TimeBanks USA

Strategic Plan 2007-2010

Draft presented to and approved by the Board December 18, 2006

TABLE OF CONTENTS

EXECUTIVE SUMMARY...................................................................................2INTRODUCTION.............................................................................................4THE STRATEGIC PLANNING PROCESS...........................................................5MISSION STATEMENT (AS APPROVED BY THE BOARD, JAN ’06)......................7CORE VALUES..............................................................................................7THE TIME BANKING MOVEMENT – A VISION FOR 2010..................................8TIMEBANKS USA: BUILDING AN INFRASTRUCTURE FOR THE MOVEMENT – A

DESIGN FOR GROWTH AND SUSTAINABILITY................................................11TIMEBANKS USA’S GOALS FOR 2007........................................................12THE STRATEGIC PLAN FOR TIMEBANKS USA..............................................132007 GOALS AND ACTIONS, AND 2010 VISION............................................13

FOCUS AREA 1: AN INFRASTRUCTURE FOR A MOVEMENT.........................13FOCUS AREA 2: MANAGED ACCOUNTABILITY SYSTEMS FOR TBUSA AND THE MOVEMENT......................................................................................14FOCUS AREA 3: ORGANIZATIONAL INFRASTRUCTURE FOR TBUSA.........15FOCUS AREA 4: PROMOTION OF TIME BANKING AND CO-PRODUCTION. . .16FOCUS AREA 5: NURTURING BEST PRACTICES AND SUSTAINABILITY......16FOCUS AREA 6: CHANGING SYSTEMS AND PROFESSIONAL PRACTICE.....18FOCUS AREA 7: INCOME GENERATION.....................................................19

PROJECTED GROWTH AND SUSTAINABILITY OF THE TIME BANKING MOVEMENT IN 2010 (WITH PROJECTIONS FOR 2007).....................................8

PART A: COMMUNITY BUILDING TIME BANKS WITH PAID STAFF.................8PART B: MEMBER MANAGED COMMUNITY BUILDING TIME BANKS..............9PART C: SYSTEMS CHANGE TIME BANKING INITIATIVES...........................10PART D: EVALUATION, RESEARCH, POLICY AND CHANGING....................10PROFESSIONAL PRACTICE.......................................................................10

APPENDIX A: SURVEY RESULTS..................................................................20

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EXECUTIVE SUMMARY

Time Banking’s Core Values

This strategic plan for Time Banking is driven by Time Banking’s five core values – Assets, Work, Reciprocity, Community and Respect – as defined by the Co-Production framework developed by Edgar S. Cahn. They in turn speak to the urgent need to rebuild the core economy of family, household, neighborhood, community and civil society.

Time Banking uses a time-based medium of exchange, Time Dollars, and information technology to value and reward the often unrecognized labor needed to rebuild the foundational parts of our society. It thereby opens new possibilities for rebuilding community and for systems change. Time Banks operate in 25 states within the USA and in 22 nations.

The Time Banking Movement -- A Road Map for Growth and Development

The Time Banking movement is a loosely connected and multifaceted network of Time Banks and Time Banking projects that apply Co-Production principles across the country (as well as internationally). The growth of that movement has been projected as part of the strategic planning process, and provides the overall context for TimeBanks USA’s strategic action. The movement reflects the broad potential of Time Banking as a tool and framework for community building and systems change. New areas of growth are spontaneously emerging in areas such as community action, wraparound services for youth, community supports for baby-boomers, juvenile justice and faith-based initiatives. Reflecting this broad base, projections for the growth of the movement in the US by 2010 have been made across four related realms:

1. Community-building Time Banks managed by paid staff 2. Community-building Time Banks managed by members

themselves 3. Systems Change Time Banks and Time Banking initiatives

enlisting clients and communities as co-producers4. Systems change supportive efforts provided by evaluation,

research, policy and changes in professional practice.

Relatively conservative numerical projections have been put forward for the movement in 2010 as follows: 200 Time Banks coordinated by paid staff spread over 40 states 800 Time Banks managed by members with an added unknown

number of mini-TimeBanks Systems change initiatives utilizing Time Banking undertaken by:

15 national organizations 10 local or regional organizations creating networks 10 free standing flagship Time Banks

A set of evaluation tools, evaluation studies, presentations at professional conferences, curricula utilized by universities and an on-line course on Time Banking and Co-Production.

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TimeBanks USA as the Infrastructure for the Time Banking Movement

From the start, Time Banking has made use of information technology. Now, the availability of Community Weaver, a brand new web-based software, makes possible an entirely new expansion and redesign of the infrastructure for the Time Banking movement. Out of the strategic planning process emerged a design for that infrastructure that is flexible and multi-faceted, and whose chief operative words are: leveraging and mutual accountability. It will include the following: (a) Board(b) staff-run organization (c) membership(d) Time Bank of Time Banks using Community Weaver software(e) consulting arm drawn from members of the movement operating with support of the www.TimeBanks.org website(f) national and regional Time Banking conferences, and, finally, (g) the Memoranda of Understanding (MOU’s) that spell out formal partnerships and collaborations with an array of national and regional organizations, academic consortiums, faith-based organizations and others.

