Board of Directors Meeting Packet 4/17/14

BOARD OF DIRECTORS

GOVERNANCE

MEETING

4/17/2014

YMCA OF NORTHERN UTAH

VISION: To be the leader in understanding and meeting our communities’ needs by developing

and adapting high quality programs that provides value to children, adults and families.

MISSION: To provide our communities with experiences that build strong kids, strong families

and strong communities.

VALUES: We are dedicated to the values of caring, honesty, respect, and responsibility in which ALL are welcome

with an engaging, stimulating and secure environment and results in meaningful and rewarding work

experience for our staff.

IMPACT: The cumulating result will be rewarding outcomes that allow the YMCA of Northern Utah to continually

provide value, to be relevant and grow to serve communities in the ways they need most.

Board of Directors Meeting 4 / 17 / 2014 – 7:30 to 9:00 AM

Purpose: Operational Overview and Annual Campaign support

Expected Outcomes:

Governance Votes: ;

Operational Overview

Support annual campaign outreach

Agenda

Items for Discussion 90 Min

Welcome (15 Min)

o Purpose of Meeting & Approval of Minutes Rich

o Mission Moment Rich

Governance / VOTES (20 Min)

o Lincoln Community Family Center Rich

o Reinstate Brian Cadman (Board Member & Treasurer)Rich

o UNA Standard of Ethics Rich

o Bring a friend/colleague to a program/event! Rich

Executive Committee Report (20 Min)

o Strategic Plan Progress Report Rich

o Operations/Constituency Report Rich

o Board Leadership: Rich

Fund Development Committee Report (20 Min)

o Annual Campaign Update Ron/Carol

o Gala Concept Ron/Carol

o Committee Chart of work Update Ron/Carol

Committee Status (15 Min)

o Board Development: Meeting on 4/22/2014 Dennis

o Weber Advisory Committee Status DeWayne

o SL Advisory Committee Status Rich

NEXT Meeting: GROUND BREAKING CERMEMONY

o June 4th , Wednesday @ 7:30AM at LINCOLN ELEMENTARY in OGDEN

Lincoln

Community

Family

Center

Fundraising - YMCA Community Family Center - Ogden

Total Amount Received (cash in hand) 569,084$

Total Amount Pledged 95,000$

Name Est. Date Amount

GE Capital Apr-14 20,000$

State of Utah Jul-14 50,000$

Susan and Stephen Denkers Family Foundation Mar-14 25,000$

Total Amount Secured 664,084$

Total Construction Budget Wadman Inc. 703,598$ % of projected cost: 94%

Total Amount of Requests already submitted 144,000$

Name

Est. Date Hear

Back Amount Requesting

America First Credit Union May-14 5,000$

City of Ogden Jul-14 20,000$

Emma Eccles Jones Foundation Jun-14 10,000$

GOAL Foundation Jun-14 2,000$

Goldenwest Credit Union May-14 1,000$

LDS Church May-14 100,000$

Merrill Lynch May-14 1,000$

McCarthey Family Foundation Jun-14 5,000$

Overland West, Inc. Jun-14 1,000$

Petersen, Inc. May-14 1,000$

Stewart Education Foundation Jun-14 10,000$

Val A. and Edith T. Green Foundation Jun-14 10,000$

Val A. Browning Foundation Jun-14 10,000$

Willard L. Eccles Foundation Jun-14 10,000$

Other gifts outstanding to various individuals Jun-14 5,000$

Total Amount Cultivating/ Grant to be Submitted 32,000$

Name

Est. Date Hear

Back Amount Requesting

American Nutrition Jun-14 $ 1,000

Chase Bank Jun-14 $ 5,000

CIT Bank May-14 $ 2,500

Fresenius Medical Care May-14 1,000$

Harold Burton Foundation Aug-14 $ 5,000

JBT Aerotech May-14 $ 1,000

Kier Construction Aug-14 $ 2,500

Ogden Raptors Oct-14 $ 1,000

Utah Families Foundation Jun-14 25,000$

Weber County Commissioners Sep-14 2,500$

Westland Ford Sep-14 1,000$

YMCA OF NORTHERN UTAH Salt Lake Office, Main Office Ogden Administrative Office YMCA Community Family Center 3098 S. Highland Drive, Suite 440 893 24th Street, Suite 200 4223 S. Atherton Drive

