We envision a world in which no young adult faces cancer alone. In our strategic 5 year plan leading up to 2020 we outlined 4 goals. 1) Best Practice Provider: Become the best practice provider in the young adult cancer community by offering innovative and impactful programs. 2) Brand Positioning: Acquire recognition as the national leader in the Young Adult Cancer Support Community. 3) Business Model: Invest in non-Peer to Peer (P2P) fundraising (grants, events, corporate partnerships, annual/major giving programs) and improve return on investment (ROI) around existing revenue sources (retention, cultivation, alumni engagement). 4) Infrastructure and Culture: Strengthen organizational infrastructure to support sustainability and better serve our community.

1) Best Practice Provider We will continue conducting ongoing mission audit/evaluation of programs to ensure that programs produce measurable outcomes and impact. We will work to strengthen program operating protocols to create a uniform standard of excellence for all programs. Additionally, we plan to utilize program operating protocols to assist with geographic expansion. We also hope to develop and implement a non-sport program/experience to reach a broader audience within existing geographic locales. 2) Brand Positioning We seek to execute an internal/external marketing, communication and outreach plan to increase visibility, partnerships and engagement in the young adult cancer support market. We hope to integrate all of UCF's programs into one brand with one logo. We will utilize documentation of logo variances, enact strategies to incorporate new brand into all future acquisitions, and develop an unified website and social media platforms. 3) Business Model We plan to bolster existing non-Peer to Peer fundraising efforts, such as grant writing, building strategic corporate partnerships, enhancing annual and major giving, and increasing ROI of UCF and partnered events. Meanwhile we hope to improve return on investment around existing revenue sources, including P2P participants and donors, general donors, program alumni or beneficiaries of services. We also hope to research, identify and implement new revenue generating opportunities including but not limited to: crowdsourcing; franchising models; donation at retailer check outs. 4) Infrastructure and Culture We will continue to assess the current and future human capital needs of the organization to maintain a skilled, sustainable and diverse staff and board. We will take measures including utilizing market-competitive benefits and compensation models; employee performance measures; leadership development plan for staff; succession plan; baseline employee satisfaction and board self assessment data; remote personnel satisfaction survey.

With an unwavering mission to enhance lives by supporting, education, and connecting young adults, their families, and friends who are affected by cancer, The Ulman Foundation has accomplished a great deal in the way of providing crucial support to thousands of young adults with cancer — through education, scholarship programs, a network of human and health care resources, and fundraising for program and support services provided free of charge. Ulman's foundation of community, collaboration, and advocating for change on behalf of young adults has remained the cornerstone of the organization and is evident throughout its strategic plans for the future. Our dedication and commitment to our mission has always been the driving force behind our growth and expansion. Through increasing our attention to the fundraising opportunities of grants, events, corporate partnerships, and annual/major giving programs we hope to diversify our main sources of support. With the financial stability gained through these efforts and through further developing our strong foundation in peer to peer donations we will continue to grow as a leader in the young adult cancer community.

We strive to make sure our biweekly staff meetings are engaging and collaborative to encourage cross-programmatic cooperation. Through this collaboration we seek to achieve creative solutions of complex and multi-faceted issues. Along with recognizing and embracing our challenges, we set aside time at these biweekly meetings to reflect on our successes. Additionally, our staff meet with their program supervisors quarterly to reflect on progress towards smaller and achievable short term goals. We also use this time to reflect on greater ambitions within each program. Finally, in our yearly reports we are able to look critically at our progress towards the aforementioned goals as a whole.

Each year we provide over 1,000 young adults and families with patient navigation services. 2,600 individuals have swabbed and joined the Bone Marrow Registry at Ulman events. Over 250 cancer survivors have completed our free Cancer to 5K program. 2,750 chemo care bags have been delivered to hospitals across the country. Additionally, since 1999, we have awarded over $750,000 in college scholarships to young adults impacted by cancer. In early 2016 we announced the official launch of a $4 Million Capital Campaign and our organization's biggest project to date – building The Ulman House. The Campaign is the most ambitious fundraising initiative in The Ulman Foundation's 19-year history and includes a priority to serve an unmet need of patients in the community, providing free housing for young adult cancer patients and their families while receiving treatment in Baltimore. The Ulman House will create a community that fosters peer and social support, decreases financial and other burdens, and encourages hope and healing. More can be learned about the project and how to make an impact here: https://ulmanfoundation. org/ulman-house/