Wrestle Like A Girl Board Meeting Minutes: September 16, 2018 Time:10:00am Location: Colorado Springs, CO D-R-A-F-T Board Members Present: Tela Bacher, David Grevemberg, Jameela Pedicini, Sally Roberts Absent: Jessica Salazar Quorum present? Yes Others Present: Natanya Levioff (WLAG Operations Director), Axa Molina (WLAG HS Sanctioning Manager) and Glenn Gormley (WLAG Collegiate Initiatives Coordinator) Proceedings Meeting called to order: at 10:05am by Sally Roberts Welcome and Introductions It’s been two years since the founding of WLAG and Executive Director Sally Roberts thanked the present Board members for their willingness to serve on the newly installed operational Board to help guide the organization as it looks ahead. Roberts then initiated around the table introductions of all those present (see above). Board Administrative Items Officer Nominations and Elections Roberts put forward the following recommended slate for Board officer nominations: • David Grevemberg – Interim Chair (six-month stint) • Tela Bacher – Interim Vice Chair (six-month stint) • Jameela Pedicini – Treasurer (full two-year term) • TBD – Secretary Vote on slate: motioned by Pedicini and seconded by Bacher with Interim Chair position being considered pending subject to Grevemberg’s full acceptance; vote was unanimous in accepting the Board officer slate – voting in the affirmative: Bacher, Grevemberg, Pedicini and Roberts Setting of 2019 Quarterly Meetings Roberts suggested, and present Board members assented to a list of dates being provided by email for potential meeting dates for 2019. Board members will then decide the 2019 quarterly meeting schedule via email. Dates will be provided within the following context: Q1 Date: January x (*virtual/call in) Q2 Date: April x (*in-person) Q3 Date: July x (*virtual/call in) Q4 Date: October x (*in-person, in conjunction with the 2019 Women’s Wrestling Festival)
Program Synopsis and Discussion Roberts requested that the staff members involved with the current program areas provide an overview of and looking ahead in each area. High School Sanctioning WLAG HS Sanctioning Manager Axa Molina opened with an overarching context piece of girls wrestling being approved at the state level as an official high school sport with its own distinct state championship event. Notably, that from 1998 through 2017 only five states had sanctioned girls wrestling as a sport: Alaska, California, Hawaii, Tennessee, Texas with the District of Columbia joining in 2017. Once WLAG launched advocacy efforts in early 2018, six additional states have sanctioned girls wrestling so far: Arizona, Georgia, New York Section IX, Massachusetts, Missouri and Oregon. Molina went on to provide the current strategies being used and planned milestones for getting to all 50 states having sanctioned girls wrestling as a high school sport within the next five years (preferably sooner). Discussion areas: • Pedicini inquired as to whether a map had been made of the “low hanging fruit” states where WLAG could concentrate efforts. Molina responded with a three-tiered chart depicting where the remaining states fell into place • Grevemberg asked if each state had a different process or if they all followed the same one. Molina responded each state is different in their process and how they view sports overall is different (adding a girls’ division versus a separate sport; facilities usage and other factors come into play – i.e. Iowa has a distinct boys and girls set up for all sports and therefore separate governing entities) • Grevemberg asked what are we trying to achieve, integration or inclusion? All agreed that inclusion, true parity among boys and girls wrestling as a sport was the goal. • Grevemberg stated there is clearly momentum in this area right now that should be harnessed and utilized by WLAG • Pedicini asked what the impetus was for states to start to sanction girls wrestling as a sport; Roberts responded in some cases a potential lawsuit from parents and in other cases states saw the passion and growth of the sport • Several potential strategies were brainstormed including “name and shame,” activating local newspapers and media outlets with information, storytelling pieces on how wrestling has impacted (the “emotional pull”), looking at the first six states versus the next six to determine if there are any patterns that can be replicated and scaled, development of an advocacy toolkit that could be downloaded from the WLAG website • Pedicini asked about metrics to measure success in this area, Grevemberg added use of benchmarks compared to other sports. Levioff responded that WLAG was going to embark on a program evaluation process exercise to determine best path forward in this area with Molina adding that we should collect data to support growth of the sport beyond the high school sanctioning level. Grevemberg added potentially looking at one of the big four (Ernst & Young, Deloitte, KPMG or PricewaterhouseCoopers) to serve as a potential independent evaluator *Note: please see attached HS Sanctioning Program Report document
Collegiate Initiatives WLAG Collegiate Initiatives Coordinator Glenn Gormley walked through a history of women’s wrestling at the collegiate level. There are currently three distinct governing bodies overseeing women’s wrestling at the collegiate level: 1. NCAA – National Collegiate Athletic Association (in which there are currently 19 programs and at least two more that are announced as being formed this year) 2. NAIA - National Association of Intercollegiate Athletics (in which there are currently 26 programs and this group focuses more on smaller institutions) 3. NCWA – National Collegiate Wrestling Association (in which there are currently 38 programs was founded in 1997 as a 501(c)3 to address a gap found in collegiate wrestling in terms of program support for both men and women and is exclusive to the sport of wrestling – all other governing bodies are multi-sport.) In addition to these entities there is the WCWA (Women’s Collegiate Wrestling Association under the auspices of the National Wrestling Coaches Association) and NJCAA (National Junior College Athletic Association). There is a current total of 83 women’s programs in various states from club to varsity level; there are currently only 78 Division I men’s wrestling teams. The NAIA has been the easiest to work out of the group. The methodology that WLAG has used to date is conversation-based, meeting with Presidents and Athletic Directors in addition to working with schools to help them ensure they have all their documents and budgets done in a compliant manner. Wrestle Like A Girl also led the effort to submit a proposal to the NCAA for the designation of Emerging Sports Status (ESS) for women’s wrestling; resubmitting the proposal in August of this year as new guidelines had been issued. It is expected to be put to a vote by the This has very much been an organic effort. Discussion areas: • Pedicini asked if there is a context issue here about women’s wrestling undercutting men’s wrestling, that if we could present the conversation as one of parity/inclusion not cutting/in competition with each other. Is there a way of gathering data, benchmarking it and then using that to pitch a story? Are we asking for too little? Grevemberg responded that historically Title IX has been accused of being detrimental to the sustainment and growth of wresting; it was due to the implementation of the law that saw men’s wrestling programs cut and therefore this is a high sensitivity issue within the wrestling community and unfortunately a barrier in conversation. • Bacher stated the conversation needs to change to be one based on data (fastest growing sport in the country, etc.) and Grevemberg suggested adding a self-defense component may also assist here. Gormley added there are enrollment issues that might also be addressed as useful data points and then pulled this all together saying the conversation should be centered around a value-add proposition. • Grevemberg stated there needs to be a cost-benefit analysis performed, nominal cost to launch a program, how to increase the fan base. This sport, among all others, has an intimacy to it in terms of the family feel of it that is simply different. Need to turn AD thinking around and reverse the trend of wrestling being expendable at the collegiate level. A mapping of some sort would be helpful as well. • Pedicini added that her gut reaction is that it would be easier to start at a school with no program or one that already has a men’s wrestling program. A topographical mapping exercise that also overlays with the high school sanctioning effort would be particularly useful. Where is the “low hanging fruit” that we can easily pick off? Gormley suggested small private schools would be the best angle and where there are NCWA programs. Discussion continued about differences between usage of the words club versus team versus program when it comes to women’s wrestling. Roberts added that with the NCWA schools, working to elevate those to varsity level may be the best bet as there is already support and infrastructure in place.