Salt Lake City, UT 84106 Ogden, UT 84401 Taylorsville, UT 84123

January 31st, 2014

Wadman Construction Company

Attn: Spencer Bradley

2920 S. 925 W.

Ogden, UT 84401

Dear Spencer,

The Board of Directors of the YMCA of Northern Utah has authorized me to give Wadman Construction

notice to proceed with the Pre-Construction phase of the CM/GC services for the new Community Family

Center at Lincoln Elementary. The selection committee felt that the Wadman team would best be able to

serve the needs of the Y for this project. We look forward to negotiating the terms of an agreement and

to beginning the pre-construction phase of the work with you.

For your information, we are working to complete our fundraising efforts and meet the target budget of

$700,000.00. Although we are very close to the goal, the YMCA's policy allows us to engage in only the

pre-construction and design contracts until the board provides authorization to move forward with the

project. We do not anticipate any difficulty in this and plan to have the board discuss and vote in the

next 90 days - once we have a more firm understanding of the actual projected cost of the project.

We would expect that you will draft an agreement for our review for Pre-Construction Phase of the work.

Please call me with any questions.

Thank you.

Rich West, CEO

UNA

Standard

Of Ethics

STANDARDS OF ETHICS ANNUAL AFFIRMATION STATEMENT *

* This page to be completed ANNUALLY, by your organization’s Board Chair and Executive Director.

For __________________________________________________________

(name of organization)

_____________________________

(date)

We, the undersigned, hereby attest that we have reviewed the Utah Nonprofits Association’s Standards of Ethics and for each of the nine areas listed below, our organization is committed to the standards and is actively engaged in good faith efforts to meet each of them or already meets the standards.

I MISSION

___ We meet the standards ___ We are working to meet the standards

II GOVERNANCE


III FINANCIAL AND LEGAL ACCOUNTABILITY


IV FUNDRAISING


V COMMUNICATIONS


VI HUMAN RESOURCES


VII PUBLIC POLICY AND ADVOCACY


VIII INFORMATION MANAGEMENT


IX EVALUATION


________________________________ ________________________________ Board Chair Executive Director

________________________________ ________________________________ Date Date

(over)

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YMCA of Northern Utah

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4/10/14

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RESOLUTION BOARD OF DIRECTORS/TRUSTEES *

Utah Nonprofits Association

The Board of Directors/Trustees of _________________________________(name of nonprofit organization), in a regular meeting at which a quorum was present, reviewed the Utah Nonprofits Association’s “Standards of Ethics.” We, the Board of Directors/Trustees, hereby affirm that the organization is committed to meeting these standards and already meets the standards or is actively engaged in good faith efforts to meet each of them. This resolution was passed by a _________________(majority/unanimous) vote of the Board of Directors/Trustees during its regular meeting of ____________________(date), and this Resolution has been recorded in the permanent minutes. Signed by: On

Secretary Date

For the Board of Directors/Trustees ___________________________________________ (name of organization)

* This page needs to be completed ONE time, when your organization initially commits to meeting the UNA

Standards of Ethics.

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Join Us,

Bring a Friend!

www.ymcautah.org

Strategic

Plan

Progress

Report

YMCA of Northern Utah 3098 Highland Drive; Suite 440 Salt Lake City, UT 84106 801-466-6299 15-Apr-2014 Page 1 of 4

Strategic Plan Progress Update (4.17.2014) YMCA of Northern Utah

Strategic Plan and Operations Forecast for new &/or expanding products and services:

Implementation beginning June 2014

NOTE: Underlined items are committed to. All others are dependent on funding requests.

o YMCA Community Family Center: Ogden, Lincoln Elementary

Estimated opening - October 2014

Add 2 additional schools that it will serve (Bonneville and Hill Crest Elementary)

Services to provide in 2014/2015: ASP, BSP, ECE, & Day Camp

o ASP Expansion: potential for 1-5 new sites; New tutoring programs

Weber County:

