2013 Report to the

Community

We strengthen nonprofits to reach bold community

goals

ESCC Board of Trustees 2013 Board Officers

ESCC management team

Aubrey Herman, ChairFranchisee Ameriprise Financial

Richard E. Friedman, Vice ChairFaculty/Administrative Staff,

University of Cincinnati

Robert Conklin, Treasurer Retired Section HeadProcter & Gamble

Carole Register, Secretary Retired VP/Community RelationsWellSpan Health System

Board Members

Robert AllansonDirector/Equipment FinanceMainSource Bank

Doug BoltonManaging Principal Cassidy Turley

Richard G. FenclRetired Plant ManagerProcter & Gamble

Mark GroteRetired Director of R&DProcter & Gamble

Louise S. HughesCommunity Volunteerand Retired Director,

Senior Business Leader Community Engagement

Procter & Gamble

Julia Johnson Retired Superintendent of

Administrative Services DivisionCity of Cincinnati Metropolitan

Sewer District

Margaret LawsonPartner Taft, Stettinius & Hollister LLP

Carol Leigh Retired Manager

Marketing CommunicationsThe Ohio River Company

Dan Rolfes CEOMeridian Mark & Holiday Homes

Alfred J. Tuchfarber, Ph.D.Professor Emeritus of

Political ScienceUniversity of Cincinnati

David WallaceStaff Attorney United States Court

of Appeals

Yvonne Washington COOUnited Way of

Greater Cincinnati

Andy McCreanor, CEO/Executive Director; Darlyne Koretos, Director of Marketing/Public Relations; Craig Kowalski, Director of Operations/Programs (Seated L to R) Roseanne Colleran, Office Supervisor; Connie Hinitz, Volunteer Coordinator; Rod Trombley, Project Coordinator.

ESCC is an important community resource. The capacity-building assistance provided by ESCC’s volunteer workforce provides guidance and support to our nonprofit community as we work together to achieve the Bold Goals for Our Region.”

Robert C. ReifsnyderPresident

United Way of Greater Cincinnati

“

Continued growth and collaboration are hallmarks of 2013 ESCC’s volunteer workforce has always been our greatest strength. With that talented and dedicated group we have helped hundreds of Greater Cincinnati nonprofits strengthen our community. We are proud of our success, but in 2013 we showed that we are not satisfied with a proven formula. The year was marked by growth through new and ongoing partnerships and by internal changes. We made changes because we know that change is the key to staying at the top of our field and to making our community a better place to live and work.

This past year, ESCC entered a major partnership with Talbert House. Together we merged two programs and constructed the Nonprofit Leadership Institute of Greater Cincinnati. Its purpose is to train leaders to better serve their organizations. Volunteers from ESCC and Talbert House staff created a curriculum called Executive Curriculum for Emerging Leaders (EXCEL), and in September the first EXCEL classes were conducted by ESCC Volunteer Program Manager Tom Monaco, along with subject matter experts from the community. With the May 2014 graduation, we will have collectively trained 228 nonprofit leaders. A second program for new managers will be introduced in 2014. Our partnership with Talbert House has the potential to move ESCC forward in interesting and fruitful new ways.

Last year ESCC continued its partnership with Flywheel, the social enterprise hub which we helped start in 2010. Flywheel’s focus on helping nonprofits develop sustained funding has given that issue the attention it needs in the competitive world faced by today’s organizations. Through Flywheel, we are partnered with Miami University, the Leadership Council of Human Services Executives, and Centric Consulting Services. Wesley Community Services worked with ESCC and Flywheel in 2013 to enhance its Meals on Wheels and diabetic meals programs.

Last October, ESCC expanded its outreach efforts by creating a new website and expanding its social media presence. We’ve added new tools and resources that help nonprofits by providing ongoing, timely information about the sector. Web and social media changes were made to help our volunteers too, making them more effective with our clients and enhancing their volunteer experience. A team of 11 volunteers with digital marketing expertise engaged in this 15-month project, researching the needs of clients, volunteers and funders.

ESCC concluded that change was needed in its staffing too. In 2013, three part-time positions were added, including Connie Hinitz as Volunteer Coordinator, Rod Trombley as Project Coordinator, and Roseanne Colleran as Office Supervisor. These people help us use the talents of our volunteers more efficiently.

In keeping with the focus on change, in February 2014 our CEO Andy McCreanor resigned to pursue another opportunity in community development. We extend our best wishes to Andy. His nearly four years at ESCC brought a new vision and growth opportunities. For this we are deeply grateful. He will be missed.

As in every year since ESCC began, last year, the community was the beneficiary of the work of our volunteers who delivered more than 10,000 hours of effort with a market value of $2 million. We served 93 area nonprofits.