This multi-part design provides for strong expression of the underlying principles and vision of Time Banking, and will catalyze and leverage the different energies of the movement. With this structure in place, the potential of Time Banking can be nurtured across a broad front while the likelihood of burdening the movement with a heavily staffed, central organization will be minimized.

Into the Future:TimeBanks USA Goals for 2007 in Six Strategic Focus Areas

For the movement to maximize its full potential, funding and implementing this expanded infrastructure design will be a central task for the Board and the staff-run organization in 2007. Strategic goals for TimeBanks USA in 2007 have been outlined for seven strategic focus areas to align with the projected growth of the movement and this infrastructure as envisioned for 2010. They are:(1) design, support, and operationalization of movement infrastructure (2) a managed accountability system

linking all elements of TimeBanks USA – new and existing – into a flexible, mutually leveraging and mutually supporting whole

(3) the organizational infrastructure for the staff-run organization including staff roles, systems and procedures

(4) promotional capacityincluding materials and program support

(5) best practices and sustainability(6) changing systems and professional practice in human services(7) income generation

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INTRODUCTION

This 2007-2010 Strategic Plan has been prepared at a critical juncture for TBUSA and the larger Time Banking movement. First, the new web-based software specifically designed for Time Banking, Community Weaver, is now fully operational, bringing possibilities of expansion to an entirely new level. Second are the different directions already taken and the different realms that Time Banking has penetrated.

The plan therefore has presented a new strategic positioning for the movement as a whole and for TimeBanks USA as the organization serving that movement. It envisions TimeBanks USA continuing to function as catalyst generating ideas, expounding Core Values and setting forces in motion. But it lays out the steps on a new journey wherein TBUSA seeks to maximize the potential of the information technology it now has, including the TimeBanks website and Community Weaver software to respond to the question: What kind of infrastructure is needed for a vast, decentralized movement that is initiating a paradigm shift in how our society addresses virtually every major social problem?

The plan is the result of heavy lifting by a group of dedicated volunteers consisting of board members, Time Bankers from around the country, and TBUSA staff. It was led by Martin Farrell, Chair of the TimeBanks UK Board of Directors, and director of Get2thepoint Consulting in the UK Many thanks are due to all who contributed, and for the spirit of enthusiasm and dedicated engagement that has been brought to this work.

Edgar S. CahnChairman and CEO, TimeBanks USA

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THE STRATEGIC PLANNING PROCESS

To date, the strategic planning process has been carried forward in two distinct phases. In Phase I, a questionnaire was developed and sent out to board members and existing Time Banks for direct feedback on issues of greatest concern and priority actions. Phase II centered on a 2-day retreat to (a) envision how the movement in all its variety will look in 2010 (b) address the crucial question of what the role of TimeBanks USA should be vis-à-vis the movement it has birthed and (c) lay out, in broad strokes, a scope of work for TBUSA in 2007 that is aimed at giving the movement the catalytic support it needs for the 2010 vision to be fulfilled.

The plan as presented in the following pages will be passed from the present transitional board to the new TBUSA Board of 2007. The new Board’s role will be to finalize and approve the plan, and to oversee and support its implementation. Completed, the plan will focus the energy of all who wish to play a part in achieving TBUSA’s mission by shaping and guiding what TBUSA is and what it does vis-à-vis the larger Time Banking movement.

Implementation

The plan will be reviewed, finalized and approved by the new TBUSA board in early 2007. At that point, it will be fully operationalized to direct the actions undertaken by TBUSA. Staff responsibilities and goals, task and task timelines, and the explicit funding and budget allocations needed to implement the plan successfully will at that point be fully spelled out. Beyond that, a focused collective effort and clear lines of accountability will be required to ensure that implementation occurs. This will include oversight of TBUSA by the Chair and new Board, along with other elements of the system of managed accountability referred to in the plan.

Review and Revision

The strategic actions laid out in the final operationalized version of the plan will be the basis for all TBUSA actions in 2007. Whilst some flexibility will be called for to respond to unforeseen changes and opportunities, the priority will remain staying on track to achieve the strategic goals. It will be formally reviewed by the Board in the fall of 2007 and strategic actions for 2008 will be formulated at that time in the light of progress towards strategic goals as finalized by the Board in early 2007.

Contributors

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From start to end, this process has been guided and Martin Farrell, who has taken on that responsibility with his characteristic mixture of humor, great integrity, and skill, and we have been fortunate indeed for that leadership.

Phase I Contributors: Mashi Blech, Edgar Cahn, Maureen Caviola, Marcel Charpentier, Badi Foster, Christine Gray, Scott Haapala, Barbara Huston, Michael Marks, Stuart Ray, Anne Rogers, and Polly Wiessner.

