big brothers big sisters board retreat 2010

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Board of DirectorsStrategic Retreat

Big Brothers Big Sisters of San DiegoJanuary 22, 2010

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Introductions

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

RESULTSREQUIRED

WHERE DOWE WANT

TO BE?

Vision/Metrics

Vision/Metrics

ObjectivesObjectives

HOW

HOW WILLWE GETTHERE?

ProgramsPrograms

Strategies

REVIEW

HOWARE WEDOING?

ReviewsReviews

IMPLEMEN-TATION

WHOMUST DOWHAT?

Action PlanAction Plan

Delegated Objectives

Delegated Objectives

Planning Process Review

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

Planning Process Review

• 2009-2011 Strategic Plan Update

• 2009 Financials / 2010 Budget

• Strengths

• Weaknesses

• Board of Directors Scorecard

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2009-2011 Strategic Plan Update

Made changes to long term strategic plan• Cut expenses• Revised goals to hold ground• Focus on 4 metrics

– Optimize mentoring outcomes– Increase volunteers– Improve the experience– Increase resources

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Financial Review

2009 2010

Fund Raising Events $884,967 $900,000

New Contributions/Sponsorships $0 $180,850

Contributions Income $764,705 $637,216

Grants Income $265,625 $228,000

United Way $21,348 $20,000

Endowment $1,321 $3,500

Interest/Dividend $9,078 $5,000

Program Fees $12,699 $10,500

Government/Federal $124,941 $100,000

BBBSA $103,000 $81,300

Misc. $15 $0

Total 2009 Actuals/2010 Budget $2,187,699 $2,166,366

Additional Cash – A/R $200,000 $213,775

Total Projected Income $2,387,699 $2,380,141

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Strengths

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Loyal Talented Staff

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Record # of Children Served

2005 2006 2007 2008 20090

200

400

600

800

1000

1200

1400

1600

1800

664

1013

1406

1606 1641

Children Served

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Aggressive Expense Management

2008 2009 2010 B$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000$2,756,000

$2,600,000

$2,180,000

Operating Expenses

6% Less

15% Less

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Strategic Growth

Operation Bigs Amachi Hermandad

Up 112% Up 86% Up 158%

Since 2005……

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Positive Brand

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Proven Program

• Excellent match quality metrics• High quality service model with proven results

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Corporate Donors

Price Charities

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Top Quality Events

Donor Events• Gourmet Dinner• Golf Marathon• Golf Jet-Away

Big/Little Events• Ice Skating• Phil’s BBQ Event*• The Big Deal• LPL Padres Night• Coronado Sailing Event• Fishing Trip

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Gourmet Dinner

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Awareness

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Weaknesses

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Weaknesses

• Small donor base• Too much income dependent on events

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Funding Analysis 2009

Events40%

Grants27%

Government5%

Donations28%

Gourmet Dinner

65%

Golf Marathon

Jet-Away

Other

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Weaknesses

• Identity issues – Know who we are but not what we do. – Confused with B&GC– Only need volunteers

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Weaknesses

Staff intensive model

Recruit Bigs

Background Check

Interview

Match to Little

Monitor1:100

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Weaknesses

Hundreds of

children on

waiting list

more than 6 months

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Weaknesses

• Limited board involvement with:–Direct fund raising

• Donations• Gourmet Dinner Tables• Golf Marathon Participants

–On our committees

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Board Member Scorecard

• Attend 4 of 6 meetings per year

• Attend one fundraising event

• $10,000 Give Get

• Participate in a committee

• < 50% attend

• > 50% participate in GD only

• > 90% get ‘er done

• > 25% do not participate

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

Planning Process Review

• Opportunities • Threats

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Opportunities

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Opportunities

• Operation Bigs – significant interest and PR

• AMACHI & Hermandad -- potential growth

• No real competition in mentoring services

• Interest w local sports teams, govt, univ, media

• Untapped wealth in San Diego

• Open seats on the board

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Threats

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Threats

• Competition among non-profits

• Limited # of Fortune 500 companies in SD• Potential of negative incident that could

damage our reputation

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

Planning Process Review

Overriding Forces–The Economy

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Employment

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

Planning Process Review

Overriding Forces–The Economy–Less from traditional sources–Nothing will come easy

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

Planning Process Review

• Maintaining revenues• Re-building our Board • Building new donors• Leveraging 50th anniversary• Devising easy ways to engage our

board to contribute

Priority Issues

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PLANNINGBASE

WHEREARE WENOW?

InternalAssessment

InternalAssessment

ExternalAssessment

ExternalAssessment

AssumptionsAssumptions

PriorityIssues

PriorityIssues

RESULTSREQUIRED

WHERE DOWE WANT

TO BE?

Vision/Metrics

Vision/Metrics

ObjectivesObjectives

Planning Process Review

• What is our destination?• How do we wish to be

perceived?• What do we want our donors

to say about us?• What do we want the

community to say about us?

Vision / Mission

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Where Do We Want To Be?

• 2,500 children in 5 years• An emphasis on children who have the most

economic and educational challenges• Recognized for

– How well we serve children– Donor discretion– Volunteer opportunities– Board membership

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Board & Committees

Discussion Topic

• How are we functioning as a board?

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Board’s Committees

• Finance• Risk Management• Audit• Corporate Sponsors• Individual Donors• Events• Board Development

How can we better structure our

committees?

BRAINSTORM

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Role of the Board - Bottom Line

Big ideas On

• New Board Membership

• Board Participation

• Making Us The Board To Be On

• Building Brand, Interest, Revenues

BRAINSTORM

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A New Way Of Thinking, Acting

• What Are We Ready To Change?

• What Are We Going To Do About It?

• What Does The Board Need To Do?

• What Do I Need To Do?

BRAINSTORM

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My Commitment Today• I will be responsible for selling/buying one table at the

Gourmet Dinner• I will find two golfers who will play in the golf marathon• I will open at least 5 doors to major corporate donors• I will identify diverse potential board members who have

positions of responsibility at a major local comapny• I will commit to a personal donation to BBBS• I will be actively involved – attending board meetings

and participating on results oriented committees