Often we advise nonprofits to plan for change and to evaluate ways to partner to better pursue their respective missions. This year especially, we took our own advice.

Aubrey Herman Richard E. Friedman Board Chair Vice Chair

ESCC Endorses United Way’s Bold GoalsESCC has joined forces with United Way and other community partners in endorsing UW’s Bold Goals around Education, Income and Health.

By aligning our projects and programs with selected community indicators, we will be helping to accelerate system-wide measurable change

Additionally, ESCC supports the important work being done by other organizations, such as Agenda 360, Vision 2015, and the Strive Partnership

in their efforts to improve our region’s overall socio-economic health.

2013 Project Clients by Nonprofit Sector

CommunityDevelopment

Arts & Culture HealthEducation Social Services Multiple

2013 Clients Aligned with UW Bold Goals

Education HealthIncome Multiple

42% 4% 20% 34%

2013 Projects by Major Area of Service

21% 16% 36% 12% 12% 10%

2013 BUSINESS IMPROVEMENT PROJECTS SERVICES PROVIDED

15% 3% 34% 3% 18% 27%

ResearchMarketing

Human Resources

Operations

FundraisingPlanning

Business Planning

Strategic Planning Business Improvement TrainingBoard Development Coaching Organizational

Development

All projects fall into one of the three goal areas (or multiple goals)

5% 18% 7% 19% 16% 35%

= NUMBER OF CLIENTS

over

10,000= NUMBER OF HOURS VOLUNTEERED(estimate is based on number of projects, recorded hours, NLI participation)

15+ GEORGE DERSHIMER RICHARD FENCL PAUL HOETING LARRy KISSEL GLENN MILLER DENNy WAyMIRE

10+ JUNE REyNOLDS

5+ DENNIS FENNEMA THOMAS FISHER GARy KLATzKE GERALD KORKIN JOSEPH LINAHAN DUANE TENNANT

93 (for projects combined with leadership participants)

92 for 60= NUMBER OF PROJECTS FOR 60 CLIENTS

39

YEARS OF SERVICE TO ESCC IN 2013

YEARS OF SERVICE TO ESCC IN 2013

YEARS OF SERVICE TO ESCC IN 2013

= COMBINED NUMBER OF AGENCIES

(participating in NLI 2012-2013 and EXCEL 2013-2014)

ESCC hosts

national Executive Service Corps conference in Cincinnati

ESCC, one of 26 Executive Service Corps affiliates nationwide, hosted the annual national conference in September to share best practices and services. Sixteen affiliates were represented by 22 executive directors, board chairs and other staff. In addition, 30 ESCC volunteer consultants and board members attended one popular session that featured a panel of local funders who described why they feel supporting ESCC is a good investment.

Panelists included Robert Reifsnyder, United Way of Greater Cincinnati; Tim Maloney, Carol Ann & Ralph V. Haile, Jr./U.S. Bank Foundation and Robert Killins, The

Greater Cincinnati Foundation. Keynote speaker for the conference was motivational speaker, author and business consultant Matthew Kelly. Over the years, these conferences help the national network identify trends, develop new resources, and better serve the nation’s nonprofits, while allowing each ESC-US affiliate to

reflect the needs and culture of its own community.

YEARS OF SERVICE TO ESCC IN 2013

YEARS OF SERVICE TO ESCC IN 2013

YEARS OF SERVICE TO ESCC IN 2013

Clients served in 2013Activities Beyond the

ClassroomAmerican Heritage GirlsAmerican Red Cross American Sign Museum Armed Forces Ticket

Association Art AcademyAutism SocietyAvondale Comprehensive

Development CorporationBad Girl VenturesBeech Acres Parenting

Center Bi-Okoto Cultural InstituteBoys & Girls Club of Greater

CincinnatiBoys Hope and Girls HopeCamp JoyCamp Livingston Cancer Support Community Center for Holocaust and

Humanity Education Changing GearsCincinnati Area Senior

ServicesCincinnati Center for AutismCincinnati Children’s Hospital

Medical CenterCincinnati Public SchoolsCincinnati Recreation

CommissionCincinnati Union BethelCincinnati youth

CollaborativeCivic Garden Center of

Greater CincinnatiCollege of Mount Saint

JosephCommunity First Connect2SuccessCornerstone Corporation for

Share EquityCulture Works, Dayton OhioDohn Community High

SchoolDominican SistersEve CenterFamily Promise Freestore Foodbank

Development DepartmentGE Community Wellness

Association (GECWA)GrailvilleGreater Cincinnati Energy

AllianceGreater Cincinnati Recovery

Resource Collaborative Healthy Moms and BabesImpact 100Interfaith Hospitality

Network Jewish Community Relations

Council

Jewish Family Services Jewish Federation Kennedy Heights Arts Center Kirkwood MinistriesLakota Schools Lawn LifeLife Success SeminarsLighthouse youth ServicesLiteracy Center WestLive A Language Mayerson JCCMiracles in ActionMoeller High SchoolMusic Resource of CincinnatiNLIGC North Fairmount Community