Phase II Contributors: Edgar Cahn, Marcel Charpentier, Barbara Cox, Nancy Goodman, Christine Gray, Michael Marks, Josefina Mata, Mark McDonough, Jen Moore, Calvin Pearce, Stephanie Rearick, Don Ross, Ruston Seaman, and Sheryl Walton.

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MISSION STATEMENT (AS APPROVED BY THE BOARD, JAN ’06)

To expand a movement that develops, supports, and promotes a network of Time Banks TM that rebuild community and reforms economic and social systems, policies, and practices so that they empower human beings to contribute to the well-being of each other through reciprocity.*

CORE VALUES

1. We are all assets.Every human being has something to contribute.

 2. Some work is beyond price.Work has to be redefined to value whatever it takes to raise healthy children, build strong families, revitalize neighborhoods, make democracy work, advance social justice, make the planet sustainable. That kind of work needs to be honored, recorded and rewarded.

 3. Helping works better as a two-way street.The question: “How can I help you?” needs to change so we ask: “How can we help each other build the world we both will live in?”

 4. We need each other.People helping each other reweave communities of support, strength & trust. Community is built upon sinking roots, building trust, creating networks that are built on mutual respect and commitment.

 5. Respect demands accountability. The voices of all must be heard and heeded so as to promote social justice and compel accountability.

* Note on the current mission statement:All agree that this mission statement spells out the constitutive parts of the TimeBanks USA mission. It has operated well as a guide for the strategic planning process. However its length and phrasing make it difficult for regular promotion and daily use. The group that came together for Phase II in the strategic planning process recommended informally that there be a short and memorable version for daily use as an inspiration and guide for TimeBanks USA and the movement in their ongoing activities.

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THE TIME BANKING MOVEMENT – A VISION FOR 2010

In 2010, as now, Time Banks will be aiming to rebuild the Core Economy of family, neighborhood, community and civil society. As now, they will be doing so by valuing critical work that the market does not value adequately and by valuing contributions by persons whose work has been taken for granted, ignored or devalued. To achieve those ends, some Time Banks place emphasis on community-building. Others stress systems change. Many Time Banks are hybrids, combining both. As the movement builds, the successful use of Co-Production by Time Banks around the nation will initiate a paradigm shift in policy and practice in addressing major social problems.

By 2010, Time Banking will be widely known and will increasingly be sought out as a fundamental tool for community building and system change. Time Banking will be growing rapidly in four related realms:

A. Community building Time Banks that are staff ledB. Community building Time Banks that are member-managedC. Systems change Time Banks and Time Banking projects and initiativesD. Supportive work for Time Banking and systems change in the areas of

evaluation, research, policy and changing professional practice.

Supporting that growth and development will be a multi-part organizational and systems infrastructure made possible by information technology. That will include the www.TimeBanks.org website and Community Weaver internet software. The core, staff-run organization of TBUSA will seek to remain small, even as the movement grows increasingly large and diverse. TBUSA’s chief roles will be as supporter and catalyst for the strong, growing, and sustained Time Banking movement. The infrastructure for that movement is laid out in the next section.

PROJECTED GROWTH AND SUSTAINABILITY OF THE FOUR APPROACHES TO TIME BANKING

PART A: COMMUNITY BUILDING TIME BANKS WITH PAID STAFF

What they are: Paid staff lead or support Time Banks that are building community-of-place by creating informal support systems with win-win exchanges of services and resources, conducting social events and trips, and engaging members in community building projects. Many include a system change dimension that can shift over time and may be a central focus, or quite separate from the work of community-building.

Vision for 2010 200+ staff-led community building Time Banks in 40+ states Operating in a number of different forms such as

free-standing Time Banks Time Banks operating under a single host organization, community building Time Banks with an orienting focus

such as eldercare, building a local economy, strengthening a congregation

linked clusters of community building Time Banks

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Services and exchanges to meet unmet needs: basic sustenance, social connectedness, creativity, intellectual stimulation, spiritual growth for memberships that center on or involve vulnerable populations

Encompass broad diversity, including rural/urban, age, income levels, and, in particular, ethnic and cultural diversity

Time Banks have tools and training they need to apply multi-faceted sustainability strategies for long term development and viability

Time Banks are supported in initiating social enterprises to further mission and in-house sustainability

Growth for 2007 10+ groups or organizations will form new Time Banks with

paid coordinator staff Time Banks across the US express ethnic, cultural diversity as

well as age and income diversity

PART B: MEMBER MANAGED COMMUNITY BUILDING TIME BANKS

What they are: Members manage and administer the Time Bank, taking on different elements of the coordination. These have been made much easier to create and sustain by user-friendly, Internet based software used by individual Time Banks members. These Time Banks have the potential to become an area of rapid growth. Three variations of member-led Time Banks are envisioned being in place by 2010:

