As political rhetoric, a recent statement from the United Way of Eastern Maine was thoughtful and mild. The 1 percent tax cap, it said, “could result in reduced services for children and families, for seniors, and for those who need help meeting their basic needs.” But the fact that the regional United Way said anything at all about a political question was remarkable, and it represented a shift in the thinking of this valuable community member, a shift that has been developing for the last couple of years.

The transformation at United Way is still occurring. It began with a desire “to be more than just a funnel for funds to agencies,” says Michael Shea, its board chairman. When it is completed, the organization will have strategies for surrounding and solving long-standing issues in the region, measurable outcomes to mark progress, standards for involvement in issues and an emphasis on collaboration among agencies that changes the funding focus from turf to performance. This United Way isn’t the first to remake its mission – York County’s has done similarly – but in few places is a more encompassing reach more needed.

The United Way has chosen three areas in which to work: families and children, seniors, basic needs/self-sufficiency. From this these broad palettes the United Way has chosen specific outcomes such as ensuring that seniors can remain at home with the help of caregivers, that children learn to take personal responsibility and resist negative peer pressure and that basic services be available to people in times of crisis.

There’s nothing fancy or far-fetched about these goals; they’re of the sort that any healthy community would want to provide. But they are especially welcome not only because they focus agencies on important regional issues, but they also reassure contributors – 14,000 individuals, 400 corporate members who give every year – of the seriousness of United Way’s purpose.

An example of its recent work is the Eastern Maine Transportation Collaborative, a dozen agencies and organizations that work on improving transportation in the region. Before, agencies might get funding from United Way to deliver health-care patients to services; now, the collaborative is working together to find the best way to connect patients with services.

Jeff Wahlstrom, United Way president, said this change answers the question of, “How can we be more, do more, be more relevant?” knowing that staff size and contributions are limited. The kinds of collaborations envisioned by the United Way board may indeed require a larger staff, but the results of what can be achieved would be worth it.

Most of Maine, and certainly the region covered by United Way of Eastern Maine, struggle constantly with the limits of resources and nearly unlimited demands. An expanded vision for the organization adds a trusted and results-oriented group to those already working in areas allied with United Way’s traditional role. The region should be served well by this expansion.