CenterNorwood Service League Ohio Valley Residential

ServicesOperation Give BackOver-the-Rhine Community

HousingP&G Board CoachingPartners in Prime PAST Foundation Power Inspires ProgressProject Manager Institute,

Southwest Ohio ChapterRequiem ProjectRonald McDonald HouseRuah WoodsSenior Services Northern

KentuckySerenity Recovery NetworkSociety of St. Vincent de PaulSpina Bifida Coalition of

CincinnatiSt. Francis Seraph Ministries

(SARAH)St. Rita School for the DeafStepping StoneSTRIVE - STEM CollaborativeSW Ohio Region Workforce

Investment BoardTalbert HouseTender Mercies The AMOS ProjectThe Women’s Connection United Coalition for Animals

(UCAN)United Pet Fund University of Cincinnati

Economics CenterUniversity of Cincinnati

Economics Center Education Department

UPIC Solutions (United Way) Visions Community Services

AssessmentWesley Services

OrganizationWordPlay Cincy

Providing leadership training to a new generation of nonprofit leaders is a much-needed service and one that we wholeheartedly support through funding for the EXCEL program.”

Robert Killins, Jr.Program Director – Vibrant Places

Greater Cincinnati Foundation

“

Nonprofit Leadership Institute of Greater Cincinnati

Nonprofit Leadership Institute Funders

ESCC entered a major partnership with Talbert House in June. Together they constructed the Nonprofit Leadership Institute of Greater Cincinnati. Its purpose is to train leaders to better serve their organizations. In the first program under this new umbrella, ESCC and Talbert House merged two existing leadership programs. Called Executive Curriculum for Emerging Leaders (EXCEL), the newly merged program kicked off in September. With the May 2014 graduation, the institute will have collectively trained 228 nonprofit leaders. A second program for new managers will be introduced in 2014.

EXCEL: Thomas Monaco, Ph.D., and Carol Leigh, Co-Program Managers; Julia Johnson, Coaching Coordinator. The purpose of EXCEL is to increase the leadership skills, knowledge and experience of nonprofit professionals, and help them build succession and business continuity into their organizations. EXCEL is a dynamic, interactive program. Classes meet for 10 full days over a nine-month period. While each monthly module is distinct, the overall program provides the expanded knowledge needed for managing nonprofits. One-on-one coaching, including assistance with both organization and personal improvement plans, is available to each participant throughout the program from ESCC-trained volunteers.

Central to all sessions of EXCEL is the theme of leadership and management which is based on a set of highly regarded research-based books on leading and managing self and others and taught by a career educator, Dr. Thomas Monaco.

Workshops include Camp Joy Leadership Experience, Managing Self and Others, Strategic Thinking, Board and Volunteer Development, Organizational Development, Financial Management and Fundraising, Process Improvement and Project Management, Community Asset Mapping and Collaborations and Sales and Marketing for Nonprofits.

A number of foundations and community funders are investing in the development of the Nonprofit Leadership Institute of Greater Cincinnati. Initial funding is being provided by the United Way of Greater Cincinnati, The Carol Ann and Ralph V. Haile, Jr./US Bank Foundation, Interact for Health, Duke Energy Foundation, The Greater Cincinnati Foundation, and the Ed and Joann Hubert Family Foundation. The Institute will also rely on skilled volunteers to help provide program delivery and coaching to participants who use the Institute’s services.

2013-2014 EXCEL graduation - Seated: (L to R) Lisa Raymond, Jennifer Kash, Calvin Harper, Jamie Steele, Teresa Hoelle, Sharidon Wolz. Second row (L to R) - Becky Hill, Esther Cash-Mills, Suzanne Rohlfs, Brenda LeMaster, Christine O’Dell, Christie Brown, Deborah Davis, Diane Taylor. Third row (L to R) Beth Yantek, Melinda Adams, Bill Bresser, Drew Brown, Jill Huynh, Elise Hyder, Gunner Blackmore, Beth Wentz, Amanda Kay. Graduates not appearing in the photo include: Corey Drushal, Tanya Cornejo, Amy Pelicano

The Ed and Joann Hubert Family

Foundation

ESCC has the capacity in its volunteer workforce to deliver valuable services to our regional community that touch all of our core focus areas — Environment, Economic Development, Education and Community Vitality. “

Karen MondayVP Foundation and Business Management

Duke Energy Ohio and Kentucky

“

ESCC is indebted to the professional men and women who comprise its volunteer workforce. One hundred percent of our services are delivered by these talented and selfless individuals who represent many sectors of the business and nonprofit world and provide valuable services in various ways – from consulting to training to coaching, as well as serving internally on our board, on various committees and internal projects. They join ESCC with a passion to give back to the community, to use their experience and knowledge, to learn new skills and to make new friends.

