the kavana cooperative operations board annual retreat 2010
TRANSCRIPT
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The Kavana CooperativeOperations Board
Annual Retreat 2010
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Retreat Objectives
When we have completed our day, we willhave …
1. Experienced a healthy, productive meeting that successfully advanced the mission and health of Kavana
2. Reviewed the Operations Board’s major achievements in July-December 2009
3. Developed a shared strategy and timeline for resolving “The Big Three”
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The Big Three
1. How will we design a sustainable financial model that is congruent with our values?
2. Where is the optimal balance between being a community with an inward focus and one that is a model for others?
3. What does the word “cooperative” really mean to Kavana, in practice?
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Operations Board Achievements July-December
2009• Taking on Kavana’s Financial
Circumstances – Thank you Board!• Increasing Partnership Contributions in
an Economic Downturn – Thank you Ilana and Rebecca!
• Progress on Defining Who We Are – Thank you Strategic Vision Team!
• Progress on Solving the Holiday Conundrum – Thank you Barry!
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Progress Made OnWho We Are
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Kavana’s Draft Vision(subject to Board modification)
Kavana is a cooperative in which participants are empowered to create a meaningful Jewish life and a positive Jewish identity.
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Kavana’s Draft Mission Statement
(subject to Board modification)
Kavana accepts individuals and families with many approaches to Judaism,offers a variety of ways to engage in Jewish life, anddemands participation in our community.
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Kavana’s Draft Values (subject to Board modification)
• Cooperative• Welcoming • Inspiring• Experiential• Innovative• Thought-Provoking• Fun
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Financial Data and Modeling
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Revenue (FY 2010 - Projected)
Partnership contributions $ 70,000Grants 125,000Event fees 55,000High Holidays 8,000External donors 40,000Corporate match 8,000Classroom rent 5,000TOTAL 311,000
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Expenses (FY 2010 - Projected)
Rachel’s salary $ _____Ilana’s salary _____Rachel’s pension _____Rent
20,000Office expenses 10,000Teacher’s salaries 55,582High Holidays 10,000Program supplies 20,000TOTAL 281,442
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Partnership Contributions
• Year 1: $ 45,000• Year 2: 64,000• Year 3: 63,400• Year 4 (FY 2010): 70,000
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Average Partnership Contributions
Households Without Kids: •Range: $3600 - $180•Average: $1200•Mode: $1000
Households With Kids:•Range: $5000 - $360•Average: $1000•Mode: $700
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Number of Partner Households
Per YearIndividuals or Couples
Families With Kids
Total
2007 17 30 47
2008 19 32 51
2009 27 36 63
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Attendance at Events Per Month
Individuals and Couples
FamiliesWith Kids
Total
2008 50 Individuals
32 Families
2009 70 Individuals
40 Families
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Attendance at Events in 2009
Individuals or Couples
Families with Kids
Total
3 or More Events
70 Individuals
40 Families
New Attendees 75 Individuals
25 Families
New Attendees Who Came to 3 or More Events
25 Individuals
12 Families
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Net Income for Family and Adult Education Programming
• Family Education Net Income: $(10,000)• Variable Costs: $65,500• Fixed Costs: $40,000 ($20K Rachel, $8K Ilana, $10K Rent, $2K
Overhead)• Income: $90,500 (program rev of $45.5K, Auerbach, Legacy Heritage)
• Adult Education Net Income: $(30,320) • Variable Costs: $1,500• Fixed Costs: $31,000 ($20K Rachel, $8K Ilana, $2K Rent, $1K
Overhead)• Income: $1,680
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FY 2010 Family Education Costs(without allocating fixed costs)
Gan $ 25,000Moadon (QA) 16,500Moadon (MI) 3,000Havdalah Club 1,000Hebrew Immersion Playgroup 3,000Prep and Practice 2,000Family Shabbat 10,000Summer camp 4,000Shabbat in the Park (family) 1,000TOTAL 65,500
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FY 2010 Family Education Revenue
Gan $ 19,000Moadon (QA) 11,000Moadon (MI) 6,000Havdalah Club 500Hebrew Immersion Playgroup 2,000Prep and Practice 1,000Family Shabbat 1,000Summer camp 4,000Shabbat in the Park (family) 1,000TOTAL 45,500
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FY2010 Grants
Avi Chai $ 75,000Natan 25,000Carol Auerbach 25,000 Legacy Heritage Grant 20,000Jewish Federation 5,000 Bronfman 2,500TOTAL 152,500
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Remaining Duration of Grants (Already Committed)
Avi Chai 2 years Anon. Donor 0 yearsNatan 0 yearsLegacy Heritage 0 yearsJewish Federation 0 yearsBronfman 0 years
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The Role of Grants
What percentage of our budget should we project will come from grants?
(Statistics show that for non-profit groups75-85% of their income comes from
internal sources. However, many people object to synagogues because of the ever-
present role of money, “asks” as soon as you step in the door, and
fawning over large benefactors.)
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Alternative Funding Models
• Partnership Dues• Fee-for-Service• Grant-Funded• Hybrid (e.g., “Museum Model”:
members receive special benefits, although others can attend without getting special benefits)
• Growth!
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Notes• Tensions
– Child-free vs. child-encumbered– Discussion of money in a well-off community, ties in to asking for
$– Growing sense of entitlement – people think things should be free– More sense of return-on-investment– mentality about money – paying for only services I use vs.
contributing to a community– Health club mentality (only pay for obvious services you get);
perception of value – people can’t articulate the value to them; people aren’t trained to pay for what we offer
– Multi-affiliated participants – first space vs. second space; need to supplement what Kavana provides; we’re not branding ourselves as associated with one movement within Judaism
– Awareness of bigger (harder) picture in funding in Jewish community; current economy stresses
– Our novelty among funders wearing down– Hard to define who we are
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Notes
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Notes
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Notes
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Notes