•
•
•
Pedicini asked what was the strategy? Is it to focus on the NCAA? Focus on club teams? A combination of both? Gormley, Levioff and Roberts teamed up to explain the 20/40 strategy being pursued; 20 varsity programs to get the NCAA to confer Emerging Sports Status (ESS) on women’s wrestling; 40 varsity programs to confer Championship status at which point the NCAA really takes ownership. The 40 teams can be across divisions, however to have a division-level championship, each division (I, II and III) each must have 40 teams. Levioff also noted that Delaware Valley University (DIII school) in Doylestown, PA just announced they would add women’s wrestling and that school wasn’t on anyone’s radar; as mentioned previously, there may also be an organic/current momentum path that can be utilized to carry us forward. Grevemberg added that it was important to get the lay of the land and a visual aid to show what schools have lost wrestling, what schools never had, cross-reference with high school sanctioned states and what level they fall into per the previous presentation. What is the overall strategy across both – if we get every state to sanction girls wrestling at the high school level and provide that fair foundation for girls, what happens when they move up into the collegiate ranks? If we don’t provide an opportunity for girls beyond high school into the collegiate level, we will have unintentionally created a glass ceiling – the last thing we want to do. Where do you enroll leaders? In college and in the military; let’s build out the collegiate structure and have the high school pipeline to fill it.
*Note: please see attached Collegiate Initiatives Program Report draft document
Empowerment Camps and Clinics WLAG HS Sanctioning Manager Axa Molina stated that over the course of the last two years (2017 to date), WLAG had provided a total of 10 Empowerment Camps and five Clinics reaching an overall number of 539 girls. The method by which these events have been scheduled has been in combination of being contacted by wrestling clubs, USA Wrestling State organizations and in some cases specific sponsors (e.g., UFC). This has been a hightime intensive endeavor and the return on our resource capital investment has not been what we’d like it to be. Moving forward WLAG will be piloting a new camp model that combines large-scale, 4-day regional camps (starting with two this year to shake everything out and learn things); 5-10 calendar spots for smaller 2-day camps (current model that will be tweaked a tad) that are on an application, first-come first-served basis and utilize contracts and upfront payments that are nonrefundable if events are canceled or do not reach the minimum participant threshold; and year-round clinic opportunities where WLAG handles all arrangements of a clinician from the WLAG stables goes out for a two hour portion of someone else’s event to deliver WLAG curriculum and wrestling technique sessions. Discussion areas: • Pedicini wanted to dive more deeply into the strategy to be used behind the regional camps e.g., should we look at what states are in the pipeline around state sanctioning and look to leverage the two together, how should we think of and create regions, should we look to create a membership-type organization, what is the value proposition • Bacher added we could use this new model to help raise scholarship funds at the Gala every year in an auctioneer/paddle method (“how many of you for $xxx will sponsor a girl to go to a WLAG Regional Empowerment Camp? $xxx for a WLAG Select Empowerment Camp?) • Bacher also mentioned the competition that is out there both for camps and membership organizations and Levioff added that from a compliance perspective if WLAG were to ever move to a dues-paying membership organization that information would have to be provided differently to the IRS (could still be a membership organization without a dues component) • Brainstorming session started with the entire group participating around platform, messaging, differentiation from other camps, camp curriculum review, ensuring the right words are used, how do we “dare people not to sponsor this,” potentially partner with universities as site locations; “Total Girl Empowerment Camp” for a regional camp name; ensure we have specific costs/outcomes/# of minimum & maximum participants/ for both camps and clinics • Molina added that WLAG should highlight its compliance with SafeSport, that we are industry leading in this regard • Pedicini suggested next steps should be to layout a program framework for the 2019 pilot including costing and desired program metrics so there are specific goals *Note: please see attached Empowerment Camps and Clinics Report document
Organization Structure, 2018 Financials to date, 2019 Proposed Budget Organization Structure WLAG Operations Director, Natanya Levioff, presented the Board with the proposed 2019 organizational chart with plans for full-time staff in that year along with projected staffing based on need and availability of funds. Discussion areas: • Grevemberg suggested thinking of work streams versus organizational structure including being outcomes-based and ensuring we are a model of efficiency and can readily measure effectiveness in both the work and the staff who carry it out. • Levioff mentioned one of the priorities of WLAG for this next year was to work on a new evaluation model including a level of independent evaluation. Discussion turned to the possibility of one of the big four being contracted or perhaps providing pro bono service in this area (EY – Ernest and Young, PWC – PricewaterhouseCoopers, KPMG and Deloitte); there are already connections in all four of these entities that could be flexed to WLAG’s benefit *Note: please see attached 2019 Proposed Organization Chart 2018 Financials to Date WLAG Operations Director, Natanya Levioff, stated copies of the 2018 financials to date would be emailed with the minutes of the Board report as there were printer issues. In addition, the Board was provided with the remaining 2018 Q4 budget needs. *Note: please see attached 2018 Financials to date and remaining 2018 Q4 Budget Needs documents 2019 Proposed Budget WLAG Operations Director, Natanya Levioff, handed out copies of the 2019 Proposed Budget as well as the 2019 Proposed Running Start Budget Overview so the Board could see what was needed in Q1 of 2019. Due to time constraints and the need for the Board to depart for flights out of Colorado Springs, it was suggested that the Board plan to vote on approving the 2019 Proposed Budget via email vote (or brief Board call) in October following sending of all materials and a conference call with Levioff and Roberts should the Board decide one is needed to walk through the documents. This suggestion was agreed to. *Note: please see attached 2019 Proposed Organization Chart Assessment of the Meeting The Board was highly complimentary of the first meeting and felt it was an energizing discussion across the full slate of items. It was agreed that going forward, the Q3 meeting would take place before the Women’s Wrestling Festival and that we would all grow together to ensure timing was better adhered to and documents were provided well in advance of the meetings (drafts to be circulated two weeks prior and final versions to be sent out one week prior). Roberts reminded the Board that a slate of potential dates would be provided from which to select the 2019 meetings. Motion to adjourn was made at 2:23pm by Jameela Pedicini and seconded by Tela Bacher Meeting was adjourned unanimously at 2:24pm Minutes submitted by WLAG Operations Director, Natanya Levioff (in lieu of the unfilled Board Secretary position)