At the close of 2013, ESCC’s team was comprised of 127 dedicated individuals.

Volunteers of the yearBOB CONkLIN, who joined ESCC in 2002, is being honored this year for his dedicated service to ESCC as Treasurer for the past six years. He has served as project manager and team member on many projects over the years, as well as a coach. Bob is currently a board officer and member of the Executive Committee.

“I’ve enjoyed many of the projects I’ve been on because it’s given me a chance to use some of my business training and experience. ESCC allows us to leverage our energy by assisting a variety of organizations rather than working for a single entity. I particularly enjoyed the work I did on the Boy Scouts project (supervised construction of the Boy Scout Achievement Center) because it was right in the sweet spot for my background.”

This P&G retiree is passionate about tennis and plays three to four times a week. He and his spouse, Jennifer, love to visit their three daughters and their families in North Carolina, West Virginia and Southern California. They have decided to take each of their grandchildren on a trip of their choice when they become teen-agers in order to get to know them better. So far they have taken three of the five on separate trips to Costa Rica, London and France. This somehow seems appropriate as Bob’s work assignments took him and his family to the UK, Belgium, Mexico and Asia, as well as the U.S.

CAROL SPARkS, who joined ESCC in 2010, is being honored this year for her service to ESCC as a Nonprofit Leadership Institute coach, internal trainer for board development, and for leading HR and strategic planning projects.

“I think the value of ESCC is working on projects as a team. We each bring something different to the table and it allows us to be more effective

and support one another and produce a better result. In each project I’ve worked on, we were able to provide something of value. It might not have been exactly what we thought going, in but we provided some value whether it was helping executive directors see themselves in a more objective way or whether it was to help the organization move forward.”

During a decades-long career in human resources with Macy’s, Carol had a demanding travel schedule. Now retired, she is quite happy to stay home. She and her spouse, Harry, and their two yellow Labs live on a lake in southern Kenton County where they are building a new home. An avid walker, Carol tries to complete 12-15 miles a week. She also loves to bike ride. Carol still consults part-time for Macy’s. She is also a volunteer tax preparer for low income families and seniors and she also continues to volunteer with the Kentucky Symphony Orchestra where she was once a board member. Carol studied piano and voice at CCM.

TONY CIPOLLONE, Ph.D., SPHR, who joined ESCC in 2011, is being honored this year for his service to ESCC as Project Manager for Executive and Management Search projects, as well as coaching in the Nonprofit Leadership Institute program.

“When you customize a project for a nonprofit you go in with a blank piece of paper. When you tailor a project you listen to what kinds of needs an organization has, draw from an existing choice of options and tweak it to meet a client’s particular circumstances. Tailoring is a much better approach because you do start with something and then you fit it to the need. ESCC then provides that expertise to help the organization because ‘they don’t know what they don’t know.’ They realize they don’t know it and that’s why they come to us for help.”

Tony is a widower with a daughter and two grandchildren in Kentucky, near where he lives, and a son, daughter-in-law and granddaughter in Redmond, WA. He and his significant other love to travel and have been to London and Paris so far. Tony, who is first generation Italian, fondly remembers a trip to Italy about nine years ago with his sister and brother-in-law where he met and gained a connection with relatives in his parents’ birthplace, a small town near Naples. Tony has been an avid league golfer for more than 20 years. In addition to volunteering with ESCC, Tony is very busy running his own company, Performance Improvement Consulting, that provides leadership consulting and training.

