JUBILEE CENTER STRATEGIC PLAN 2018 BOARD WORKSHOP -- AUGUST 11, 2018 EDITED TO INCLUDE MEETING OUTPUT
JUBILEE CENTER STRATEGIC PLAN – 2018 WORKSHOP AGENDA • Check-in and Overview of the day • Input from interviews • Key Jubilee Center data • Vision/Mission of the organization • Board roles and responsibilities • Differentiators • The Jubilee Center Strategy • Define goal areas for the next 3-years • Produce first draft of SMART 3-year goals and 1-year goals • Next Steps • Conclude
JUBILEE CENTER STRATEGIC PLAN -- 2018 Input from Interviews • What’s Working • Long history of positive impact on many lives in Hoboken and nearby communities • Summer camp program fully subscribed and well regarded • Great majority of children love it • Rich variety of programming – strong experience for the kids, solid leader in our program director • Test scores improved at end of summer
• • • • •
Programs in Union City (Family Success Center) and Jersey City (La Puerta Abierta) Budget in place and financial discipline being imposed – early in that journey New Board President, new Board members, involvement of new Rector making a positive contribution Developing relationship with the Mayor Facility has potential for additional uses
JUBILEE CENTER STRATEGIC PLAN -- 2018 Input from Interviews • What’s Working • • • • • •
Committed/Focused staff Kids are self starters – take initiative Community confidence in the Center – a sense of ownership Church connection with All Saints Experience with the Interim E.D. was positive Engaged local businesses beginning to offer support
JUBILEE CENTER STRATEGIC PLAN – 2018 Input from Interviews • What’s not working • Lack of alignment on the Board regarding the Mission of the Center • Financial condition of the organization – weak cash flow, mortgage obligation, need to use Line of Credit to fund operations • Grants are reimbursements for past expenditures, which places more pressure on cash flow • Losses growing year over year
• Weak fundraising performance – limited access to revenue streams other than grants (corporate and individual donors); grant environment changing • Competition from the Passport program (public schools after school offering) threatening the after Center’s after school program – losing children to Passport • Most grants tied to this program
JUBILEE CENTER STRATEGIC PLAN – 2018 Input from Interviews • What’s not working • Board engagement and performance – lack of trust, limited commitment to fundraising, uneven participation in Board meetings, encroachment into operations, fear of change • Lack of fundraising involvement, Ineffective Board meetings reflect these factors
• Parental involvement/engagement is low • Staffing challenges – essential to build a very strong team, but hard to do given current financial condition • Communication with families is uneven and can get bottlenecked • Facility usage and cost – building is expensive to maintain, but is largely unused for much of each weekday • Lack of depth and breadth in our relationships in the community
JUBILEE CENTER STRATEGIC PLAN – 2018 Key Data • 98 children in summer camp program – at capacity • Ages 6-13 • 7:30 am – 6 pm • Wide variety of activities throughout the summer – yoga, tennis, archery, positive psychology, team building, arts and crafts, nutrition, swimming, basketball, library (reading and technology), paddle boarding and kayaking, bowling, movies, field trips every Friday. Breakfast, lunch, dinner.
