1. business and industrial

BOARD OF DIRECTORS MEETING
Friday, April 24, 2015 . 1381 S. First Street . San José . CA
7AM
AGENDA
Time
Item
Who
Jason Rodriguez
7:00
A.
Call to Order
Reflection
7:05
B.
Agenda Review/Chair Update
7:10
C.
Public Comment
7:15
D.
Program & Strategy Report
Process
Connection Time
Information (5 min)
Discussion (10 min)
• May 16th Community Celebration
7:30
E.
Fund Development Report
Discussion (10 min)
• Operating Reserve
7:45
F.
Treasurer’s Report
8:00
G.
Board Development
Discussion (10 min)
8:15
H.
ED Report
Information/ (5 min)
Approval
8:25
I.
Consent Agenda
Approval (5 min)
8:30
J.
Closed Session
8:55
K.
Public Forum
9:00
L.
Adjourn
Megan Doyle
• Finance & Administration Committee Report
Presentation (10 min)
•
Jason
• Board Membership & Leadership 2015-16
• Board Retreat May 30, 2015
Poncho Guevara
• Program Update
• Community Needs Asessment/Community Action Plan
• Resolutuon 2015-19 CSBG Targeted Initiatives
Jason
Board of Directors Meeting minutes February
Fund Development Committee minutes March
Program & Strategy Committee minutes March
Finance & Administration Committee minutes April
Members of the public may speak to the Sacred Heart Community Service Board of Directors about any item that is on the agenda during the Public
Comment period, or items that are not on the agenda and are within the subject matter jurisdiction of the Sacred Heart Community Service during the Public
Forum period.
If you wish to speak to the Board of Directors, please refer to the following guidelines:
•
Fill out a Speaker’s Card and submit it to the Board Secretary. Please do this before the meeting.
•
The Board Chair will open the public hearing and call your name. Each speaker generally has two minutes to speak. The amount of time allotted to
speakers may vary at the Chair’s discretion, depending on the number of speakers or the length of the agenda.
•
Please be advised that the Board is unable to discuss or take action on issues presented during Public Forum.
In compliance with the Americans with Disabilities Act, those requiring accommodation for this meeting should notify the Administration
Office 24 hours prior to the meeting at 408-278-2160
SACRED HEART COMMUNITY SERVICE
Statement of Revenue & Expenses
For the Period July 1, 2014 through March 31, 2015
ACTUAL
Q1
VARIANCE
YTD
Q3
Total Revenue
275,295
28,098
164,947
23,180
0
215,499
313,513
423,401
5,534
1,449,467
1,049,915
180,859
226,889
49,464
58,275
259,262
373,858
339,391
5,858
2,543,772
151,697
80,999
66,785
63,782
-12,500
261,566
295,500
453,222
3,553
1,364,603
1,476,907
289,955
458,621
136,427
45,776
736,326
982,870
1,216,014
14,946
5,357,842
1,430,000
229,000
326,407
141,000
810,805
1,021,110
1,460,645
15,000
5,433,967
46,907
60,955
132,214
-4,573
45,776
-74,479
-38,240
-244,630
-54
-76,125
OPERATING EXPENSES
10 GROSS WAGES
11 GROSS WAGES - ENERGY
12 BENEFITS
13 PROGRAM COSTS
14 PROGRAM COSTS - ENERGY
16 DIRECT ASSISTANCE
17 FACILITIES & TECHNOLOGY
18 MANAGEMENT & GENERAL
19 FUNDRAISING
Total Operating Expenses
612,009
207,377
258,315
163,885
115,370
29,286
70,222
23,326
21,282
1,501,072
775,276
235,014
245,237
124,196
192,235
46,917
72,667
48,557
61,945
1,802,043
727,376
112,348
270,553
61,002
62,666
57,185
72,984
80,666
12,142
1,456,922
2,114,661
554,738
774,105
349,083
370,272
133,388
215,872
152,550
95,369
4,760,038
2,144,477
772,072
799,918
377,222
456,301
163,910
248,336
118,372
97,909
5,178,516
29,816
217,334
25,813
28,139
86,029
30,522
32,463
-34,177
2,540
418,478
Total Income / (Loss) From Operations
-51,605
741,728
-92,320
597,804
255,450
342,354
-56,910
-7,128
-56,910
-7,407
-56,910
-4,904
-170,730
-19,439
(132,790)
-
0
-19,439
-64,038
-64,317
-61,814
-190,169
-132,790
-19,439
-115,643
677,411
-154,133
407,635
122,660
322,914
REVENUE
01 INDIVIDUAL
02 CORPORATE
03 FOUNDATIONS
04 ORGANIZATIONS & CHURCHES
05 SPECIAL EVENTS (NET)
06 LOCAL GOVERNMENT
07 CSBG
08 ENERGY
09 OTHER
DEPRECIATION & NON-OPERATING
Depreciation
Gain / (Loss) on Endowment
Total Non-Operating Income / (Expenses)
Total Income / (Loss)
YTD
BUDGET
YTD
Q2
Sacred Heart Community Service
Balance Sheet
31, 2014
As of March 31,Mar
2015
Mar 31, 2015
ASSETS
Current Assets
Checking/Savings
1000 · Petty Cash
1002 · PayPal On Deposit
1003 · VTA Cash Drawer
1010 · Comerica - Business Account
414.47
(1,830.84)
414.47
(4.98)
250.00
250.00
474,407.35
584,109.63
1015 · Comerica - Kaiser HRA
4,575.58
10,093.76
1020 · Comerica - Homeless Help (New)
5,782.17
(791.96)
1110 · Comerica - Capital Money Market
548,364.17
485,724.24
1910 · Enterprise Trust & Investment
789,917.71
826,422.14
1,821,880.61
1,906,217.30
1210 · Accounts Receivable
808,954.02
1,082,720.54
1211 · Unbilled Revenue
135,590.82
119,148.38
6,776.73
43,690.02
951,321.57
1,245,558.94
Total Checking/Savings
Accounts Receivable
1230 · Pledges Receivable-RMM
Total Accounts Receivable
Other Current Assets
1290 · Allowance for Uncollectible A/C
(4,450.00)
(5,254.00)
1291 · Long-Term Pledge Rec Discount
(1,233.36)
(10.00)
1410 · Prepaid Expenses
125,726.76
166,723.01
1420 · Deposits
7,146.75
5,281.75
1430 · Employee Advances
1,284.80
24.18
1480 · Payroll Suspense Items
1490 · Other Receivables
1500 · Inventory
778.28
24.18
316,717.01
247,267.26
445,994.42
414,032.20
3,219,196.60
3,565,808.44
1610 · Furniture and Fixtures
148,502.84
147,671.75
1620 · Computer Equipment & Software
Total Other Current Assets
Total Current Assets
Fixed Assets
250,816.09
259,420.66
1630 · Office Equipment
6,931.65
6,931.65
1635 · Capital Leases
1,610.56
1,610.56
1640 · Vehicles
161,884.27
161,884.27
1650 · Building
4,214,347.02
4,214,347.02
385,585.20
414,858.42
1,694,354.00
1,694,354.00
10,276.90
10,276.90
1660 · Building Improvements
1670 · Land
1680 · Leasehold Improvements
1700 · Accumulated Depreciation
