UNITED WAY OF GREATER CINCINNATI PRESIDENT & CEO SEARCH EXECUTIVE PROFILE

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1 UNITED WAY OF GREATER CINCINNATI PRESIDENT & CEO SEARCH EXECUTIVE PROFILE

2 UNITED WAY OF GREATER CINCINNATI PRESIDENT AND CHIEF EXECUTIVE OFFICER SEARCH United Way of Greater Cincinnati 4 Addressing Poverty 5 The Opportunity 7 Our Governance 11 About Cincinnati 15 Process of Candidacy 18

3 WE BELIEVE IN CREATING A COMMUNITY WHERE EVERYONE HAS AN OPPORTUNITY TO THRIVE.

4 UNITED WAY OF GREATER CINCINNATI Our Vision Our region is a vital and caring community where all children are educated and prepared for life success, all people are financially stable with maximum health and independence, and all neighborhoods and communities are vibrant, inviting places to live. Our Mission United Way leads and mobilizes the caring power of individuals and organizations to help people measurably improve their lives. Our Region United Way of Greater Cincinnati serves communities in 10 counties in three states: Hamilton, Brown, Butler (Middletown), and Clermont counties in Ohio; Boone, Campbell, Grant, and Kenton counties in Northern Kentucky; and Dearborn and Ohio counties in Southeast Indiana. With help from the 90,000 donors and volunteers who have placed their trust in us for more than 100 years, we have the ability to lead, invest and innovate for our region. 4

5 ADDRESSING POVERTY We will help 10,000 families move out of poverty by the end of Together with our community and agency partners, we are reinventing the way we invest and the way programs and services are delivered with a family-centered approach that will bring change to our region. Why We re Addressing Poverty More than 100,000 families 1 in 4 in our region struggle to meet basic needs. Helping them is the right thing to do. Isolated services and one-off programs are no longer sufficient. Ultimately, to reach our goal, we all need to work toward systemic change. Together, we can create a community where everyone has an opportunity to thrive. Poverty is the single most challenging issue facing our community. Far too many people are struggling, and United Way is positioned to lead, innovate and invest in solutions that lift our community. -Julia Poston, United Way of Greater Cincinnati Board Chair and Office Managing Partner, Ernst & Young (EY) 5

6 How We re Addressing Poverty Since 2016, United Way has been working with nearly 100 community volunteers and all its agency partners on a new strategy for investments to better help people in poverty. Local nonprofits responded overwhelmingly in support of this new direction, which helps families build on their strengths and overcome their barriers. Starting in 2018, United Way of Greater Cincinnati is dedicating 80 percent of the funds it invests in initiatives and agency partner programs to help children and families move out of poverty. United Way sees a comprehensive, family-centered approach, where multiple services support a family during the journey out of poverty, as one of our community s greatest opportunities. More than 70 percent of United Way s investment will be in collaborative partnerships of agencies working together or in wrap-around services those that meet the holistic needs of families. Key investments also have been made in organizations that will directly track progress for families moving out of poverty. This is not business as usual. In addition to aligning our investments to tackle poverty, United Way is working with community and agency partners to boldly change the way services and programs are delivered. -Ross Meyer, Senior Vice President and Chief Impact Officer 6

7 THE OPPORTUNITY The next CEO of UWGC will be a visionary, transformational and mission-focused leader who will inspire and lead a collaborative organization and an informed community to significantly and demonstrably reduce poverty in the region. This statement reflects the candid and thoughtful perspectives collected from the Board of Directors and greater Cincinnati community. To achieve the above, the next CEO will require: Vision The landscape of philanthropy is changing, and the motivation by which corporations and individuals give to and engage with nonprofit organizations is being increasingly driven by technology, the desire for individualized engagement and measurable results. The United Way s legacy approach to fundraising and distribution is increasingly challenged due to these factors, and the next CEO of the UWGC will be charged with transforming the organization to increase its effectiveness by aligning resources, focusing investments, retaining current donors and engaging the next generation of donors in the region. The next CEO will lead UWGC through this transformation and ensure the organization s increased and sustained relevance by aligning the Board, staff and community to execute clear and specific strategies and achieve the organization s mission of lifting families out of poverty. 7