2013 Volunteers(L to R) Tony Cipollone, Carol Sparks, Bob Conklin

Meet our 2013 volunteers, staff and consultantsRob Allanson

James Allsop

David Bernens

Bill Bertram

Poonam Bhirani

Doug Bolton

Roz Bonar

Gordon Bonfield

Jerry Braunheim

David Bruening

Ron Calhoun

Betsy Chisholm

Tony Cipollone

Hirsh Cohen

Roseanne

Colleran

Ron Collins

Bob Conklin

Greg Cox

Rich Daniels

Hugh Dayton

George Dershimer

Joe Doench

Ron Dowling

Judy Dunning

Dara Fairman

Bill Fee

Dick Fencl

Denny Fennema

Rick Findlay

Nan Fischer

Tom Fisher

Alan Flaherty

Dick Friedman

Mick Fusco

Dan Gahl

Phil Gatch

Mark Grote

Ken Gunkel

Doug Haar

Tom Hagerty

Steve Hancox

Ed Hand

Nancy Hanseman

Randy Harris

Art Helmstetter

Aubrey Herman

Fred Heyse

Connie Hinitz

Bob Hock

Paul Hoeting

Rebecca

Huesman

Louise Hughes

Dave Jennings

Chuck Joffe

Fred Joffe

Ruth Joffe

Julia Johnson

Rob Johnston

Michael Kennedy

Charmaine

Kessinger

Larry Kissel

Gary Klatzke

Darlyne Koretos

Gerry Korkin

Craig Kowalski

Ray Kubik

Margaret Lawson

Michael Leavy

Carol Leigh

Bill Lennard

Brian Leshner

Jerry Lewis

Joe Linahan

Tom Lindy

Bill Luerssen

Dennis Madden

Andy McCreanor

Jim McDonough

Helen McIlduff

Laura Metzler

Dave Miller

Glenn Miller

Tom Monaco

Fred Neurohr

Pat Newberry

Lorna Parson

John Paschall

Nick Payne

Michael Peitz

Carole Register

June Reynolds

Brian Robson

Gerry Roerty

Dan Rolfes

Susan Roschke

Russ Rosen

Bill Ruehr

Alan Schneider

Louie Sharalaya

Meta Sien

Irv Simon

Ray Sinclair

Becky Smart

Doug Smith

Chris Solomon

Carol Sparks

Dennis Stark

Peter Teitelman

Duane Tennant

Rod Tombley

Al Tuchfarber

Bill Tucker

John Vinturella

Sheri Vogel

Rebecca Matson

Vonderheide

Chris Wais

Dave Wallace

yvonne Gray

Washington

Anne Watson

Denny Waymire

Len Weibel

Howard Wells

Steve Werenski

Bob Wuerdeman

Bernie young, Jr.

Nikki zellen

Partnering with St. Vincent de Paul to foster greatness When a service organization is able to claim great management, more than 900 volunteers, and 150 years of service to the neediest people in Greater Cincinnati, it’s very gratifying to be chosen to assist. Such was the case in late 2012 when the Society of St. Vincent de Paul Cincinnati asked ESCC to compete with other consulting organizations to provide strategic planning assistance.

“We have always been driven by the particular situations in our community that appear to cause the most human suffering, and one way we judge that is by what causes us the most pain when we see it,” said Liz Carter, Executive Director of the Cincinnati organization. Carter said that in 2013, St. Vincent de Paul wanted change – change to increase their effectiveness. “It was harder planning work than we were used to,” she said. “It meant choosing unfamiliar paths. We were looking for ways we could work to bring about permanent positive changes in people’s lives by working on systemic dimensions of their problems.”

ESCC got the opportunity to help. “We were really impressed by ESCC’s bench strength and diversity of talent,” said Carter. “We liked the way they could bring in different people with different skills as needed.” ESCC started work in January, 2013. St. Vincent de Paul already had a long-term vision and plan. ESCC team member Mark Grote said “[St. Vincent de Paul] knew very well who they are and what they have done. That’s unusual. They are interested in how they can get better.”

What it needed was:

• Confirming buy-in of local stakeholders to the long-term plan

• A shorter-term strategic plan

Led by project manager Jerry Lewis, the ESCC team met with the St. Vincent de Paul leadership and designed a plan to tap the views of those stakeholders. Over the next few months, ESCC gathered information and opinions from more than 200 of them using multiple methods – surveys, focus groups, and one-on-one interviews. Board members and some of the volunteers, staff, clients, donors, and other agencies were included. Major themes were identified and shared with St. Vincent de Paul. Carter said that this discernment process gave them the confidence to choose to work in a new direction: updating of current facilities to be used as shelters for homeless families.

Working with St. Vincent de Paul management and its board, ESCC helped develop a detailed strategic plan designed to move the organization to this new vision. It included work on volunteer and infrastructure development and groundwork for a family shelter. Carter said she noticed that ESCC adapted to the way her team worked rather than trying to impose another way of working. She added, “I loved working with these guys. It’s fun to work with a group who are as passionate about what we do as we are.”

ESCC Team: Jerry Lewis and Mark Grote (PM); Bill Lennard, David Bernens, Dennis Madden, Dennis Stark, Denny Waymire, Doug Smith, Doug Haar, Mindy Miller, Nan Fischer, Susan Roschke, and Craig kowalski

ESCC’s Jerry Lewis and Mark Grote discuss strategic plan updates with Liz Carter, Executive Director St. Vincent de Paul.

