metro: strategic planning & positioning
TRANSCRIPT
University of San Diego University of San Diego
Digital USD Digital USD
Strategic Planning USD Nonprofit Leadership and Management Masters Program Best Practice Library
2005
Metro Strategic Planning amp Positioning Metro Strategic Planning amp Positioning
Olivia Gil-Guevara University of San Diego
Wendy Morris University of San Diego
Fred Speece University of San Diego
Meg Storer University of San Diego
Follow this and additional works at httpsdigitalsandiegoedunpi-bpl-strategicplanning
Part of the Nonprofit Administration and Management Commons
Digital USD Citation Digital USD Citation Gil-Guevara Olivia Morris Wendy Speece Fred and Storer Meg Metro Strategic Planning amp Positioning (2005) Strategic Planning 3 httpsdigitalsandiegoedunpi-bpl-strategicplanning3
This Presentation is brought to you for free and open access by the USD Nonprofit Leadership and Management Masters Program Best Practice Library at Digital USD It has been accepted for inclusion in Strategic Planning by an authorized administrator of Digital USD For more information please contact digitalsandiegoedu
EDLD 511 Strategic Planning amp Positioning
Professors Pat Libby amp Paul Van Dolah
Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer
RO Mission
METRO (Methodist Effort to Reach Out) is an outreach agency of the United Methodist Church (UMC) which provides direct social services and supports community development
METRO seeks to assist local churches to expand their capacity to become more actively involved in the lives of their neighborhoods
METRO believes that as it carries out its mission churches will again become vibrant centers of community life thereby fostering the growth and development of local leaders
MEq-RO
Strategic Planning Team
Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer
-- -
I Should METRO be the service
~rovider for all SO UMC
I Surveys
1 Surveyed 12+ UM churches
I WendyOlivia
-- --- - - - - - shy
METRO (Methodist Effort to Reach Out)
I I
Is METRO too dependent on one funding
stream
I
Positional Mapping
I-Researched funding info
from other faith-based organizations
I MegFred
I How does funding effect the ~
sustainability of the key programs
I I
Key informant interviews
I I
Interviewed key funders of largest programs
I I
Fred
-
ME RO Survey Key Questions
-Are you aware of METRO programs and services
-Do you utilize METROs programs and services
-If you do not utilize METROs programs and services - why not
-Do you believe your congregation offers overlapping services
-Is your congregation interested in collaboration
-Would your congregation be willing to fund METRO programs
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Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
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METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
EDLD 511 Strategic Planning amp Positioning
Professors Pat Libby amp Paul Van Dolah
Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer
RO Mission
METRO (Methodist Effort to Reach Out) is an outreach agency of the United Methodist Church (UMC) which provides direct social services and supports community development
METRO seeks to assist local churches to expand their capacity to become more actively involved in the lives of their neighborhoods
METRO believes that as it carries out its mission churches will again become vibrant centers of community life thereby fostering the growth and development of local leaders
MEq-RO
Strategic Planning Team
Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer
-- -
I Should METRO be the service
~rovider for all SO UMC
I Surveys
1 Surveyed 12+ UM churches
I WendyOlivia
-- --- - - - - - shy
METRO (Methodist Effort to Reach Out)
I I
Is METRO too dependent on one funding
stream
I
Positional Mapping
I-Researched funding info
from other faith-based organizations
I MegFred
I How does funding effect the ~
sustainability of the key programs
I I
Key informant interviews
I I
Interviewed key funders of largest programs
I I
Fred
-
ME RO Survey Key Questions
-Are you aware of METRO programs and services
-Do you utilize METROs programs and services
-If you do not utilize METROs programs and services - why not
-Do you believe your congregation offers overlapping services
-Is your congregation interested in collaboration
-Would your congregation be willing to fund METRO programs
--
---
--
--
-----------
----
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-U
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CD ~
U
~ shy~
w ~
CD ~
shy~
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f)
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--------------
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sJa~uaJ
Joqlj5alJ po o
9
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H
ljWl J
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~
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-- -
Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
~o 0 ~ vJ ru o ru ~ amp ~ ~~ ~ -lt~ gtgt1gtOJ
1gtv~o 0 amp ~ v 1gt~ v ~ ~1gt-Q Vegt o~
(f)o
~zbull
C
fa -Ishy
U)
G)
gt
o
-----
(j)L
UO
laquo
gt-Z
Z
bull c - o ~
o Q
ta--o u - c
Ro ll)
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
RO Mission
METRO (Methodist Effort to Reach Out) is an outreach agency of the United Methodist Church (UMC) which provides direct social services and supports community development
METRO seeks to assist local churches to expand their capacity to become more actively involved in the lives of their neighborhoods
METRO believes that as it carries out its mission churches will again become vibrant centers of community life thereby fostering the growth and development of local leaders
MEq-RO
Strategic Planning Team
Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer
-- -
I Should METRO be the service
~rovider for all SO UMC
I Surveys
1 Surveyed 12+ UM churches
I WendyOlivia
-- --- - - - - - shy
METRO (Methodist Effort to Reach Out)
I I
Is METRO too dependent on one funding
stream
I
Positional Mapping
I-Researched funding info
from other faith-based organizations
I MegFred
I How does funding effect the ~
sustainability of the key programs
I I
Key informant interviews
I I
Interviewed key funders of largest programs
I I
Fred
-
ME RO Survey Key Questions
-Are you aware of METRO programs and services
-Do you utilize METROs programs and services
-If you do not utilize METROs programs and services - why not
-Do you believe your congregation offers overlapping services
-Is your congregation interested in collaboration
-Would your congregation be willing to fund METRO programs
--
---
--
--
-----------
----
U)
-U
)0
CD ~
U
~ shy~
w ~
CD ~
shy~
0 U)
U)
U) E
CD c
m
CD I
I
en m
e ~
D
2o o o r-I
2o o 0
0
2o o ID
2o o L
f)
2o o (V
)
2o o N
2o o
--------------
-
-~
~~~- ------c
shy~
I _
I0
il
~
_ _
_
I ~~_
bullbull _
-~
D
-- =1----=shy
_---=-s
L shy
~
0
I