8 Transformational Leadership The next CEO will be a dynamic, visionary and transformational leader who will partner with the Board to define and drive focused strategy that embraces innovation, risk taking and community alignment to achieve UWGC s goal of lifting families out of poverty. The next CEO will be an experienced change agent with sincere humility and courage to lead in a strong and focused manner. He/she will lead the organization with a willingness to take calculated risks and disrupt current practices while maintaining an engaging and diplomatic style that brings others along. As an innovative and tech-savvy leader, the CEO will execute with discipline to achieve demonstrable outcomes and will inspire and motivate UWGC s diverse stakeholders to convene and collaborate in achieving community-wide poverty reduction goals. Community Partnership The next CEO will be an experienced community leader with a track record of building purposeful relationships with diverse stakeholders and advancing complex initiatives to the betterment of a community. As a spokesperson and ambassador for UWGC and the work of reducing poverty in the region, the next CEO will create connected and authentic partnerships by communicating the value of the UWGC and by educating donors, agencies and the broader community about UWGC goals. The CEO will build rapport and enable collaboration by clearly sharing the needs of the organization and the optimal role of community partners in advancing the work. As an expert communicator and storyteller, the next CEO will inspire enhanced brand awareness and inform key constituents about how they can effectively partner to help achieve stated goals of reducing poverty. 8

9 Focus on Impact The next CEO will leverage his/her deep and authentic understanding of poverty reduction to focus UWGC s work and align the community s efforts to deliver meaningful outcomes across the region. With the established goal of bringing 10,000 families out of poverty by 2021, the CEO will identify and implement specific, measurable goals and metrics that report ROI. These goals and metrics will be monitored with discipline and will be used to determine priorities and align resources. The CEO will communicate consistently and candidly about the efficacy of the organization s work, thereby building further trust and engagement in the work. Resource Development The next CEO will lead UWGC s efforts to evolve and energize its approach to fundraising and resource development. The CEO will understand how trends and dynamics of philanthropy are changing and will deftly navigate UWGC in continuing to engage existing donors while creating an expanded and sustainable donor pool. He/she will think creatively about how to engage middle market companies as well as the next generation of individual donors through innovative technology and new communication methods. The next CEO will communicate clearly and compellingly with the donor community, sharing with specificity about the impact and the ROI of UWGC s work. Fostering a deeper engagement with UWGC, he/she will be able to make the ask confidently and authentically. 9

10 Organizational Alignment The CEO will be an inspirational, mission-focused leader who communicates transparently and creates a high performance culture characterized by communication, collaboration, optimism and trust. He/she will create an open and agile organization where innovation is encouraged and calculated risk-taking is supported. He/she will empower the team to innovate within an accountable organization working to achieve clear and stated priorities. The CEO will support a technology driven organization where decisions are data driven, supported by disciplined analysis and followed with focus and flexibility. Desirable Persona The next chief executive of UWGC will be recognized for his/her genuine commitment to and passion for the mission of UWGC. His/her integrity, intellect and authenticity will be welcomed and embraced by the community-at-large, in neighborhoods, in the board room and by the team. With an inclusive, innovative, and focused spirit, this CEO will embody strength of character that enables him/her to drive a strategic agenda with confidence and courage. The next CEO will be a patient listener and dynamic communicator. As a servant leader, he/she will be humbly confident and will lead from the front as a charismatic and visible presence in the community. He/she will be a sincere advocate for thinking in new ways and taking informed risks. The next CEO will be a champion for authentically leveraging the community s diversity and determination to reduce poverty in greater Cincinnati. 10

11 OUR GOVERNANCE United Way of Greater Cincinnati is a volunteer-directed organization. We are governed by a local volunteer Board of Directors that represents every sector and region that we serve. Members are recommended by a Nominating Committee and are chosen for exhibited leadership in their own organizations and the civic arena. Members provide leadership for vision and overall direction, approve the annual business plan, goals and priority outcomes, monitor progress, and have a fiduciary responsibility for the programmatic and fiscal integrity of the organization. Julia W. Poston Board Chair Julia Poston is the Managing Partner of EY s Cincinnati office, with over 30 years of public accounting experience. As Cincinnati Managing Partner, she is responsible for leading and executing the firm s markets, client and people strategies in the Cincinnati area. Julia also serves as the Assurance Leader for EY s Ohio Valley Region which includes Cincinnati, Columbus, Indianapolis and Louisville offices. Julia serves on United Way s Executive Committee, and previously served on the Impact Cabinet and as Board Treasurer. 11