Type 1. A neighbor-to-neighbor Time Bank that is temporarily member-managed as a sustainability strategy Type 2: A self-sufficient neighbor-to-neighbor planned from the outset to be permanently member-managed.Type 3: A highly personal “mini” Time Bank consisting of between 10 and 35 members and aimed at meeting diverse, highly individual goals and needs

Vision for 2010 800+ of types 1 and 2 (temporarily and permanently member

managed neighbor-to-neighbor) Bringing in affluent and middle-class as well as financially

struggling communities, leading to wider income diversity in the movement

Drawing in a broad ethnic and cultural diversity 250 + mini-Time Banks (through sales of the Wow package) Helping in the seeding and mainstreaming of the Time

Banking movement

Growth in 2007 5+ of types 1 and 2 50 + mini-Time Banks through sales of the Wow package Customer satisfaction and needs feedback loop in place

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PART C: SYSTEMS CHANGE TIME BANKING INITIATIVES

What they are: Time Banks and Time Banking projects and initiatives that place their emphasis squarely on achieving systems change by enlisting beneficiaries of human services as contributors and valued partners in the furtherance of mission. An explicit emphasis on putting into practice the five core principles of Co-Production. Some will use community building as a central strategy for systems change, and some will focus on a particular institution or aspects of a systemic failure in serving a specific at-risk population.

Vision for 2010 Systems change initiatives will be hosted or sponsored by

at least 15 national organizations at least 10 local or regional organizations who seek to

create a network of Time Banks (including government agencies, non-profit organizations, and faith-based and secular institutions)

10 free-standing or single-host flagship Time Banks In multiple areas, including health, education, juvenile justice,

eldercare, legal services, anti-poverty, foster care, etc Recorded benefits to well over one hundred thousand

households.

Growth in 2007 Systems change initiatives will be hosted or sponsored by

1+ new national organizations 3 + new local or regional organizations who seek to

create a network of Time Banks (including government agencies, non-profit organizations and institutions)

1+ new free-standing or single-host flagship Time Banks

PART D: EVALUATION, RESEARCH, POLICY AND CHANGING PROFESSIONAL PRACTICE

What it is: Partnering relationships between TBUSA and individual change agents and academic, policy, and professional organizations that seek to establish Co-Production and Time Banking as a significant and accepted paradigm-shifting approach through evaluation, research and policy studies and through changes in professional practice.

Vision 2010 and Growth in 2007 (see focus area 6 page 18)

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TIMEBANKS USA: BUILDING AN INFRASTRUCTURE FOR THE MOVEMENT – A DESIGN FOR GROWTH AND SUSTAINABILITY

The Time Banking movement will be served by an infrastructure that seeks to leverage the different kinds of energies and resources in the movement and will be responsive and accountable. It will consist of:

(a) the TimeBanks USA Board, (b) the core staff-run organization of TimeBanks USA,(c) the membership, (d) a Time Bank of Time Banks developed under the aegis of TimeBanks USA and using Community Weaver web-based software (e) a consulting arm staffed by members of the movement that will be hosted and supported through the www.TimeBanks.org website by the staff-led organization (f) regular national conferences that bring Time Banks together, and (g) partnerships between TBUSA and national and regional organizations, academic consortiums and others.

Each element of the infrastructure will have a distinctive catalytic role shaping the movement’s growth and sustainability. Systems of mutual accountability will be a critical element of this infrastructure.

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TIMEBANKS USA’S GOALS FOR 2007

FOCUS AREA 1: BUILDING THE INFRASTRUCTURE FOR A MOVEMENTAll parts of the infrastructure of Board, TBUSA core staff, Membership,Time Bank of Time Banks, Consulting arm, Time Banking conference and partnerships shaped by MOUs will be fully designed and operationalized and operating smoothly by end of year.

FOCUS AREA 2: MANAGED ACCOUNTABILITY SYSTEMS Formal and informal relationships and structures will be put into place to ensure accountability within and between all parts of the movement’s infrastructure.

FOCUS AREA 3: ORGANIZATIONAL INFRASTRUCTURE FOR TBUSAStaffing, systems, procedures, office space, IT and capital equipment are refined/expanded – in accord with resources – for the staff-run organization to effectively build, interact with and nurture all elements of TBUSA as the infrastructure serving the Time Banking movement.

FOCUS AREA 4: PROMOTION OF TIME BANKING AND CO-PRODUCTIONAll parts of TBUSA as the Time Banking movement’s infrastructure will be engaged in internal and external promotion of Time Banking in ways that are best suited to their structure and functions.

FOCUS AREA 5: NURTURING BEST PRACTICES AND SUSTAINABILITYNew and existing Time Banks can effectively access and/or share essential information on start-up, sustainability and best practices relating to community building and/or systems change. Core knowledge such as the five core principles will be consistently included.

