November 2021
PRE-MEETING DECK ● This deck includes updates from the admin team and the committees. ● Only select topics will be discussed at the meeting ● If you have specific items you want to see discussed, please let Riel now - through Boardable. ● All materials will be linked here AND can be found in the Boardable documents section, AND will be attached to the meeting invite. ● The deck is long but laid out in a way for easy consumption - as always, feedback is welcome. I hope you appreciate the visuals to give you a taste of what is happening on the ground - the pictures are from our 10 schools this fall. ● A vote on the full program budget will be held at the meeting.
SUGGESTED AGENDA TO BE FINALIZED 6:00 - Welcome/Roll Call/Social check in 6:05 - Introductions and new board members 6:15 - Committee Report: - Governance Updates 6:20 - Committee Report: - DEI Updates 6:30 - Strategic Priorities discussion 7:15 - Committee Report: - Finance (full budget presentation and vote) 7:30 - Resource Development 8:00 - Executive Session 8:15 - Calendar Review 8:30 - Adjournment
HIGHLIGHTS
WELCOME TO THE BOARD Alia Abbas is seeking to join the board. RESUME INFO SHEET She will have an opportunity to introduce herself again at the meeting.
WELCOME TO THE TEAM Josh Borkin - Strategic Initiatives Josh has over 20 years of camping and youth development experience. He taught Education courses at the City College of New York, worked as a Youth Organizer in Chicago, and led large-scale cross-cultural youth delegations to Cape Town, South Africa and Barcelona, Spain. From 2010 to 2021 he served as Co-Founder and Executive Director of Steve’s Camp at Horizon Farms. Josh holds a doctorate in Education from Teachers College, Columbia University and a BA from Clark University.
WELCOME TO THE TEAM Daniel Garcia Director of School Programs Daniel joined us from Roads to Success, a program similar to Trail Blazers, with extensive experience in every aspect of After School in New York city - he has hit the ground running and has taken full control of the program.
SENIOR TEAM Executive Director
Riel Peerbooms
Director of Organizational Development
Molly McCue
Director of Resource Development
Tiffany Caton
Director of Strategic Initiatives
Josh Borkin
Director of Program Quality
Director of Finance
To be hired
Future position
Director of Camping and Conference
Assistant Director
Director of Facilities
Director of Day Camps
Assistant Director
Director of School Programs
Assistant Director
Program Designer
Operations Assistant
Program Assistant
Program Assistant
Customer Service
HINDSIGHT Program and other relevant Reports
TEAM RETREAT The Senior Team spend three days upstate at our partner Stony Creek Farm for planning. It was a welcome return to working on team cohesion and focus. This team is ready for 2022!
DEPARTMENT PRESENTATIONS These presentations follow the debrief and planning period in the fall and guide the building of the full budget, and plans for the year.
SCHOOLS REPORT
Schools update ● ● ● ● ● ●
10 schools 575 students 1.4M revenue 65 Group Leaders 10 Team Supervisors 10 Site Directors
DAY CAMP REPORT (Callie)
DEPARTMENT PRESENTATIONS DAY CAMP 2021
Agenda: ● 2021 Enrollment Breakdown ● Major Themes this Summer ○ ○ ○ ○ ○
Staffing Recruitment Registration Program Operations
● Feedback ○ Staff Feedback ○ Parent Feedback ○ Camper Experience
● Planning for 2022
2021 Enrollment Highlights ● ● ●
Served over 900 campers 2,584 weeks / 2538 targeted weeks (102%) Total Revenue - $1,427,301.76 / $1,362,917.5 (104.7%) ○
●
Programs 92% full ○ ○
● ● ●
BBP openings at 4/5 grade only PP openings largely week 1 (2%) & older groups
Extensive waitlisting - 584 weeks, 265 campers Engaged campers from more than 180 schools, 46 different zip codes Total scholarship over $500K ○ ○
●
targets increased in Spring based on performance, excludes Riverside
Tiered Scholarship - $403K Additional T1 Scholarship - $115K
Prospect Park: ○ ○ ○
185/700 - DAY returners (25%) 515/700 - New to Day Camp (75%) 60% retention 2020 into 2021
Tier 1 Tier 2 Tier 3 Tier 4 No Response
FEE BY TIER
PERCENTAGE BY TIER
FEE x ENROLLMENT
SCHOLARSHIPS
$315.00
17.65%
$24,570
$31,327
$455.00
10.18%
$20,475
$11,303
$560.00
4.75%
$11,760
$3,022
$630.00
47.51%
$132,300
$9,974
$700.00
19.91%
$61,600
Tuition Income
$250,705
Admin Fee
$12,535
Merch Fee Aftercare
$5,050 93 weeks x $50
Boatworks
$4,650 $5,640
Additional Sch (T1) Sibling Discount Total Income
Brooklyn Bridge Park Full Breakdown - BBP
$261,890
-
$18,975
-
$2,285
Tier 1 Tier 2 Tier 3 Tier 4 No Response
FEE BY TIER
PERCENTAGE BY TIER
FEE x ENROLLMENT
SCHOLARSHIPS
$315.00
13.33%
$503
$1,617
$455.00
6.67%
$1,006
$515
$560.00
13.33%
$2,402
$588
$630.00
30.00%
$6,376
$294
$700.00
36.67%
$8,070
Tuition Income Admin Fee Merch Fee
$18,357 $520 $400
Additional Sch (T1) Total Income
Riverside Park Full Breakdown - RP
-
$18,407
$870
Tier 1 Tier 2 Tier 3 Tier 4 No Response
FEE BY TIER
PERCENTAGE BY TIER
FEE x ENROLLMENT
SCHOLARSHIPS
$315.00
25.89%
$99,730
$224,056
$455.00
7.23%
$73,806
$29,875
$560.00
12.78%
$165,752
$41,434
$630.00
43.84%
$647,239
$48,865
$700.00
10.26%
$159,538
Tuition Income
$1,146,064
Admin Fee
$57,993
Merch Fee Aftercare Cancellation Fees
$16,900 499 weeks x $50
$24,950 $22,231
Additional Sch (T1) Sibling Discount Total Income
Prospect Park Full Breakdown - PP
$1,165,412
-
$95,139
-
$7,585.9
Tier 1 Tier 2 Tier 3 Tier 4 No Response Total Income
Total Campers Served Total Weeks Avg. Duration at Camp % Full Additional Scholarship
LEFFERTS
PARK SLOPE
PROSPECT HEIGHTS
WINDSOR TERRACE
28%
13%
18%
15%
15%
4%
9%
10%
16%
8%
13%
18%
35%
54%
47%
44%
6%
21%
12%
13%
$296,356
$189,703
$398,918
$261,088
206
117
205
179
652
326
688
479
3.17
2.79
3.36
2.68
90.6%
90.6%
95.6%
88.7%
$40,830
$6,660
$16,200
$31,450
Prospect Park - By Site
Waitlists Total of 584 waitlisted weeks (265 campers) ●
starting 5-6 weeks after enrollment opened
BBP - 41% of waitlists (240 weeks, 95 campers) K/1 groups - 75%, 2/3 groups - 22%, 4/5 groups - 3% Pier 1 - 46%, Pier 5 - 54% T1 - 12%, T2 - 13%, T3 - 11%, T4 - 43%, Full - 21%
PP - 59% of waitlists (344 weeks, 170 campers) PK/K groups - 36%, K/1 groups - 32%, 1/2 groups 10%, 2/3 groups - 11%, 4/5 groups - 11% PLG - 33%, PS - 12%, PH - 35%, WT - 20% T1 - 40%, T2 - 14%, T3 - 10%, T4 - 28%, Full - 7%
2021 Major Themes Highlights: ● New programs - reached more campers ● Developed systems/structures to support growth ● Partnerships - BBP, in park trips Challenges: ● Staff Hiring, Retention ● Supporting younger, less experienced staff ● Program quality - match promise and past experiences
