering financial security and enabling long-term prosperity.

Our new ALICE Pathway to Prosperity Grant Request for Proposal (RFP) process integrates collective impact and trust-based philanthropy principles to ensure a collaborative and relationship-centered funding process.

Focus: Advancing individuals living below the ALICE Threshold along the ALICE Pathway to Prosperity Purpose: Deploy flexible and collaborative funding that accelerates movement across the ALICE Pathway to Prosperity This grant process integrates elements of collective impact and trust-based philanthropy (TBP) to strengthen a coordinated, communitywide ecosystem, supporting individuals and families living below the ALICE Threshold.

Funding prioritizes organizations that contribute to shared goals, center on case management, demonstrate commitment to collaboration, and advance measurable progress along the Pathway for Prosperity. We are seeking organizations that can collaborate with United Way to help 10,000 individuals living below the ALICE Threshold reach a pathway to prosperity each year, successfully contributing to our 2035 Bold Goal.

Organizations must demonstrate alignment with at least one stage on the pathway, center case management, data sharing, and a willingness to coordinate with the broader Prosperity Network ecosystem.

Grant Type: Program support Funding Term: 12-month grant cycle with potential for multi-year renewal Use of Funds: Programmatic with 10% of grant contract to support administrative needs (e.g., audit, insurance, accounting, marketing) Capacity-Building Support: Ability to share client data in UWSELA data systems, evaluation support, and organizational strengthening Collective Impact Expectations Funded partners will participate in the Prosperity Network’s coordinated ecosystem designed to accelerate economic mobility.

Requirements include: Contributing to shared goals and ecosystem-level outcomes. Participating in quarterly learning sessions and peer convenings. Engaging in shared measurement aligned to pathway indicators.

Collaborating with United Way staff for data tracking, referrals, service coordination, and continuous learning and improvement.

Trust-Based Grantmaking Commitments Streamlined application and reporting processes Transparent communication, clear expectations, and timely feedback Allowance of 10% of grant funding to reduced administrative burden Ongoing support, technical assistance, and capacity-building opportunities Power-sharing with community partners Eligible applicants include: 501(c)(3) nonprofit organizations providing services to households living under the ALICE Threshold Organizations must serve one or more parishes in UWSELA’s region, including Jefferson, Orleans, Plaquemines, St.

Bernard, St.

Tammany, Tangipahoa, and Washington parishes, and commit to Prosperity Network participation Organizations must have a case management system in place or a formal relationship with an organization that provides case management for your program participants and that you are closing the loop and be willing to submit client data in United Way’s secure database Must have a track record of serving ALICE and uplifting ALICE voices Nonprofit organizations, 501(c)(3), or Organizations with a fiscal agent, providing health & human services to ALICE households.

​ Organizations without a 501(c) 3 or fiscal agent and organized primarily for religious, educational, fraternal, governmental, political, cultural, or animal welfare purposes or to redirect funds are not eligible for funding through UWSELA.

ALICE Pathway to Prosperity RFP – January 2026 Applicants must complete and submit the ALICE Pathway to Prosperity RFP via portal below Partnership Meetings (March – April) United Way staff will meet with invited agencies to discuss the RFP and explore a potential collaborative partnership  UPDATED  Budget summary (template with directions) Proof of 501(c)(3) nonprofit status Review & Selection Process United Way staff will develop funding recommendations to be reviewed and approved by the United Way’s Community Impact Committee and Board of Trustees.

Review and selection to be based on the following: Alignment with ALICE needs and pathway outcomes Contribution to collective impact goals Creates impact opportunities for all, especially for populations and communities disproportionately ALICE Organizational readiness and collaboration capacity Potential for measurable impact Financial review of cost/budget/financials Reporting & Learning Expectations United Way staff designed reporting with an intentionally light-touch, including quarterly learning check-ins and an annual outcomes report aligned with shared indicators.

Partners submit client data in United Way’s client database to ensure there is no duplication Partners participate in quarterly Prosperity Network meetings, data-sharing activities, evaluation support, and continuous improvement through shared learning and problem-solving. Frequently Asked Questions Why did UWSELA choose to focus the Bold Goal on ALICE households?