12 2017 Board Members Julia W. Poston*, EY, Chair Michael S. Comer*, KPMG, LLP, Treasurer Shakila T. Ahmad, Allergy & Asthma Specialty Center Marcia Voorhis Andrew, Esq*, Taft Stettinius & Hollister LLP Patricia A. Baker, MGPI of Indiana, LLC Karen D. Bankston, Ph.D.*, University of Cincinnati Kasey Bond*, Keating Muething & Klekamp PLL William P. Butler, The Corporex Family of Companies Kim Chiodi, Western & Southern Financial Group Mark C. Clement, TriHealth, Inc. Brian D. Coley, MD, FACR, Cincinnati Children s Hospital Medical Center Garren Colvin, St. Elizabeth Healthcare Alfonso Cornejo, Hispanic Chamber Cincinnati USA Brian Cox, Macy s Inc. Steven E. Cruse, CWA Local 4400 David L. Faulk, Talent Management LLC. Fernando Figueroa, Ph.D., Gateway Community & Technical College Michael Filomena, Enterprise Holdings, Inc. Christopher C. Froman*, Pomeroy Monica Garnes, The Kroger Co. Kay Geiger, PNC Bank, Greater Cincinnati/NKY David J. Gooch, Park National Bank SW Ohio & NKY Tracey H. Grabowski, The Procter & Gamble Company Melvin Gravely, Triversity Construction Trey Greyson, Frost Brown Todd Kimberly Halbauer, Fifth Third Bank Gary L. Heiman, Standard Textile Co., Inc. Julie B. Highley, HORAN Renita Jones-Street, AFSCME Ohio Council 8 Eric H. Kearney, African American Chamber of Commerce Tillie Hidalgo Lima*, Best Upon Request Roni J. Luckenbill*, Girl Scouts of Western Ohio Anne M. Lynch, GE Aviation Inga McGlothin, Amalgamated Transit Union Candace S. McGraw, Cincinnati/No. Kentucky International Airport Peter M. McLinden*, Cincinnati AFL-CIO Labor Council Carolyn Pione Micheli*, The E.W. Scripps Co. Mary A. Miller*, JANCOA Janitorial Services, Inc. Molly North, A1. Neyer Lisa D. O Brien, U.S. Bank Jeff O Neil, Med, PCC, Greater Cincinnati Behavioral Health David C. Phillips, Community Volunteer Scott D. Phillips*, Frost Brown Todd, LLC Monica J. Posey, Ph.D, Cincinnati State and Technical College Robert C. Reifsnyder*, United Way of Greater Cincinnati Sean L. Rugless, The Katalyst Group Carl P. Satterwhite*, River City Furniture, LLC Jim Scott, Community Volunteer and Philanthropist Charles L. Session Jr., Duke Energy Steven J. Shifman*, Michelman Heidi Shore, U.S. Bank James W. Sowar, Deloitte Mary Stagaman, Cincinnati USA Regional Chamber Kenneth W. Stecher, Cincinnati Insurance Cos. Theodore H. Torbeck* Matthew D. Van Sant*, Clermont County Chamber of Commerce Thomas Vaughan, AAA Club Alliance Gary T. Huffman*, Ohio National Financial Services Mark J. Jahnke, Esq., Katz Teller *Executive Committee Members 12

13 Executive Team Our Executive Team is responsible for the day-to-day operation of UWGC. They manage such areas of work including Community Impact, Marketing, Resource Development, Finance, and Public Policy. These dedicated teams are focused on creating lasting change in greater Cincinnati by building the country s most successful United Way. Tina MacVeigh Senior Vice President, Chief Strategy Officer Stephanie Byrd Senior Vice President, Early Learning Strategies Tina MacVeigh is Senior Vice President and Chief Strategy Officer. She develops and leads the development and implementation of effective programs and processes to support the organization s strategic direction. She is directly responsible for leading the areas of human resources, diversity, equity and inclusion and analytics and technology. Stephanie Byrd is Senior Vice President of Early Learning Strategies. She is responsible for leading efforts to achieve United Way of Greater Cincinnati s regional bold goal that 85-percent of children will be prepared for kindergarten by She manages the collective impact work in kindergarten readiness, working with early childhood partners to align strategies and measuring progress toward school readiness goals. Ross Meyer Senior Vice President, Chief Impact Officer Ross P. Meyer is Senior Vice President of Community Impact, and is responsible for the management of nearly $40 million in community impact funding, the development of strategic initiatives to promote systemic change, and the oversight of United Way s 211 system. Jill Johnson Senior Vice President, Chief Finance Officer Jill Johnson is Senior Vice President and Chief Finance Officer, where she has responsibility for finance and accounting as well as group benefit administration, building operations and other back office support functions. Jill s professional background includes public accounting. 13

14 Executive Team (CONT.) Teresa Hoelle Senior Vice President, Chief Marketing Officer Chris Martin Senior Vice President, Chief Development Officer Teresa Hoelle is Senior Vice President and Chief Marketing Officer. She leads UWGC s communications and marketing strategy, responsible for the organizations branding, media relations, customer engagement, and crisis communication. Her professional background includes nearly two decades of marketing, external relations, business development, and management experience in the for-profit and non-profit sectors. Christopher F. Martin is Senior Vice President and Chief Development Officer. He is responsible for UWGC s annual campaign, major gifts and planned giving programs. Prior to beginning with UWGC as campaign manager in 1995, he was vice president, resource development, United Way of Palm Beach County (West Palm Beach, FL). Throughout his career, he has served on several United Way of America committees and presented at regional and national conferences. Margaret R. Hulbert Senior Vice President, Strategic Resources and Public Policy Margaret R. Hulbert is Senior Vice President for Strategic Resources and Public Policy. She directs a team of public policy and development professionals who work with local, state and national government and private and community foundations to develop effective funding partnerships for health, human services and community development needs in Southwestern Ohio and Northern Kentucky. 14