Total Fixed Assets
TOTAL ASSETS
(2,369,933.38)
(2,573,595.16)
4,504,375.15
4,337,760.07
7,723,571.75
7,903,568.51
Page 1 of 2
Sacred Heart Community Service
Balance Sheet
31, 2014
As of March 31,Mar
2015
Mar 31, 2015
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Accounts Payable
2000 · Accounts Payable
Total Accounts Payable
94,017.04
165,107.42
94,017.04
165,107.42
7,631.45
14,262.67
7,631.45
14,262.67
Credit Cards
2001 · Credit Cards Payable
Total Credit Cards
Other Current Liabilities
304,069.12
164,920.55
2200 · Accrued Expenses
2100 · Payroll Liabilities
6,470.25
0.00
2400 · Deferred Revenue
465,033.65
512,381.56
Total Other Current Liabilities
775,573.02
677,302.11
877,221.51
856,672.20
877,221.51
856,672.20
461,445.00
922,890.00
3750 · Temp Restricted Net Assets
1,216,111.00
1,216,111.00
3800 · Unrestricted Net Assets
5,438,227.00
5,438,227.00
Total Current Liabilities
Total Liabilities
Equity
3700 · Restricted Net Assets
3900 · Retained Earnings
Net Income
Total Equity
TOTAL LIABILITIES & EQUITY
(489,816.59)
(957,405.43)
220,383.83
427,073.74
6,846,350.24
7,046,896.31
7,723,571.75
7,903,568.51
Page 2 of 2
Board of Directors of Sacred Heart Communty Service
Resolution 2015.19 CSBG Targeted Initiatives
TO APPLY FOR CSBG TARGETED INITIATIVES AND INNOVATIVE PROJECTS FUNDING THROUGH THE
CALIFORNIA DEPARTMENT OF COMMUNITY SERVICES AND DEVELOPMENT
Upon a motion duly made, seconded and unanimously carried by a quorum of the Board of Directors of Sacred Heart
Community Service be it RESOLVED:
That Poncho Guevara the Executive Director of the Sacred Heart Community Service or his designee is authorized to
apply for the following on behalf of the Agency and its Board of Directors: Community Services and Development
NOFA Number 40, in an amount not to exceed $75,000 for the targeted initiative titled:
Bridge to Self Sufficiency
The Board hereby authorizes the Executive Director or Darren Seaton, Deputy Director to submit this application and
to negotiate and execute on behalf of this agency, any resulting contracts pertaining to such agreement.
Dated: ____________________
Dated: ____________________
Dated: ____________________
__________________________________________________________
Jason Rodriguez, Board President/Chair
__________________________________________________________
Megan Doyle, Board Treasurer
__________________________________________________________
Poncho Guevara, Executive Director
The undersigned, Jorge Gonzalez, Board Secretary certifies that he is the duly elected Secretary of this Corporation,
and that the above is a true and correct copy of the resolution that was duly adopted at a meeting of the Board of
Directors held in accordance with state law and the Bylaws of the Corporation.
Dated: ____________________
__________________________________________________________
Jorge Gonzalez, Secretary of the Board
BOARD OF DIRECTORS MEETING
Friday, February 27, 2015 – 7-9:00am
Sacred Heart Community Service – Fiesta Room
1381 South First Street . San José . CA
MINUTES
Attendance
Board: Eric Bonesteel, Megan Doyle, Monica Gomez, Ann Grabowski, Steve Herrera, Bridgit McGarry, Jonathan Noble, Jon
Pedigo, Cora Tomalinas, Matt Zuniga.
Staff: Poncho Guevara, Lisa Castellanos, Lorena Sánchez Castañeda, Darren Seaton, Chad Harris
A.
Call to Order
Megan Doyle called the meeting to order at 7:15am and Poncho Guevara shared a brief reflection about Bob Johnston a long
time Sacred Heart volunteer and former Board Member who passed away recently. With Mr. Johnston’s encouragement, Mr.
Guevara accepted the job as Executive Director of the Agency.
B.
Agenda Review/Chair Update
Chair Doyle asked to reorder the agenda taking funds development report after public comment, followed by program and
strategies report. Then the board wished to consider personnel matters including the performance review of the executive
director in closed session. Chair Doyle also asked to defer the treasurer’s report until the next board meeting in April. Chair
Doyle made a motion to approve the resolution. Mr. Herrera seconded the motion and it was approved unanimously.
C.
Public Comment
There was no public comment.
D.
Fund Development Report
Director of Finance and Community Engagement Graciela Mann present the accomplishments for Sacred Heart’s holiday
fundraising activities. Ms. Mann state that the agency exceeding its fundraising goal by $94k. It was an 8% increase in total
revenue including a 6% gain from individuals and 22% increase in funding from corporations. Holiday efforts included 168
drives and the program increased volunteers to 2,876 and a total of 69 groups. During the agency’s holiday drive, 1,650 new
volunteer applications were processed. During the holiday stretch, Sacred Heart received record media coverage. Ms. Mann
went on to describe the specifics of messaging and appeals that resulted in such great success.
Mr. Bonesteel applauded the efforts of the staff on behalf of the Board. He also pointed out the success individual board
members had in raising funds for the organization in calendar year 2014. In an effort to continue the momentum, Mr. Bonesteel
asked his board colleagues to make a commitment of a personally significant contribution that is monetary or otherwise to the
agency. A pledge form was distributed to board members in attendance to memorialize their commitment.
Mr. Zuniga said that he would like to tell potential contributors that there is 100% participation by the board. Ms. Gomez asked if
there was monetary goal for the board to raise. Mr. Bonesteel responded that the goal was 100% participation by the board and
Mr. Herrera stated that if the board could make its goal of 100% participation, then in the next year a monetary goal should be
established.