Wrestle Like A Girl 2019 Proposed Budget Overview Staffing: Salaried Benefits
$ 319,583 $ 73,125 SubTotal: $ 392,708
Expenses: Travel Publishing & Printing (Wrestle L ike A Girl Book, WLAG Camp Handbook) Insurance Licenses, Fees & Subscriptions Website Office Supplies Equipment Office Space Merchandise (for sale -‐ apparel, gift i tems, etc.) Marketing & Advertising Events -‐ Women's Wrestling Festival Events -‐ WLAG Empowerment Camps (Regional, L ocal and Overseas) Miscellaneous (copying, phone, postage, etc.) Special Projects/Outreach & Advocacy/Campaigns Consultant & Professional Fees
$ 58,200 $ 14,500 $ 5,000 $ 1,550 $ 1,470 $ 2,500 $ 10,000 $ 18,000 $ 26,000 $ 11,000 $ 150,000 $ 50,000 $ 10,520 $ 15,000 $ 96,400 SubTotal: $ 470,140
2019 Proposed Budget Total: $ 862,848
WRESTLE LIKE A GIRL BUDGET - YEAR THREE (2019) FT Annual Rate
STAFFING Salaries President & Executive Director - Sally Roberts Executive Vice President & Deputy Director Programs, Partnerships, Outreach - Amy Zirneklis High School Sanctioning Manager - TBD National Camps Manager Lead Camp Clinician 1 (Tier 1) Lead Camp Clinician 2 (Tier 1) Lead Camp Clinician 3 (Tier 1) Senior Camp Clinician 4 (Tier 2) Senior Camp Clinician 5 (Tier 2) Senrio Camp Clinician 6 (Tier 2) Senior Camp Clinician 7 (Tier 2) Journey Camp Clinician 8 (Tier 3) Journey Camp Clinician 9 (Tier 3) Journey Camp Clinician 10 (Tier 3)
PT Annual / Camp Rate
$85,000 $75,000 $65,000 $50,000 $50,000
FT
PT
x x x x x $4,000 $4,000 $4,000 $3,000 $3,000 $3,000 $3,000 $2,000 $2,000 $2,000
x x x x x x x x x x
Subtotal
Benefits (30% on salaried only)
Annual Rate
President & Executive Director - Sally Roberts Executive Vice President & Deputy Director Programs, Partnerships, Outreach - TBD High School Sanctioning Manager - TBD National Camps Manager
$85,000 $75,000 $65,000 $50,000 $50,000
PT Annual Rate
FT
Feb
$7,083.33 $7,083.33 $0.00 $0.00 $5,416.67 $5,416.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $12,500 $12,500
Jan
Feb
Mar
Q1
$7,083.33 $21,250.00 $0.00 $0.00 $5,416.67 $16,250.01 $4,166.67 $4,166.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $20,833 $45,833
Mar
Q1
Apr
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
Apr
May
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
May
Jun
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $2,000.00 $2,000.00 $2,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,000.00 $1,000.00 $1,000.00 $42,083
Jun
Q2
$21,250.00 $18,750.00 $16,250.00 $12,500.00 $12,500.00 $2,000.00 $2,000.00 $2,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,000.00 $1,000.00 $1,000.00 $96,250
Q2
Jul
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
Jul
Aug
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
Aug
Sept
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $2,000.00 $2,000.00 $2,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,000.00 $1,000.00 $1,000.00 $42,083
Sept
Q3
$21,250.00 $18,750.00 $16,250.00 $12,500.00 $12,500.00 $2,000.00 $2,000.00 $2,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,000.00 $1,000.00 $1,000.00 $96,250
Q3
Oct
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
Oct
Nov
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
Nov
Dec
$7,083.33 $6,250.00 $5,416.67 $4,166.67 $4,166.67 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $27,083
Dec
Q4
2019 Total
$21,250.00 $18,750.00 $16,250.00 $12,500.00 $12,500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $81,250
$85,000 $56,250 $65,000 $41,667 $41,667 $4,000 $4,000 $4,000 $3,000 $3,000 $3,000 $3,000 $2,000 $2,000 $2,000 $319,583
Q4
Totals
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$6,375.00 $5,625.00 $4,875.00 $3,750.00 $3,750.00 $24,375
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$6,375.00 $5,625.00 $4,875.00 $3,750.00 $3,750.00 $24,375
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$2,125.00 $1,875.00 $1,625.00 $1,250.00 $1,250.00 $8,125
$6,375.00 $5,625.00 $4,875.00 $3,750.00 $3,750.00 $24,375
$19,125 $16,875 $14,625 $11,250 $11,250 $73,125
SUBTOTAL STAFFING & BENEFITS
$12,500
$12,500
$20,833
$45,833
$35,208
$35,208
$50,208
$120,625
$35,208
$35,208
$50,208
$120,625
$35,208
$35,208
$35,208
$105,625
$392,708
EXPENSES
Jan
Feb
Mar
Q1
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Subtotal
Travel, Meals, Events and Meetings Non-air travel (mileage, parking, tolls) Airfare/Train fare Per diem/Food (travel-based) Hotel (special events, Board meetings) Meals for Meetings Staff Events Subtotal Publishing and Printing (big ticket items) Wrestle Like a Girl (book) WLAG Camp Handbook
$500.00 $500.00 $1,750.00 $1,750.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $500.00 $500.00 $100.00 $100.00 $4,850 $4,850
Q2
Q3
Q4
Totals
$500.00 $1,750.00 $1,000.00 $1,000.00 $500.00 $100.00 $4,850
$1,500.00 $5,250.00 $3,000.00 $3,000.00 $1,500.00 $300.00 $14,550
$500.00 $500.00 $1,750.00 $1,750.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $500.00 $500.00 $100.00 $100.00 $4,850 $4,850
$500.00 $1,750.00 $1,000.00 $1,000.00 $500.00 $100.00 $4,850
$1,500.00 $5,250.00 $3,000.00 $3,000.00 $1,500.00 $300.00 $14,550
$500.00 $500.00 $1,750.00 $1,750.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $500.00 $500.00 $100.00 $100.00 $4,850 $4,850
$500.00 $1,750.00 $1,000.00 $1,000.00 $500.00 $100.00 $4,850
$1,500.00 $5,250.00 $3,000.00 $3,000.00 $1,500.00 $300.00 $14,550
$500.00 $1,750.00 $1,000.00 $1,000.00 $500.00 $100.00 $4,850
$500.00 $1,750.00 $1,000.00 $1,000.00 $500.00 $100.00 $4,850
$500.00 $1,750.00 $1,000.00 $1,000.00 $500.00 $100.00 $4,850
$1,500.00 $5,250.00 $3,000.00 $3,000.00 $1,500.00 $300.00 $14,550
$6,000 $21,000 $12,000 $12,000 $6,000 $1,200 $58,200
$0.00 $0.00 $0.00 $1,500.00 $0 $1,500
$5,000.00 $0.00 $5,000
$5,000.00 $1,500.00 $6,500
$0.00 $0.00 $0
$0.00 $1,500.00 $1,500
$0.00 $0.00 $0
$0.00 $1,500.00 $1,500
$10,000 $4,500 $14,500
Subtotal
$0.00 $0.00 $0
$0.00 $0.00 $0
$5,000.00 $0.00 $5,000
$5,000.00 $0.00 $5,000
$0.00 $0.00 $0.00 $1,500.00 $0 $1,500
$0.00 $0.00 $0
$0.00 $1,500.00 $1,500
Subtotal
$1,500.00 $2,500.00 $1,000.00 $5,000
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$1,500.00 $2,500.00 $1,000.00 $5,000
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00
$1,500 $2,500 $1,000 $5,000
Subtotal
$500.00 $500.00 $350.00 $200.00 $1,550
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$500.00 $500.00 $350.00 $200.00 $1,550
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0
$500 $500 $350 $200 $1,550
Subtotal
$20.00 $100.00 $120
$0.00 $100.00 $100
$0.00 $100.00 $100
$20.00 $300.00 $320
$0.00 $100.00 $100
$0.00 $100.00 $100
$250.00 $100.00 $350
$225.00 $300.00 $550
$0.00 $100.00 $100
$0.00 $100.00 $100
$0.00 $100.00 $100
$0.00 $300.00 $300
$0.00 $100.00 $100
$0.00 $100.00 $100
$0.00 $100.00 $100
$0.00 $300.00 $300
$245 $1,200 $1,470
Subtotal
$250.00 $100.00 $100.00 $450
$0.00 $100.00 $100.00 $200
$0.00 $100.00 $100.00 $200
$250.00 $300.00 $300.00 $850
$250.00 $50.00 $50.00 $350
$0.00 $50.00 $50.00 $100
$0.00 $50.00 $50.00 $100
$250.00 $150.00 $150.00 $550
$250.00 $50.00 $50.00 $350
$0.00 $50.00 $50.00 $100
$0.00 $50.00 $50.00 $100
$250.00 $150.00 $150.00 $550
$250.00 $50.00 $50.00 $350
$0.00 $50.00 $50.00 $100
$0.00 $50.00 $50.00 $100
$250.00 $150.00 $150.00 $550
$1,000 $750 $750 $2,500
Insurance Directors and Officers Insurance Participant Accident Insurance General Liability
Licenses, Fees, Subscriptions Business license fee District of Columbia Sales Tax License USA Wrestling Membership Fees (staff) Center for Nonprofit Advancement Membership Fee (DC)
Website Hosting and Platform Fees (SquareSpace) Domain Name Fees
Office Supplies Desks/chairs/filing cabinets/trash cans etc. Desk supplies (trays/holders/staplers,etc.) Paper/writing tools/scissors/staples, etc.