FOCUS AREA 6: CHANGING SYSTEMS AND PROFESSIONAL PRACTICEThe staff-run organization will enter into well-defined partnerships and collaborative relationships aimed at undertaking research and providing professional courses to establish Co-Production and Time Banking as a powerful paradigm-shifting approach in human services.

FOCUS AREA 7: INCOME GENERATIONFunding is secured by the Board and staff-run organization to implement the strategic plan and to ensure that all new and expanded elements of TBUSA as the infrastructure for the movement are fully operational and financially sound by end of 2007.

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THE STRATEGIC PLAN FOR TIMEBANKS USA 2007 GOALS AND ACTIONS, AND 2010 VISION

FOCUS AREA 1: AN INFRASTRUCTURE FOR A MOVEMENT

Goals for 2007All parts of the infrastructure of Board, TBUSA core staff, Membership, Time Bank of Time Banks, Consulting arm, Time Banking conference and partnerships shaped by MOUs will be fully designed and operationalized and operating smoothly by end of year.

Actions for 2007 Newly installed permanent TBUSA board with new chair, clarity on

board member roles, and high standards of governance Time Bank of Time Banks using Community Weaver internet software

set up with 50+ active members by end of year Consulting arm policies and procedures in place Consultant listing pages on www.TimeBanks.org fully functional 20+ consultants listed and 12+ referrals made by TBUSA plus

evaluation procedures carried out TBUSA core staff allocated and engaged to implement strategic plan 1+ partnerships between TBUSA and a national or regional

organizations established with MOU in place 200+ attend the National Time Banking conference in Madison, WI

Vision for 2010 Possibilities will be created through this infrastructure for engagement

by a wide range of players supporting the movement, including grass-roots leaders from multiple ethnic and socio-economic

groups and communities leaders of issue-related movements that adopt Time Banking

as a tool Time Bank coordinators, directors and leadership professionals operating as change agents Institutions seeking to support and foster change.

A board whose majority has a close, working affiliation with Time Banking

Staffing for TimeBanks USA of between 5 and 10 staff whose roles continue to reflect the strategic plan

250+ members in the Time Bank of Time Banks 100+ consultants in the consulting arm of the movement 400+ attendees at the 2010 Time Banking national conference 5+ major partnerships between TBUSA and national or regional

organizations and academic institutions or consortia

Through the architecture of this organizational infrastructure TBUSA will focus on keeping true to its role as supporter, catalyst and provider of quality assurance for the expansion and deepening of the movement and in doing so will intentionally have retained only a small core staff.

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FOCUS AREA 2: MANAGED ACCOUNTABILITY SYSTEMS FOR TBUSA AND THE MOVEMENT

Goals for 2007 Formal and informal relationships and structures will be put into place to ensure accountability within and between all parts of the movement’s infrastructure.

Actions for 2007 New Board Chair appointed Strategies for developing board governance capability explored,

chosen, laid out and partially implemented Time Bank of Time Banks features effective feedback loop for

ensuring that exchanges between Time Banks accord with promises made

Time Banking consultants have effective feedback loops, managed by TBUSA, to ensure high quality work

Board procedures for fiscal accountability established TBUSA’s operational plans and budgets undergo regular Board

review to ensure they reflect strategic plans as approved by the Board TBUSA has feedback loops to measure responsiveness to new and

existing Time Bank informational needs – for example: 90% or more new and existing Time Banks say that the informational support they received was at 4 or 5 on scale of 1-5, where 5 = excellent

Partnerships between TBUSA and other organizations are anchored by well-crafted MOUs

Vision for 2010 Board operates effectively at visioning, strategic, and fiduciary levels

to provide visionary leadership to TBUSA and in support of the movement

Board has internal mechanisms to ensure the highest standards of Board accountability

Time Bank of Time Banks features effective feedback loop for ensuring that exchanges between Time Banks accord with promises made

Time Banking consultants have effective feedback loops, managed by TBUSA, to ensure high quality work

Partnerships between TBUSA and other organizations are anchored by well-crafted MOUs

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FOCUS AREA 3: ORGANIZATIONAL INFRASTRUCTURE FOR TBUSA

Goals for 2007 Staffing, systems, procedures, office space, IT and capital equipment are refined/expanded – in accord with resources – for the staff-run organization to effectively build, interact with and nurture all elements of TBUSA as the infrastructure serving the Time Banking movement.