• After school program – undersubscribed • 45-50 children • Activities less diverse – primarily a safe place for kids to be after school
JUBILEE CENTER STRATEGIC PLAN – 2018 Financial Profile (Jubilee Center only) – Year-end 2017 • Total support and revenue • Total expenses • Net Income
$ 656,380 $ 660,192 $ (3,812)
• Cash flow from operations -- decrease $ (43,538) • Year-to-date losses through July, 2017 (7 months) $ (102,781) • Approximately $100,000 of line of credit has been used to cover operating expenses • $75,000 remains open on this LOC
JUBILEE CENTER STRATEGIC PLAN – 2018 Input from Interviews • Vision Year-End 2021 • Center operating with a clear, expanded mission that is well linked to community needs • Board has embraced new directions based on careful assessment of community needs – consider incorporating successful programs from Jersey City (La Puerta Abierta) and Union City (Family Success Center) into Hoboken, new focus on teens and families, workforce prep., women’s support • We are focusing on the whole child, supporting them and enabling them to prosper from K through college • The Center is better known and understood in the community – evidence of its impact much more apparent and well communicated to the community • Bridging the socio-economic divide in Hoboken
JUBILEE CENTER STRATEGIC PLAN – 2018 Input from Interviews
• Vision Year-End 2021 • Financial condition stabilized with diverse, growing revenue streams in place; endowment fund initiated; spending discipline carefully maintained • In-house Development resource in place and performing effectively
• Fully engaged and expanded Board, with clarity on its roles and responsibilities, focused on strategic issues, contributing funds and effectively raising funds, utilizing key relationships • Active, continuing Board recruitment underway to expand reach into new relationships and funds • The Board is well armed to tell The Jubilee Center story
• Healthy relationship between Board and Executive Director, who is enabled to prosper through active support of the Board • Alignment on goals, metrics for success, regular feedback mechanism in place • Boundaries well defined and respected
JUBILEE CENTER STRATEGIC PLAN – 2018 Input from Interviews
• Vision Year-End 2021 • Facility utilized actively 6 days a week – including during the hours before 3 pm on weekdays • Summer program maintained, refined, and growing • After school program, in its current form, changed or ended • Building utilized both by the Center and other a variety of other constituents (rental income)
• Growing network of relationships supporting the Center – political, business, community • Partnering with schools, city, businesses, community organizations so that all children have opportunity
JUBILEE CENTER STRATEGIC PLAN – 2018 Input from Interviews • Key strategic challenges • • • • •
Clear mission for The Jubilee Center Board alignment, commitment, effectiveness, behaviors, development Building trust throughout the organization Clarity of roles and responsibilities for Board and staff, clear reporting relationships Financial health – Diversification of revenue streams, Fundraising strategy and execution, Increasing cash flow • High performing Development Resource
• • • • •
Marketing of The Jubilee Center Facility utilization Broadening relationships in Hoboken and in adjacent communities Awareness of the Center – its mission and its impact Impact of the Center on the parish – strengthening the connection between the Center and the Parish
JUBILEE CENTER STRATEGIC PLAN – 2018 Mission • Today’s mission statement: • Equip children and families with the tools not only to survive, but also to overcome the many societal and economic barriers they face. We believe that all people deserve a fair chance at creating a fulfilling life based on self-esteem, self-reliance, personal accountability and respect for others. Our goal is to uplift children throughout their lives through education, enrichment and mentoring so that they can dream of and achieve their goals.
• Your mission statement for the future: • Our mission is to uplift children throughout their lives through education, enrichment, and mentoring so that they can dream of and achieve their goals.
JUBILEE CENTER STRATEGIC PLAN – 2018 Board Roles • Set long-term direction for the organization • Hire and monitor the performance of the Executive Director • Advocate for and represent the organization in order to promote its welfare • Help bring resources to the organization • Monitor, oversee and assure the integrity of the organization, including its finances, its program, and its ethical and functional governance
JUBILEE CENTER STRATEGIC PLAN – 2018 Board Commitments • • • • • • • • • •
Promote the organization’s work and value to the community Attend 75% of scheduled board meetings Attend special events Make contributions, or obtain contributions from others, totaling $3500 Actively participate in fundraising activities Assist in the recruitment of new Board candidates Excuse oneself from discussions and votes where the Trustee has a conflict of interest Stay informed about what’s going on in the organization Work in good faith with staff and other board members to achieve ASCSDC goals Participate in reviewing and approving an annual budget and reviewing revenue and expenses on a quarterly basis • Participate in reviewing strategic plans and setting long-term priorities
JUBILEE CENTER STRATEGIC PLAN – 2018
Differentiators What sets The Jubilee Center apart from its competition? • Joy/Love/Impact on the lives of the children and families we serve • High level of support/personalized relationship we have with children and their families • Breadth of activities, with a focus on education • The creativity and initiative of the children who come to The Jubilee Center • The flexibility of our hours • Our facility – both the building and our location in the community we serve • The strength of our leadership team • We serve food to all children who participate at The Jubilee Center In the future, we believe we will be able to add our teen programming and behavioral care to this list of differentiators
JUBILEE CENTER STRATEGIC PLAN – 2018 The Jubilee Center Strategy Strategy – How you will deliver superior value in the face of competition We will: • Create a highly visible presence for The Jubilee Center in our community, building our brand around that name • Develop programming to sustain children from kindergarten through college • Enhance our communications to all stakeholders, clarifying our message and simplifying our story. We will optimize our use of all available communications channels, including social media. • Deepen and broaden our relationships with key influencers and stakeholders, and reintroduce the new Jubilee Center to past stakeholders • Become financially sustainable through revenue growth and cost discipline. We will become much more aggressive in our search for diversified revenue streams. • Maximize the utilization of our building • Invest in our staff and Board, offering training that will enable them to be highly effective • Engage with our alumni, tracking and reporting their progress in their lives • Build an army of volunteers
JUBILEE CENTER STRATEGIC PLAN – 2018
Goal Areas – 5 years – 2023 Given the strategy, what should your goals be for the next 5 years, and for the next year, to move you aggressively toward achieving that strategy?