Equipment
x x x x x
PT
Jan
Laptops (one per salaried FT employee) Printer (all in one)
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
Subtotal
$1,000.00 $1,000.00 $500.00 $500.00 $1,500 $1,500
$1,000.00 $500.00 $1,500
Subtotal
$2,500.00 $1,500.00 $2,500.00 $6,500
$0.00 $0.00 $0.00 $0
Subtotal
$500.00 $0.00 $0.00 $0.00 $0.00 $500
Subtotal Office space Rent Utilities
Merchandise (apparel, gift items) T-shirts Water Bottles (higher end, e.g., Yeti) Ball caps
Marketing & Advertising Gear & WLAG Store Women's Wrestling Festival Regional Camp Promotion WLAG Booth Event Sponsorships/Vendor Space (e.g., NCAA)
Events (includes travel and all related expenses) Annual Women's Wrestling Festival Regional Empowerment Camps (Staff/Clinicians not included; 1 camp for 250 girls = $25,000) Subtotal Miscallaneous Copying and Printing Square (Payment Device = $5 per login per month) Phone/Internet Postage Shipping (large items e.g., WLAG Booth, camp stuff) Mailing Supplies Subtotal Special Projects Unity Campaign National Training Curriculum
Consultant and Professional Fees In-house Counsel : TBA Controller/Accountant: TBA Collegiate Initiatives Liaison: TBA Development Manager: Carissa Gump Women's Wrestling Festival Event Planner: TBA Graphic Design: Cheetah Printing and Design Website Design, Development and Maintenance: TBD Tax Preparation & Audit (includes filing of IRS Form 990): TBD Subtotal
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$3,000.00 $1,500.00 $4,500
$1,000.00 $1,000.00 $500.00 $500.00 $1,500 $1,500
$1,000.00 $500.00 $1,500
$0.00 $0.00 $0.00 $0
$2,500.00 $1,500.00 $2,500.00 $6,500
$2,500.00 $1,500.00 $2,500.00 $6,500
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $500.00 $0.00 $1,500.00 $2,000
$500.00 $0.00 $500.00 $0.00 $1,500.00 $2,500
$500.00 $0.00 $0.00 $500.00 $0.00 $1,000
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $1,000.00 $100.00 $1,610
$750.00 $30.00 $450.00 $300.00 $1,400.00 $300.00 $3,230
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$2,000.00 $2,000.00 $0.00 $0.00 $2,000 $2,000
$2,000.00 $0.00 $2,000
$0.00 $2,500.00 $2,000.00 $2,000.00 $2,500.00 $2,500.00 $700.00 $700.00 $2,500.00 $0.00 $1,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $8,700 $7,700
$0.00 $0.00 $0
$0.00 $0.00 $0
$5,000.00 $0.00 $5,000
$5,000.00 $0.00 $5,000
$0.00 $0.00 $0
$0.00 $0.00 $0
$5,000.00 $0.00 $5,000
$5,000.00 $0.00 $5,000
$10,000 $0 $10,000
$3,000.00 $1,500.00 $4,500
$1,000.00 $1,000.00 $500.00 $500.00 $1,500 $1,500
$1,000.00 $500.00 $1,500
$3,000.00 $1,500.00 $4,500
$1,000.00 $500.00 $1,500
$1,000.00 $500.00 $1,500
$1,000.00 $500.00 $1,500
$3,000.00 $1,500.00 $4,500
$12,000 $6,000 $18,000
$0.00 $0.00 $0.00 $0
$2,500.00 $1,500.00 $2,500.00 $6,500
$2,500.00 $1,500.00 $2,500.00 $6,500
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$2,500.00 $1,500.00 $2,500.00 $6,500
$2,500.00 $1,500.00 $2,500.00 $6,500
$0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0
$2,500.00 $1,500.00 $2,500.00 $6,500
$10,000 $6,000 $10,000 $26,000
$0.00 $0.00 $500.00 $0.00 $1,500.00 $2,000
$500.00 $0.00 $500.00 $500.00 $1,500.00 $3,000
$500.00 $0.00 $0.00 $500.00 $0.00 $1,000
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $1,000.00 $0.00 $0.00 $1,500.00 $2,500
$500.00 $1,000.00 $0.00 $500.00 $1,500.00 $3,500
$500.00 $1,000.00 $0.00 $500.00 $0.00 $2,000
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$0.00 $0.00 $0.00 $0.00 $0.00 $0
$500.00 $1,000.00 $0.00 $500.00 $0.00 $2,000
$2,000 $2,000 $1,000 $1,500 $4,500 $11,000
$0.00 $0.00 $0.00 $50,000.00 $50,000.00 $50,000.00 $150,000.00 $0.00 $25,000.00 $25,000.00 $0.00 $0.00 $25,000.00 $25,000.00 $0 $25,000 $25,000 $50,000 $50,000 $75,000 $175,000
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$150,000 $50,000 $200,000
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$750.00 $30.00 $450.00 $300.00 $600.00 $300.00 $2,430
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$750.00 $30.00 $450.00 $300.00 $600.00 $300.00 $2,430
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$250.00 $10.00 $150.00 $100.00 $200.00 $100.00 $810
$750.00 $30.00 $450.00 $300.00 $600.00 $300.00 $2,430
$3,000 $120 $1,800 $1,200 $3,200 $1,200 $10,520
$6,000.00 $0.00 $6,000
$2,000.00 $2,000.00 $0.00 $0.00 $2,000 $2,000
$0.00 $2,500.00 $2,500
$4,000.00 $2,500.00 $6,500
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $2,500.00 $2,500
$0.00 $2,500.00 $2,500
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$0.00 $0.00 $0
$10,000 $5,000 $15,000
$0.00 $2,000.00 $2,500.00 $700.00 $0.00 $0.00 $5,000.00 $0.00 $10,200
$6,000.00 $6,000.00 $7,500.00 $2,100.00 $2,500.00 $1,000.00 $5,000.00 $0.00 $26,600
$0.00 $2,500.00 $2,000.00 $2,000.00 $2,500.00 $2,500.00 $700.00 $700.00 $2,500.00 $0.00 $1,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $8,700 $7,700
$0.00 $2,000.00 $2,500.00 $700.00 $0.00 $0.00 $5,000.00 $5,000.00 $15,200
$2,500.00 $6,000.00 $7,500.00 $2,100.00 $2,500.00 $1,000.00 $5,000.00 $5,000.00 $31,600
$0.00 $2,500.00 $2,000.00 $2,000.00 $0.00 $0.00 $700.00 $700.00 $2,500.00 $0.00 $1,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $6,200 $5,200
$0.00 $2,000.00 $0.00 $700.00 $0.00 $0.00 $5,000.00 $0.00 $7,700
$2,500.00 $6,000.00 $0.00 $2,100.00 $2,500.00 $1,000.00 $5,000.00 $0.00 $19,100
$0.00 $2,000.00 $0.00 $700.00 $2,500.00 $1,000.00 $0.00 $0.00 $6,200
$2,500.00 $2,000.00 $0.00 $700.00 $0.00 $0.00 $0.00 $0.00 $5,200
$0.00 $2,000.00 $0.00 $700.00 $0.00 $0.00 $5,000.00 $0.00 $7,700
$2,500.00 $6,000.00 $0.00 $2,100.00 $2,500.00 $1,000.00 $5,000.00 $0.00 $19,100
$13,500 $24,000 $15,000 $8,400 $10,000 $4,000 $20,000 $5,000 $96,400
SUBTOTAL EXPENSES
$31,980
$17,160
$27,460
$76,600
$25,810
$18,560
$52,310
$96,680
$71,310
$64,060
$105,060
$240,430
$22,310
$14,060
$20,060
$56,430
$470,140
TOTAL BUDGET
$44,480
$29,660
$48,293
$122,433
$61,018
$53,768
$102,518
$217,305
$106,518
$99,268
$155,268
$361,055
$57,518
$49,268
$55,268
$162,055
$862,848
Wrestle Like A Girl 2019 Proposed Revenue Generation Grants and Awards Grant 1 Grant 2 Grant 3 Grant 4 Grant 5 Grant 6
$ $ $ $ $ $ SubTotal: $
5,000 5,000 10,000 10,000 25,000 50,000 150,000
Board of Directors Donations and Fundraising Board Member Donation ($5,000 per member assumes 6 members on the Board) $ Board Member Fundraising ($10,000 per member; assumes 6 members on the Board) $ SubTotal: $
30,000 60,000 90,000
Individual Contributions and Business Sponsorships Individuals Businesses
Events Empowerment Camps and Clinics Annual Women's Wrestling Festival
Merchandise (apparel, swag etc.) T-shirts Water bottles Hats Sports Bras Athletic Shorts Wrestle Like A Girl Book
$250,000 $250,000 SubTotal: $ 500,000
$ $ SubTotal: $
100,000 100,000 200,000
$ $ $ $ $ $ SubTotal: $
30,000 10,000 10,000 5,000 65,000
Total: $ 1,000,000
