We strengthen nonprofits to reach bold community goals
2013 Report to the Community
ESCC Board of Trustees 2013
ESCC management team
Board Officers Aubrey Herman, Chair Franchisee Ameriprise Financial Richard E. Friedman, Vice Chair Faculty/Administrative Staff, University of Cincinnati Robert Conklin, Treasurer Retired Section Head Procter & Gamble Carole Register, Secretary Retired VP/Community Relations WellSpan Health System
Andy McCreanor, CEO/Executive Director; Darlyne Koretos, Director of Marketing/Public Relations; Craig Kowalski, Director of Operations/ Programs (Seated L to R) Roseanne Colleran, Office Supervisor; Connie Hinitz, Volunteer Coordinator; Rod Trombley, Project Coordinator.
Board Members Robert Allanson Director/Equipment Finance MainSource Bank Doug Bolton Managing Principal Cassidy Turley Richard G. Fencl Retired Plant Manager Procter & Gamble
Alfred J. Tuchfarber, Ph.D. Professor Emeritus of Political Science University of Cincinnati
Margaret Lawson Partner Taft, Stettinius & Hollister LLP
David Wallace Staff Attorney United States Court of Appeals
Carol Leigh Retired Manager Marketing Communications The Ohio River Company
Mark Grote Retired Director of R&D Procter & Gamble Louise S. Hughes Community Volunteer and Retired Director, Senior Business Leader Community Engagement Procter & Gamble
Julia Johnson Retired Superintendent of Administrative Services Division City of Cincinnati Metropolitan Sewer District
Yvonne Washington COO United Way of Greater Cincinnati
Dan Rolfes CEO Meridian Mark & Holiday Homes
“
ESCC is an important community resource. The capacitybuilding assistance provided by ESCC’s volunteer workforce provides guidance and support to our nonprofit community as we work together to achieve the Bold Goals for Our Region.” Robert C. Reifsnyder President United Way of Greater Cincinnati
Continued growth and collaboration are hallmarks of 2013
ESCC’s volunteer workforce has always been our greatest strength. With that talented and dedicated group we have helped hundreds of Greater Cincinnati nonprofits strengthen our community. We are proud of our success, but in 2013 we showed that we are not satisfied with a proven formula. The year was marked by growth through new and ongoing partnerships and by internal changes. We made changes because we know that change is the key to staying at the top of our field and to making our community a better place to live and work. This past year, ESCC entered a major partnership with Talbert House. Together we merged two programs and constructed the Nonprofit Leadership Institute of Greater Cincinnati. Its purpose is to train leaders to better serve their organizations. Volunteers from ESCC and Talbert House staff created a curriculum called Executive Curriculum for Emerging Leaders (EXCEL), and in September the first EXCEL classes were conducted by ESCC Volunteer Program Manager Tom Monaco, along with subject matter experts from the community. With the May 2014 graduation, we will have collectively trained 228 nonprofit leaders. A second program for new managers will be introduced in 2014. Our partnership with Talbert House has the potential to move ESCC forward in interesting and fruitful new ways. Last year ESCC continued its partnership with Flywheel, the social enterprise hub which we helped start in 2010. Flywheel’s focus on helping nonprofits develop sustained funding has given that issue the attention it needs in the competitive world faced by today’s organizations. Through Flywheel, we are partnered with Miami University, the Leadership Council of Human Services Executives, and Centric Consulting Services. Wesley Community Services worked with ESCC and Flywheel in 2013 to enhance its Meals on Wheels and diabetic meals programs. Last October, ESCC expanded its outreach efforts by creating a new website and expanding its social media presence. We’ve added new tools and resources that help nonprofits by providing ongoing, timely information about the sector. Web and social media changes were made to help our volunteers too, making them more effective with our clients and enhancing their volunteer experience. A team of 11 volunteers with digital marketing expertise engaged in this 15-month project, researching the needs of clients, volunteers and funders. ESCC concluded that change was needed in its staffing too. In 2013, three part-time positions were added, including Connie Hinitz as Volunteer Coordinator, Rod Trombley as Project Coordinator, and Roseanne Colleran as Office Supervisor. These people help us use the talents of our volunteers more efficiently. In keeping with the focus on change, in February 2014 our CEO Andy McCreanor resigned to pursue another opportunity in community development. We extend our best wishes to Andy. His nearly four years at ESCC brought a new vision and growth opportunities. For this we are deeply grateful. He will be missed. As in every year since ESCC began, last year, the community was the beneficiary of the work of our volunteers who delivered more than 10,000 hours of effort with a market value of $2 million. We served 93 area nonprofits. Often we advise nonprofits to plan for change and to evaluate ways to partner to better pursue their respective missions. This year especially, we took our own advice.