Because ALICE households represent the majority of struggling families in Southeast Louisiana. They earn above the federal poverty level but still cannot cover the basic cost of living. By supporting ALICE households, we strengthen entire communities and reduce the number of families at risk of falling into crisis.

What does “on a pathway to prosperity” mean? It means ensuring households have the financial, social, emotional, and structural supports necessary to move from instability to long-term well-being. This aligns with the Blueprint for Prosperity outcomes of Stability Today, Personal Wellness, Prosperity Tomorrow, and Vibrant Communities.

How will we measure progress toward the Bold Goal? Our team is working with The Data Center to identify key poverty indicators, map out clear pathways to prosperity, and develop a tracking and reporting plan. This ensures transparency, accountability, and real-time learning as we advance the goal.

How does this Bold Goal change my day-to-day work? The Bold Goal provides clarity around organizational direction. While your core responsibilities might not change, the way we coordinate efforts, measure success, and collaborate across teams will evolve to ensure our work collectively drives toward this long-term outcome.

Why are we revamping the grants process? Because our grantmaking must fully support the Bold Goal. Our updated approach will help us better simplify processes for partners, allocate funding more strategically, and support efforts that address both urgent needs and systemic issues.

What role do community partners play in achieving the Bold Goal? A central one. United Way cannot reach 100,000 individuals alone.

Our partners expertise, reach, and relationships are essential to addressing healthy communities, youth opportunity, financial security, and community resiliency across the seven-parish region. Why is systems change such a major focus of the plan? Because programs alone cannot solve poverty.

To break generational barriers, we must address structural challenges, including policies, practices, access gaps, and inequities that keep families from thriving. How will the strategic priorities support achievement of the Bold Goal? Each priority plays a unique role.

Generating Sustainable Resources ensures we have the financial foundation to power long-term change. Strengthening the Team builds internal capacity. Telling Our Story energizes supporters and amplifies impact.

Addressing Urgent Needs stabilizes families today. Driving Systemic Change ensures long-term solutions take hold. What is collective impact?

Collective impact is a strategy that brings people together in a structured way to achieve social change. It is a network of community members, organizations, and institutions learning together and aligning and integrating their actions to achieve population and systems-level change. Collective impact initiatives utilize five conditions to guide and support their work.

The five conditions are: Ground the work in data and context, and target solutions Focus on systems change, in addition to programs and services Shift power within the collaborative Listen to and act with community Build leadership and accountability What is trust-based philanthropy? Trust-based philanthropy alleviates the inherent power imbalances between funders, nonprofits, and communities.

With a commitment to shifting power and building mutually accountable relationships, trust-based philanthropy positions funders as collaborators working alongside nonprofits to meet the needs and dreams of communities who are most removed from conventional power structures. Grant Guardian uses AI to streamline the financial review process for both grantmakers and nonprofits.

Grantmakers receive customizable analyses of their grantees’ financial position, while nonprofits simply submit their existing financial documents without having to enter their data into multiple funder-specific forms. This approach helps both parties focus on what matters most, their shared mission of creating impact. What is case management system?

A case management system can be: A collaborative process of assessment, planning, implementation, and evaluation to coordinate services and ensure individuals receive the support they need to navigate complex medical, social, and behavioral needs.

A Prosperity Center approach where there’s a comprehensive, client-centered process that provides individualized support, coaching and coordinated services to help individuals and families achieve stability, remove barriers, and build long-term economic mobility.

Any type of formal Coordination, Service Coordination, Client Management, Support Management, Patient Navigation, Care Navigation, Case Coordination conducted by a social worker, case worker or other appropriate staff.

A logic model is a visual roadmap or diagram that maps a program’s resources (inputs) to its activities, outputs, and expected outcomes (short-term, mid-term, long-term), showing the step-by-step cause-and-effect relationships for achieving a desired impact, used widely in planning, evaluation, and for stakeholder understanding in nonprofits, education, and health. Inputs : Resources needed (staff, funding, materials, etc.).

Activities : The program’s actions and services. Outputs : Direct results of activities (e.g., number of people trained). Indicator : a specific, observable, and measurable piece of data (like participation rates, behavior changes, or test scores) that shows if a program’s planned activities are leading to the desired short-, medium-, or long-term outcomes, serving as evidence of success or progress within the model’s framework.

