KAREN BRICKLEMYER

2. KAREN BRICKLEMYER SHELLY STROMP KMPG LLP UWM Board of Directors President and CEO

3. UNITED WAY OF THE MIDLANDS OVERVIEW Review the UWM’s strategic plan and progress toward goals Discuss the rationale and impetus for UWM’s changing role Share opportunities to strengthen UWM/Kids Can! Community Center partnership

4. UNITED WAY STRATEGIC PLAN ANALYZED FOUR KEY AREAS • What are the evolving needs of the community and where can UWM create the highest value and impact to affect the social conditions in our community. • What are UWM’s current community investments – needs addressed, types of organizations supported, type of support. • What are the relevant donor and philanthropic trends that may indicate current and future challenges and opportunities. • What are UWM capabilities including the historical and projected economic performance for the organization, and the organization’s strengths and weakness.

5. STRATEGIC PLAN INITIATIVES • Clear vision and value proposition • Principlesthat guide how UWM operates – Transparency, Accountability, an invigorated focus on Partnership, and increased community Engagement. • Governance processes based on an engaged board and committee structure • Strategic, transparent, accountable community investment process  around clear understanding of community needs • New ways of working in partnershipwith nonprofit organizations and others in the community • Expanded, revitalized, and more effective approach to fundraising and donor engagement • Organizational capabilities aligned with the community challenges

6. ROLES OF UNITED WAY OF THE MIDLANDS ROLES OF UNITED WAY OF THE MIDLANDS (identified in strategic planning)

7. DONOR ACCOUNTABILITY Community Investment process that ensures partnerships with high performing programs in the community • Serve those most vulnerable • Results centered around data and evaluation • Transparent process and open communication to ensure clarity in how investment decisions are made Dedicated to working with partners to provide support • Additional resources • Collaborations • Marketing and PR support

8. 2013-2014 COMMUNITY INVESTMENTS$ Invested/# of Programs

9. DONOR ACCOUNTABILITY (CONTINUED) Growth and community support beyond community investments • SiemerInstitute for Family Stability • FINRA Foundation and Financial Success Partnership • Supplemental funding • Metro Home Base • Corporate partnerships

10. OUR ACCOUNTABILITY Benchmarks • Expense management • Operational efficiencies • Donor relations • Community outcome measurement • Streamlined/engaged board of directors • Year-round communication

11. UNITED WAY VISION When we look at our community, we don't just see "what is."  We see what could be. We see opportunity. And potential. And resolve. We invest ourselves in this community, because this is more than where we live. This is who we are. Every day, we are energized by the call to marshal the resources of our community.We will champion those who are in the fight to better themselves and others. We will be informed and accountable. We will skillfully combine passion with reason. We will build up what has fallen and create what should have been here all along. Together, we create life-changing opportunities in Academic Support, Financial Stability and Health so our neighbors can grow stronger and remain independent.We see what can be, and what should be, because we are community-based and we are community-focused.We are United Way. And we are COMMUNITY STRONG.

12. NEXT STEPS Community Assessment will be completed in Spring 2014 with results shared shortly thereafter. • Future funding decisions will be based upon the needs of the communityestablished through the study • Explore new ideas and programs around priorities • Convene with other agencies and subject matter experts to address greatest needs

13. Next Steps • Complete Community Assessment in Spring 2014 – followed by announcement of community goals • Future funding will be aligned with the needs of the community • Explore new ideas and partnerships • Convene agencies and subject matter experts

14. APPENDIX – FUNDING TYPES • Full Proposal Funding – Full Funding was granted as requested by the agency. • Full Funding with Recommendations – Full Funding was granted as requested by the agency with recommendations from the CIRT volunteers that consists of opportunities of growth for the program overall, the grant application and/or the site visit. • Full Funding with Conditions – Full Funding was granted with specific conditions around program sustainability, outcome measurement and/or data collection that are to be met within a designated time period throughout the funding cycle.

15. APPENDIX – FUNDING TYPES • Contingent Funding with Possibility of Full Funding – Full Funding was granted for three or six months (specified in grant agreement)with specific conditions to be met within the designated time period.  If conditions are met and approved by the Community Impact Cabinet, Full Funding will be instituted for the remainder of the funding cycle. • Partial Funding – Partial Funding was granted (not the full request) to the agency with reasoning to why full funding was not granted.

16. APPENDIX – FUNDING TYPES • Conditional Funding – Partial or Full Funding was granted for three or six months (specified in grant agreement) with specific conditions to be met within the designated time period.  If conditions are not met, funding will be discontinued for the remainder of the funding cycle.  If conditions are met, funding will continue at the same level for the remainder of the funding cycle. • Restricted Funding - Full funding was granted with specific restrictions that the funds be used to serve only a vulnerable population.