2019 STRATEGIC PLAN FRAMEWORK (D-R-A-F-T) OVERVIEW Wrestle Like A Girl was founded in mid-2016 by Sally Roberts, a U.S. Army combat veteran and 2x World Bronze Medalist in women’s wrestling on the premise that girls and women across the United States and the world should be afforded opportunities to participate in the sport and that they can do anything. MISSION - The mission of Wrestle Like a Girl is to empower girls and women through the sport of wrestling to become leaders in life. VISION - Our vision is to increase the opportunities for girls and women, who either wrestle, want to wrestle, or simply want to participate in a movement to own their personal space, own their voice and own their sense of self. VIEW - Our view is that girls can do anything - especially wrestle. When we talk about wrestling, the benefits that participants get out of this sport are profound. Our impact is helping girls and young women learn where their self-confidence is, learn what resilience means, learn about healthy choices both physically and mentally, and learn how to dig deep within themselves so that they can become whoever, whatever they want to be both on and off the mat. We work to Empower, Advocate, Educate, Support and Grow. MOVING FORWARD Wrestle Like A Girl is poised for tremendous growth in the next five years and specifically in the upcoming year of 2019. We will build on the starting success of our past two years in which our Founder and Executive Director, Sally Roberts, was mostly a one-woman show. We will take advantage of the exponential leap forward we took with the highly successful 2018 Women’s Wrestling Festival held this past September in Colorado Springs, CO; the theme of which was “Wrestling with life and winning.” This event marked the turning point for Wrestle Like a Girl as an organization; as a national and global force in the conversation around girl empowerment, human rights, equality and inclusion, and wrestling as a sport for all. We caught a glimpse into our future. We will undertake an effort in this next year to develop the strong foundation we need as an organization to fulfill our mission and vision. This includes everything from the transition of a Founding Board of Directors to an operational one, undergoing an organizational structure and staffing needs assessment, creating a 5-year strategic plan, building out and executing on a development plan that will fund our work, and creating smart, achievable annual goals that will allow Wrestle Like A Girl to scale up and thrive well into the future.
2019 PROGRAM MODEL AND SUGGESTED MILESTONES Camps and Clinics Over the past two years, WLAG has put on a total of 15 Empowerment Camps and Clinics reaching an overall number of 539 girls. This has been a high-time, high-touch endeavor with WLAG seeking out, scheduling and handling most, if not all, logistics for each event. The return on our human and resource capital investment has not been what we’d like it to be. Beginning in 2019 we are restructuring our entire model in this program area into a three-tiered approach: •
Regional Empowerment Camps: starting with two camps and growing to eight overall (potentially two per quarter), these will be “mega camp” style events with a 3-4 day schedule, a 250-girl maximum participation level and entirely planned by WLAG.
•
Select Empowerment Camps and Clinics: we will offer 5-10 calendar spots for the year to which folks can apply to WLAG to bring a camp or clinic to them (our current model will be refined). These will now be contracted events where the organization who gets one agrees to the new WLAG terms (including taking care of all necessary arrangements), signs a contract and pays the camp/clinic fee ahead of time (these fees will now be nonrefundable, e.g., the event is canceled or the event still takes place but a minimum participant threshold of 30 girls is not reached). Coaching Education Clinics/Seminars: we will offer two clinics for the year targeting coaches, parents, and administrators and stakeholders. The curriculum will have a forward thinking, proactive approach of teaching wrestling, safe guarding, personal empowerment, and life skills, while keeping all socially and physically developmentally appropriate skills included.
•
We will use 2019 as a pilot year with this new approach so we can see how it works, determine what adjustments need to be made and collect data on its effectiveness. Our 2019 goal for the number of girls reached in this program area is 1,000.
Advocacy and Outreach Our Advocacy and Outreach program arm currently contains two prongs: High School Sanctioning and Collegiate Initiatives, both centered around growing and “institutionalizing” the sport of wrestling for girls and women at the high school and NCAA collegiate levels. We plan to offer a third prong to complete what will now be a three-legged advocacy and outreach stool, that of support for wrestling programs. •
HS Sanctioning: in the past two years since WLAG’s founding, six states and the District of Columbia have officially sanctioned girls wrestling as an official sport where girls can compete amongst themselves at a championship level. In all the years prior to mid-2016, only six states had done so. Our 2019 goal for the number of states to officially sanction girls wrestling is six. Looking further down the road, by 2020 we’re aiming for an additional seven states to put the total number at 25; halfway to the overall goal of all 50 states sanctioning girls wrestling within the next 5-7 years.
•
Collegiate Initiatives: In August 2018, WLAG resubmitted a bid to the NCAA to grant Emerging Sport Status (ESS) to women’s wrestling. As of now, there are 20 collegiate varsity-level programs to meet this required threshold. Our goal for 2019 is to see women’s wrestling granted ESS by the NCAA Committee on Women’s Athletics. We anticipate an invitation being
extended to WLAG in March to present in support of this action at the official NCAA Committee on Women’s Athletics meeting in which a formal vote will be taken. •
Wrestling Program Support: we are increasingly receiving requests for tools and assistance from wrestling clubs and programs (specifically at the middle and high school levels) be it around navigating the sanctioning process, sponsorship for events, best practices for coaches, etc. Our goal for 2019 is to develop a small toolkit that is accessible via the WLAG website for folks based on the most common requests we are receiving. As we grow, we will determine what is the right path forward in terms of program support and what that looks like.
2019 ORGANIZATIONAL MILESTONES What Sally has managed to do in these past two years with and for Wrestle Like A Girl, almost single handedly, and without drawing a salary, is nothing short of exceptional. At this stage of our lifecycle with our now significant national level footprint and the beginnings of an international one, it is imperative that we “pull up” for a moment and build a strong organizational foundation upon which we can then truly grow. •
Board of Directors: We have begun the transition from a Founding Board of Directors to an operational one that includes recruiting a minimum of 8-10 individuals (maximum of 12) all of whom are now required and committed to donating and/or raising a specific amount of funds annually. This group will assist in the development of a 5-year Strategic Plan to be completed and approved in 2019.