1 location – DaVinci School, (2014/2015); Seed $ - CCDF Grant

3 locations – Weber School District (2014/2015); Seed $ - 21st Century Partner

Salt Lake County

4 locations – Enhance/Expand Tutoring product (2014/2015); Seed $ - Existing

1 location – Sandy (2015/2016); Seed $ - TBD

o Early Childhood Education (ECE) Expansion:

Weber County:

1 location, 4 classes – Lincoln CFC (2014/2015); Seed $ - 21st Century Grant

1 location, 2 classes – Madison, (Began Jan, 2014); Seed $ - TBD

Salt Lake County

Add full day preschool class at Taylorsville CFC, (2014/2015); Seed $ - Existing

o Camp Expansion: 3 new day camps

Weber County:

1 location – DaVinci School, (2014); Seed $ - CCDF Grant

1 location – Madison (2014); Seed $ - Existing Grant

1 location – Lincoln CFC (2015); Seed $ - CCDF

Salt Lake County:

1 location – Sandy, (2014); Seed $ - CCDF Grant

o Community + H&W: minor expansion

Salt Lake County:

Community Garden @ CFC; Seed $ - Multiple grants (in progress)

Strategic Plan Progress Update (4.17.2014)

The Y: We’re for youth development, healthy living, and social responsibility.

15-Apr-2014 Page 2 of 4

o YMCA as a whole (Organization Wide)

Operational Database implementation: July 1, 2014, “ActiveNet”

Constituent and operations report: assimilation and review of existing Data

Contracted SEER & YUSA for Summer Day Camp assessment

Outside Evaluation to improve quality and effectiveness for ASP, ECE, & Day Camp.

(Research sources and cost)

Quarterly Strategy Meetings with Executive Staff

Political Leader relationship development

PR/Marketing Plan in motion:

Direct Mail

Impact statement (Nationally recognized)

Promotional Videos

PSAs & Billboards

Social Media

Google Analytics, Google Ads & contractor (internet marketing)

NOTE: Highlighted items in subsequent pages refer to the above actions tying into and addressing

the strategic plan.



15-Apr-2014 Page 3 of 4

COMPONENTS FUTURE

Our Big

Questions:

1. How do we enhance our impact on youth’s academic success and skill development? How do we increase family/parent involvement?

2. How do we continue to drive earned and contributed revenue to support the growth needed to meet needs of our communities?

3. How do we increase the number of people in our community who join/enroll, donate, volunteer, and advocate in supporting the Y our efforts?

Our

Organizational

Strategies:

Position the Northern Utah YMCA as a cause driven organization that

has a primary emphasis on the holistic development and education

of the youth of our community. [Board]

Increase the number of youth and families served by maximizing

current capacity and opening new programs in targeted locations.

[Staff]

Develop and execute a short and long range plan to secure

resources needed to fund current impact and fund growth. [Board]

Our

Programmatic

Strategies:

Evaluate and align work of the Board of Directors/Committees/Task

Forces to the organizational strategies of the Y. [Board]

o Board Job Description – realistic expectations and include

awareness tours

o Number and composition of Board Members

o Marketing, fund development and program committee

o Format of Board meetings – report on awareness tours/program

education. Use “Identity Statement” to shape BOD agendas and

BOD actions.

Create a 10 year impact and business plan that maps the projected

growth of new locations and quantifies the contributed resources

needed. [staff]

Create a marketing/public relations plan that communicates the

importance and impact of Y programs and calls the community to

join, volunteer, donate and advocate. [Joint]

Evaluate current and future programs to ensure the intentionality of

educational impact. [staff]



15-Apr-2014 Page 4 of 4

Our

Operational

Strategies:

Maximize enrollment capacity in current programs. [staff]

Maximize site utilization for program delivery (need, viable and

mission driven) at current locations.[staff]

Evaluate current impact measures. Determine if we are getting

the data we need. If so, set impact measures in each program

area. Use these impact measures to demonstrate efficacy and

impact using goals and benchmarks. [staff]

Generate identified additional contributed support by increasing

effectiveness of annual support campaign, special events and

new strategies. [Joint]

Open new program centers as outlined in 10 year plan. [Joint - Board’s role is to support getting the money for capital. Staff’s role is to

operationalize.]