Actions for 2007 Staff levels and roles are reviewed and re-defined for new expansion TBUSA’s human resource policies, job descriptions, search and hire

strategies, and staff evaluation procedures are reviewed and refined to support achievement of strategic plan goals

Internal staff communication and management structures and procedures are refined as needed to support the movement and achieve strategic plan goals, eg

TBUSA Membership management and member support processes are streamlined and seamlessly implemented

Effective procedures are in place for efficient and responsive product sales and fulfillment

Procedures in place for effective, responsive activation of consultant work by TBUSA staff and movement members

Additional part-time position hired to provide support to accountant New office space possibilities investigated at point when staffing

structures look likely to call for that Financial systems and procedures reviewed and modified as needed

to operate as a planning tool in line with the strategic plan Operating budget for 2007 as approved by Board is followed Operating budget for 2008 is created, approved by close of 2007 Diversity – especially ethnic and cultural – actively sought and

supported

Vision for 2010 TBUSA’s human resource policies, job descriptions and search and

hire strategies support strong operationalization and implementation of the vision laid out by the Board

10 - 20 exceptionally dedicated and capable line staff whose make-up reflects the diversity of the movement

2+ staff members offering expertise and services as called for by: each of the four functional areas of the Time Banking

movement the infrastructure developed to support that movement

2-4 consulting and/or full-time and part time support staff supplying needed services for financial management, communications systems, IT etc

Systems and procedures in place for staff to operate as self-managed members of a team

Fully equipped office space – likely in the Washington, DC area Capacity to deal with legal issues related to Time Banking such as

liability, trademark issues and tax exemption

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FOCUS AREA 4: PROMOTION OF TIME BANKING AND CO-PRODUCTION

Goals for 2007All parts of the Time Banking movement’s infrastructure will be engaged in internal and external promotion of Time Banking in ways that are best suited to their structure.

Actions for 2007 Board members actively engaged in promoting Time Banking to their

personal and professional networks GuideStar entry up to date at all times New professional-quality brochures and packaging for Wow Start-Up

Kit to promote Time Banking and Co-Production Expertise and help available to Time Banks through the Time Bank of

Time Banks and the consulting arm is generating effective local media coverage for all

Effective promotion for the Time Banking National Conference in Madison, WI

Edgar as founder, spokesperson for Time Banking promotes Time Banking as plenary speaker at 2+ major conferences

Website generating a competitive number of hits per week and engaging new adherents for Time Banking

2+ Partnerships in place with national or regional organizations who will disseminate Time Banking throughout their organization

Electronic newsletter/e-bulletin to 250+ member subscribers by 12/31 Hard-copy newsletter 2 to 3 times per year Response to inquiries system streamlined and seamlessly

implemented with monthly report to show patterns, trends etc Time Banking and Co-Production are showcased at 2+ professional

conferences

Vision for 2010 Professional quality materials powerfully aligned to needs of each of

the four main areas of Time Banking The Time Bank of Time Banks offers expertise, help and promotion.

This will lead to local media coverage for 75% of Time Banks with 100 or more members.

Time Banking covered by national media 4+ times per year Edgar as founder, spokesperson for Time Banking promotes Time

Banking as plenary speaker at 4+ major conferences 10 + articles on Time Banking in professional journals by partnering

academics and professionals Website generating 100 – 500 hits per week and engaging new

adherents for Time Banking 5+ Partnerships in place with organizations who will disseminate Time

Banking Initiatives that amplify the voices and perspectives of specific,

historically disenfranchised groups engaged in Time Banking

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FOCUS AREA 5: NURTURING BEST PRACTICES AND SUSTAINABILITY

Goals for 2007New and existing Time Banks can effectively access and/or share essential information on start-up, sustainability and best practices relating to community building and/or systems change. Core knowledge such as the five core principles will be consistently included.

Actions for 2007 Monthly e-bulletin nurtures a sense of community and shared culture All parts of TimeBanks USA infrastructure consistently tie how-to

information to the five core principles of Co-Production/Time Banking Electronic online forums* post how-to on Time Bank set-up and

sustainability, including membership and promotional materials, successful fundraising strategies (including the wording of grant proposals), and other materials†

24+ Time Banking practitioners and others with special expertise relating to Time Banking are actively part of the consulting arm of TimeBanks USA by end of year

Edgar’s book Priceless Money, as a new edition with stories and discussion guides, is released at the Time Banking conference

40+ new and existing Time Banks around the country participate in workshops and training‡

First steps are taken to the creation of an on-line course in Co-Production and Time Banking

National Time Banking conference includes multiple opportunities for knowledge sharing, including pre-conference gatherings, open space sessions, and targeted workshops

15+ Time Banking trainers/consultants hold a pre-conference meeting to discuss and build on shared framework/languaging for Time Banking that includes the Core Principles

The Wow package and other how-to materials are refined in light of feedback from conference participants

* Survey question #5 was ranked as one of the Five Most Important Actions of TBUSA, and reads: “Create and support on-line forums that make it possible for Time Bank coordinators and others to effectively share and access information.”

† Survey questions #9 and #22 were ranked as two of the Five Most Important Actions of TBUSA, and read consecutively: “Share wording of successful grant proposals” and “Develop high-quality promotional materials that local Time Banks can adapt for their own use.”

‡ Survey question #17 was ranked as one of the Five Most Important Actions of TBUSA, and reads: “Provide advanced workshops and training on topics such as fundraising, sustainability, building a coordinator support team, successful coordinator succession, etc.”