Mr. Bonesteel concluded by outlining the steps that had recently been undertaken as a catalyst towards more robust funds
development including the re-establishment of a funds development committee and a thank-a-thon to contributors of more than
$1,000. Questions of board members were then entertained.
E.
Treasurer’s Report
The Treasurer’s Report was deferred per item A.
F.
Program & Strategy Report
Ms. Grabowski stated that the agency was venturing into the issue of administrative relief on immigration that was announced
by President Obama in November of 2014. Assisting residents in their efforts to gain legal status is consistent with the mission
of the agency as it may significantly increase these residents’ ability to by gain economic self-sufficiency and aid in building a
base constituency for the agency.
Mr. Guevara stated that the agency was taking this action as a direct result of board discussion and the outcome of a board
meeting. He noted that the efforts to be undertaken are still under review due to funding that may be available for such service
provision. Mr. Guevara stated that there are 3 major parts to the services that will be provided in response to administrative
relief: Outreach – the agency estimates that there are 53,000 people who may be eligible and there will be an attempt to apply
for expanded Deferred Action for Childhood Arrivals (DACA+) and Deferred Action for Parental Accountability (DAPA).
Community Preparation – this will be a system that trains volunteers to be able to aid residents in collecting appropriate
documents and correctly filling out the application for these services. Legal Services – Sacred Heart employees and it’s
volunteers are not trained attorneys, for residents who need to consult an attorney regarding their application for DACA+ or
DAPA, the agency and its partners will refer the applicants to legitimate low-cost community legal providers.
I.
Closed Session
Closed Session was moved up earlier in the agenda to accommodate board members time constraints. The board considered
personnel matters including the performance evaluation of the executive director.
G.
Executive Director Report
Mr. Guevara provided an Executive Director Report. Grouped into key cateogires alinged with our stratgic priorities:
Membership:
• SHCS’ Community Celebration is coming on May 16th from 1-3pm at Spartan Field (10& & Alma) where we will
launch our membership campaign.
• Staff are working on a major converison of our database systems toward Salesforce CRM
Leadership:
• We are close to having a full Organizing Team in place.
• We have active Action Committees on Affordable Housing, Education+Immigration, Seniors, Vendors, Food Access,
Transportation, Domestic Abuse, Public Safety
Mutual Support:
• Peer to peer support is a key component of our model for Immigration/Administrative Relief planning.
Financial Strength
• We have shown strong fundraising results through the first half of the fiscal year, well ahead of projections.
• As we seek candidates for open positions in the Commuity Development Team we have a close eye on new
strategies that can enhance both donor stewardship (ie. thank you calls) and conversion of volunteers to donors.
Personnel
• Despite severla key departures, we are moving swiftly to fill key management positions in the organzation. Further
dialogue on our approach will be discussed with Exec Committee in the next month.
Mr. Guevara discussed the ongoing community needs assessment that is used to make strategic decisions regarding how the
agency will use Community Service Block Grant (CSBG) funding to meet or strategic goals. Duty as CAA, we are working on a
Community Action Plan (CAP) that will be submitted to State of California in June
• Community Needs Assessment (CNA) is significant piece of the CAP - fulfills our requirement to thoroughly assess needs of
low-income people in Santa Clara County. Following steps are planned:
• Staff CNA Committee of 10-12 people - will conduct online research and consolidate sources of statistics and
existing needs assessments
• Partner Agency Survey - ask other service providers in the County to assess current needs and anticipated future
needs
• Customer Survey - compile results of surveys conducted during last two Holiday Programs that ask our customers to
assess basic needs (copy of survey attached). Also considering a slightly revised additional customer survey
• Community Forum - will be hosting a community forum asking for input from low-income community members about
services available and needs not being met
• CNA conclusions will be used to write the rest of the CAP - specifically how SHCS will use CSBG funds to address
the needs identified in the CNA
Additionally, Mr. Guevara noted that due to the board not attaining quorum at its last meeting, that on the 15th of December, the
board took action via e-mail to approve resolutions 2015.10-17 and all consent items: Board of Directors Meeting minutes
August, Program & Strategy Committee minutes September, Fund Development, Committee minutes September, Program &
Strategy Committee minutes October, Finance & Administration Committee minutes October. 11 Board members have
responded affirmatively to take these actions.
A summary of a strategy deep dive session attended by several board members was also reported on by Mr. Guevara.
Outcomes of the meeting included that: the board would like to receive a document outlining the agency’s sources and uses of
funds; the board is interested in communication with the Executive Director about the state of the agency and succession
planning in the event key staff leave Sacred Heart; the Executive desires a monthly executive committee meeting; executive
sessions will be on the agenda of each board meeting; the board requested that administrative relief for immigration be placed
on the February 27, 2015 board meeting’s agenda.
H.
Consent Agenda
Ms. Doyle introduced the consent agenda, including Board of Directors Meeting minutes December, Fund Development
Committee minutes January, Program & Strategy Committee minutes February, Finance & Administration Committee minutes
February, Resolution 2015.18 Authorize Acceptance of the City of San Jose Mayor’s Gang Prevention Task Force Agreement.
Ms. Tomalinas moved to approve the consent agenda. Mr. Zuniga seconded the motion and it passed unanimously.
J.
Public Forum
K.
Adjourn
Ms. Doyle adjourned the meeting at 9:03am.
EXECUTIVE COMMITTEE MEETING
Friday, March 13, 2015 – 2:15-3:15PM
Sacred Heart Community Service
1381 South First Street . San José . CA
Attendance
Megan Doyle, Jorge Gonzalez, Poncho Guevara, Molly McDonald, Jason Rodriguez,
Role of the Exec Committee
Mr. Guevara related the historic role of the Exec Committee. Early in his tenure as the organzation was struggling with
significant issues, it created a space to vet concerns, make sure the Board leadership was awae of those issues and to give
feedback on his recommended course of action. What evolved was a space where the the ED could efficiently bring important
updates on the status of the organization, board members could participate in 2-3 deep dive conversations on key projects,
programs or strategic opportunities, and where key personnel changes could be discussed. The Exec Committee could also sift
through these issues, prepare and set the agenda for future board meetings. Ms. Doyle reaffirmed that the Exec Committee was
alsoa space where key legal issues, such as personnel problems and perhaps other fidicuary issues could be addressed. Mr.
Guevara also noted that the Exec also helped lead thinking on Board Development on a more consistent basis, sometimes
functioning as the Board Development committee when needed.
Office Space:
Mr Guevara noted that the Board Job description details one of the roles of the Board members is “Approves decisions and
assumes responsibility for building, renovation, leasing and expansion.” He noted that in preparation for Adminitrative Relief we
are probably going to need additional office space and we will be bringing this forward in the coming months as the planning
continues nd resources are secured.
