1. Agenda for Change Creating Stable Families Basic Needs Strategies and Guidelines

2. 2 Agenda and Purpose Purpose: Provide a high level overview of future partnership guidelines and expectations, criteria and timeline Agenda Overview Overview of Basic Needs criteria Strategy by strategy Questions

3. 3 To create social change, we must continue to take bold steps toward a fundamental transformation From...... to... to Funder of many diverse agencies based on long, historical relationships Taking the lead on initiatives where we can add value and selecting the best partners to achieve our prioritized outcomes Neutrally supporting community work Having a point of view on how to achieve community impact Organization aligned around raising and distributing funds Organization aligned to work against strategic goals with the processes, tools and capabilities to measure impact of everything we do Engagement becoming the foundation for everything we do Building on lessons learned to invest capital in powerful partners aligned against the scorecard Focusing on public policy and engagement strategies to solve complex social issues Organization aligned to work against the scorecard with the talent, expertise and capabilities to demonstrate impact of everything we do

4. Investment Strategies Safety Net Findings 4 People are stuck in the safety net and they can’t get out Systems to access crisis support are cumbersome Difficult to navigate the system Current version of the safety net, despite consuming almost $34 billion in resources, is simply not getting the job done People are stuck in the safety net and they can’t get out Systems to access crisis support are cumbersome Difficult to navigate the system Current version of the safety net, despite consuming almost $34 billion in resources, is simply not getting the job done

5. 5 Access to services when needed Increased efficienciesFocus on recovery Elements of Success

6. Vision 6 A thriving and vibrant Southeastern Michigan where all families are financially stable, economically empowered and self-sufficient Goal

7. Guiding Principles 7 Resources on ensuring individuals have access to support during times of crisis and resources to empower them to achieve self- sufficiency. Emphasis on movement from crisis to self- sufficiency Focus on results Lasting impact on systems and communities Resources on ensuring individuals have access to support during times of crisis and resources to empower them to achieve self- sufficiency. Emphasis on movement from crisis to self- sufficiency Focus on results Lasting impact on systems and communities

8. Focus 8 Create an investment process that is:  Providing client centered approaches to service provision.  Removing barriers to access and navigation of services.  Integrating services to solve for the crisis and put individuals on a path towards self-sufficiency.  Fueled by the creation of networks to meet a variety of needs in the community.  Outcome driven, with specific metrics tied to the self- sufficiency matrix. Create an investment process that is:  Providing client centered approaches to service provision.  Removing barriers to access and navigation of services.  Integrating services to solve for the crisis and put individuals on a path towards self-sufficiency.  Fueled by the creation of networks to meet a variety of needs in the community.  Outcome driven, with specific metrics tied to the self- sufficiency matrix.

9. Outcomes 9 United Way will use the following as indicators that our investments have been successful:  Household income is sufficient and well managed.  Family has safe, adequate and affordable housing.  The household can choose to purchase the food their family needs.  The household has a way to provide for all basic needs of healthy daily living.  Family has the mindset that you can make the future better than the past. United Way will use the following as indicators that our investments have been successful:  Household income is sufficient and well managed.  Family has safe, adequate and affordable housing.  The household can choose to purchase the food their family needs.  The household has a way to provide for all basic needs of healthy daily living.  Family has the mindset that you can make the future better than the past.

10. Metrics 10  Reduce hunger by 50%,  Increase the number of individuals and families served that have moved along the continuum from crisis to self-sufficiency.  Increase the number of individuals and families accessing benefits (public and private) and services.  Reduce hunger by 50%,  Increase the number of individuals and families served that have moved along the continuum from crisis to self-sufficiency.  Increase the number of individuals and families accessing benefits (public and private) and services.

11. Goals of Investments 11 Invest in direct services and long term solutions Continue to have breadth in programming Focus on crisis being resolved and movement to self- sufficiency Integrated service delivery approach Leverage existing networks and funding

12. 12

13. 13 Neighborhood Networks Regional AlliancesBridging the GapFood Best Practice Investment Strategies

14. Strategy 1: Neighborhood Networks 14 Pilot phase Initially anchored around Target High Schools, Early Learning Communities or Centers for Working Families Target population is whole neighborhood, not simply students at the high school, or families working with the ELC or CWF Other geographies will be considered Create a comprehensive system of care for struggling families Coordination of services is a good start, but strong Network will go beyond this More than agencies that just provide services and share information Pilot phase Initially anchored around Target High Schools, Early Learning Communities or Centers for Working Families Target population is whole neighborhood, not simply students at the high school, or families working with the ELC or CWF Other geographies will be considered Create a comprehensive system of care for struggling families Coordination of services is a good start, but strong Network will go beyond this More than agencies that just provide services and share information