•
Advisory Council: We have begun the transition of our Founding Advisory Council to a full group of engaged stakeholders to serve in a thought partner, ambassador and name support capacity. Our goal is to recruit at least 10 members in 2019 (we currently have five including three staying on from the Founding Advisory Council and one moving over from our Founding Board of Directors) with the eventual plan to have no more than 20 members by the end of 2020.
•
HQ Relocation to DC: With the growth of WLAG it is imperative that we be headquartered in a location that can support us not just in our national efforts, but in our international efforts as well. In reviewing our options, where most of our support lies, and the potential available resources, we have made the decision to move the WLAG headquarters to Washington, DC effective January 1, 2019.
•
Structure and Staffing Plans: With the leaps we have made this year as an organization, it is imperative that we add full-time hands for the “doing of the work” of WLAG. We have curated a smart growth staffing plan for which we need to raise seed money: 1) effective October 1, 2018 Sally Roberts will draw a salary as Executive Director, 2) by January 01,, 2019 Amy Zirneklis will join WLAG as a contractor overseeing Advocacy, Outreach & Partnerships Manager, 3) by March 31, 2019 we will hire a full-time National Camps Manager, and 4) as we continue to grow and funding becomes available, we will onboard additional full-time staff positions in order of need (e.g., Office Manager, Development Manager, Finance Manager, Event Manager, etc.).
The Business Model Canvas Key Partners
Key Activities
· State High School Athletic Associations · State Executive Directors and Staff · States Wrestling Liaisons (if the state has this role) · Member Schools of Districts/ Regions · Wrestling Coaches in Districts/ Regions · Parents of Athletes · State USA Wrestling Chapters
1. Wrestle Like A Girl Empowerment Camps/Clinics 2. Letters of Support/Proposal (based on feedback from State ED’s & USAW High School Sanctioning Committee) 3. WLAG bringing the girls’ voices forward to the State ED’s via short video clips
Key Resources 1. Clinicians
2019 States of Focus (Tentative):
2. Host facilities
New York Pennsylvania Michigan Oklahoma New Mexico Louisiana
3. Coaching Curriculum 4. Revenue for Clinicians, travel, Staff salary 5. Positive relationships with Key Partners
Designed for: The Bennett Foundation & Sally Roberts
Value Propositions
Designed by: Amy Zirneklis
Customer Relationships
Wrestle Like A Girl is well positioned to deliver a positive, direct experience of girls wrestling to families, athletes, coaches, high school administrators, communities, and media that is able to:
Parents expect WLAG to keep children safe and healthy, to demonstrate what right looks like in sport specific knowledge, culture, and coaching, and to be an advocate for the advancement of opportunities for girls to wrestle.
· Increase the visibility of girls wrestling · Showcase the empowering traits of the sport specific to females · Demystify misconceptions that may be in the minds of stakeholders
Athletes expect WLAG to deliver specific skills and knowledge. Coaches expect WLAG to deliver coaching methodology that meets the needs. Administrators expect WLAG to support and promote, in a positive manner, the spirit and benefits of the sport for girls.
THROUGH · Empowerment Camps and Clinics · Strong relationships with the current and legacy role models (athletes & coaches) of the sport
Channels
· A coaching curriculum that promotes building female leaders in life WITH A BRAND THAT
USA Wrestling High School Sanctioning Committee
· Has built trusting relationships at the International, National, Regional, and Local levels of the sport
Key Contacts in States
· Is perceived as a trusted resource of knowledge specific to girls wrestling
WLAG Social Media Platforms
WLAG Website
Date: 17 Jan 2019
Version: 1
Customer Segments Parents - NEEDS Confidence Safeguarding Specific Coaching - technique and non-mat knowledge (ie. hygiene, grooming) Athletes - NEEDS Community Specific Coaching Coaches - NEEDS How to Safeguard Best practices Administrators - NEEDS Buy-in from Coaches/Parents/ Athletes/Member Schools Voices of the Parents/Athletes Best practices
· Generates camaraderie through the family system (mothers, fathers, daughters, brothers)
Cost Structure
Revenue Streams SEE ATTACHED BUDGET MODEL
1. Donor 2. Camp fees
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
designed by: Strategyzer AG The makers of Business Model Generation and Strategyzer
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BOARD OF DIRECTORS MANUAL
The mission of Wrestle Like A Girl is to empower girls and women through the sport of wrestling to become leaders in life.
WRESTLE LIKE A GIRL BOARD OF DIRECTORS MANUAL The members of Wrestle Like A Girl’s (WLAG) Board of Directors are our standard bearers, foundation fortifiers, financial cultivators and strategic planners. In addition to Sally Roberts as Founder and Executive Director, you are the public face of WLAG and serve as our chief cheerleaders and fundraisers. As the Board, you are also responsible for steering the organization towards meeting its mission and ensuring its financial stability. Board Member Requirements and Expectations 1. Believe in and be an active, passionate advocate and ambassador for the mission, vision and goals of WLAG. 2. Commit to serving, at minimum, a two-year term. 3. Commit to helping support the charitable contributions operation of WLAG by personally donating and fundraising a minimum total of $15,000 per year ($5,000 personal donation is due by the end of the first quarter of each year served and then raise or donate an additional $10,000 by the end of each year served – this is a per member requirement). 4. Attend, come prepared and proactively participate in quarterly Board and bi-monthly or monthly committee meetings as scheduled. 5. Actively serve on at least one standing committee. 6. As appropriate, use personal and professional contacts and expertise to benefit the organization. 7. Keep informed about WLAG, its issues and its connection to the community. 8. Work in partnership with and respect the authority of the organization’s leadership staff. 9. Sign a non-disclosure agreement and a conflict of interest policy agreement. 10. Agree to step down from board position if unable to fulfill these expectations. 11. Understand that this position is not a compensated one and that committing to serve on the WLAG Board of Directors is a volunteer scenario. Mission, Vision and Goals The mission of Wrestle Like a Girl is to empower girls and women through the sport of wrestling to become leaders in life. Our vision is to increase the opportunities for girls and women, who either wrestle, want to wrestle, or simply want to participate in a movement to own their personal space, own their voice and own their sense of self. Our view is that girls can do anything - especially wrestle. When we talk about wrestling, the benefits that participants get out of this sport are profound. Our impact is helping girls and young women learn where their self-confidence is, learn what resilience means, learn about healthy choices both physically and mentally, and learn how to dig deep within themselves so that they can become whoever, whatever they want to be both on and off the mat. We work to Empower, Advocate, Educate, Support and Grow.