Pedigree’s profitability feeding revenue to spay and neuter clinicProceeds from the Pedigree consignment shop are a significant source of funding for the UCAN (United Coalition for Animals) spay and neuter clinic, so UCAN depends on Pedigree to be profitable. Unfortunately, business was inconsistent and slowing in recent years. ESCC was brought in to evaluate the business and help turn it around. As UCAN Executive Director Melanie Corwin explained, “We needed someone to tell us about who the competition is and tell us about operating structure, pricing, and marketing.”

Project Manager Jerry Lewis led an ESCC team in a formal assessment of Pedigree and its competition.

Judy Dunning, an ESCC volunteer consultant with extensive retail experience, conducted the assessment of business operations and finances, while ESCC’s Mick Fusco and Melanie Corwin interviewed the volunteers. ESCC’s Denny Waymire led the market research portion of the project. The ESCC assessment uncovered various needs including staff

training, inventory tracking and management, financial tracking, and marketing. Together, ESCC and UCAN put together a business plan. ESCC proposed some staffing changes and drafted job descriptions to facilitate the transition. A data-driven approach to inventory management was developed to ensure that items most likely to sell well would be highly visible and that seasonal fluctuations would be accounted for. In addition, a more proactive approach to bringing in inventory has been instituted, and the consignment agreement has been rewritten to be more in line with the marketplace. In addition, Pedigree’s tracking of sales and pricing with a more detailed accounting system will help improve profitability. A comprehensive marketing plan is also being implemented.

The adopted new procedures are already increasing profitability and bringing in more revenue for UCAN’s spay and neuter clinic.

ESCC Team: Jerry Lewis (PM); Judy Dunning, Mick Fusco, and Denny Waymire

UCAN Executive Director Melanie Corwin (L) with ESCC’s Judy Dunning

UCAN Executive Director Melanie Corwin (L) and Monica Weakley, Board President, confer with ESCC Project Manager Bill Luerssen.

Learning how to “do board better”Each day in Hamilton County more than 40 animals are taken in by the SPCA. Many will not find a home and will be euthanized. The mission of UCAN nonprofit spay/neuter clinic is to provide professional, low-cost pet reproductive services to Greater Cincinnati. Since its inception in 2007, UCAN has completed more than 57,000 spay/neuter surgeries to pets of local residents.

The problem of pet overpopulation and abandonment raises human emotions. Animal-focused nonprofits often attract passionate people who love animals and want to prevent them from suffering. It was just such people who started UCAN, populated its Board, hired its staff, and went on to a remarkable record of service to the community.

But in 2012, the leadership of UCAN realized they needed to change. “We were five years in, and we needed to go ‘E-to-P’ – entrepreneurial to purposeful,” said Monica Weakley, Board President. “We were just lingering; drifting into side areas; not moving forward with a clear and consistent vision. We needed to learn how to ‘do board’ better.” UCAN turned to ESCC for help with board development.

Bill Luerssen headed the ESCC team. “Early on, we conducted one-on-one interviews with all the current board members,” he said. “The individualized attention by an outside (ESCC) consultant created the space for them to not only talk about the direction of UCAN but it got people thinking about who they were and who they were in relation to the organization.”

“The benefit to bringing in outside experts,” Weakley said, “is that it underscores to the board itself the importance of investing in board development.”

“The second thing we did was to suggest a board retreat to build confidence and consensus,” Luerssen said. “They really didn’t know each other very well.”

UCAN Executive Director, Melanie Corwin, remembers that the ensuing first board retreat was a turning point. “That first evening, Monica facilitated a great discussion of what we were doing well, but also what we were not doing so well — not with the idea of dwelling on it, but with the idea of ‘Here’s where we are. Where do we go next?’ We got focused on moving into the future together.”

Since then, the UCAN Board is functioning at a more “purposeful” level. It recruits new members based on needed skill sets. It collectively evaluates interaction styles of members to improve communications, and it has learned how to build cohesiveness and consensus. “Some people feel that the definition of an ‘expert’ is someone with a briefcase from at least 90 miles away,” said Monica. “Luckily we found ESCC to be the expert we needed right in our own backyard.”

ESCC Team: Bill Luerssen (PM), Steve Werenski and George Dershimer

Streamlined Wesley Community Services Poised For GrowthThe decision to exit the long-term care/senior housing market at the end of 2012 gave Wesley Community Services an opportunity to take a new look its mission. The established west side nonprofit engaged ESCC to help guide their new direction.

The ESCC project team (Jerry Lewis, Pete Teitelman and Richard Daniels) worked for nine months with a Wesley Strategic Steering Team (Rev. Stephanie Tunison and Steve Smookler, Wesley CEO and COO, respectively, and six board members) to establish the new strategic direction. The new direction focused on Wesley’s Meals on Wheels program and its social enterprise, Meals4you. In addition, ESCC helped retool the nonprofit’s board of trustees and is coaching its CEO. “We now have the opportunity to focus solely on the elderly who stay in their own homes,” Tunison said. “It’s our job to make them more comfortable.” Wesley rewrote its vision and mission statements to reflect the new reality.