15. Strategy 1: Neighborhood Networks 15 Structure of the Network Lead Agency Neighborhood Network Plan Operating Structure Network Functions Structure of the Network Lead Agency Neighborhood Network Plan Operating Structure Network Functions

16. Strategy 1: Neighborhood Networks 16 Network Criteria: Capacity Innovation and Best Practices Efficiencies Deliverables and Outcomes Metrics and Indicators Self-Sufficiency Matrix Network Criteria: Capacity Innovation and Best Practices Efficiencies Deliverables and Outcomes Metrics and Indicators Self-Sufficiency Matrix

17. Strategy 2: Regional Alliances 17 Collaborations that seek to improve social systems on a regional level, including public policy advocacy May include collaborations currently receiving support from UWSEM as well as existing or new alliances not currently being supported. Collaborations that seek to improve social systems on a regional level, including public policy advocacy May include collaborations currently receiving support from UWSEM as well as existing or new alliances not currently being supported.

18. Strategy 2:Regional Alliances 18 Structure of the Alliance Lead Agency Regional Alliance Plan Operating Structure Alliance Functions Structure of the Alliance Lead Agency Regional Alliance Plan Operating Structure Alliance Functions

19. Strategy 2: Regional Alliances 19 Alliance Criteria: Capacity Innovation and Best Practices Efficiencies Deliverables and Outcomes Metrics and Indicators Alliance Criteria: Capacity Innovation and Best Practices Efficiencies Deliverables and Outcomes Metrics and Indicators

20. Strategy 2:Regional Alliances 20 Investment Range and Funding One application submitted by the Alliance Multi-year cycle Size of investment may vary due to the number or activities proposed Investment Range and Funding One application submitted by the Alliance Multi-year cycle Size of investment may vary due to the number or activities proposed

21. Strategy 3:Bridging the Gap 21 Baseline Criteria Integrated service delivery model that is client-centered and provides support to individuals and families Utilizes best practice/promising practices to get people out of the safety net Can link with other community resources to move individuals and families toward self-sufficiency Strong skills in tracking client progress and forming ties in community. Baseline Criteria Integrated service delivery model that is client-centered and provides support to individuals and families Utilizes best practice/promising practices to get people out of the safety net Can link with other community resources to move individuals and families toward self-sufficiency Strong skills in tracking client progress and forming ties in community.

22. Strategy 3:Bridging the Gap 22 Baseline Criteria Innovation and Best Practice Efficiencies Deliverables and Outcomes Metrics Self-Sufficiency Index Baseline Criteria Innovation and Best Practice Efficiencies Deliverables and Outcomes Metrics Self-Sufficiency Index

23. Strategy 3:Bridging the Gap 23 Investment Range and Funding 2 year funding cycle Funding – up to $300K ( size may vary due to activities) Must meet other eligibility requirements Investment Range and Funding 2 year funding cycle Funding – up to $300K ( size may vary due to activities) Must meet other eligibility requirements

24. Strategy 4: Food Initiative 24 Program options: Improve Access to Emergency Food Resources and Benefits Support for Child Nutrition programs Supersites Program options: Improve Access to Emergency Food Resources and Benefits Support for Child Nutrition programs Supersites

25. Strategy 4: Food Initiative 25 Improve Access to Emergency Food Resources and Benefits is the only “Open” program option Focused on expansion of emergency food distribution and improved access to food related benefits Specific interest in Client Choice Pantries and Mobile Pantries Must serve individuals and families in the Food Initiative’s target geography Improve Access to Emergency Food Resources and Benefits is the only “Open” program option Focused on expansion of emergency food distribution and improved access to food related benefits Specific interest in Client Choice Pantries and Mobile Pantries Must serve individuals and families in the Food Initiative’s target geography

26. The Self-Sufficiency Index UWSEM will begin to utilize a version of the Self-Sufficiency index to evaluate the impact of investments on individuals and families. 15 domains (such as housing, employment, child care, food) are used to measure an individual’s level of self-sufficiency. Each domain is measured with a five point scale. A score of 1 means the client is in “Crisis” A score of 2 means the client is “Stabilized” A score of 3 means the client is “Sufficient” A score of 4 means the client is “Self-Sufficient” A score of 5 mean the client is “Sustainably Self-Sufficient” 26