Aubrey Herman
Richard E. Friedman
Board Chair
Vice Chair
over
10,000
2013 Projects by Major Area of Service 21%
16%
36%
Board Development Strategic Planning Business Improvement
12%
12% 10%
Coaching
Organizational Development
Training
= Number of hours volunteered
(estimate is based on number of projects, recorded hours, NLI participation)
15+
Years of Service to Escc in 2013
George Dershimer
2013 BUSINESS IMPROVEMENT PROJECTS SERVICES PROVIDED 15%
3%
34%
3%
18%
Marketing
Fundraising Research Planning
27%
Business Planning
Human Resources
Operations
18%
7%
19%
Education Social Services Community Arts & Culture Development
10+ 5+
16%
35%
Multiple Health
4%
20%
Income Education
June Reynolds
Dennis Fennema Thomas Fisher Gary Klatzke Gerald Korkin Joseph Linahan Duane Tennant
= Number of clients (for projects combined with leadership participants)
34%
Multiple Health
Years of Service to Escc in 2013
93
All projects fall into one of the three goal areas (or multiple goals)
Years of Service to Escc in 2013
2013 Clients Aligned with UW Bold Goals 42%
Richard Fencl Paul Hoeting Larry Kissel Glenn Miller Denny Waymire
2013 Project Clients by Nonprofit Sector 5%
92
for
60
= Number of projects for 60 clients
39
ESCC Endorses United Way’s Bold Goals
= Combined number of agencies (participating in NLI 2012-2013 and EXCEL 2013-2014)
ESCC has joined forces with United Way and other community partners in endorsing UW’s Bold Goals around Education, Income and Health. By aligning our projects and programs with selected community indicators, we will be helping to accelerate system-wide measurable change Additionally, ESCC supports the important work being done by other organizations, such as Agenda 360, Vision 2015, and the Strive Partnership in their efforts to improve our region’s overall socio-economic health.
Clients served in 2013 ESCC hosts
national Executive Service Corps conference in Cincinnati
ESCC, one of 26 Executive Service Corps affiliates nationwide, hosted the annual national conference in September to share best practices and services. Sixteen affiliates were represented by 22 executive directors, board chairs and other staff. In addition, 30 ESCC volunteer consultants and board members attended one popular session that featured a panel of local funders who described why they feel supporting ESCC is a good investment. Panelists included Robert Reifsnyder, United Way of Greater Cincinnati; Tim Maloney, Carol Ann & Ralph V. Haile, Jr./U.S. Bank Foundation and Robert Killins, The Greater Cincinnati Foundation. Keynote speaker for the conference was motivational speaker, author and business consultant Matthew Kelly. Over the years, these conferences help the national network identify trends, develop new resources, and better serve the nation’s nonprofits, while allowing each ESC-US affiliate to reflect the needs and culture of its own community.
“
Providing leadership training to a new generation of nonprofit leaders is a much-needed service and one that we wholeheartedly support through funding for the EXCEL program.” Robert Killins, Jr. Program Director – Vibrant Places Greater Cincinnati Foundation
Activities Beyond the Classroom American Heritage Girls American Red Cross American Sign Museum Armed Forces Ticket Association Art Academy Autism Society Avondale Comprehensive Development Corporation Bad Girl Ventures Beech Acres Parenting Center Bi-Okoto Cultural Institute Boys & Girls Club of Greater Cincinnati Boys Hope and Girls Hope Camp Joy Camp Livingston Cancer Support Community Center for Holocaust and Humanity Education Changing Gears Cincinnati Area Senior Services Cincinnati Center for Autism Cincinnati Children’s Hospital Medical Center Cincinnati Public Schools Cincinnati Recreation Commission Cincinnati Union Bethel Cincinnati Youth Collaborative Civic Garden Center of Greater Cincinnati College of Mount Saint Joseph Community First Connect2Success Cornerstone Corporation for Share Equity Culture Works, Dayton Ohio Dohn Community High School Dominican Sisters Eve Center Family Promise Freestore Foodbank Development Department GE Community Wellness Association (GECWA) Grailville Greater Cincinnati Energy Alliance Greater Cincinnati Recovery Resource Collaborative Healthy Moms and Babes Impact 100 Interfaith Hospitality Network Jewish Community Relations Council