Recruit additional partners/volunteers to increase program

impact and reach. [staff]

Operations/Constituency Report Board Members,

This is a report that we have been working on for a while and is for executive and leadership staff.

We want a report that takes all the data we collect and summarize it in to one place for our

leadership staff. This report is an assimilation of data that we report to YUSA, financial data, data

we collect from surveys, and other data sources; collected over the years showing our trends.

The purpose behind this report is for the Executive and leadership to use this information to have a

more holistic and big picture view of the YMCA’s operations. With this, the staff will use this

information to make big pictures decisions and to plan for the future. This report is still a working

document and will change as we begin to use it for planning and decision making.

I want to share this report with board members ensure there is open communication about the

organization, what our Y is doing on annually, and how we are trending with key indicators. Sharing

this report with you is for review purpose only and we will spend very little time on this report in

the board meeting.

As I mentioned, this report is a work in progress. I you have questions or suggestions, please share

them with me so I can improve this report.

Thank you!! -Rich

ANNUAL CONSTITUENT SERVICES REPORT

YMCA OF NORTHERN UTAH 2013

PLUS TRENDS

(DRAFT)

2

YUSA CONSTITUENCY REPORT

The YUSA Constituency Report includes the numbers that we report to YUSA. Total served is an unduplicated

count of participants. Programs participants counts each participant in a program and reflects duplicates.

Volunteers, number of programs, collaboration and events participation are also reported.

Participation Trends

The first two charts show our participation

numbers as they are reported to YUSA on an

annual basis. These numbers are reported by

age and program participation.

2013 Highlight

GROWTH & NEW PROGRAMS

4812 youth were served because more youth

are participating in more programs

The Program Participants (Youth) chart shows

continued growth for all years including 2013. This

chart sums the numbers of participants participating

in each program. The difference in the is showing that

more youth are crossing over to more programs.

(some individuals participate in >1 program)

The Total Served—By Age chart shows that we have

been consistently growing the unduplicated number of

individuals we serve each year, with the exception for

2013. The change in participation can be attributed to

the change of pricing structure in Weber County and

attrition in some junior high programs.

3

Volunteer Trends

Volunteers are another metric we report to YUSA.

Volunteers are placed in two categories, Program and

Policy Volunteers.

2013 Highlight

736 community members giving

7,888 hours of volunteer time.

Program and Collaborations Trends

YUSA tracks the numbers and programs that YMCA offers by providing a checklist of 248 options, that range

from After School Programs to Yoga.

YUSA also asks us to report our Collaborations in the

Community by providing a list that includes school

districts, other non profits and other government

entities.

2013 Highlight

57 programs offered and 27

Collaborations with in our

Community.

Our volunteer numbers improved significantly in

2013. Volunteer hours did not show the same decline

in 2012 because we had an accounting volunteer

start and has continued to volunteer approximately

20 hours per week.

The chart shows that we had steady growth in

volunteers until 2011. The drop in the number of

volunteers in 2012 can be attributed to a large group

not coming to Camp Roger. And the transition of

volunteer coordinators.

Our number of collaborations have steadily increased

and we are expecting the trend to continue in 2014.

These collaborations include partnerships with school

districts, the U.S. Forest Service and other non-

profits.

In 2013 our decrease in programs can be attributed

to being more strategic in the programs we offer. For

example in previous years we offered swimming les-

sons in the summer but it was not a sustainable pro-

gram, so we did not offer them in 2013.

4

Event Trends

2010 was the first year that YUSA had organizations

report on events and event participation.

2013 Highlight

7,367 individuals participated in 52

family and community events.

QUALITATIVE TRENDS - PERCEPTION OF YMCA SERVICES

One measure we use to determine our value to the community is surveys. We survey Parents, Youth, Teachers and Staff. Fall 2012 marks where we began a systematic approach to tracking and using our survey data.