• Goal Areas – Top priorities: • • • •
Build our presence/Branding and Co-Branding Revenue Growth/Financial Sustainability Board Engagement Program Needs Assessment and Program Enhancement
• Goal Areas – Second level priorities:
• Staff training, development and elevation • Building an army of volunteers
JUBILEE CENTER STRATEGIC PLAN – 2018
Goals – 5 years – 2023 Building our Presence – Branding and Co-Branding • Increase and make more consistent our media presence
• Capture coverage through quarterly stories/mentions in the Hoboken Reporter, with photos
• • • • • •
Achieve 5000 followers across social media platforms, including 50 high profile stakeholders Publish a monthly newsletter from the Executive Director, distributed to key stakeholders Showcase alumni on a quarterly basis, through articles, events, other communications channels Establish partnerships with 10 corporations Design and unveil a unique logo that strengthens awareness of our brand Launch an updated, interactive website that is updated consistently to reflect TJC activities
JUBILEE CENTER STRATEGIC PLAN – 2018
Goals – 5 years – 2023 Building our Presence – Branding and Co-Branding • Offer student performances regularly at the Hoboken Music Fest • Produce collateral material to support marketing and branding initiatives (in print and electronic form) • Produce and distribute lapel pins • Hold an annual Jubilee Center event for families in the community • Link community groups across Hoboken via social media (i.e. Hoboken Moms) • Establish quarterly advertising and co-branding programs with Hoboken businesses and other organizations • Challenge each board member to introduce TJC to one new family, one local couple, one new donor each year
JUBILEE CENTER STRATEGIC PLAN – 2018
Goals – 5 years – 2023 Revenue Growth/Financial Sustainability • Build cash-on-hand to a level equal to one year’s budget – target $1 million • Pay down $____ on the mortgage • Build rental income to an annual rate of $100,000 • Initiate an endowment fund, reaching $250,000 in funds • Build and expand the TJC donor base • Achieve 1000 donors who are supporting the Center with passive monthly donations, averaging $30/month • Build a broad base of donors (individuals, businesses, foundations) at ascending levels of giving, ranging from $1000 to $25,000 • Build an effective database of donors and prospects to ensure regular contact and solicitation • Hire an in-house development professional to lead the organization’s fundraising programs
JUBILEE CENTER STRATEGIC PLAN – 2018
Goals – 5 years – 2023 Board Engagement • Establish a structured process for Board members to participate in and support fund raising and friend raising activities • • • •
Annual outreach to past donors to tell The Jubilee Center story -- introduce Veronica and Jessica in year one Meet “Give or Get” commitment annually Invite donors, through periodic Board-sponsored events, to see the impact of their contributions Invite friends to visit TJC to deepen their awareness of the organization, and to see the impact on children, through events held each year at the Center • Learn The Jubilee Center story and become effective advocates for the organization
• Recruit 3-5 new Board members • Diversify the Board (broader ethnic and age representation, wider array of backgrounds, skills and relationships)
• Improve Board processes and discipline • Fulfill Board Roles and meet Board Commitments (see slides 14 and 15) • Participate in Board committees, produce regular committee reports, achieve committee goals annually
JUBILEE CENTER STRATEGIC PLAN – 2018
Goals – 5 years – 2023 Program Needs Assessment and Enhancement • Seek input from members of the community regarding current Jubilee Center programs and services and assess future community needs • Develop and administer a survey to be distributed to parents and other community stakeholders • Hold monthly community forums to enrich the dialog about TJC activities and community needs with key stakeholders • Establish a Parents Advisory Council (consisting of parents with children who participate in TJC programs) that meets bi-monthly to review and advise on program content and related matters
• Enhance programming • Use input from survey and forums to guide the development of new program offerings • Expand programming reach to serve children from kindergarten through college • Add teen leadership and counselor-in-training programs
JUBILEE CENTER STRATEGIC PLAN – 2018 Next Steps • Refine the output of the strategic planning workshop by editing these slides as needed • Incorporate Board/Staff edits to this document • Finalize strategic plan and present to Board for adoption • Execute the plan