~~_loi 01__
_--shy
1119l
OlM
39NfH
JA
sJa~uaJ
Joqlj5alJ po o
9
5uSnO
H
ljWl J
aW
I
gtjJOMlj~noA
5uJo~uaw
IOolj)S
YD
laquo z -0
(]J (J)
J
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bull -0
(]J (J)
Jbull
~ ~ ~ ~ ~
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00
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0 o
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0 LJ)
q-(V
) N
M
00
1
00
~
M
-- -
Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
~o 0 ~ vJ ru o ru ~ amp ~ ~~ ~ -lt~ gtgt1gtOJ
1gtv~o 0 amp ~ v 1gt~ v ~ ~1gt-Q Vegt o~
(f)o
~zbull
C
fa -Ishy
U)
G)
gt
o
-----
(j)L
UO
laquo
gt-Z
Z
bull c - o ~
o Q
ta--o u - c
Ro ll)
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
[shyen
s
-C
s l
LL
0 ~
0
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
MEq-RO
Strategic Planning Team
Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer
-- -
I Should METRO be the service
~rovider for all SO UMC
I Surveys
1 Surveyed 12+ UM churches
I WendyOlivia
-- --- - - - - - shy
METRO (Methodist Effort to Reach Out)
I I
Is METRO too dependent on one funding
stream
I
Positional Mapping
I-Researched funding info
from other faith-based organizations
I MegFred
I How does funding effect the ~
sustainability of the key programs
I I
Key informant interviews
I I
Interviewed key funders of largest programs
I I
Fred
-
ME RO Survey Key Questions
-Are you aware of METRO programs and services
-Do you utilize METROs programs and services
-If you do not utilize METROs programs and services - why not
-Do you believe your congregation offers overlapping services
-Is your congregation interested in collaboration
-Would your congregation be willing to fund METRO programs
--
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Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
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METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
-- -
I Should METRO be the service
~rovider for all SO UMC
I Surveys
1 Surveyed 12+ UM churches
I WendyOlivia
-- --- - - - - - shy
METRO (Methodist Effort to Reach Out)
I I
Is METRO too dependent on one funding
stream
I
Positional Mapping
I-Researched funding info
from other faith-based organizations
I MegFred
I How does funding effect the ~
sustainability of the key programs
I I
Key informant interviews
I I
Interviewed key funders of largest programs
I I
Fred
-
ME RO Survey Key Questions
-Are you aware of METRO programs and services
-Do you utilize METROs programs and services
-If you do not utilize METROs programs and services - why not
-Do you believe your congregation offers overlapping services
-Is your congregation interested in collaboration
-Would your congregation be willing to fund METRO programs
--
---
--
--
-----------
----
U)
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--------------
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ljWl J
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5uJo~uaw
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00
1
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~
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-- -
Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
~o 0 ~ vJ ru o ru ~ amp ~ ~~ ~ -lt~ gtgt1gtOJ
1gtv~o 0 amp ~ v 1gt~ v ~ ~1gt-Q Vegt o~
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(j)L
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bull c - o ~
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ta--o u - c
Ro ll)
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
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s
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0 ~
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D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
ME RO Survey Key Questions
-Are you aware of METRO programs and services
-Do you utilize METROs programs and services
-If you do not utilize METROs programs and services - why not
-Do you believe your congregation offers overlapping services
-Is your congregation interested in collaboration
-Would your congregation be willing to fund METRO programs
--
---
--
--
-----------
----
U)
-U
)0
CD ~
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w ~
CD ~
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0
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--------------
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1119l
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39NfH
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sJa~uaJ
Joqlj5alJ po o
9
5uSnO
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ljWl J
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gtjJOMlj~noA
5uJo~uaw
IOolj)S
YD
laquo z -0
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q-(V
) N
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00
1
00
~
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-- -
Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
~o 0 ~ vJ ru o ru ~ amp ~ ~~ ~ -lt~ gtgt1gtOJ
1gtv~o 0 amp ~ v 1gt~ v ~ ~1gt-Q Vegt o~
(f)o
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METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
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45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
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10 5 5 5 0
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METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
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47 Sales
o Special Events I
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
--------------
-
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-- -
Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
~o 0 ~ vJ ru o ru ~ amp ~ ~~ ~ -lt~ gtgt1gtOJ
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(j)L
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ta--o u - c
Ro ll)
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
-- -
Barriers to Accessing METRO Programs
45 4~QI---------------------------------------------- 40 35
2630 - 2-1 25
16 1e20 11 15
10 5 5 5 0
bull bull bull bull bull bull bull bull
ru ~ ~v o~ ru~ ruO ru uru rbO) rb ~1gt lt) ~ (S ~u ltv~ 5~ 00 ~~ 0gtlt ~1gt tT laquo1gt
~o 0 ~ vJ ru o ru ~ amp ~ ~~ ~ -lt~ gtgt1gtOJ
1gtv~o 0 amp ~ v 1gt~ v ~ ~1gt-Q Vegt o~
(f)o
~zbull
C
fa -Ishy
U)
G)
gt
o
-----
(j)L
UO
laquo
gt-Z
Z
bull c - o ~
o Q
ta--o u - c
Ro ll)
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
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METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
-----
(j)L
UO
laquo
gt-Z
Z
bull c - o ~
o Q
ta--o u - c
Ro ll)
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
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D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
METRO Funding
I ---
PAST PRESENT FUTURE
100 90
80
70
60
50
40
30
20
10
21
79
000 Ie f
IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
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s