Parent Feedback

Four of the key indicators we ask parent about include overall satisfaction, impact on academics,

impact on values and impact on health.

N=178 (FALL 2012), N=192 (SPRING 2013), N=227 (FALL 2013) N=181 (FALL 2012), N=210 (SPRING 2013), N=226 (FALL 2013)

2011 and 2012 show spikes in Salt Lake because the

H&W Classroom Integration program sessions were

counted as “events.” More than 2,000 participated.

2011 and 2012 show spikes in Salt Lake because the

H&W Classroom Integration program sessions were

counted as “events.”

90% or more parents say that the Y helps their child

academically.

More than 90% of parents saying they are satisfied

with our programs.

5

Parent Feedback

Spring 2013 shows an increase in for both charts, but then drops for Fall 2013. As we continue to survey

parents we will see if Spring survey scores continue to be higher with the possible reason that youth have not

been in the program long enough in the Fall for parents to see the difference in values and health.

2013 Highlight

“It’s amazing for my son. He comes

to the house happy because he

enjoys himself and works hard.

Thank you and good work!”

-Y Parent, Fall 2013 Parent Survey

Teacher Feedback

Teacher feedback is designed to measure our

impact as viewed by the teachers in the schools we

serve. As we continue to administer the survey, we

will be able to identify if spring consistently

receives higher marks.


N=185 (FALL 2012), N=192 (SPRING 2013), N=223 (FALL 2013) N=184 (FALL 2012), N=212 (SPRING 2013), N=216(FALL 2013)

95% or more parents responded Yes with 98% saying

Yes in Spring 2013.

81% or more parents responded Yes with 86% saying

Yes in Spring 2013.

89% or more teachers responded Yes with 93%

saying Yes in Spring 2013.

76% or more teachers responded Yes with 84% say-

ing Yes in Spring 2013.

6

Youth Survey Feedback

Youth Surveys are completed by the youth while they are attending

program. When the 2014 surveys come back we will look to see if

there are seasonal trends.

2013 Highlight

Fall 2013 showed the highest percent of

youth enjoying the Y and reporting that

it helps improve their grades.

Youth Survey Feedback

Healthy Living is one of our focus areas we are incorporating into our programs. More than 60% of

our youth are reporting that the Y teaches them to exercise often and almost 70% of youth are

reporting that the Y is teaching them to eat healthy.



77% or more youth responded positively with Spring

2013 showing a lowest percent.


2013 showing a lowest percent.


2013 and Fall 2013 holding steady.

69% or more youth responded positively with a slight

increase in Fall 2013.

7

Staff Survey Feedback

We asked the staff “Overall I am very satisfied with my job” and “My job gives

me a sense of accomplishment.” The spring 2014 survey will be expanded to

include administrative and development staff and will also ask the questions “I

would encourage friends and others to work here.” We will note if there is a

seasonality over time (i.e. How Fall to Fall compares and Fall to Spring to Fall)

2013 Highlight

98% of Staff agree or strongly

agree that their work gives

them a sense of

accomplishment in Fall 2013.


Spring 2013 shows a decline in the percent of staff

agreeing and strongly agreeing, but Fall 2013 shows

3% improvement.

Spring 2013 shows a decline in the percent of staff

agreeing and strongly agreeing, but Fall 2013 shows

7% improvement.

8

Financial Metrics

Key indicators for supporting decision making for growth and infrastructure needs. Goals include continued

growth in budget size, generate operating surpluses (>3% GM) for building cash reserves and investments (capital

and staff), and efficient staffing to run quality operations and facilitate growth.

Budget has been growing an avg of 20% annually. 2008/2009: Merger with Ogden programs 2010: Opening of the CFC in SL County

Strategy up to 2010: invest in operations & quality. 2011 was break even for operational costs 2014 pay for depreciation. 2017: Get to >3% Goss Margins

KEY Strategic Indicator: Use Budget size and P&L

Chart to understand growth of Tot Revenues. ER Continues to grow in Size AND proportion. Gov’t—2009 was the merger of Ogden. % is gradually declining Contributions & Private grants are as a %, but maintaining $

This metric has been noted by Y-USA as a indicator

for our Y to pay attention to. Our goal is to keep this

<70% (typical facility Y should be <65%).