ED Status:
Mr. Guevara communicated that he has no plans to take personal leave anytime soon, and that if there were a need to take time
off he would have to do so witin the constriants of our existing personnel and leave policies per the direction of Mr. Rodriguez.
Mr. Guevara reiterated that if any leave were to occur it would happen with sufficient planning and time for the organization to
be prepared. Ms. Doyle suggested that Mr. Guevara request what he needs. Whether it was for the Executive Director or other
situations, it is important that regardless of our current polices we should act and reflect our values. Mr. Gonzalez affirmed that
and suggested that we it might be a good opportunuty to look at our human resource policies (ie. vacations, leaves, etc.) in
relation to the changes in our organzation and the further development of our values. “Are there any projects that we should
undertake to help the organization advance in its understanding and application of the new model, as we adapt from “charity to
solidarity”?
Succession Planning
Responding to an issue brought up at the Board Strategy Workshop, Mr. Guevara presented a document outlining Sacred
Heart’s background, approach, and plans for staff succession, including specific steps to be taken in the event of an Executive
Transition. The reality is that organzation’s like ours mainatin a delicate balance of internal leadership as talented hard working
individuals join, grow with us, and eventually move on for finanical or personal reasons. Whle those transitions are hard, much
work goes into planning and cultivating lines of succession for many key positions in the organization. Some are internal
candiates, some are external. Significant work has been done in the last year involving internal restructuring to create
management opportunities and lines of succession. Mr Rodriguez and Ms. McDonald requested that documents be sent out
ahead of time.
Board Leadership
The committee discussed the need to recruit leadership for the Board Officer roles. The Exec Committee members discussed
various candidates for the roles.
Referencing his comments at the February strategy workshop where he expressed that he may not be able to stay on as Board
President for the remainer of his term, Mr. Rodriguez said he would like to stay on in the president role until June.
It was requested that Board agendas and any materials be sent out ahed of the meeting. Sacred Heart Community Service Succession Planning: March 2015 Overarching Considerations: Sacred Heart is a unique organization that melds different concepts of organizational structures and values. We are both: • a local human services institution, and • a grassroots anti-­‐poverty organization advancing social change We embrace strong social justice principles such as social equity and solidarity, while driving the organization with excellent business and management practices that emphasize efficiency, strong customer service, and transparency. Thus the organization relies upon a core of talented, diverse, flexible, creative, and values driven leaders at all levels of the organization. SHCS approach: • When we hire, we look for great people. Candidates for leadership roles must be strongly aligned with our values, and must possess diverse skill sets and a flexible, “jack-­‐of-­‐all trades” mindset. “That is not my job” doesn’t fly at SHCS. • We look for staff members that will fit with and reinforce the culture. Candidates must bring their own identity, but they must bring great character, humility, humor, and interpersonal skills. • We seek to grow the leadership from within. We nurture the talents and capacity of our management team, grooming individuals to take on greater responsibility and move into new roles if the opportunity arises. Our constraints: • Our salary structure straddles the two organizational models: lower paying, value driven small social change groups and larger, highly professionalized human service organizations with significant wage stratification between senior management and lower compensated line staff. • In practice, expectations for line staff are very high at SHCS because our focus is not merely on service delivery, but on the development and management of volunteers and leaders. • Low turnover in senior positions has limited career trajectories of talented younger staff we develop. They leave to seek other growth opportunities or higher compensation in the public sector. Our advantages • SHCS offers competitive benefits and a higher wage floor than many service organizations. • We maintain an institutional focus on fostering a nurturing, often flexible, balanced, and family friendly workplace. • A focus on leadership development gives staff opportunities to grow their skill sets and diversify their work portfolio. Investing in staff and their autonomy is important. Who is responsible: The Executive Director works closely with the management team in hiring at all levels of the organization, and consults with the Deputy Director in key hiring decisions and the structure of panels interviews. The ED conducts all final interviews to assess the values, upside, and fit of each candidate. Succession Planning: Executive Director Search Suggested Steps in hiring next Executive Director Step 1: Hire a firm Margaret Donohoe, Leadership in Transition, (408) 979-­‐0572 Step 2: Determine future needs of agency and develop profile of ideal candidate • List demands of job – issues facing agency • Identify assets (knowledge, skills, and abilities) of ideal director • Agree on salary range • Complete candidate profile My recommendation: In addition to the fundamentals for an executive (strong management, fund development, planning, and strategic communications skills), Sacred Heart needs someone with significant experience developing grassroots bases of power, hopefully through a community organizing lens. A candidate with creativity ideas and energy may be preferable as well. Step 3: Plan hiring strategy and recruit applicants • Agree on tasks and schedules • Make interim arrangements for agency’s management, involving the Deputy Director with support from the senior team • Agree on process and schedule • Decide how to involve staff, members and other stakeholders • Advertise Step 4: Screen applicants • Receive applications • Screen applications • Choose whom to interview Step 5: Assess candidates • Plan assessment process Design interview • Conduct interviews Step 6: Hire director • Agree on choice • Negotiate details • Draft employment agreement Final Steps: Establish and maintain good relationship • Set clear expectations • Plan for formal evaluation process PROGRAM & STRATEGY COMMITTEE MEETING
Thursday, March 19, 2015 – 7:30-9AM
Sacred Heart Community Service – Magnolia Room
1381 South First Street . San José . CA
MINUTES
Attendance: Ann Grabowski, Jon Pedigo, Cora Tomalinas, Lisa Castellanos, Poncho Guevara, Jaime Alvarado, Lorena
Sanchez-Castaneda
Elevator Pitch
At the Board Strategy Workshop, it was requested that P&S Committee work on the short explanation of who we are/what we
do that leadership can use, “the elevator pitch”.
● Mr. Guevara asked all participants to write their one minute explanation of Sacred Heart.
● Participants read their pitch and then staff read the pitches written by senior team members.
● Looking at what came out of the examples, what is the anatomy of an Elevator Speech (What is the story of
“We”)?