Since 80 percent of Wesley’s revenue is derived from its Meals on Wheels program, the decision was made to increase capacity by 40 percent by 2017. The ESCC team researched and developed a plan to achieve that goal.

Equally as important was the decision to enhance its social enterprise, Meals4you, which prepares and delivers meals for diabetics of all ages. Wesley is the only agency in the area to offer diabetic meals delivered to the customer’s home or workplace. After Wesley and Flywheel, a nonprofit organization specializing in creating social enterprises, streamlined Meals4you the quality of the meals improved and customers have responded favorably.

Although Tunison saw the need for aggressively moving forward with the strategic plan, some members of Wesley’s Board of Trustees were hesitant. By engaging the board in a separate project, the ESCC team was able to achieve buy-in on the strategic plan. The project also resulted in reducing the size of the board from 17 members to nine, while adding two important committees (Development and Governance). As a first step in achieving buy-in on its proposed strategic direction, ESCC assisted the Strategic Steering Committee in conducting research by holding a stakeholders’ meeting consisting of approximately 50 various constituents. Following that, they conducted a retreat for Wesley’s board during which the Strategic Steering Committee, with the help of ESCC, answered all the board members’ questions about the new strategic plan and the reasons for creating it. After the board retreat, Wesley’s board approved the new plan with few modifications.

ESCC is also providing executive coaching assistance to Rev. Tunison as the organization continues to grow. ESCC and Wesley will continue working together on these projects in 2014. “I am very pleased and impressed with the quality of ESCC’s work,” Tunison commented.

ESCC Team: Jerry Lewis (PM), Peter Teitelman, and Rich Daniels

ESCC’s Pete Teitelman listens as Stephanie Tunnison, Wesley Executive Director, discusses production capacity of its Meals-on-Wheels program.

Ray Kubic, ESCC Volunteer Consultant on the UPIC Solutions project team, with UPIC Executive Director Winston Faircloth.

UPIC Solutions moves forward serving United Way organizationsFor more than 100 years, local United Ways have served communities with an annual combined appeal for support for local and national nonprofits. Successful fundraising means carefully planned and executed United Way campaigns and effective and accurate management of contributors and their contributions. No relationships are more important to a nonprofit than its relationships with its donors, and no organization understands that better than the United Way.

UPIC Solutions is a nonprofit that serves a consortium of 44 United Ways in the U.S. (including Cincinnati) with specialized information technology infrastructure to manage those core United Way functions: campaigns and donors. Although successful and growing, in recent years UPIC has faced increasing pressures from the highly competitive software market. UPIC has raced to keep up with developments and to introduce them to the United Ways. As the only organization of its kind in the U.S., UPIC’s board and its CEO Winston Faircloth were wondering if its service model, developed in 2001, was suited to these new circumstances. They asked ESCC for help.

Beginning this past July, ESCC Project Manager Tom Fisher and a team of five volunteers helped UPIC assess its business model, operational processes, staff competencies, and strategic plan. Working on a tight deadline (three months), the team surveyed CEOs or other senior managers at 24 United Ways that use UPIC services. They also conducted focus groups at larger UPIC clients in Columbus, Cincinnati, and Louisville. The ESCC team also learned about the computer software category, Customer Relationship Management – the type that UPIC was providing to United Ways. With vendors like Microsoft and Oracle offering highly competitive products in the category, a careful analysis of UPIC’s situation was essential.

The team concluded that UPIC’s plan for moving forward was viable and wise. They helped UPIC understand that they have leveraged economies of scale with their services to multiple United Ways. The ESCC and UPIC teams concluded that any UPIC member leaving the organization will face increased expenses or diminished capabilities. UPIC concluded that the benefits of shared approaches to common needs aren’t going to diminish, and good management and marketing can build the organization further. Despite stresses of the marketplace, with ESCC, UPIC gained confidence that it can continue to be the best choice for United Ways who want to develop successful connections between donors and the causes they care most about.