Indicators provide the “how we know” for each step, connecting actions to results and making program effectiveness tangible. Outcomes : Changes in participants (short, mid, long-term knowledge, skills, behaviors, conditions). Impact : The ultimate, long-term goal or societal change.

 Program Budget Template Your ALICE RFP must be submitted via this portal . Questions or technical assistance requests may be sent to Grants@UnitedWaySELA. org by NOON – Friday, Jan.

30 We look forward to partnering with organizations dedicated to helping ALICE individuals and families achieve lasting stability, mobility, and prosperity so that everyone can thrive. Applications closed at 5:00 p. m.

, February 6, 2026. Campaign Email: letsgo@helenamorenola. com @HelenamorenoHQ | @helenamorenola Commitment: If elected, would you dedicate additional funding in the City budget for early care and education?

If so, how would you prioritize it in the budget? Both in the state legislature and city council, I’ve been a strong supporter of bringing early childhood education to New Orleans. In 2018, we allocated the first $1.

5M in city funds for additional seats. As Council President, we doubled that to $3M. I was the lead author to put the pre-k millage on the ballot, providing millions more.

I will continue this work as mayor. As for additional funding for pre-k, is there anything more important? We have demonstrated to the public that local government can make progress on this issue with increased resources.

There are competing priorities, especially when it comes to drainage, but our kids desperately need pre-k, and so do our parents, who are under pressure to be both caregiver and financial provider. Commitment: If elected, will you use your power and platform to advocate at the state and federal levels for sustained early childhood funding? If yes, please describe the specific actions you will take to do this.

Every leader at the local, state, and federal levels should be working together to provide high-quality early childhood education to our young people. I will always shout from the rooftops about the enormous benefits of Head Start and pre-k, along with Medicaid, SNAP, public housing, and kids’ programming on PBS.

As mayor, I will lead a broad intergovernmental relations effort with constant coordination between city leadership, the legislative delegation, and advocates. I don’t think anyone is listening, for now, but that can change. More broadly, this is why the mayoral election is so important.

New Orleans needs to stand on its own two feet. No one is coming to rescue us, so we must be strong in the face of unprecedented economic, environmental, and political headwinds. Commitment: If elected, will you commit to ensuring our early care and education providers can keep their doors open, grow their business, pay a living wage to their teachers, and help ensure families and educators can continue to afford to live in the city?

If yes, please describe the specific actions you will take to do this. Child care providers will have a strong supporter in the mayor’s office when I am elected. Our city hall will serve as a hub, connecting needs and resources, with a focus on streamlining red tape for critical service providers, such as those offering child care.

It is not enough to have more early childhood seats; we need quality. Even at current levels of local and state funding, pre-K early education programs exist in an environment where low wages are the norm and facilities are often in disrepair. The current climate at the state and federal levels may preclude additional funds.

Yet, at the local level, as I mentioned earlier, is there anything more important than pre-k? We have demonstrated to the public that local government can make progress on this issue with increased resources.

Commitment: If elected, would you commit to ensuring essential local workers – including those in city government – can access childcare through local providers, and that private sector employers do their part in ensuring their employees can access the childcare they need to work, be productive, and grow our economy? If yes, please elaborate on how you would fulfill this commitment.

I will always advocate amongst employers and at the state level for a real-living wage that can provide for a family. In workplaces across New Orleans and at city hall, I see parents working double time, struggling to keep up due to a lack of child care. Part of the answer is more public school seats for children aged 6 months to 4 years old.

For older kids, I want NORD to do more. A lot more. I have been a leader in expanding NORD’s budget to record highs.

Now the goal is to maximize services during non-school hours. Summer enrichment is especially crucial to prevent any backslide. In short, I want to usher in a NORD Renaissance, especially after school.

This would go a long way, especially for working parents who need a few more critical hours of support before they can leave work. Commitment: If elected, will you commit to maintaining this office and protecting these investments? How will you ensure these efforts are sustained beyond your term and are prioritized in future budgets?

Yes. I helped lead the effort for early childhood education with Agenda for Children, and I will commit to maintaining and protecting these early childhood investments. They were hard won, and we cannot lose them.

If anything, we need an expansion, which will be the key subject of future budgets, which must balance ALL the city’s needs. The bottom line: we must support families, or else they will simply leave, and New Orleans will not have a future.

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