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Focus Area Five continued:

Vision for 2010 National Time Banking conference draws 400+ individual in 2010 Electronic newsletter/e-bulletin to 1000+ subscribers 40+ trainers and consultants share common framework of Core

Principles of Time Banking plus expertise to share on multiple levels from grass-roots organizing to systems change

Time Banking how-to trainings offered at least quarterly by Time Bank trainer/consultants in 4+ major regions of the country

Time Bank of Time Bank and Internet forums actively used by 500+ individuals

FOCUS AREA 6: CHANGING SYSTEMS & PROFESSIONAL PRACTICE

Goals for 2007TimeBanks USA enters into well-defined partnerships and collaborative relationships aimed at undertaking research and providing professional courses to establish Co-Production and Time Banking as an accepted paradigm-shifting approach in human services.

Actions for 2007 (See Vision 2010 for details) 3+ individual change agents in place 2+ formal partnerships established by MOU 4+ Time Banks participate in Beta testing the Time Banking

evaluation toolkit§ produced in 2006 1+ professional evaluation study Time Banking and Co-Production showcased at 2+ professional

conferences Frameworks being established in relation to research on Co-

Production/ Time Banking in 2+ fields of human services Course given at 2+ graduate schools Vision for 2010 15+ individual “boundary crossing” change agents who operate

across academic/policy/community contexts either join or collaborate with TimeBanks USA to achieve specific systems change

7+ partnering relationships established by MOU with either national non-profit or advocacy organizations, academic institutions, professional organizations, or any combination of these to explore and promote Co-Production and Time Banking for systems change

100% of academic and policy-related institutions undertaking research into Time Banking/Co-Production create partnerships with Time Banks and Time Banking projects in accord with five core principles

Evaluation tools regularly used by Time Banks on a self-administered basis or by working with consultant evaluators

§ Survey question #12 was ranked as one of the Five Most Important Actions of TBUSA, and reads: “Provide an introductory Time Banking evaluation toolkit with basic measurement and evaluation tools and how-to guidelines.”

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Focus Area 6 Continued – Vision for 2010

At least 10 evaluation studies, 10 articles in professional journals, and 3 major policy-related articles

Overall frameworks established to help structure and guide evaluations, research and policy development in at least three fields

Time Banking and Co-Production showcased at 10-15 professional conferences and gatherings (at least 4 in 2010)

Curricula on achieving systems change through Time Banking and Co-Production incorporated into classes in the graduate programs of at least 4 universities

An on-line course on achieving systems change with Co-Production and Time Banking which can be accessed directly through TBUSA or through partnering academic institutions

FOCUS AREA 7: INCOME GENERATION

Goals for 2007TBUSA, as the catalyst and supporter of the Time Banking movement, secures the funding it needs to fully implement the strategic plan and to ensure that all elements of the infrastructure for the movement are fully operational by end of 2007.

Actions for 2007 Continue close working relationship with current major donor, and

TBUSA Chief Technology Officer, Mark McDonough, in year three of Mark’s three-year, $1 million pledge to the Time Banking movement

$100K+ from growing base of individual donors that includes 6+ donors giving $10K+

$500K from a large, multi-year capacity-building grant from a major foundation

$80K+ from contracts for training and technical assistance by TBUSA staff and consultants

$10K+ from membership fees and sales of products $10K from national conference fees A fund of $15K to subsidize/seed Time Banking activities in low

income communities and issue-driven movements that have capacity for strong expansion of Time Banking

Vision for 2010 $250K+ from growing base of individual donors that includes 10+

donors giving $10K+ $500K+ foundation support for new Time Banking initiatives in

partnership with other organizations $200K+ from contracts for training and technical assistance by

TBUSA staff $40K+ from membership fees and sales of products $10K from national conference fees TBUSA is able to set aside a fund to subsidize/seed Time Banking

activities in low income communities

19

APPENDIX A: SURVEY RESULTS

Summary of Results

Respondents were asked in the questionnaire to identify the “Five Most Important Actions of TBUSA.” When the scores were averaged, five clear priorities emerged. They were:

1. Create and support on-line forums that make it possible for Time Bank coordinators and others to effectively share and access information. (#5)

2. Share wording of successful grant proposals. (#9)3. Provide and introductory Time Banking evaluation toolkit with basic

measurement and evaluation tools and how-to guidelines. (#12)4. Provide advanced workshops and training on topics such as fundraising,

sustainability, building a coordinator support team, successful coordinator succession, etc. (#17)

5. Develop high-quality promotional materials that local Time Banks can adapt for their own use. (#22)

It turned out that when all the responses across all questions in the questionnaire were averaged, the same five actions rose to the top. There was also a sixth clear priority: (see Table 1).

6. Provide how-to information and training for start-up time Banks. (#16)

Interestingly, when the results were divided by the Time Banks’ stages of development, the highest ranking actions seemed to differ. For example, start-up Time Banks reported interest in on-line forums, regular newsletters, and in seeing the wording of successful grant proposals, while long-standing or well-established Time Banks did not see those actions as very high priorities (see Table 2).