■ Convey what we do and our passion and values to someone who is not familiar with our world/jargon
■ Conveys emotion and feeling
● Try to activate memory and emotion part of brain
● Needs to sell the organization
■ What sets us apart from other traditional non-profit, depicts how what WE do is different, what makes
us special
● 50 years
● scale: #s of folks we serve
● volunteers
● Bredth of our work:
○ Essential Needs
○ Self Sufficiency
○ Advocacy and Organizing/systems change
■ Must be based on values
● assets based, leadership, volunteers, solidarity, innovative
■ Must be short
● What can you say in one breath
■ Longer versions included: a story that conveyed some power you know will stick
● Ex: “Did you know some homeless people don’t have can openers”
● Successful Anecdote
○ DV success story
○ Immigration story
○ Next Steps
■ Staff will identify key words
■ Good Anecdotal stories
■ Different versions (small - one sentence, medium - quick elevator ride, large - more details for more
interested audience)
■ Funds Development should weigh in
Dashboard
At the Board Strategy Workshop, it was requested that P&S Committee foloow-up on the process we use to develop our
operating plan and help develop an organizational dashboard that may be useful for the Board to understand the status of the
work.
○
○
SHCS approach to performance Management
○ Mr. Guevara explained that we track hundreds of unique data points in our operating plan, but our
focus for the coming year is to use our Operating Values in addition to the focus described in our
Core Strategies of the strategic plan. Overall we are working to ensure our work is strategucally
aligned.
■ Values:
■ Dignity, Compassion, and Respect
■ Community and Membership
■ Leadership
■ Social Justice
■ Volunteerism and Solidarity
■ Learning and Development
○ Operating Plan goals need to reflect and support and PUSH our operating Values
Main question: What does Board need on a Dashboard?
■ The conversation shifted to what committee members percieved to be the types of things Board
members wanted to better understand.
■ Fr. Pedigo expressed his main questions:
● How is SHCS sustaining itself?
● Are we stable enough to serve the community right?
■ Ms. Grabowski representation of board concern:
● There may be concerns about “mission creep”
○ Are we ensuring that programs are staying focused on the vision and mission?
○ Are NEW programs being added?
○ And if so are we staying focused on the vision and mission?
● Maybe it’s a program summary that helps the board understand program health
○ This is the program
○ This is the staff
○ This is the budget
○ What are the trends happening in this program and how are we addressing them?
● Also, what is the strategic direction of agency and how does our budget apply/support it?
● Board’s role doesn’t need to be focused on program delivery
● Board’s role is more around fiduciary responsibility and HOW we are doing what we are
doing
● Board needs to be more engaged in general, which will help peoples’ understanding and
acceptance
■ Ms. Tomalinas representation of board concern:
● She wants to find out what are the opportunities of growing and what we would need to do
to take advantage of those opportunities.
● Wants to know that Mr. Guevara is ahead of the game in regards to staff transitions, but she
felt he had addressed concerns sufficiently in Board closed sessions this Fall and with the
hires he has made.
○ Mr. Guevara recently presented to Executive Committee his ongoing work on
succession planning. This is one of his core areas of responsibility, focus,
thinking, and planning.
■ Mr. Alvarado:
● There has been some disconnect between board and what staff is working on
● Let’s just give them exactly what they want, and not try to figure out what else they need
■ Mr. Guevara:
●
○
Many of these concerns were what we tried to walk through at the Strategy Workshop on
February 27th.
● What we do,
● How every program we do is strategically aligned, and how we make decisions on what
we do not do.
● Some unique elements: Most organizations look at funding opportunites, determine if it
generally fits our mission and do what it asks
● Sacred Heart finds funding to do what WE want to do
● We rely on general operating support to give us flexibility to do what we prioritize
strategically
● We will often work extensively with funders or governement to shape funding streams
and RFPs to meet our needs or at least give us the flexibility to do what we want in
addition to meeting their requirements.
● Examples: Measure A, Administrative Relief, Fresh Carts
● Fr. Pedigo:
○ We can’t get lost in simply doing what WE want
○ We can’t let that drive push us too thin for staff and agency health
Mr. Seaton’s Summary:
■ Showing what unrestricted funding is going where
■ Don’t know how to explore “mission creep” in dashboard
■ Overall numbers and service provision just for reference
Membership
We continue work on developing the membership concept in preparation of a spring roll-out
○ Mr. Harris and Graciela Mann have collated and organized all previous conversations on Membership form
the strategic planning, program and strategy committee meetings and staff level dialogues.
○ There is a staff Membership Committee with reps from all programs
■ Representatives from the committee are going to each program and getting their input about what
membership would look like in their specific programs
■ What do membership levels look like?
○ All of this is leading up to a “Membership Celebration” on May 16th
■ We will kick off the membership model
■ Each program will have booths helping people understand what membership opportunities there are
in their program
FUNDS DEVELOPMENT COMMITTEE MEETING
Friday, March 28, 2014, 8-9:30am
Sacred Heart Community Service – Magnolia Conference Room
1381 South First Street . San José . CA
MINUTES
Attendance:
Gary Serda, Felicia Madsen, Matt Zuniga, Graciela Mann, Erica Menchaca, Annette Pizzo, Poncho Guevara, Darren Seaton
FY 15-16 Fundraising Report
Graciela Mann started the meeting providing an update and overview of our current fundraising efforts. FY 14-15 had set forth
an extremely ambitious forecast schedule. Not only were the goals stretched to include a COLA and some salary increases, but
it was also determined that this year SHCS would raise $200K to start building the Operating Reserves, pushing our fundraising
goal to $400K over the program expenses. Despite this goal, our fundraising results show that SHCS is currently at $391,134
over goal (if excluding government funding). This is a huge success given all the staff transitions and challenges the fundraising
team has faced in the last year, which is a testament to the tremendous work the team has been delivering.
Ms. Mann stated that when looking at the monthly revenue numbers, it is notable that in the last 3 months we’ve been under
target. This has been due to several factors, including the fact that no newsletter went out during the first half of 2015.
Additionally, with the transition from Exceed to Salesforce staff was unable to create solid mailing lists and send the Q3 appeal
to our supporters. Fortunately staff is now in the recovering path and even though we’re standing on solid ground, we want to
move ahead strong. The plan for the coming months includes:
• Print newsletter – usually result in $15-20K
• April direct mail appeal - $20-25K
• Silicon Valley Gives - $25K
• Start of Pack-A-Back campaign
• Family Support Quinceañera celebration $2-5K
The Community Development Team has also successfully hired a new Community Engagement Manager, which will expand
the team’s ability to work with community partners, corporations and institutions. The new Manager will start in early May, and
we’re in the process of hiring a Funds Development Manager. With both managers in place, Ms. Mann will then look for a
Development Associate to complete the team. SHCS continue to receive unexpected gifts, like a $13K donation from DGDG car
dealership. Programs are getting more involved with leading grassroots fundraising efforts: Family Support will celebrate its 15
years of work on June 26th by hosting a “Quinceañera” themed fundraising event. Donors who have supported FSP in the last
15 years will be invited, and our current families will showcase their work and progress. The event will include a silent auction
and direct asks.