2021 Day Camp Debrief
Staff Hiring/Onboarding Strengths: ● Expedited processes - quick turnaround application to interview to start
● Group interview process ● Independence of hiring/payroll systems ● Creative efforts - referral bonus/mailer Challenges: ● Late Start - applications up too late,delayed SLT starts
● SYEP - no communication this year, did not deliver on volume
● Staff Retention - 48.5% turnover (35% resigned, 6% terminated, 7.5% no shows)
● Attracting qualified applicants ● Transparency - set realistic expectations of role, excessive clarity around pay rate 2021 Day Camp Debrief
Staff Training Strengths: ● Staggered training weeks ● Pre-season training ○ ○
Involvement of seasonal leaders Written plans
● Site driven appreciation Challenges: ● MyQuest - confusion, inconsistent ● Mid-season training ● Program readiness - need more time with curriculum, practice facilitation
● Perceptions around SSLT coaching - training SLT on how to implement feedback with GL
2021 Day Camp Debrief
Leadership Strengths: ● Solid team at top - Retention from previous years
● Dedicated training/prep week Challenges: ● In Season Retention ○ ○ ○
Site Director - 0% turnover Team Supervisor - 67% turnover Program Specialist - 67% turnover
● Consistent Meetings/Training ● Delayed evals/coaching
2021 Day Camp Debrief
Recruitment Strengths: ●
Full Programs ○ Retention ■ ■ ■
○
Word of Mouth Advertising ■
○
>30% of new campers
Advertising ■ ■
● ●
25% (PP) returning day campers 33% at TBC Program 10% BBP campers former TBC programs
Brooklyn Bridge Parents (15% of BBP) Park Slope Parents (4% of PP)
○ Google Search - 11% overall Virtual & recorded info sessions Attract campers cross tiers - strong Tier 1
Challenges: ● ●
Riverside/Morningside Parks Need to do better job of tracking ‘Other’ ○
● ●
Other accounted for 11% - conservancy, schools?
Facebook Ads - only 3/900 campers Retain older campers
Registration/Engagement Strengths: ●
Parent Feedback generally very positive ○
● ● ●
78 - 88% satisfied and extremely satisfied with process, pre-camp and in season communication
Family Picnic Attendance Transparency around challenges, scholarships, etc… Payment and form collection much improved
Challenges: ● ● ● ●
Connection between office and summer leadership Phone communication - many attempts, no call back (accessibility to registration staff - 70%) Waitlist communication - how can we be more proactive around this? Welcome emails - too time intensive in Active with new set up
Parent Feedback
Program Strengths: ●
● ●
Partnerships ○ Brooklyn Bridge Park Conservancy ○ Boatworks ○ Trips - in park and via ferry Program Specialist role Centralized teacher led sessions
Challenges: ●
● ●
Overall program execution ○ inexperienced leaders lacked basic engagement and facilitation skills ○ group leaders were not excited about the content Experience did not match expectation for returning families Focus on safety & fun - skills mastery piece was often missing
2021 Day Camp Debrief
Operations Strengths: ● Creative solutions ● Supply Systems, Friday Flips ● Slack ● Provided clarity for future SLT roles Ops v. Program v. Training/SYEP Role
● Livesafe, Covid Practices ● Reporting systems - digital forms Challenges: ● Ops Coordinator - extremely important role, poor fit put pressure on other SLT
● Storage/Indoor Space - inconsistent ● Execution of systems - challenge with turnover
● Work Phones 2021 Day Camp Debrief
-
Staff Feedback Training Preparedness: 3.6/5 Challenges: Needed more support for difficult behaviors and group management
Implementing Programs: 3.2/5 Challenges: Difficult to get campers engaged, keep focus, activities too complicated, missing materials
Support from Senior Staff: 3.7/5 Challenges: Site specific - some note poor communication, intimidating to approach
Safety Plan: 4.0/5
Staff Feedback
Staff Feedback What Staff Gained: Patience, Resiliency - ability to work through challenges, Passion for Youth Development, Social Skills
Biggest Successes: Relationships built with campers and fellow staff, Greater connection with the outdoors, Learning and helping campers to learn new skills, Resiliency - ability to work through challenges, Passion for Youth Development, Social Skills
Most Difficult Moments: Challenging behaviors, weather and working outdoors, long hours, issues with co-staff
Other Themes: Many issues and confusion around pay schedule, rate Staff Feedback
Parent Feedback Top Factors in choosing TBC: Outdoor location Hours Program offerings Mission & values Ratios Reputation Safety Plan Cost
Program align with expectations: Yes - 64% Somewhat - 22% No - 14%
Overall experience: Extremely satisfied - 42% Satisfied - 36% Neutral - 7% Not very satisfied - 13% Very unsatisfied - 2%
Parent Feedback
Parent Feedback Plan to return: Definitely - 26% Probably - 37% Unsure - 23% Probably Not - 8% Definitely Not - 6%
Determining Factors: Cost Themes & planned activities What friends are doing Aftercare *several write ins about staff
Staff: Very mixed - inconsistency for groups, not equipped to handle challenges, lacked enthusiasm, unable to execute programming
Parent Feedback
Camper Experience As reported in parent surveys: ● Interest in nature - 64% ● Knowledge of environment - 75% ● Persevere through challenges - 56% ● Level of self-care - 41% ● Ability to understand/relate to others - 54% ● Behave appropriate to setting/emotion - 47% ● Sense of self-worth - 49% ● Belief in ability to succeed - 54% ● Engage positively with family - 39% ● Engage positively with community - 55% Hello Insight: Need access, to come
2021 Day Camp Debrief
2022 Planning Staffing: ● Workforce Development - pipelines for attracting, training, retaining staff ● Leadership Structure ○ ○ ○
Transition back to full time Site Directors to feed into Day Camp Leadership Year-round Assistant Director of Day Camps Seasonal Supports to Staff - Training Specialist(s), Social Worker
● International Staff - tbd, likely in smaller numbers (15%) Recruitment: ● Focus on partnerships - schools, community, parks to help drive enrollment Registration/Engagement: ● Reporting from registration to seasonal team - active notes and slack to share insights from parent communications
● Expanded seasonal support - support phone volumes, welcome emails ● Increased communication and family engagement - reminder emails, waitlist status emails, BBP Family Picnic and conservancy events
2022 Day Camp Planning Program: ● Centralized environmental education classes - science specialists (teachers) ● Return of city trips & swimming, continue in park events too ● Focus - program experience that builds (challenges, excursions, vocation and hard skills) ○ to include OVN trips for oldest groups
Operations: ● Camp Hours ○ Push staff start to 8 am (formerly 7:45 am), drop off to 8:30 am (formerly 8 am), adds 15 minutes for training and program prep each day
● PLG back to one drop site at carousel ● Windsor Terrace - secure indoor space for storage and rain or consider shifting drop site
● Expansion at BBP ○
offer 4 additional groups (pending conservancy approval)
● Riverside and Morningside TBD ● Return of trial day (practice day for staff)
OVERNIGHT REPORT (Christopher)
TRAIL BLAZERS OVERNIGHT CAMP 2021
2021 Overnight Highlights ● SOLD OUT! 47 Campers on Waitlists!! ● No family who made under $50K paid anything for camp ● Partnership with Workshop Middle School took off this season! ● New Activity Areas - High Ropes, Woodshop, and the new Big Dipper were a big hit! ● ● Covid-19 did not slow us down! ● Challenges paved the way for new ideas for the future!
Direct Enrollment: 78 Camper Sessions Direct Revenue: $92,280 Direct Scholarships: $52,270 Tier Breakdown: Tier 1 - 20 26% Tier 2 - 13 17% Tier 3 - 10 13% Tier 4 - 29 37% Full - 6 8% Mini-Camp 12 Camper Sessions Tier 1 - 6 Tier 3 - 1 Tier 4 - 5 Farmstead Program 30 Camper Sessions Tier 1 - 10 Tier 2 - 6 Tier 3 - 1 Tier 4 - 13
Agency Enrollment: 86 Camper Sessions
Agency Revenue: $83,650
SCOPE/Beigel - 47 Camp Bklyn - 7 Camp Bx - 5 Graham Windham - 20 New Alternatives - 5 City of Paterson - 1 COFCCA - 1
SCOPE/Beigel - $61,100 Camp Bklyn - $5,250 Camp Bx - $3,750 Graham Windham - $9,800 New Alternatives - $3,750
(Council of Family and Child Caring Agencies)
1199 Union Enrollment: 117 Camper Sessions Outdoor Adv - 79 Intensive Program - 28 Farmstead - 8 LIT Program - 2
Agency Scholarships: $60,350 SCOPE/Beigel - $25,000 Camp Bklyn - $2,800 Camp Bx - $2,000 Graham Windham - $25,800 New Alternatives - $4,750
1199 Revenue: $131,000 1199 Scholarships: $78,100
ENROLLMENT
Overall Enrollment: 281 campers 304 camper sessions
Overall Revenue: $306,930 Overall Scholarships: $190,720 Overall Tier Breakdown: Tier 1 - 52% Tier 2 - 22% Tier 3 - 10% Tier 4 - 14% FULL - 2%
ENROLLMENT
●
DOWNS: Staffing shortage affected every aspect of camp ○ Lack of Mid-Level leadership Staff ○ Inexperience in leadership positions ○ Lack of kitchen staff experience ○ Waterfront ○ Lack of specialists, drivers, and operations support
UPS: ● Covid-19 approach was effective and well-received ● Farmstead program had a booming year, expanding to 3 sold out sessions! ● Family Camp continued to grow, with every family being either an alumni or a repeat Family Camper. ● Staffing challenges led to more focused & streamlined programming ● <$150K in the black ● Tech advancements: MyQuest, Zenefits, online Info Session videos, Virtual Info Sessions, ZOOM interviews. All of these made life easier for Overnight Camp! ● Expanded resources allowed for major upgrades/improvements in many areas of camp
UPS & DOWNS
Overall 2021 Notes: ● The camp season started out with significant challenges in the program. RP stepped in to help with the Vagabond and Biking program for the first few weeks. This included rewriting the programs from the ground up. This support is what made both of those programs possible for this summer. ● BIGGEST CHALLENGE: Leadership inexperience, particularly at the Program Director position. ● 2nd BIGGEST CHALLENGE: Lack of drivers! ● HIGHLIGHTS: ○ Arrivals and departures were one of the great successes of 2021. BK office provided significant support on those days and campers came and went quickly and smoothly. ●
Expanded resources allowed for upgrades/improvements in several areas ○ Archery: New fencing, targets, and equipment ○ Garden: New fencing, equipment ○ Biking: MANY new bikes and helmets ○ Vagabond: Significant backpack inventory overhaul, new tents, GPS trackers ○ Waterfront: Big Dipper improvement! New canoes, paddles, and paddleboards ○ High Ropes: New course and equipment, benches (Expanding in 2022)
PROGRAM
Overall 2021 Notes: ● This year was a structural mess, but creative problem solving offered insight for future solutions. ● BEST IDEA: 3 member small camp teams (no break schedule needed, they cover own days off, etc.) Session 3 revealed the massive benefits of this system ● TOUGHEST CHALLENGES: Lack of mid-level leadership Absence of team supervisors was debilitating. Ghosting! Available hiring pool. HIGHLIGHTS ○ A small but high level cohort of international groups leaders ○ Underage hires will potentially lead to multi-year availability for staff retention ○ Alumni hires! Several alumni returned for part of the summer. This provided a boost to morale, as well as a wealth of experience to pull from. ○ Unprepared senior staff stepping up and growing into roles & Group Leader Rock Stars
STAFFING
Overall 2021 Notes: ● Steve Bates ran an unbelievable camp season. His team was strong, well-guided, and efficient. In a season of messiness, a very well-maintained facility provided a strong foundation to rely on. ● BEST IDEA: New BIG DIPPER and HIGH ROPES were Incredible additions to camp! ● TOUGHEST CHALLENGES: Laundry operations; Local hire was a good idea, but actual outcomes were still insufficient. Limited drivers; this was a real handicap on running camp effectively overall. ● HIGHLIGHTS: ○ Steve adding High Ropes Certification to his resume ○ Excellent nursing staff (RN & LPN); potential for retention ○ COVID considerations added and used effectively throughout season
●
FUTURE PLANS: ○ Wanagan Kitchen revitalization ○ Big Dipper Shed rebuild
OPERATIONS
“We chose Trail Blazers because of its reputation of empowering kids, not coddling them. Our kids came back confident, wiser, and boasting new skills. And when they both asked if they could go back to Trail Blazers again next summer, we knew we’d made the right choice.” “My 8 year old absolutely loved sleepaway camp at Trail Blazers. He enjoyed making new friends and interacting with the counselors and staff. Everyone there was warm and welcoming and he felt at home very quickly. The property is beautiful and offers many opportunities for children to enjoy the outdoors in low-key, meaningful activities.” “The costs make it an affordable camp and ensure a wide diversity of campers, something that is important to our family.”
“Trail blazers was excellent. My child's experience was more than I could have hoped for! He came away from the experience learning skills, independence, and resourcefulness.” “Excellent! My son has been home for a week and the only topic at the dinner table is about the camp, about how great it was and he had a really amazing time.”
FEEDBACK
What comes next for Overnight Camp? ● ● ● ● ● ● ● ● ● ●
Staff Retention Implement 3 staff rotation Shore up growth with infrastructure Develop Assistant Director position, including non-summer months Find Property Assistant Expand what “Decentralized Camping” can be at Mashipacong; more opportunities to share space Re-envision what Mini-Camp is and how it can be most effective Rebuild agency engagement; reinvigorate or replace New program ideas: cooking, geocaching, bake off, tiny house builds, Gaga, chess retreat The Apex!
THE FUTURE
STRATEGIC INITIATIVES REPORT (Josh)
DEPARTMENT PRESENTATIONS Strategic Initiatives
Statement of Need ● Realities of summer 2021, necessitated that Trail Blazers relied on younger, less experienced staff in order to open Camps and School Programs. ● Staff with SEL needs and skill deficits impacted all phases of the employment life cycle impacting program quality and mission fulfillment. ● The dynamic whereby BIPOC staff cared for majority white campers was pronounced. ● Young people who would be considered as participants in other contexts were counted on to be staff. ●
Theory of Change Accepting and understanding that the challenges of 2020-21 are indicative of larger dynamics that will continue, TBC is committed to a strategic investments in and a wholesale reimagining of workforce development at TBC. This requires-1. A different approach to all aspects of the staff lifecycle: From attracting and selecting, to development and promotion, programs should be difrencherated to meet staff where they are at. 2. Shifting learn/earn construct: Participants should have opportunities to learn and earn, throughout their experience. This dynamic shifts over time: early stage more learn, less earn, later in the cycle, more earn, less Learn, but always both. 3. Building Capacity: Strategic investment in targeted workforce programs will allow a new group of young staff to benefit in the same way year after year. 4. Centering DEIB efforts: Organization wide efforts to clearly understand and address the systemic challenges undergird all workforce devel opment efforts.
What long term comprehensive investment could look like… Programmatic Journey
Middle School Opportunities that focus on creating a healthy vocation mindset and grow the pool of participants for pipeline programs.
High School
Post High School
Initiatives that focus on SEL growth, build skills and strike a balance between the learn and earn model.
Support systems that create pathways to professionalization and vocational fulfilment.
& College
Investment Priority
Full Time Frontline Staff Staff drive stabilization efforts and directly impacts workforce development and program improvement
68
Investment impact on current and future staff Attracting and Selecting Alternative recruiting pathways and differentiated recruitment pools raises the readiness level of applicants who apply for positions.
Onboarding and Support Stronger more sophisticated SEL support mechanisms and ongoing opportunities for training, appreciation and community building increase stamina and builds buy in.
Development and Promotion Development practices focused on transition programming between program seasons leads to advancement based on skill and fit.
Frontline full time staff--the long haul
Post H.S/College-- the summit
High School-- The Climb
Middle School-- the trail head
What the upcoming year could look like Attracting and Selecting ● ● ● ●
Data collection and differentiation Pilot Program Brooklyn Green Universal leadership/ vocation mindset guidelines grades 4-6 2-4 school recruitment partnerships HS and College
Onboarding and Support ● ● ● ●
Pilot HS. Training internship Create a team/partner model for SYEP Pilot an accreditation program in AS this spring Develop training team model and dean of staff position
Development and Promotion ● ● ● ●
Create tailored internal promotion criteria a apply it to Full time site director hires Identify 6 afterschool staff who are essential to summer and take them to Tri-State. Organize community bonding trips for each site/ Project Muscle recruitment trip. Develop Fall 2022 transition tools and plan.
Proposals in Process
Pinkerton Foundation
Impact 100
Vela Micro Grants
$50,000 targeted to extra staff and training specifically for HS Staff. .
!00K to build a comprehensive workforce development engine
10k targeted specifically towards PD training modules for Afterschool staff. 75
DEPARTMENT PRESENTATIONS People/Operations
Staff Hiring HR Policy and Compliance Employee Lifecycle Organizational Growth - systems, capacity, program consistency Program Quality
Current SP Staffing # apps: 557 Sources: Indeed - 71% Craigslist - 3% Idealist - 1% Job Site (other) - 2% Referral - 12% Returner - 5% Other - 6%
Summer Staffing Total hired: 233 Total summer positions: 170 % drop: 27% # apps (summer): 1189 Sources: Indeed - 62% Craigslist - 4% Idealist - <1% Job Site (other) - 3% Referral - 20% Returner - 3% Mailer - 4% Other - 4%
Staff
Staff
Full Time Staffing Total hired: 8 Total positions added: 7 # apps: 393 # interviews: 41 Sources: (incomplete data)
PEOPLE AS PRIORITY >>> Staff Structure
GOALS
LOOKING AHEAD
High retention and effectiveness rates
Identified as number one challenge. Strategic Initiatives position (welcome Josh!) added in large part to drive this work. Effective pipelines, engagement strategies, data connecting staff experience with program effectiveness.
Emphasis on the employee experience
Creative employee engagement initiatives, staff development plans, forward-thinking and transparent policies. What do staff want from their experience with us?
Staff structure that supports organizational growth
Teams have shifted in repose to a rapidly growing organization in the last years. This year the focus is on stabilizing the management and operational structure, expanded leadership teams, addition of FT roles
Diversity of people and perspectives
Expanded DEIB metrics, ongoing consideration of voices at the table, transparency
OPERATIONAL EXCELLENCE >>> Internal Operations GOALS
Advanced Management systems and internal policies
LOOKING AHEAD Exploring hiring systems to manage and process the large volume of applicants and improve our screening practices.
Clear evaluation and benchmarking process
Full review of surveys and data collection methods. Program Quality Cycle to capture all moving parts, consistent training program. A director of Program Quality role was temporarily merged into an Operation role, and has not received the attention it requires.
Operational standards and requirement per program
Renewed focus
2022 Planning ● Focus on collaborative leadership ● Capacity building - addition of roles ● Internal policy review ○ Forward-thinking ○ Support employee experience ● Build out HR compliance and strategy ○ Resource and ongoing research ○ Cornell certificate in Strategic Human Resources Leadership ● Expanded demographic data
INSIGHT Deepening Understanding
WHY TBC? WHY NOW? - We spent some time this fall reconnecting to why the work Trail Blazers does is essential. - Coming out of the pandemic, the specifics of what we do matter even more, and how we choose to address the challenges is even more relevant. -
THE CHALLENGE AS WE SEE IT - RESOURCE GAP - For many working families, camp and after school are not only about enriching experiences, it is also about accessing affordable childcare during the hours they are at work.
- SEL NEEDS - children need SEL development, not just academic development. - OUTDOOR NEEDS - the benefits of time spent outdoors are well documented and yet unavailable to many - DIVERSE SPACES - most spaces children have access to are not diverse, leaving unused a powerful tool for growth and learning FYI - Work document here
SOLUTION: the SEL Engine - FUNDAMENTALS UNDERPINNING OUR WORK research backed inputs: - Small Groups - Diverse Spaces - Outdoor Time - Consistent staff - DELIVERY STRATEGIES THAT WORK - research backed outputs that drive at outcomes - SUNRISE CIRCLES - to set goals - CHALLENGES and TEAM WORK (incl. the Vagabond) - FREEPLAY and CHOICE - SKILL BUILDING AND EXCITING CONTENT - SUN SET CIRCLES - to celebrate accomplishments
FORESIGHT Looking Ahead
STRATEGIC PRIORITIES The 2020 Strategic Plan continues to guide the work of the organization and its goal to be BEST IN CLASS. the following screens are a result of our fall planning and retreat sessions, prioritizign the work for FY22
STRATEGIC LENS FOCUS DEIB
DATA/TRANSPARENCY
CLIMATE
Diversity, Equity, Inclusion and Belonging continues to be a central principle/lens.
Ensuring our work, planning and decisions are driven by data, and being transparent in how this is the case.
Based on both internal and external conversations, we are highlighting a focus that has always been central to Trail Blazers, but deserves to be called out amidst current realities.
Based on the work of the DEIB committee, the work this year is focused on? Accountability - What relevant DEI related metric will this be measured against? Training - What training can support this effort?/Who needs to be/should be trained?/Who will do this training? Inclusion - What mechanisms do we use to ensure all voices are engaged in this area?/What representation metric is used? Considering DEIB across: Practices and Behaviors Policies and Regulations Language and Traditions Facilities and Systems
INTERNAL Metrics - what will be our internal KPIs. How will they be reported? EXTERNAL IMPACT Metrics - what will be our external measures of success. How will they be reported?
A climate lens will move us to explore how to integrate a climate focus on our work, much in the same way DEIB needs to be integrated: Climate as a: Mental Health Issues Operational Issues Advocacy Issue Social Justice Issue
INTRODUCING A NEW LENS: Climate ● The time is right to center climate more firmly and publicly in our work ● As an environmental education program, we can’t act like we have checked that box ● Climate touches every part of our work, much in the same way (and often overlapping) race and equity issues do. ● More to come on this topic!
STRATEGIC PRIORITIES FY22: You can see the full document HERE. DEIB
Board Management
A continued focus on integrating DEIB thinking deeply in our work
With governance changes ahead, we look for the next phase in board engagement and enjoyment
Staff
Communications and PR
FY21 has showed us that figuring out how to attract, retain and develop high staff will be the main challenge we are facing.
A continuation of last year to evolve our messaging across all programs
Advocacy
Resource Development
Last year has show us the need to more advocacy effort We look to broaden our understanding of fundraising into for the work we do. broader resource development, including engaging our Data and Systems communities more frequently and efficiently. Continued upgrades of our infrastructure
Program Quality
Facilities
Closely tied to staffing, a renewed focus on our program delivery methods.
Continued upgrades to our facilities for a superb program experience
Culture and Management An intentional focus on building a joyful and engaged community of staff and board
IMPACT METRICS
MAIN FY22 IMPACT METRICS: TUITION ASSISTANCE
SEL GROWTH
TIER DISTRIBUTION
$1M+
>90%
T1/T2>90%
STAFF SATISFACTION
PROGRAM SATISFACTION
CAMPER RETENTION
>90%
>90%
>50%
STAFF RETENTION
PARTNER SATISFACTION
CAMPER SATISFACTION
>50%
>90%
>80%
INTERNAL METRICS PEOPLE AS PRIORITY Staff Retention Staff Satisfaction Staff Development initiative (TBA)
OPERATIONAL EXCELLENCE Systems satisfaction Dashboard use Public reporting
FINANCIAL EXCELLENCE Tier Distribution Board raised Appeal raised Budget met
PROGRAM EXCELLENCE Net Promoter Score Program Satisfaction Camper Retention SEL scores
DEIB INTEGRATION Staff training initiatives Board Training Initiatives
CLIMATE INTEGRATION Implementation of a climate lens
OVERNIGHT CAMP Enrollment KPIs Tier distribution Camper KPIs SEL growth Camper satisfaction Parent satisfaction Camper retention Revenue/Expense KPIs Total Revenue Total Expense Total scholarship
DAY CAMP Enrollment KPIs Tier distribution Camper KPIs SEL growth Camper satisfaction Parent satisfaction Camper retention Revenue/Expense KPIs Total Revenue Total Expense Total scholarship
SCHOOLS Enrollment KPIs Tier distribution Camper KPIs SEL growth Camper satisfaction Parent satisfaction Camper retention Revenue/Expense KPIs Total Revenue Total Expense Total scholarship
SPECIFIC INITIATIVES / PROJECTS
FUEL SERIES -
Workshop series by Revjen in collaboration with Youth INC
-
Focus is to finetune the Revenue engine of Trail Blazers.
-
Much in line with the work we have done on revenue diversification in the past years.
-
VOLUNTEER PROGRAM As part of the Leadership arm, we are working on developing a more focused effort on Volunteerism and Philanthropy, by offering opportunities to volunteer. As TBC grows, we want to strengthen our social capital for all members of the TBC community, not just our Old Timer alumni, and provide multiple ways for people to be engaged and support TBC. DRAFT PAGE: https://trailblazers.org/volunteer/ Volunteer opportunities include: - Parent program volunteers - Junior LT helpers - Parent Advisory Board - Operation Muscle - Board service
NJ School of Conservation - We have connected with Stokes Forest Neighbor The NJ School of Conservation - this program has gone under and is currently seeking to reboot. They have reached out to TBC as a potential partner. Their focus is on Environmental Research and School Trips. - We uncovered we share LB Sharp as the founder of our programs. - Their site, a few miles from TBC in Stokes Forest, is a more traditional camp. - We continue to explore/pursue strategic partnerships for overnight expansions.
PLG CSA - An example of an effort to engage more closely with the community is this: - The local PLG CSA agricultural share will operate from our offices on Saturday mornings. The local volunteer organization will pay a nominal fee to TBC, will promote our programs and will leave a CSA share and leftovers for our staff to take home: WIN - WIN - WIN! -
PARENT ADVISORY COMMITTEE - A new initiative to engage our parent more closely in Trail Blazers Governance. - Two moms committed, then the summer happened.This initiative will be picked up this fall. - Details on the structure are under development - More details to come.
DAY CAMP INITIATIVES -
Day Camp will grow slightly. Prospect Park is at max capacity Further develop Riverside and Morningside Expand Brooklyn Bridge Park No other parks considered for now. Staffing initiatives for increased support and recruitment ability
OVERNIGHT CAMP INITIATIVES -
Camp size stays the same (320 campers) Expanded Farm Camp Cooking program at the Wannagan Conferences (Attempt 423!) Further improvement to the sites
SCHOOLS INITIATIVES -
Stabilize 10 schools 2 additional options for spring or 2022 Rethink and develop recess Repilot SUMMIT - Middle School in 2 schools
TRAILBLAZERS ACADEMY - Staffing was the #1 challenge during the summer of 2021 and ito the fall. (It is an industry problem.) - Staffing is younger, less skilled, and come with more professional and emotional needs then employers are equipped to manage, including Trail Blazers - We are developing a extensive training infrastructure to recruit, retain and develop our staff to address the staffing needs of our programs. - A comprehensive approach to staffing includes opportunities for young staff to grow and develop, in more ways than just on the job training. - Introducing: Trail Blazers Academy
RECRUITMENT ●
●
●
Fill the funnel of applicants through middle school programs (overnight) and internship programs (day). Increase the quality of applicants in the funnel through recruitment partnerships school counselors and through feeder programs. Explore credit based programs with 2 and 4 year colleges.
TRAINING AND DEVELOPMENT ● ● ●
● ●
Pre-season training on-ramps Basic 101 trainings focused on skill building. 201 training for advanced members focused on leadership development. General PD options for staff member (paid/by choice) Coaching/ support services (financial aid applications, self-care etc. )
PROMOTION ● ●
●
●
Enhanced/better use of data collection systems for staff. Differentiate staff development between high school students and post grads. Create procedures for identifying nurturing and promoting talent from within. Transition programs for staff who want to advance/ work multiple program seasons.
PILOT: After School Learning Learning Cohorts Cohort Structure Organized in two parts, cohorts would focus on skill building, professional development and self care. Accordingly, potential classes include: Effective Communication, Childhood Development, and SEL Learning. Classes could be leveled so Communication 101 could be offered in winter and 201 in spring. After School Pilot ● ● ● ●
Instead of work, cohorts of ten (one staff from each site) meet weekly over the course of a month. Once a month the cohort will also lead a larger PD session for staff (on an off school day). Site directors will nominate participants based on need, while staff voice/choice will be built into the process. Meetings will be offsite with one self care outing built into the structure.
Day Camp Extended Staff Training and Coaching Pre-Season Training Work with High school guidance counselors to recruit 40-50 potential staff ages 16-19. Pay staff stipends to attend 10 hrs a week of staff training over the course of 6 weeks. Training model and structure will grow from the afterschool pilot. In-Season Coaching 2 coaches will convene daily cohorts for a rotating group of staff each week (10 hrs weekly). Training participants would attend coaching sessions once a week. Coaches will also be asked to provide one on one support and intervene when necessary.
GOVERNANCE Updates
BYLAWS UPDATE ● The Governance Committee has been working on revised bylaws. ● After a legal review, a new set of revisions was recommended these are currently being vetted by the Governance committee. ● The goal is to have the updated document to you by Monday, and vote on it at the Thursday meeting.
LEADERSHIP UPDATE ● The Governance Committee has worked through a series on 1 on 1 conversation to assess board and leadership needs and , interest and availability. ● A recommendation for both co-chair and secretary will made shortly. ● A replacement for Treasurer is still worked on.
BOARD UPDATES
BOARD RETREAT Thank you Board members for joining us at the annual retreat - delighted to be able to return to that practice. And thank you, host colleen!
NEW BOARD ROLE: BOARD PATRON There are several Board categories: - Board member/director (--> the only category that has legal responsibilities) - Advisory Board member - Emeritus Board member - Young Professional board member - Board Patron - higher give requirement, without the meeting and legal requirements. Multi-year commitment required. - Details on this to follow
NEW ROLE: Young Professionals Board Led by Josh Borkin - new arm of the board - not necessarily a ramp onto the full board
Programmatic Journey
Revenue Goals
Raise $50,00 through direct donations and and fundraising events
Size and Mix Recruit 20-30
charter members. Who can reflect Trail Blazers own DEIB board expectations.
Selection Process Use board and staff connections mixed with candidates found from recruitment orgs. and calls within the TB network.
Leadership How should the board interact with a Young Professionals arm? How can it be an onramp for future participation?
Young Professionals Board
(cont.)
Proposed Member Expectations Charter members of the Young Professionals Board would be responsible for: 1. Fundraising: Raise or donate $1000 dollars directly to Trail Blazers 2. Volunteerism: Attend Project Muscle events or volunteer on the program level. 3. Friendraising: Help plan and organize a launch event designed to network and raise awareness of our work. 4. Leadership: Provide advice to Trailblazers board and staff on a particular area of expertise on issues ranging from fundraising and media relations, to community outreach, policy developments and administrative matters.
Potential 2021-2022 Timeline ●
November: Recruitment begins.
●
December/Jan: Interviews commence and continue on a rolling basis.
●
February: Board and staff approve charter members. Members receive intro packets.
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March: Inaugural YPB meeting.
●
April: Members plan for Project Muscle support.
●
May: Project Muscle
●
June: Members attend board session.
●
July- August: Members raise money, visit programs and plan for a fall launch event.
●
September: Launch Event
●
October: Review, asses, and plan for the next year.
BOARD EXPANSION - Board recruitment is ongoing - Goal is to be at 25 Board members by April 2022 - Materials for Board or Junior Board recruitment will be forwarded, to use as you see fit. you will receive: - 1 pager PDF Board Service - 1 pager PDF Junior Board Service
BOARDABLE - yes, again :) - We will continue to use Boardable as a central platform. - Despite limitations, and the requirement to use yet another platform, it is essential to have a central platform. - Recommendations: - Sign on once per week - Use it to schedule meetings if you are a committee chair. - When documents are included, they must be added to the documents section. - Adding documents to meeting items or tasks is optional - we will stick to the practice that all documents are always in the document section.
WHAT TBC NEEDS FROM YOU WAYS TO PARTICIPATE - Meeting attendance - Personal give - Committee work - Fundraising EVENTS TO CONSIDER - December appeal (next section) - May volunteer event - May major event - Junior Board / Board expansion
BOARD COMPLIANCE - In December, admin staff will follow up to make sure we are in compliance: - annual conflict of interest statement - annual Board responsibilities confirmation - annual commitment (give/get/committee work) - This will go through Boardable.
DEVELOPMENT & COMMUNICATIONS (Tiffany)
WHAT IS DEVELOPMENT & COMMUNICATIONS ● ● ● ● ● ● ●
Grant writing Campaigns Fundraising events Volunteering Maintaining relationships Alumni engagement Board engagement
● ● ● ● ● ●
Branding/design materials Social Media (FB, IG, LinkedIn) Email Blasts Town Halls* PR Marketing Plan*
BACKGROUND INFO We looked at similar nonprofits in NYC to learn more about their income streams, including their revenue mix. You can look at a spreadsheet with FY19 highlights here (we did not look at FY20 because it was not a normal year for anyone). Key Insights: ● Most organizations on the list generate the majority of their income from donations (individuals and foundations) ● Few are similar to Trail Blazers in that they generate a significant portion of their income from participation fees, they are 92nd Y & Asphalt Green ● Events do not make up more than 10% of income (except for DREAM formerly Harlem RBI & Gallop NYC) Takeaways: ● Fundraising events might not be the ticket for meeting our income generation/network expansion goals, which is not unique to Trail Blazers. Given our limited capacity for selling tickets/attracting sponsors, our current event strategy does not help us reach our goals plus risks burning out board/staff. ● Trail Blazers is not unique in generating the majority of its income from participation fees, however our proportion for FY22 might be significantly higher than our peers
MAIN GOAL - Resource Development Ensuring that TBC has the resources it needs to fulfill our mission effectively: ● Financial capital ○ Institutional funding: government, foundation, corporate ○ Individual funding: families, alumni, board, friends of TBC ● Social capital ○ Expand our network and introductions to new program partners, donors/funders/sponsors ○ Volunteer capacity, including pro-bono work in admin support and program support
PAST EVENTS
FY 2021 HIGHLIGHTS Institutional Fundraising ● Capital Grants ○ $12,000 Hyde and Watson - beds, mattresses, hogan flaps ○ $10,000 John and Margaret Post - canoes and waterfront ○ $3,500 Scott Ralls Fund (COVID supplies) ● NEW Program Grants ○ $44,000 ACA Leadership Pathways - TBC is one of 22 camps nationally; 300+ applied for the first round ○ $5,000 Swantz Family Foundation - Farmstead scholarships ○ $5,000 UltraCamp Foundation - Overnight Camp scholarships List of corporate and foundation supporters at trailblazers.org/funders-and-partners
FUNDRAISING HIGHLIGHTS Event Fundraising - Stay-at-Home Event
FUNDRAISING HIGHLIGHTS Stay-at-Home Event May 2021 ● $225,000 Raised ○ $100,000 - Board Give ○ $44,000 - Sponsorships ○ $10,300 - Auction ○ $17,000 - Ticket sales ○ $51,000 - Donations not connected to tickets ○ $4,300 - Paddle Raise (not connected to board give)
FY22 GOALS ● $ Targets ○ General Donations $30,000 ○ Holiday Appeal $30,000 ○ May 2022 Event $175,000 ○ Board Give $100,00 ○ Junior Board $25,000 ○ Foundation/Government $120,000* ● Other targets ○ Increased # of alumni support ○ Increased # of parent support
COMING UP FOR FY22 ● Increase effort spent on individual and foundation/corporate giving ○ More print mailings with program updates to break through online clutter, including engaging more our families ○ More phone calls / emails to keep building personal relationships with alumni ○ Send out at least 4 proposals monthly* ○ Cultivate current corporate EVENT sponsors to become PROGRAM sponsors ○ Holiday campaign - with segmented appeal ● Rethink the Spring Benefit and other in-person events (Run/Walk, art auction, March Madness, 5 Boro Bike Tour) ○ The board is working on the format of the main event ● More dedicated effort to cultivate community relationships ○ Prospect Park Alliance ○ Community events with LES ● Developing a volunteer program ● Ensuring DEIB and Climate is centered in our approach
FUNDRAISING CALENDAR ● ● ● ● ● ● ●
November/December: - GIVING TUESDAY into DECEMBER APPEAL May - MAIN EVENT Jan - April - CULTIVATION MAY - SUMMER APPEAL May - OPERATION MUSCLE March - March meeting followed by Board dinner? Spring - YOUNG PROFESSIONALS event -tbd
This has to be board driven, so we don't plan on doing events the board is not interested in.
FUNDRAISING COMPARISON Event
FY 2017
FY 2018
FY 2019
FY 2020 (pre-pandemic)
FY2020
FY 2021
FY 2022
5K Run/ Walk
$12,354
$14,639
$19,859
$5,000 goal
N/A
N/A
N/A ?
Late Winter event
---
$4,060 (March Madness)
$5,583 (5 Boro Bike Tour)
$25,000 goal (5 Boro Bike Tour)
N/A
N/A
N/A ?
Spring Benefit
$67,172
$75,803 (cocktail event)
$90,744 (cocktail event)
$110,000 goal (sit-down dinner)
$135,400 (virtual campaign)
$136,000 (blood sweat & tears)
$175,000
TOTAL
$79,526
$94,502
$116,186
$140,000
$187,000
$136,000
$175,000
Board Give
$56,600
$88,460
$82,064
$100,000
$121,300
$108,000
$100,000
BENEFIT OPTIONS Several great options were discussed during the retreat. Following are crude lay out for what it would take to get to goal with an event like that. Some general notes: - ticket sales tend not to be as productive as people tend to think. - sponsorships and larger donations are most productive and best focus. - Individual networks tend to be diverse - its good to think through who to target for what. the december appeal might be good for some of the people in your network, while the May event might be good for others. - The board has to decide what it wants to get behind.
OPTION 1 Golf Outing 10 foursomes @ $1000
$10,000.00
Mulligan set $100 ea, 40qty
$4,000.00
Raffle/Auction
$10,000.00
20 Sponsorships @ $1,000
$20,000.00
10 Sponsorships @ $2,500
$25,000.00
5 Sponsorships @ $5,000
$25,000.00
1 Sponsorships @ $7,500
$7,500.00
2 Sponsorships @ $10,000
$20,000.00
Cocktail reception @ $150, 50 nongolfers GAP
$7,500.00 $53,500.00
OPTION 2 Family Picnic
Raffle/Auction Set of 10 tickets for games @ $50, 150 sets Food trucks (food for purchase)
$10,000.00 $7,500.00 $0.00
20 Sponsorships @ $1,000
$20,000.00
10 Sponsorships @ $2,500
$25,000.00
5 Sponsorships @ $5,000
$25,000.00
1 Sponsorships @ $7,500
$7,500.00
2 Sponsorships @ $10,000
$20,000.00
GAP
$60,000.00
OPTION 3 Sponsored Operation Muscle 17 teams at $10,000 sponsorship/donations (no limit to # of people in a team)
$170,000.00
Raffle prizes
$2,500.00
GAP
$2,500.00
OPTION 4 Sit Down Dinner 10 basic tables (8 seats) @ $2500
$25,000.00
5 tables @ $5,000
$25,000.00
1 table @ $7,500
$7,500.00
2 tables @ 10,000
$20,000.00
Raffle/Auction
$10,000.00
Honoree
$15,000.00
Paddle Raise GAP
$5,000.00 $67,500.00
OPTION 5 Cocktail Reception Tickets @ $250, board sells 10 tx ea.
$42,500.00
Raffle/Auction
$10,000.00
20 Sponsorships @ $1,000
$20,000.00
10 Sponsorships @ $2,500
$25,000.00
5 Sponsorships @ $5,000
$25,000.00
1 Sponsorships @ $7,500
$7,500.00
2 Sponsorships @ $10,000
$20,000.00
Paddle Raise GAP
$5,000.00 $20,000.00
OPTION 6 Virtual Event Raffle/Auction
$10,000.00
20 Sponsorships @ $1,000
$20,000.00
10 Sponsorships @ $2,500
$25,000.00
5 Sponsorships @ $5,000
$25,000.00
1 Sponsorships @ $7,500
$7,500.00
2 Sponsorships @ $10,000
$20,000.00
Paddle Raise GAP
$5,000.00 $62,500.00
OPTION 7 Bourbon Collectors Raffle Raffle tickets @ $250, 200 tickets sold GAP
$50,000.00 $125,000.00
FINANCIALS
BUDGET 2022 - The full budget is ready for approval. - A detailed allocation schedule was developed to assess true cost per program. - Both CORE revenue and expenses were allocated to each of the 3 program arms, line by line. - A model is used to calculate the required tuition and subsequent scholarship amounts we are able to provide. - Budget is under review by the Finance Committee - OVERNIGHT - 325 campers - DAY CAMP - 1000 campers - SCHOOLS - 575 campers - BREAK CAMPS - 100 campers
PLANNING MODEL - FYI - An internal model calculates how much in scholarship can be made available against both the market rate revenue and the expenses of the program.
Market rate income
2,030,000.00
Non tuition - direct income
25,000.00
Allocated income from GEN
78,440.00
TOTAL INCOME:
2,133,440.00
Direct Expenses:
1,239,665.50
Allocated Expenses:
568,850.00
DAY Planned Overage
unit number of kids
1 week of camp
TOTAL EXPENSES
2,900.00
price per unit/market rate
700.00
cost per camper/unit
623.63
internal cost per camper
COLLECT IN TUITION/ADMIN currently in budget AVAIL SCHOLARSHIPS
0.00 1,808,515.50
623.63
1,705,075.50 1,703,679.80 324,924.50
BUDGET 2022 - overview TOTAL
GEN - core expenses
OVERNIGHT direct DAY - direct
SCHOOLS direct
REVENUE
$4,570,504.80
$ 559,400.00
$ 600,500.00
$ 1,728,679.80
$1,681,925.00
EXPENSES
$4,546,329.81
$ 1,238,400.00
$ 498,700.00
$ 1,239,665.50
$1,569,564.31
$24,174.99
-$ 679,000.00
$ 101,800.00
$ 489,014.30
$1,569,564.31
View the full budget here. This will require a vote at the meeting.
BUDGET 2022 - ALLOCATED - Core Revenue and Expenses Allocated across program - Allocations takes into consideration resource use, for example how much use of a building dictates the % rent a program carries. - Each program operates at functional break even points TOTAL
OVERNIGHT
DAY
SCHOOLS
REVENUE
$4,570,504.80
$ 911,140.00
$ 1,809,619.80
1,849,745.00
EXPENSES
$4,546,329.81
$ 910,030.00
$ 1,808,515.50
$ 1,827,784.31
$24,174.99
$ 1,110.00
$ 1,104.30
21,960.69
FY22 - $100K STAFF INVESTMENT - Not included in the current budget is a larger investment in building the capacity to recruit, sustain and develop staff. We are actively seeking funding for this initiative but recommend it gets implemented regardless. - Investment would include: - Re-introduce a Director of Program Quality ($40,000 this FY) - Pilot After School Learning Cohorts ($10,000) - Support After School community building outings ($5,000) - Launch six weeks of extended staff training. Including paid stipends for 40 ppl. (staff $8,000/stipends ($28,000) - 9 weeks of in-season coaching for Day Camp Staff (6,000) - Transition initiatives to move staff between programs and help them advance within the organization (3,000) Seeking approval from the board to make this investment, regardless of funding success.
COMMITTEES REPORTS AND UPDATES
DEI COMMITTEE Deliverables 2022 - Helen will provide an update at the meeting.
THANK YOU!