Wrestle Like A Girl, Inc. ©2018
Our goals are to: 1. Empower girls ages 5-18 through the sport of wrestling. 2. Develop in girls the championship life skills such as goal-setting, confidence building, resilience and how to be healthy. 3. Provide camp scholarships to under-served/under-resourced girls. 4. Support the start-up of new high school wrestling programs and increase the number of sanctioned girls high school state tournaments across the U.S. 5. Champion initiatives to bring women’s wrestling to the collegiate landscape and enable more athletic opportunity in combination with great academic opportunity. 6. Impact and grow women’s wrestling internationally. Organization History and Key Programming Elements Wrestle Like A Girl was founded in mid-2016 by Sally Roberts, a U.S. Army combat veteran and 2x World Bronze Medalist in women’s wrestling on the premise that girls and women across the United States should be afforded opportunities to participate in the sport. Based in Colorado Springs, CO, WLAG is the only advocacy organization in the world working to empower girls and women through the sport of wrestling. Our key programming initiative is our Empowerment Camps that we hold across the country. The philosophy of our camps is to provide a fun, supportive, engaging and positive environment for girls ages 5-18 to learn both the fundamentals and more advanced techniques of wrestling paired with the curriculum in our WLAG Handbook which provides lessons on nutrition, hydration and sport psychology. This combination of a deliberately positive environment, a focus on developing the entire individual, a carefully cultivated curriculum and bringing in some of the best women’s wrestling clinicians in the country to pass along not just elements of wrestling as a sport but how they have been successful in life, allows for a unique way to reach girls; both to empower them and to cultivate the next generation of female leaders. In addition to our Empowerment Camps, our other main key programming element is our advocacy work that crosses the high school, collegiate, national and international landscape. Bylaws Each member of the Board of Directors will be given a copy of the WLAG Bylaws once their appointment is confirmed by vote. The Board Chair will set an annual review for the Bylaws to ensure they are still relevant, current and support WLAG as it continues to grow as organization. Board Membership, Officers, Meetings and Responsibilities Membership • The Board will consist of no less than four and no more than 15 members (not including Sally Roberts, the Founder and Executive Director) • Each member will be elected, commit to a two-year term and may serve a maximum of five consecutive terms
Wrestle Like A Girl, Inc. ©2018
• •
The Board will specifically recruit for and ensure at least one member has the following background/expertise: finance, legal, sports administration, marketing, fundraising and youth development One additional Board seat will be allocated to the Chair of the WLAG Athletes Advisory Council (AAC) which is comprised strictly of WLAG participant athletes; this seat will represent and be the voice of the WLAG participants and will be a non-voting seat
Officers • Board leadership positions are for a two-year term and there is a limit of three consecutive terms for each position • Board leadership will consist of a Chair, Vice Chair, a Secretary and a Treasurer: o Chair – ▪ Oversee the work of the board and organization's senior management team ▪ Work closely with the Executive Director to make sure board resolutions are carried out ▪ Appoint all committee chairs, recommend committee members ▪ Lead the Executive Committee ▪ Assist the Executive Director in preparing agendas for board meetings ▪ Assist the Executive Director in conducting new board member orientation ▪ Coordinate the Executive Director's annual performance evaluation ▪ Work with the governance or nominating committee to recruit new board members ▪ Serve as an alternate spokesperson for the organization ▪ Help board members assess their performance o Vice Chair – ▪ Serve on the Executive Committee ▪ Carry out special assignments as requested by the Chair ▪ Fill in for the Board Chair if necessary ▪ Lead the Development Committee ▪ Participate as a vital part of the board leadership o Secretary – ▪ Serve on the Executive Committee ▪ Attend all board meetings ▪ Maintain complete and accurate meeting minutes ▪ Monitor compliance with the organization's bylaws ▪ Assume responsibilities of the chair in the absence of the board chair, chair-elect, and vice chair ▪ Provide notice of meetings of the board and/or of a committee when such notice is required
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o Treasurer – ▪ Serve on the Executive Committee ▪ Keep track of the organization's financial condition ▪ Lead the Finance Committee ▪ Understand financial accounting for nonprofit organizations ▪ Work with the Executive Director to ensure that appropriate financial reports are made available to the board on a timely basis ▪ Review the annual audit and the IRS 990 document; answers board member questions Meetings • As a full entity the Board shall meet quarterly in January (Q1), April (Q2), July (Q3) and October (Q4) (see Committee section for additional meeting information) • Quarterly meetings will be comprised of two in-person sessions and two video conference or phone sessions • The Q4 meeting shall be when the budget for the next fiscal year is reviewed and passed • Quarterly full board meetings shall be chaired by the Board Chair; the Board Vice Chair will serve in this capacity should the Chair not be available for any reason (e.g., personal emergency, illness) • The Executive Director, in partnership with the Board Chair, shall have agenda development responsibilities Legal and Fiduciary Responsibilities • Become familiar with non-profit board fiduciary and legal responsibilities, as well as governance principles and issues • Ensure budget and financial controls are in place and approve annual budget • Ensure compliance with relevant laws and regulations • Avoid and fully disclose potential conflicts of interest Organizational Responsibilities • Annually evaluate performance of WLAG toward achieving its mission • Annually participate in Board self-assessment Committee Membership, Groups and Meeting Information 1. Each Board Committee must have at least three members and no more than five members. 2. Committees shall meet every two months or as required to complete its responsibilities and not in the month where a quarterly Board meeting has been scheduled. The exception is the Executive and Finance Committees which will meet monthly. 3. Each Committee Chair will be responsible for setting the schedule for meetings, either by phone or video conference, that best accommodates its members to ensure maximum attendance.
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4. The Chair of each Committee will submit a report detailing its activities, plans and results to the Executive Committee in writing one week in advance of each monthly Executive Committee meeting. The Executive Committee will forward reports to the full Board for information as appropriate. 5. Committee members shall regularly attend the Committee’s scheduled meetings; proactively contribute to Committee discussions and activities; volunteer for and accept assignments to further the work of the Committee. The WLAG Board Standing Committees are: •
Executive Committee Chaired by the Board Chair and consists of the Board Vice Chair (who also chairs the Development Committee), Treasurer (who also chairs the Finance Committee), Secretary and the Executive Director. The Executive Committee acts on behalf of the entire Board of WLAG between Board meetings; recommends policies and action for full Board approval; develops performance objectives for the Executive Director; provides input to quarterly performance reviews of the Executive Director by the Board Chair; works with the Executive Director to develop the 5-year strategic plan; oversees and coordinates long range and annual plans.
•
Finance Committee Chaired by the Board Treasurer and consists of the Chair of the Development Committee plus one additional Board member. Reviews, recommends for approval and monitors implementation of the annual budget; provides oversight for WLAG’s financial matters and works closely with the Development Committee to ensure that revenue generation is aligned with budget requirements
•
Development Committee Chaired by the Board Vice Chair and consists of two additional Board members. Ensures Board member compliance with annual donation and fundraising requirement; develops, prioritizes, organizes and spearheads fundraising events, opportunities and campaigns for WLAG; identifies fundraising sources including potential grants, high net individuals and award opportunities; works with the Deputy Director and Executive Director to develop and track giving pipeline; collaborates with grant writing staff and consultants
•
Women’s Wrestling Festival Committee Consists of a Committee Chair, at least one Board member, and a maximum of three additional members (who may or may not be on the Board). Coordinates the annual WLAG Women’s Wrestling Festival and all associated events including but not limited to collaboration with the hired event planner, assigning chairs for the Summit and Gala Committees, work with the Development Committee to cultivate sponsors, oversee marketing, outreach and ticket sales
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•
Coaches, Athletes and Curriculum Committee Consist of a Committee Chair, the WLAG Athletes Advisory Council (AAC) Board representative and one additional Board member. This committee may also include up to two non-Board members who specialize in coaching, athletes or curriculum. Lends expertise around curriculum, developing coaches and athletes, helps gather data on WLAG Camps and makes recommendations.
At any time, the Board Chair, in collaboration with the Executive Director, may stand up an ad hoc committee, working group or task force to tackle a discreet and specific issue or item that is not within the purview of the Standing Committees. These ad hoc teams may include but would not be limited to Outreach, Board Recruitment, Strategic Planning, Marketing & Communication, Merchandise, etc.