15 BLINK, 2017 art experience in downtown, over 1 million visitors ABOUT CINCINNATI We are a region of contrasts. Historic yet modern. Established yet innovative. Familiar yet surprising. It s these contrasts that create a unique vitality and set us apart from others. Source: Cincinnati USA Regional Chamber World-class. It s an adjective used to describe everything from fine wine to great architecture. And it s the high standard Cincinnati USA uses to evaluate how to put its best foot forward. Cincinnati USA is the home of worldwide business and industry leaders, sought-after international events, renowned arts and culture, and a global world view and influence that impacts every neighborhood and every business. Source: Cincinnati USA Convention and Visitors Bureau Work Diverse and strong. Greater Cincinnati is the headquarters city for various national and international companies such as: AK Steel, American Financial Corporation, Cincinnati Financial, Duke Energy, The Kroger Company, Fifth Third Bancorp, Macy s, Procter & Gamble Company, Western-Southern Insurance, and more. The city is a world leader in production of machine tools, playing cards, soaps and detergents. It figures prominently in the production of building materials, cans, chemicals, clothing, cosmetics, electronic equipment, jet engines and valves. Cincinnati USA is home to eight Fortune 500 companies and two Fortune 100 companies. Source: Cincinnati USA Convention and Visitors Bureau 15

16 Senate, Cincinnati gourmet restaurant Dine Have you ever been to a city that is so exciting, so energizing, that you can actually feel it in the air? You ll experience that kind of energy in Cincinnati USA. Named one of Esquire Magazine s Top 10 cities that Rock, Cincinnati USA boasts a lively music scene and nationally acclaimed restaurants. Feel the pulse of the city. Discover the dynamic nightlife and extraordinary fine dining that encircle Fountain Square. Wander unique and vibrant neighborhoods, like Mt. Adams, where clubs and bistros abound. Or take part the spirited fun of the Hofbräuhaus, the authentic German brewery. Source: Cincinnati USA Convention and Visitors Bureau Enjoy At Fountain Square you ll discover tasty restaurants such as, Via Vite, Rock Bottom Brewery and Graeter s, countless activities and events, such as Oktoberfest Zinzinnati, the US Bank Ice Rink, and the PNC Summer Music Series, along with many hotel and shopping destinations. The Banks Entertainment District is a new downtown entertainment district, located between the Reds and Bengals stadiums on the Ohio River. Winner of the 2013 National Planning Excellence Award, The Banks includes a slate of new retailers and restaurants. Over-the-Rhine (OTR) is Cincinnati s oldest and most historic neighborhood, has been transformed and re-born. Since 2006, $93 million had been invested in the development of locally-owned restaurateurs, boutiques, shops and bars. Source: Cincinnati USA Convention and Visitors Bureau 16

17 Cincinnati Reds, Major League Baseball franchise Play When you re in the birthplace of professional baseball, you know you re in a place where sports are special. Have a major league experience at the Great American Ball Park - home of the Cincinnati Reds. Or experience our famous tailgating before, during or after a Cincinnati Bengals game. But that s not all - Cincinnati USA boasts some of the best sports and recreation experiences around. Source: Cincinnati USA Convention and Visitors Bureau Live Although Cincinnati is often perceived as a sleepy Midwestern metro area, residents benefit from a wealth of amenities, including museums, professional sports teams and a wide selection of restaurants. Families are drawn to Cincinnati for its excellent public and private schools, and its large number of Montessori schools. Plus, Fortune 500 companies bring in national and international talent and help keep the area s unemployment rate low. But Cincinnati is hardly a place that s all work and no play. Locals love a good party, be it for the first day of baseball season or in honor of the city s German heritage. Even when the event calendar is empty, residents have plenty of ways to stay busy, from visiting an array of museums to noshing on the region s famous chili. Source: U.S. News and World Report, Top 100 Cities 17

18 PROCESS OF CANDIDACY Nominations, referrals and resumes with preferred contact information should be submitted electronically to: Wilson Browning Cindy Hilsheimer Mark Ryan at OR, BY MAIL: 250 Civic Center Drive, Suite 100 Columbus, Ohio United Way of Greater Cincinnati is an Equal Opportunity Employer 18