ESCC Team: Jerry Lewis, Tom Fisher, Ray kubik, Alan Flaherty, and Michael kennedy

Executive Service Corps of Cincinnati

Financial Statements Statement of Cash Flow Receipts 2013 2012 2011

Foundation & Corporate Gifts (1) $ 96,303 $ 200,000 $ 88,500

Member Dues & Individual Contributions $ 13,187 $ 11,796 $ 13,566

Client Project Fees $ 215,994 $ 133,482 $ 156,524

Interest & Other Income $ 8,384 $ 121 $ 120

Total Receipts $ 333,868 $ 345,399 $ 258,710 Expenses

Operating Expenses - Total $ 326,414 $ 275,690 $ 258,811

Excess of Receipts over Expenses $ 7,454 $ 69,709 -$ 101

Statement of Assets 2013 2012 2011 (As of December 31, 2013)

Checking Account & Petty Cash $ 42,118 $ 101,049 $ 54,154

Money Market Account $ 192,394 $ 127,268 $ 97,165

Brokerage Account $ 0 $ 36 $ 61

Pre-paid Expenses and Misc. Adjustments $ 0 $ 0 $ 1,070

Total Assets $ 234,512 $ 228,353 $ 152,450

Pre-paid Project Funding (Grants) $ 106,210 $ 100,935 $ 98,470

Net Cash Available for Operations $ 128,302 $ 127,418 $ 53,980

Social Impact Investors for 2013FRIENDS (contributions = $10,145)

March 20, 2014Subject: Review of 2013 Financial ResultsTo: Richard E. Friedman

This will confirm that I completed a review of accounting records and supporting documentation for all cash receipts and disbursements for the year 2013 today.

In my opinion, the Balance Sheet and Statement of Profit & Loss of The Executive Service Corps of Cincinnati, Inc. to be included in the annual report, fairly state in all material aspects the cash flows for the year 2013 and the net assets as of December 31, 2013.

During my review, I noted that adequate internal control procedures, including separation of duties among the Executive Director, Treasurer, the Director of Marketing and Public Relations and the Office Supervisor continue to be consistently followed.

Changes have been made that improve deposit information and the invoice approval process. Additional vendors have been added to the blanket approval process and the Office Supervisor has assumed more accounting responsibilities, which provide the Treasurer and Executive Director with more time to handle oversight activities.

I noted that you, Bob Conklin, Darlyne and Roseanne continue attention to detail in how you track, report and document all financial transactions.

Sincerely,

Gerard J. RoertyAudit Chair

John AgostiniRob AllansonDoug BoltonGordon BonfieldJerry BraunheimRon CalhounHirsh CohenRobert ConklinJoe DoenchBill FeeRichard FenclRick FindlayAlan FlahertyRichard FriedmanMark GroteEd HandRandy HarrisAubrey HermanFred HeyseConnie HinitzPaul HoetingLouise HughesFred JoffeJulia JohnsonCharmaine

KessingerLarry KisselGerry KorkinMargaret LawsonCarol LeighBill LennardBrian LeshnerJerry LewisJoe LinahanGlenn MillerDennis MurphyNick PayneCarole RegisterJune ReynoldsGerry RoertyDan RolfesRuss RosenBecky SmartDoug SmithChris SolomonCarol Sparks

(1) Excludes $25,000 in NLI grants transferred to NLILGC & $2,500 received for national meeting sponsorship.

Carlin StammDennis StarkBill TuckerDavid Wallaceyvonne Gray WashingtonDenny WaymireLen WeibelSteve WerenskiAlbert zenz

Foundations/ Corporate Donors (contributions = $123,803)Cassidy TurleyDuke Energy FoundationGreater Cincinnati

FoundationThe Carol Ann and Ralph

V. Haile, Jr./US Bank Foundation

Ed and Joann Hubert Family Foundation

Interact for Health Macy’s, Inc.P&G Fund of the Greater

Cincinnati FoundationUnited Way of Greater

Cincinnati

In-kind contributionsMartensArt.comAnonymous donor for office

supplies

10945 Reed Hartman Highway, Suite 108Cincinnati, OH 45242513.791.6230www.esc-cincinnati.org

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Our VisionESCC is a recognized leader in assisting nonprofits to achieve better community outcomes.

Our ValuesWe have the courage to help shape a better future:

• Volunteering — the passion and dedication of our volunteers are key to our unique, high-quality affordability.

• Expertise — we possess the life experiences and knowledge needed for each situation.

• Commitment — we finish what we start and deliver on our promises.

• Accountability — we feel a sense of shared ownership with our clients and partners for positive measurable results.

• Coaching/Guiding — we teach clients better methods.• Learning/Growing — we pursue and promote continuous

learning and growth both personally and professionally for our volunteers and clients.

• Collaborating — together we can do more, connecting and mobilizing community resources to attain common goals.

• Leading — we practice, teach and nurture strong leadership of ESCC, our volunteers, nonprofit clients, and community investors.

• Inclusive — we serve all nonprofits regardless of sector, mission or demographics.

Our MissionWe strengthen nonprofits to reach bold community goals.

We provide effective yet affordable consulting, coaching, and training services using a volunteer workforce of highly skilled professionals.

We assist our clients and community leaders to attain their goals.