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CONFLICT OF INTEREST POLICY Wrestle Like A Girl, Inc. ARTICLE I INTRODUCTION The purpose of the Conflict of Interest Policy for Wrestle Like A Girl, Inc. (the “Policy” for the “Corporation”) is to protect the Corporation’s interest when it is contemplating entering into a transaction or arrangement that might benefit the private interest of a director, principal officer, executive director, any member of a Board committee, or an employee of the Corporation or might result in a possible excess benefit transaction. The Policy has value in and of itself, but all directors, principal officers, the executive director, Board committee members, and employees acknowledge that both they and the Corporation could potentially become subject to penalty excise taxes should they undertake an action that violates or fails to adhere to the Policy. Directors, principal officers, the executive director, Board committee members, and employees have a duty of loyalty and fiduciary responsibility to the Corporation. This means that in matters related to their board and employment activities, directors, officers, committee members, and employees including the executive director, will act in the best interest of the Corporation, will respect the confidentiality of information gained in the course of their activities, and will avoid voting or advising on matters in which they have a direct or indirect financial interest or in which the potential for a conflict of interest otherwise exists. Directors, principal officers, the executive director, Board committee members, and employees must follow the procedures set forth below. The Policy is intended to supplement but not replace any applicable state and federal laws governing conflict of interest applicable to nonprofit and charitable organizations ARTICLE II DEFINITIONS Section 2.1 Interested Person. Any Corporation director, principal officer, executive director, or member of a Board committee who has a direct or indirect financial interest, as defined below, is an “interested person”. Section 2.2 Financial Interest. A person has a financial interest if the person has, directly or indirectly, through business, investment, or family: (a) an ownership or investment interest in any entity with which the Corporation has a proposed or existing contract, transaction, or arrangement (collectively, “Arrangement”); (b) a compensation arrangement with any entity or individual with which the Corporation has an Arrangement; (c) a potential ownership or investment interest in any entity or individual with which the Corporation has an Arrangement; or (d) a position as trustee, director or officer of any entity or individual with which the Corporation has an Arrangement. (a) Family. For purposes of this Section 2.2, the term “family” shall mean the spouse, any person living in the same household, and any relative (first cousin or closer
and including in-laws) of any director, principal officer, executive director, or member of a Board committee. (b) Compensation. “Compensation” includes direct and indirect remuneration as well as gifts or favors that are not insubstantial. (c) A financial interest is not necessarily a conflict of interest. Under Article III, Section 2, a person who has a financial interest may have a conflict of interest only if the appropriate Board of Directors or Board committee decides that a conflict of interest exists. ARTICLE III PROCEDURES Section 3.1 Duty to Disclose. In connection with any actual or possible conflict of interest, an interested person must fully disclose in writing any financial interest, including all pertinent facts, to the chairperson of the Board of Directors or (in the case of a person serving only on a Board committee) Board committee or to the full Board or Board committee (as the case may be) in a regular meeting the existence of the financial interest and be given the opportunity to disclose all material facts to the directors or members of Board committees considering the Arrangement. Section 3.2 Determining Whether a Conflict of Interest Exists. After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he/she shall leave the Board of Directors or Board committee meeting while the determination whether of a conflict of interest exists is discussed and voted upon. The remaining Board or Board committee members shall decide if a conflict of interest exists. Section 3.3
Procedures for Addressing the Conflict of Interest
(a) An interested person may make a presentation at the Board of Directors or Board committee meeting, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, whether the Arrangement involves a conflict of interest. The disclosure of the financial interest and the interested person’s recusal shall be recorded in the minutes of the affected meeting. (b) The chairperson of the Board of Directors or Board committee (as the case may be) shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the Arrangement. (c) After exercising due diligence, the Board of Directors or Board committee shall determine whether the Corporation can obtain with reasonable efforts a more advantageous Arrangement from a person or entity that would not give rise to a conflict of interest. (d) If a more advantageous Arrangement is not reasonably possible under circumstances not producing a conflict of interest, the Board or committee shall determine by a majority vote of the disinterested directors or committee members whether the
Arrangement is in the Corporation's best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination, it shall make its decision as to whether to enter into the Arrangement. Section 3.4
Violations of the Policy.
(a) If the Board of Directors or Board committee has reasonable cause to believe an interested person has failed to disclose a financial interest, it shall inform the interested person of the basis for such belief and afford the interested person an opportunity to explain the alleged failure to disclose. (b) If, after hearing interested person’s response and after making further investigation as warranted by the circumstances, the Board of Directors or Board committee determines the interested person has failed to disclose a financial interest, it shall take appropriate disciplinary and corrective action. Appropriate disciplinary and corrective actions may include, inter alia, removal from the Board of Directors, Board committee, or office, and/or termination of employment. ARTICLE IV RECORDS OF PROCEEDINGS Section 4.1
The minutes of the Board of Directors or Board committee shall contain:
(a) The names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest, any action taken to determine whether a conflict of interest was present, and the Board of Directors or Board committee's decision as to whether a conflict of interest in fact existed. (b) The names of the persons who were present for discussions and votes relating to the transaction or arrangement, the content of the discussion, including any alternatives to the Arrangement, the recusal from the discussion of the interested person, and a record of any votes taken in connection with the proceedings. ARTICLE V COMPENSATION Section 5.1 Board Votes. A voting member of the Board of Directors who receives compensation, directly or indirectly, from the Corporation for services is precluded from voting on matters pertaining to that member's compensation. Section 5.2 Committee Votes. A voting member of any Board committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from the Corporation for services is precluded from voting on matters pertaining to that member's compensation. Section 5.3 Provision of Information. No voting member of the Board of Directors or any Board committee whose jurisdiction includes compensation matters and who receives
compensation, directly or indirectly, from the Corporation, either individually or collectively, is prohibited from providing information to any committee regarding compensation.
ARTICLE VI ANNUAL STATEMENTS Section 6.1 Each director, principal officer, executive director and member of a Board committee shall annually sign a statement substantially in the form that appears at Exhibit 1 to the Policy, which affirms such person: (a)
Has received a copy of the Policy;
(b)
Has read and understands the Policy;
(c)
Has agreed to comply with the Policy; and
(d) Understands the Corporation is a charitable organization and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes. ARTICLE VII PERIODIC REVIEWS Section 7.1 To ensure the Corporation operates in a manner consistent with charitable purposes and does not engage in activities that could jeopardize its tax-exempt status, periodic reviews shall be conducted. The periodic reviews shall, at a minimum, include the following subjects: (a) Whether compensation arrangements and benefits are reasonable, based on competent survey information, and the result of arm's length bargaining. (b) Whether partnerships, joint ventures, and arrangements with management organizations conform to the Corporation's written policies, are properly recorded, reflect reasonable investment or payments for goods and services, further charitable purposes and do not result in inurement, impermissible private benefit or in an excess benefit transaction. ARTICLE VIII USE OF OUTSIDE EXPERTS When conducting the periodic reviews as provided for in Article VII, the Corporation may, but need not, use outside advisors. If outside experts are used, their use shall not relieve the Board of Directors of its responsibility for ensuring periodic reviews are conducted.
Exhibit 1 Conflict of Interest Disclosure Form
CONFLICT OF INTEREST DISCLOSURE STATEMENT Wrestle Like A Girl, Inc.
Name: Position:
Please initial each statement that applies to you: _____ I have received a copy of the Conflict-of-Interest Policy (“Policy�). _____ I have read and understand the Policy. _____ I agree to comply with the Policy. _____ I understand that Wrestle Like A Girl, Inc. is a charitable organization and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes. and _____ I am not aware of any financial interest, as defined by the Policy, that is required to be disclosed under the Policy; or _____ I have described in the attached letter every financial interest, as defined by the Policy, that is required to be disclosed under the Policy. (Please attach a letter providing complete details of any financial interest subject to the Policy.)
I am completing this disclosure statement after carefully reviewing the Policy and the definitions therein. I hereby certify that the information set forth above is true and complete to the best of my knowledge.
Name: