Download - 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