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0 ~
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D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
MEq-RO Positional Mapping between Agencies
Catholic Charities
St Vincent DePaul Village Inc
Lutheran Social Services of Southern California
Episcopal Community Services
Jewish Family Service of San Diego
North County Interfaith Council Inc
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
[shyen
s
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s l
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0
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a
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
Funding Comparisons between Agencies
Millions
$18
$16
$14
$12
$10
$8
$6
$4
$2 $0 ~ ~ lsi v v V 7 V bull vI
METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm
Cal Diego Council Inc Inc Services
ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
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s
-C
s l
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D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
Funding Sources
100
80
60
40
20 shy
0
METRO Jewish Family No Co Interfaith Service of San Council Inc
Diego
l~Contributio~~Governmen~Grants 0 Program Services I -
Lutheran Social Services of So
Cal
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
[shyen
s
-C
s l
LL
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0
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)
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~
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I
g 0
el
It) (9
0 ~
~
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L--_
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__
__
~
0 L[)
t-
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0 ~
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D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
37 55
North County Interfaith Council Inc Funding
0 I 0 I
1- 1 - 07 I 10 Contributions [
IEl Government Grants II 10 Program Services II 10 Investments
Sales
o Special Events
Other
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
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s
-C
s l
LL
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0
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I
g 0
el
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0 ~
~
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0 ~
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L--_
__
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__
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~
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a a J
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a 0 Q
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0 ~
Q)
D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
Lutheran Social Services of Southern CA
34
0 I - 0
0- 0
ro Contributio~~
Government Grants
o Program SeNices
o Investments 0 bull Sales
10 Special Events
1- Other _ ~
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
o Investm ents
47 Sales
o Special Events I
lOther ___ _ 5
1
--
[shyen
s
-C
s l
LL
0 ~
0
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)
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~
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a
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~
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(()
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I
g 0
el
It) (9
0 ~
~
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0 ~
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L--_
__
__
__
__
~
0 L[)
t-
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COc
a a J
U
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0
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)~
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ro ~
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Q)
a 0 Q
) c C
0 ~
Q)
D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
Jewish Family Services of SO Funding
3 - - 00
1- 0 Contributions
Government Grants II 44 10 Program Services
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
--
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ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
~
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D I c 0 z 0
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
ME RO Key Informant Interviews
bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things
from METRO - Sandra Waterhouse indicated METRO needs to diversify and that
she sends METRO regular grant notifications
bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage
contract requirements - Leadership has been non-responsive to inquiries
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide
Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board
DECIDE DAMAGE CONTROL DIVEST
Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution
may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding
Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds
Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be
redirected to programs
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
MEq-RO Conclusions
bull Should METRO be the service provider for the SO UMC
bull Is there reciprocity between METRO and the SO UMC
Yes Survey results showed that the SO UMC were willing to utilize METRO programs
----~__ _ - bull bull _ ____ --e-__-----
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
MEffRO Conclusions
bull Is METRO too dependent on one funding stream
Yes Research shows that METRO receives 91 00 of its revenue from federal government grants
How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-
ME~RO Conclusions
bull Does METROs current funding affect the sustainability of its key programs
Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence
How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders
Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
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- Digital USD Citation
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Ad inistrative Office
10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560
Program Officesurban Ministr~ 2860 Market Street
San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944
906 North47th Street San Diego CA 921 02
4242006 Phone (61 9) 264-0368 FAX (619) 264-0806
Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0
Dear Profe SOT Libby
This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization
In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders
Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come
I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford
Thank you for your hard work dedication and commitment to the non profit community_
- Metro Strategic Planning amp Positioning
-
- Digital USD Citation
-
- tmp1513813576pdfuD3xi
-