9

SALT LAKE COUNTY


Afterschool numbers dropped overall in 2013, some theories have included the increase in prices, removing drop-ins and ensuring families pay before they drop their children off. Although these changes may have contributed to a few numbers, the Salt Lake team has chosen to focus on strategies for new recruitment. Efforts have been put into place in 2014 with great results and we have begun to see an increase enrollment and engaging more students. These include adding specialty programs such as soccer, girls on the run and dance and focusing on marketing and increased visibility in the schools. Staff are working more on reaching out to individual teachers and tutoring students are encouraged to enroll in ASP after their tutoring session. We are working on a creating a specific ASP product to market to tutoring parents for the 2014-2015 school year. Considerations need to include transportation and pricing.

2013 Highlight

With the addition of the 21st Century Funding at the beginning of the 2013 school year there has been a lot of

growth and changes in Salt Lake County. We have seen growth in community programming with the introduction

of more fitness classes, a mommy and me program and Kid’s Night Out programs throughout the school year.

Tutoring has been the biggest addition to programming with a solid growth trend, serving 15-60 additional

students at each school site.

Data for 2010 was not available. The average daily

attendance (ADA) declined in 2013 for ASP Elem.

Programs. The potential causes include making

families prepay, increased prices and removing the

drop-in option.

2011 shows the highest number of Community

Programs because there was an AmeriCorps VISTA

whose responsibility it was to build community

programs. The decline in ASP Elem. In 2013 may have

been caused by making families prepay, increased

prices and removing the drop-in option.

10

The number of families served in Salt Lake County who need financial assistance continues to grow. It is

important to be able to support these families and provide a quality program for their youth. The addition of the

21st Century funding and the Social Impact Loan have allowed us to provide more programming at a greatly

subsidized rate.

2013 Highlight

The majority of the increase in financial assistance is due to the 21st Century Funding. We now offer a fully

subsidized tutoring program that has served almost 400 students.

Salt Lake County Financial Assistance

The increase in the number individuals receiving a full

subsidy can be attributed to the growth in the

tutoring programs and Jr. High participation.

Data was not available to break the amount of

financial assistance up into the same categories as

those receiving assistance. The continued growth

mirrors the growth of tin enrollment.

11

WASATCH COUNTY


Wasatch County has continued to see growth in programming throughout the summer. We are opening up another

week this summer, returning Camp Roger to the full 9 week season with the expectation of maintaining the 100

camper session average. In addition to adding another horsemanship option and continuing to refine the

schedule we are optimistic for another successful summer.

2013 Highlight

This summer Camp Roger also offered two family camps, one mid-summer and one over Labor Day. The July

family camp was promoted through Living Social and had an excellent turn out. Labor Day family camp had one

large family register, which made the program viable and included a few additional smaller families.

Heber Day Camp had a strong first summer, serving almost 70 children and able to maintain a break even budget. We have reached out to the ASP Director in Heber and she has to agreed to promote the day camp program to her families.

Enrollment is continuing to grow. The growth in 2013

includes a growth in family camps and the addition of

day camps in Heber.

In 2012, Camp Roger approached its ADA capacity justifying in

2013 an additional week to maintain a session average >100

campers.

Heber Day Camp opened in 2013.

Family Camp:

12

Wasatch County Financial Assistance

Financial Assistance Trends

As enrollment and program options grow in Wasatch County the number of families that need financial assistance

also grows.

2013 Highlight

Wasatch County continues to offer more support annually as enrollment grows. 2013 also saw a very successful

launch of a targeted annual to Camp families resulting in over $3,500 in donations.

The chart shows that as enrollment has grown so has

the number of individuals receiving financial

assistance. Voluntary assistance showed the greatest

growth in 2013.

The chart shows that as enrollment has grown so has

the amount of financial assistance given. 2012 shows

a spike because more families applied for assistance

where as the increase in 2013 was minimal with more

campers choosing voluntary assistance.