Summary of The Survey Process

For Phase I of the Strategic Planning Process, the questionnaire that follows was created and e-mailed to the Time Banks that are either in existence or in the process of starting up to ask what actions TBUSA can best take to support them. The survey builds on what we learned when we did our first survey in 2003.

The initial send-out by e-mail was followed up with reminders about the survey in the monthly E-Bulletin, a follow-up e-mail to a selection of known active Time Banks, and phone calls to Time Bank Coordinators to either go through the survey with them or to ask more in-depth questions about their survey responses.

In all, 10 surveys were returned. Five coordinators, one management team members, two initiators, and two staff members of hosting agencies responded. Although the response was not tremendous, the sample represents the spectrum of Time Banks and contacts that are currently in the field. The majority of respondents were in a stage of early development, but surveys were also

20

returned from one start-up Time Bank, one long-standing Time Bank, and one well-established Time Bank. The Time Banks identified themselves as a mix of Community Building and Systems Change Time Banks.

Tables

Table 1

Average Scores of First Section Survey Questions

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

1. Ho

ld n

ation

al/re

gion

al co

nfer

ence

s

2. Cr

eate

Tim

e Ban

k of T

ime B

anks

3. Su

ppor

t web

site

4. He

lp tp

conv

ene a

ffini

ty gr

oups

5. Cr

eate

and

supp

ort o

n-lin

e for

ums

6. Pu

blish

regu

lar ne

wslet

ters

7. Of

fer w

orks

hops

on f

undr

aisin

g

8. W

rite g

rant

pro

posa

ls fo

r a fe

e

9. Sh

are w

ordi

ng o

f suc

cess

ful g

rant

pro

posa

ls

10. R

eview

and c

omm

ent o

f gra

nt pr

opos

als fo

r a fe

e

11. S

hare

info

abou

t suc

cess

ful g

rant

s

12. P

rovi

de in

trodu

ctory

evalu

ation

tool

kit

13. P

rovi

de ad

vanc

ed ev

aluati

on to

okit

14. P

rovi

de li

st of

evalu

ation

cons

ultan

ts

15. S

howc

ase e

valu

ation

s tha

t mak

e cas

e for

Tim

e Ban

king

16. P

rovi

de ho

w-to

info

for s

tart-u

ps

17. P

rovi

de ad

vanc

ed w

orks

hops

and t

rain

ing o

n spe

cific

topi

cs

18. O

ffer t

echn

ical a

ssist

ance

and c

oach

ing (

on fe

e)

19. O

ffer a

ccre

diati

on/re

ferra

l of T

B pr

actit

ione

rs

20. T

rain

-the-

train

er pr

ogra

m21

. Col

lect p

ress

cove

rage

22. D

evelo

p hig

h-qu

ality

prom

otio

nal m

ateria

ls

Survey Question

Ave

rage

Sco

re 0

-5

Table 2

21

Comparison of Priorities by Development Stage

0

1

2

3

4

5

6

1. Ho

ld n

ation

al/re

gion

al co

nfer

ence

s

2. Cr

eate

Tim

e Ban

k of T

ime B

anks

3. Su

ppor

t web

site

4. He

lp tp

conv

ene a

ffini

ty gr

oups

5. Cr

eate

and s

uppo

rt on

-line

foru

ms

6. Pu

blish

regu

lar n

ewsle

tters

7. Of

fer w

orks

hops

on fu

ndra

ising

8. W

rite g

rant

pro

posa

ls fo

r a fe

e

9. Sh

are w

ordi

ng o

f suc

cess

ful g

rant

pro

posa

ls

10. R

eview

and c

omm

ent o

f gra

nt pr

opos

als fo

r a fe

e

11. S

hare

info

abou

t suc

cess

ful g

rant

s

12. P

rovi

de in

trodu

ctory

evalu

ation

tool

kit

13. P

rovi

de ad

vanc

ed ev

aluati

on to

okit

14. P

rovi

de li

st of

evalu

ation

cons

ultan

ts

15. S

howc

ase e

valu

ation

s tha

t mak

e cas

e for

Tim

e Ban

king

16. P

rovi

de ho

w-to

info

for s

tart-u

ps

17. P

rovi

de ad

vanc

ed w

orks

hops

and t

rain

ing o

n spe

cific

topi

cs

18. O

ffer t

echn

ical a

ssist

ance

and c

oach

ing (

on fe

e)

19. O

ffer a

ccre

diati

on/re

ferra

l of T

B pr

actit

ione

rs

20. T

rain

-the-

train

er pr

ogra

m

21. C

ollec

t pre

ss co

vera

ge

22. D

evelo

p hig

h-qu

ality

pro

mot

iona

l mate

rials

Survey Question

Ave

rage

Sco

re 0

-5

Start UpEarly DevelopmentWell-establishedLong-standing

22