Overall the fundraising efforts are underway. If the team were to stop fundraising now all together, we would only be $122K
under goal for the entire year, which is a good situation to be in. Staff will of course continue to fundraise strong!
Ms. Mann then distributed a copy of the Operating Reserve Policy (ORP) for discussion. As we move into the FY15-16 revenue
forecasting some goals need to be set. Mr. Guevara emphasized the need to set realistic goals for reserves and shared that
staff would work on the FY 15-16 budget, to be presented at the BOD retreat on May 30th.
For FY 14-15 the goal for the reserve was set at $200K, which we’re on our way to reaching. Ms. Madsen shared that we should
ensure the BOD understands the reasons why a reserve was created and why we have one: (1) help agency cover rainy days;
(2) opportunity fund to take on new initiatives. Ms. Mann referred to the ORP to mention that the goal is to raise $1.5 million over
5 years. Mr. Guevara asked the BOD how would it be appropriate to have this conversation with the rest of the BOD. How
should we communicate the concept of not just a rainy fun, but also an opportunity fund because there are current opportunities
that could be analyzed under this lens. Mr. Serda stated that this should be done carefully because the OR is not an opportunity
fund yet, maybe it will be in two years. First we need to let the reserve build, gain strength, and then it can be seen as an
opportunity fund. He suggests not including any new opportunities in this year’s budget planning. Ms. Madsen agreed with Mr.
Serda that for now the Operating Reserve should be built and seen only as an extremely rainy day fund.
Ms. Mann then introduced the concept of an Advisory Board and the possibility to have one for fundraising purposes. She asked
the BOD present their opinion and experience in creating and guiding one. Mr. Serda believes that we missed an opportunity
with the 50th celebration in not creating an Advisory Board for that purpose. We might still have an opportunity if we plan it well
and manage it with “white gloves”. Ms. Madsen agreed, and cautioned staff that “white gloves” is not necessarily SHCS’s
strength. These members need to be catered to, need a very structured program. Also staff would have to be okay with
Advisory Board members making decisions, running with things, and staff not having much of a say in the direction of their
efforts. Staff should consider what is the goal for setting up such a group. Is it money or engagement? Ms. Mann then offered an
alternative of a young professional committee that focuses on fundraising activities. All agreed that such a group would not be
considered a traditional Advisory Board. It might still be a good idea to create a young member group but it is a different strategy
from the Advisory Board one.
FY 15-16 Budget Planning
Ms. Mann and Mr. Darren Seaton have worked on an agency budget timeline to ensure deadlines are met. Programs will
participate in creating their unique budgets while the Fundraising team creates the forecasts. Finance team is doing final Q3
expenses to provide each time with an accurate YTD budget. Ms. Madsen strongly recommends the Finance and Funds
Development Committee connect and work together during this process to avoid surprises. Ms. Mann emphasized that she and
Mr. Seaton are continuously checking in on this and would ensure the communication keeps on flowing. While it would be too
difficult to bring both committees involved due to scheduling conflicts, Ms. Mann and Mr. Seaton will ensure representatives
from each committee are present during the necessary conversations.
BOD Engagement Update
Ms. Mann gave update on BOD pledges: We received 7 pledges back out of 15 BOD members, making up a total of $4,220.00.
With matches the total comes out to $7,180. Ms. Madsen requested to be reminded who each of them needs to follow up with
from the BOD who has not yet submitted their pledge. Ms. Mann will send that list out to each one of them individually.
In planning for FY 15-16 Ms. Mann asked for feedback on BOD engagement. What worked well for the BOD? Where can we
improve? Mr. Zuniga stated that the gala needs and expectations were well communicated. He suggested engaging the board
by having them be involved in something like this every year (not specifically a gala, but a fundraising event). Mr. Zuniga
congratulated staff for the new website because it’s cleaner and easier to engage with, especially for donors.
Mr. Serda agreed, and added that SHCS needs to be better at building capacity, not just outboard (newsletters, appeals, etc.)
but in bound acquisition. We are in the early stages of getting the BOD engaged (good modest start) need to think of phase 2 of
getting them engaged. Mr. Serda suggests doing more fundraisers like Ms. Madsen’s online crowd funding campaign in
Novevmber/December 2015. Mr. Serda signed up to lead an online crowd funding campaign in FY 15-16 too. Ms. Madsen
agreed that this is a great way to introduce new donors to SHCS.
Ms. Mann thanked everyone for their participation making TY calls. Those that could help did and those that couldn't this time
around let her know that they couldn’t. Ms. Mann is making the phone calls to the remaining individuals.
Future Meeting Calendaring:
Mr. Eric Bonesteel asked Ms. Mann to confirm the meeting schedule for the rest of the year. Proposed schedule below, all
meetings to take place 8-9:30am:
• Friday, May 21st - Invite Finance team to discuss forecasting and discuss PAB campaign
• Friday, July 31st - status update on PAB
• Friday, Sept. 25th – report on PAB results and discuss Holiday planning
• Friday, Nov. 20th – report Holiday results thus far and plan January 2016 meeting
Mr. Guevara is to connect with BOD about important future dates: May 16th Community Celebration, PAB volunteer
opportunities, Holidays calendar and volunteer opportunities.
5. Saleforce Database Implementation and Long Term Vision
Mr. Guevara gave an update on the Salesforce (SF) database implementation. The process will be in 3 phases:
1. Transitioning fundraising database: we’ve successfully transitioned from Exceed to SF and are now processing all
donations through Salesforce. Huge undertaking done by John O’Keefe, Annette Pizzo, and consultant Jay Pecot.
2. Second stafe of this phase is to connect CRM (our volunteer database) to SF. These two databases will be able to
exchange information, records and transactions. By the end of this stage staff will be able to know which donors
volunteer too, and which volunteers we need to convert.
3. Transition from HMIS to SF: keep track of all customer transactions on SF too.
Goal is to have SF be our membership database, where we can see the engagement that our members have with us at all
levels (donor, volunteer, customer). It will also prompt us to identify when a member is ready to take the next step or be invited
to participate in a new way. For fundraising, this will allow staff to identify which volunteers donate and which don’t, so that
they’re invited to support the agency in that way too. This will have huge implications for the fundraising efforts, as more data
becomes available SHCS will be able to more accurately understand our members’ interests and engage them in that way.
EXECUTIVE COMMITTEE MEETING
Friday, March 28, 2015 – 2-3PM
Sacred Heart Community Service
1381 South First Street . San José . CA
Attendance
Megan Doyle, Poncho Guevara, Molly McDonald, Jason Rodriguez
Membership
Mr. Guevara gave an update on the progress of developing and rolling out SHCS’ membership model per the new strategic
plan. Staff are engaged in a collaborative process to define levels of membership into 5-6 levels of engagement, per program.
These concepts will be fine tuned of the next 6 weeks in anticipation of the Community Celebration on Saturday, May 16th,
where community members will be recruited to join and participate in the work of the organization in creative ways. This work
builds on over a year of work through the strategic plan process and the Program and Strategy Committee. Mr Rodiguez asked
that as this is rolled out do we anticipate any uninteded consequences? Mr. Guevara responded that there has been significant
work done to develop the modalities of engagement and we expect it to be bumpy, but ultimately to add value to our work.
Data Systems
Mr. Guevara gave context and plans for significant changes to our database infrastructure. Approximately 20 months ago, we
were informed that the Community Technology Alliance was struggling to maintain the current County-wide data system known
as Help Management Information System (HMIS) and that we would need to pay for basic support. Ultimately CTA concluded
they would no longer support HMIS for the County of Santa Clara and the County is taking over the system in the next few
months. Recently, The County decided they will adopt a new database know as Clarity. It is doubtful that the functionality we
have built into the current HMIS will not be incorporated into Clarity, especially the capacity to swipe vast amounts of
transactions.
We began researching our needs in the context of our new startegic framework and saw four critical needs: First, we concluded
we would benefit from the development of another system built around a membership driven Customer Relationship
Management framework vs. a case management database. Optimally we want to have a unified system tracking the
engagement of all stakeholders versus separate systems for volunteers, donors, and program participants. Second, we want to
the ability to be more outward facing and collaborative, whereby mambers can track their level of involvment and ultimately
connect with and collaborate with other members on projects or activities such as MOOVE. Third, we also need advanced data
reporting functionality where by we can easily import and look at data from both legacy systems and other required databases.
Fourth, we would like to continue our ongoing systems integration efforts by developing and promoting a larger scale integrated
database acessible to low-income families countywide, particularly with our sister Emergency Assistance Network
organizations, which collectively serve over 100K individuals annually.
We have concluded that Salesforce would be a better fit for our longer term needs than HMIS. While we have engaged CTA
and the County in partnering with us on this, we are piloting our work using internal capacity (Technology Manager John
O’Keefe, Deputy Director Darren Seaton, Community Development Director Graciela Mann, Development Associate Annette
Pizzo, Essential Services Director Chad Harris) and consulting support from our SHCS’ former Development Director Jay Pecot.
In fact, Jay was working on this for months as a volunteer before coming under contract. He is also serving to connect with the
EANs in the hopes of regional collaboration and integration.
The process is underway in 3 phases:
1. Transitioning fundraising database: we’ve successfully transitioned from Exceed to SF and are now processing all
donations through Salesforce. Huge undertaking done by John O’Keefe, Annette Pizzo, and consultant Jay Pecot.
2. Second stafe of this phase is to connect CRM (our volunteer database) to SF. These two databases will be able to
exchange information, records and transactions. By the end of this stage staff will be able to know which donors
volunteer too, and which volunteers we need to convert.
3. Transition from HMIS to SF: keep track of all customer transactions on SF too.
The utmiate goal is to have SF be our comprehensive membership database, where we can see the engagement that our
members have with us at all levels (donor, volunteer, customer). This project could incur considerable costs, but a conversation
with SF this week about our unique use case led their representative to encourage us to submit a proposal for a major grant to
cover the development costs. This process is underway.
Mr Rodriguez suggested that this topic should be sent Finance and Administration rather than Exec and that we should not rely
on Mr. Pecot’s volunteer support for a project like this. Perhaps the Board should see the full Project Plan. This might lend itself
to a discussion at the full Board meeting. There may be ways in which Board members can suppoort this project. HP is SF
largest customer. Ms Doyle has a contact who is leaving SF today, but can be a resource.
Board Leadership
The Committee discussed in greater detail the needs to fill coming openings on the Board and on Exec Committee. In July we
will have Fr. Jon Pedigo and Cora terming out of the Board. Each fill roles as representatives of the low-income population. If Mr
Rodriguez leaves the Board at that time that will leave a slot for a designee of an elected official. Mr. Rodriguez suggested a
couple of names of former City of San Jose employees that might make strong candidates. Mr. Guevara noted that they may
not fit the categories. Mr Guevera committed to connecting with Fr. Jon and Cora on potential candidates for their seats.
The committee discussed candidates for Exec and were interested in reaching out to folks to take on more.
Ms. McDonald reiterated questions on the role of the Exec Committee and asked Mr Guevara to put together some ideas for
further conversation.
EXECUTIVE COMMITTEE MEETING
Friday, April 10, 2015 – 2:00-3:00PM
Sacred Heart Community Service
1381 South First Street . San José . CA
Attendance
Megan Doyle, Poncho Guevara, Molly McDonald, Jason Rodriguez
Board Development/Leadership
The Exec Committee returned to the conversation about who will step into leadership roles on the Board, and who is ready to do
so. The Committee noted the need for historical perspective as well as the time comittment. It was suggested that the current
lineup may be asked to continue in their roles as Board officers, but Committee members divided up the list of Board members
they would connect with to inquire if they would be interested in taking on an officer or committee chair role as this group
encourages the growth of Board leadership. Mr Rodriguez noted that his schedule will permit him to participate in the next few
meetings. The two coming openings on the Board include individuals designated to represent the low-income community. Two
candidates that have been nominated in the past for these slots include Rev. Nancy Palmer Jones form the First Unitarian
Church of SJ and Monsignor Francisco Rios. from Our Lady of Refuge. Poncho will reach out to Cora Tomalinas for other
nominees. Mr Guevara will follow-up with Rev. Jones, Mr Rodriguez will talk to Msgr. Rios. At the next Board meeting, Mr
Rodriguez will lead a discussion to encourage Board members to participate in Board Leadership and encourage recruitment of
potential Board members.
Board Meeting Agenda
The following topics were suggested for the April Board meeting
Board Development Report: (see above), plus a brief dialogue on the May Retreat
Program and Strategy Report: we will promote the May 16th celebration where we will kick off membership. Mr Rodriguez
suggested that this report be prepared ahead of time so the Board go through it pretty quickly.
Funds Development Committee Report: topics include development program status, reserve planning, and Board engagement
Finance & Administration Committee: Budget Update
ED Report: Community Needs Assessment and Community Action Plan.
Closed Session: ED Review
The Committee expressed a desire to keep the Board more engaged and action oriented: asking them to take action. Ms Doyle
noted that the last Board meeting was very engaging especially because we had different voices leading or conrtibuting to the
conversations such as Graciela Mann, Eric Bonesteel, Ann Grabowski, Chad Harris.
Board Retreat Agenda
The Committee discussed the content of the Board Retreat. It was recommended that the first part should include the Budget
discussion to be followed up with a update on how we are progressing against our strategic plan. Another suggestion is
dialogue and discussion on how to become a stronger team and Board. Mr. Rodriguez suggested that we engage someone
from the outside, to help facilitate. We have occasionally done so in the past with varying results. Ms. McDonald suggested and
would follow-up with Rob Parker. Ms. Dolyle noted that Chris Block kep t people engaged three years ago. Mr. Guevara will see
if he would be available.
At the next Board meeting, Mr Rodriguez will ask for help from the Board for planning the retreat.
Program updates
Mr. Guevara noted some key hires that are critical to the organization, incouding having a full Organizing Team for the first time
this fiscal year with the hires of Diana Salazar and Mathew Reed. Morgan Wordes is relocating from Brooklyn as the Community
Engagement Manager in May, and Jill Mitsch will start part time as Funds Development Manager until June when she will move
to full-time status. There are lots of great campaigns around affordable housing, tenants rights, immigration, and food access
that are in full swing but we will have to discuss later.
Role of the Exec Committee
Following up on our recent conversations about the role and function of the Exec Committee, Mr Guevara shared a summary of
the role of Executive Committee. Ms McDonald suggested that in addition to setting the agenda for the Board meetings, that the
committee help prepare for the presentation and flow of the meetings. Mr. Rodriguez suggested the focus of the committee
should include giving the ED feedback. Mr Guevara reinforced his desire for the Exec Committee to provide an open venue to
discuss issues and projects affecting the organization, which has been a critical support function for his tenure at Sacred Heart.
Mr Rodriguez responded by saying that such conversations are less useful to him if the committee memebrs are not briefed in
writing ahead of time with backround about the subjects so they are prepared to more fully engaged in that dialogue. Mr.
Guevara expressed his concern that such a requirement was time consuming and less useful to him, but if that was the
requirement of the committee he would try to comply. Mr Rodriguez suggested that if Mr. Guevara needed the space to process
these concerns, maybe the organization should invest in other presonnel or a coach for the Director, instead of Exec. Ms Doyle
noted that it is helpful to explore the differences between what committee members are requesting and what the Executive
Director needs.
Mr Guevara sent out the following summary of the role of Exec:
1. Provide support to the Executive Director on key issues impacting the organization
2. Vet any legal or key personnel issues
3. Preparing for the Board meeting: agenda, flow, who is playing what roles.
4. Give the ED feedback on what they are hearing about from the Board and the community
FINANCE & ADMINISTRATION COMMITTEE MEETING
Wednesday, April 22, 2015 – 8-9AM
Sacred Heart Community Service
1381 South First Street . San José . CA
MINUTES
Attendance: Jonathan Noble, Molly McDonald, Megan Doyle, Darren Seaton, Mike Soukup
FY14-15 – Third Quarter Financial Statements
Darren Seaton reviewed the third quarter financial statements for FY14-15. The bottom line is very good. The fundraising team
has done a remarkable job this year and as of the third quarter, the Agency’s total operating income for the first three quarters
are $342,354 in the black.
Mr. Seaton reviewed the profit and loss statement. The agency is exceeding goals in individual, foundation and corporate
categories. On the expense side, the agency has spent less than expected in most categories.
Mr. Seaton also identified key areas for the committee to pay closer attention. For fundraising this upcoming quarter is typically
the slowest of the year and the next big campaign is Pack-a-Back. For the agency’s energy programs, the 2014 LIHEAP EHA16 portion of the contract will not be completely, expended. The weatherization team is growing and the agency is on track to
be much showing much greater progress in completely spending of the contracts in the 2015-2016 fiscal year. In addition to the
typical weatherization contracts the agency administers, Sacred Heart is also ramping up for an additional state contract, Low
Income Weatherization Program (LIWP) which will measure greenhouse gas reductions in key census tracts that are both lowincome and impacted by pollution as its key metric. There will be little change in the way the program is operated but it will
provide up to an additional $750,000 for the weatherization program in the coming fiscal year.
Income Statement:
Mr. Seaton explained that the agency has exceeded projections in fundraising to date as it is ahead of projections in individual,
corporate and foundation contributions.
The agency is below spending projections in local government revenues due largely to slow payment from our subcontract with
the Bill Wilson Center and the fact that Santa Clara Count Measure A funds are billed on a quarterly basis.
The LIHEAP 2014 contract closed on March 31, 2015 and the agency is preparing its closeout. Due to the inability to move
money from the Emergency Heating and Cooling line item, the contract will not be completely expended. Also, the team was
thinned toward the end of the year with the uptick in the construction market. A noticeable trend toward full expenditure should
be seen as the agency enters the coming fiscal year.
The agency is slightly below projections for spending the CSBG contract due to the fact that the 2014 contract was extended
through February 2015. In the following quarter, the delta should be eliminated.
The Management and General category shows a negative due to the fact that temporary help that was hired during a admin
staff’s maternity leave is booked to this category and not to gross wages. Additionally, the agency’s annual audit costs were
charged to this category as a lump sum rather than amortized over several months an expected in the agency seasonalized
budget.
Balance Sheet:
The agency is holding a larger than normal accounts receivable amount. Staff is researching this and believes the actual A/R
number to be closer to $850,000. The major contributors to A/R are The State Department of Community Services and
Development (CSD), Santa Clara County Measure A and the Bill Wilson Center subcontract.
Staff Transitions
The committee discussed that the agency’s Community and Development Director, Graciela Mann will be leaving Sacred Heart
in early June. It is also noted that all the positions in her department have been filled and that she will be able to mentor the
agency’s new Funds Development Manager and Community Engagement Manager prior to her departure.
Committee Schedule
The Committee decided that Chair Doyle would be the lead in working with agency staff to understand and be involved in the
agency’s budget process for the creation of the FY 2015-2016 Agency budget. Chair Doyle will inform the other committee
members about the budget’s progress. The goal is for the Finance and Administration Committee to present a broad stroke
budget to the entire board at the May 30th Board Retreat so the board may be informed about the budget as they consider it at
the June 19, 2015 Board meeting.
Chair Doyle concluded the meeting at 8:51am.