13


The most distinct changes in participation are in our Jr. High programs and Community Programs which is due to tightened staff/student ratios and a need to review our program offerings. Tracking infrastructure was not im-plemented until 2011.

WEBER COUNTY

Over the last 2 years Weber has experienced changes in leadership, pricing structure and its staffing structure.

2013 Highlight “Johnny is a student with many challenges- physically, emotionally and academically. He began the YMCA only recently, but I have noticed significant improvements. He has gone from turning in no or barely completed homework to turning in fully completed homework on time. Concepts I did not believe he was getting at all shows a C average on test scores- telling me that he at last is beginning to understand. Originally painfully quiet and shy, he is beginning to come out of his shell and he gains confidence in what he is doing. They are doing a great job with him!”

-Elementary Teacher, Fall 2013 Teacher Survey

Total Served:

2010 & 2011: All activities were counted in “Elementary”

or “Jr. High” buckets. 2012—implemented tracking by

programs. Here are the totals of those for the 4 years: 2010 = 2,221; 2011 = 2,277; 2012 = 2,176; 2013 = 2,064

Elementary - 2012 decline due to tracking infrastructure (priors years

counted kids given snack, but they were NOT in ASP)

Jr. High: decline due to 1-sperating snack kids, 2-seperating tutoring

(predominantly at Jr. high), and in 2013, implementation of a tiered pricing

and registration fee.

2012 shows an increase in Community Programs that were not sustainable

and were not continued in 2013 (external environmental decision by OSD ).

ADA:

Tracking ADA was implemented in Weber in 2012.

Sophistication of data collection and reporting is

making incremental improvements.

2013 Camps: Prior to 2013 summer was a longer ASP (not a camp). In

2013 had a 4 week “ASP” + 4 week day camp at DaVinci (decision

made 1 month prior to implement DaVinci)

Elementary: Enrollment was declining, but retention improving.

Jr. High: Separated tutoring from ASP, plus playing with structure to

improve ‘value proposition’ for Jr. high programs (still in progress)

14

Weber County Financial Assistance

Weber County implemented a true tiered pricing system and a streamlined financial assistance application process at the start of 2013-14 school year.

2013 Highlight

The red area highlights the number of families opting to pay tiers above Tier D. This will be an area that we will expect to grow over time. Our families have been very receptive to our new tiered model in Weber County.

2010 data was not available for this chart. The

increase of the assistance given to Tier D families is

reflective of the change in pricing to a tiered

structure.

2010 data was not available for this chart, but the

number of youth received assistance has been

declining steadily with the largest drop in 2013 which

correlates with drop of Jr. High Enrollment and 2nd

snack being counted in 2012.

Annual

Campaign

Update

2014 Annual Campaign Summary 4.10.14

FUNDING SOURCE 2014 YTD 2014 Goal 2013 Actual 2014 YTD 2014 Goal

2013

Actual 2014 YTD 2014 Goal

2013

Actual

Board Donations $ 14,441 $ 25,000 $ 23,662 6 11 10 2406.79 $ 2,500 $ 2,366

Board Solicitation $ 4,100 $ 3,680 0 11 9 #DIV/0! $ 300 $ 409

Staff Donations $ 1,800 $ 6,000 $ 5,686 28 75 71 64.2857 $ 60 $ 80

Includes estimate of

$705 and 20 donors

for Weber Staff

Auction

Staff Outreach $ 440 $ 6,000 $ 7,142 10 100 68 44 $ 60 $ 105

Participant Giving $ 550 $ 7,000 $ 6,754 20 138 127 27.5 $ 20 $ 53

Camp Roger

Registration Pledges:

$550 and 20 Donors

Volunteer Giving $ 75 $ 1,200 $ 1,174 2 5 3 37.5 $ 120 $ 391

Former Staff $ 700 $ 575 0 5 3 #DIV/0! $ 120 N/A

Other $ 50 $ - 5 10

Total $ 17,356 $ 50,000 $ 48,673 71 345 291 244.447 $ 145 $ 167

AMOUNT GIVEN # OF DONORS AVERAGE GIFT SIZE

Notes

Documents

Board of Directors Meeting Packet 4/17/14