Jewish Family Services Jewish Federation Kennedy Heights Arts Center Kirkwood Ministries Lakota Schools Lawn Life Life Success Seminars Lighthouse Youth Services Literacy Center West Live A Language Mayerson JCC Miracles in Action Moeller High School Music Resource of Cincinnati NLIGC North Fairmount Community Center Norwood Service League Ohio Valley Residential Services Operation Give Back Over-the-Rhine Community Housing P&G Board Coaching Partners in Prime PAST Foundation Power Inspires Progress Project Manager Institute, Southwest Ohio Chapter Requiem Project Ronald McDonald House Ruah Woods Senior Services Northern Kentucky Serenity Recovery Network Society of St. Vincent de Paul Spina Bifida Coalition of Cincinnati St. Francis Seraph Ministries (SARAH) St. Rita School for the Deaf Stepping Stone STRIVE - STEM Collaborative SW Ohio Region Workforce Investment Board Talbert House Tender Mercies The AMOS Project The Women’s Connection United Coalition for Animals (UCAN) United Pet Fund University of Cincinnati Economics Center University of Cincinnati Economics Center Education Department UPIC Solutions (United Way) Visions Community Services Assessment Wesley Services Organization WordPlay Cincy
2013-2014 EXCEL graduation - Seated: (L to R) Lisa Raymond, Jennifer Kash, Calvin Harper, Jamie Steele, Teresa Hoelle, Sharidon Wolz. Second row (L to R) - Becky Hill, Esther Cash-Mills, Suzanne Rohlfs, Brenda LeMaster, Christine O’Dell, Christie Brown, Deborah Davis, Diane Taylor. Third row (L to R) Beth Yantek, Melinda Adams, Bill Bresser, Drew Brown, Jill Huynh, Elise Hyder, Gunner Blackmore, Beth Wentz, Amanda Kay. Graduates not appearing in the photo include: Corey Drushal, Tanya Cornejo, Amy Pelicano
Nonprofit Leadership Institute Funders
Nonprofit Leadership Institute of Greater Cincinnati ESCC entered a major partnership with Talbert House in June. Together they constructed the Nonprofit Leadership Institute of Greater Cincinnati. Its purpose is to train leaders to better serve their organizations. In the first program under this new umbrella, ESCC and Talbert House merged two existing leadership programs. Called Executive Curriculum for Emerging Leaders (EXCEL), the newly merged program kicked off in September. With the May 2014 graduation, the institute will have collectively trained 228 nonprofit leaders. A second program for new managers will be introduced in 2014. EXCEL: Thomas Monaco, Ph.D., and Carol Leigh, Co-Program Managers; Julia Johnson, Coaching Coordinator. The purpose of EXCEL is to increase the leadership skills, knowledge and experience of nonprofit professionals, and help them build succession and business continuity into their organizations. EXCEL is a dynamic, interactive program. Classes meet for 10 full days over a nine-month period. While each monthly module is distinct, the overall program provides the expanded knowledge needed for managing nonprofits. One-on-one coaching, including assistance with both organization and personal improvement plans, is available to each participant throughout the program from ESCC-trained volunteers. Central to all sessions of EXCEL is the theme of leadership and management which is based on a set of highly regarded research-based books on leading and managing self and others and taught by a career educator, Dr. Thomas Monaco. Workshops include Camp Joy Leadership Experience, Managing Self and Others, Strategic Thinking, Board and Volunteer Development, Organizational Development, Financial Management and Fundraising, Process Improvement and Project Management, Community Asset Mapping and Collaborations and Sales and Marketing for Nonprofits. A number of foundations and community funders are investing in the development of the Nonprofit Leadership Institute of Greater Cincinnati. Initial funding is being provided by the United Way of Greater Cincinnati, The Carol Ann and Ralph V. Haile, Jr./US Bank Foundation, Interact for Health, Duke Energy Foundation, The Greater Cincinnati Foundation, and the Ed and Joann Hubert Family Foundation. The Institute will also rely on skilled volunteers to help provide program delivery and coaching to participants who use the Institute’s services.
The Ed and Joann Hubert Family Foundation
“
ESCC has the capacity in its volunteer workforce to deliver valuable services to our regional community that touch all of our core focus areas — Environment, Economic Development, Education and Community Vitality. “ Karen Monday VP Foundation and Business Management Duke Energy Ohio and Kentucky
2013 Volunteers
ESCC is indebted to the professional men and women who comprise its volunteer workforce. One hundred percent of our services are delivered by these talented and selfless individuals who represent many sectors of the business and nonprofit world and provide valuable services in various ways – from consulting to training to coaching, as well as serving internally on our board, on various committees and internal projects. They join ESCC with a passion to give back to the community, to use their experience and knowledge, to learn new skills and to make new friends. At the close of 2013, ESCC’s team was comprised of 127 dedicated individuals.
Volunteers of the year Bob Conklin, who joined ESCC in 2002, is being honored this year for his dedicated service to ESCC as Treasurer for the past six years. He has served as project manager and team member on many projects over the years, as well as a coach. Bob is currently a board officer and member of the Executive Committee. “I’ve enjoyed many of the projects I’ve been on because it’s given me a chance to use some of my business training and experience. ESCC allows us to leverage our energy by assisting a variety of organizations rather than working for a single entity. I particularly enjoyed the work I did on the Boy Scouts project (supervised construction of the Boy Scout Achievement Center) because it was right in the sweet spot for my background.”
This P&G retiree is passionate about tennis and plays three to four times a week. He and his spouse, Jennifer, love to visit their three daughters and their families in North Carolina, West Virginia and Southern California. They have decided to take each of their grandchildren on a trip of their choice when they become teen-agers in order to get to know them better. So far they have taken three of the five on separate trips to Costa Rica, London and France. This somehow seems appropriate as Bob’s work assignments took him and his family to the UK, Belgium, Mexico and Asia, as well as the U.S. Carol Sparks, who joined ESCC in 2010, is being honored this year for her service to ESCC as a Nonprofit Leadership Institute coach, internal trainer for board development, and for leading HR and strategic planning projects. “I think the value of ESCC is working on projects as a team. We each bring something different to the table and it allows us to be more effective
(L to R) Tony Cipollone, Carol Sparks, Bob Conklin
and support one another and produce a better result. In each project I’ve worked on, we were able to provide something of value. It might not have been exactly what we thought going, in but we provided some value whether it was helping executive directors see themselves in a more objective way or whether it was to help the organization move forward.”
During a decades-long career in human resources with Macy’s, Carol had a demanding travel schedule. Now retired, she is quite happy to stay home. She and her spouse, Harry, and their two yellow Labs live on a lake in southern Kenton County where they are building a new home. An avid walker, Carol tries to complete 12-15 miles a week. She also loves to bike ride. Carol still consults part-time for Macy’s. She is also a volunteer tax preparer for low income families and seniors and she also continues to volunteer with the Kentucky Symphony Orchestra where she was once a board member. Carol studied piano and voice at CCM. Tony Cipollone, Ph.D., SPHR, who joined ESCC in 2011, is being honored this year for his service to ESCC as Project Manager for Executive and Management Search projects, as well as coaching in the Nonprofit Leadership Institute program. “When you customize a project for a nonprofit you go in with a blank piece of paper. When you tailor a project you listen to what kinds of needs an organization has, draw from an existing choice of options and tweak it to meet a client’s particular circumstances. Tailoring is a much better approach because you do start with something and then you fit it to the need. ESCC then provides that expertise to help the organization because ‘they don’t know what they don’t know.’ They realize they don’t know it and that’s why they come to us for help.”
Tony is a widower with a daughter and two grandchildren in Kentucky, near where he lives, and a son, daughter-in-law and granddaughter in Redmond, WA. He and his significant other love to travel and have been to London and Paris so far. Tony, who is first generation Italian, fondly remembers a trip to Italy about nine years ago with his sister and brother-in-law where he met and gained a connection with relatives in his parents’ birthplace, a small town near Naples. Tony has been an avid league golfer for more than 20 years. In addition to volunteering with ESCC, Tony is very busy running his own company, Performance Improvement Consulting, that provides leadership consulting and training.
Meet our 2013
volunteers, staff and consultants Rob Allanson
Randy Harris
Lorna Parson
James Allsop
Art Helmstetter
John Paschall
David Bernens
Aubrey Herman
Nick Payne
Bill Bertram
Fred Heyse
Michael Peitz
Poonam Bhirani
Connie Hinitz
Carole Register
Doug Bolton
Bob Hock
June Reynolds
Roz Bonar
Paul Hoeting
Brian Robson
Gordon Bonfield
Rebecca
Gerry Roerty
Jerry Braunheim
Huesman
David Bruening
Louise Hughes
Susan Roschke
Ron Calhoun
Dave Jennings
Russ Rosen
Betsy Chisholm
Chuck Joffe
Bill Ruehr
Tony Cipollone
Fred Joffe
Alan Schneider
Hirsh Cohen
Ruth Joffe
Louie Sharalaya
Roseanne
Julia Johnson
Meta Sien
Colleran
Rob Johnston
Irv Simon
Ron Collins
Michael Kennedy
Ray Sinclair
Bob Conklin
Charmaine
Becky Smart
Greg Cox
Kessinger
Dan Rolfes
Doug Smith
Rich Daniels
Larry Kissel
Chris Solomon
Hugh Dayton
Gary Klatzke
Carol Sparks
George Dershimer
Darlyne Koretos
Dennis Stark
Joe Doench
Gerry Korkin
Peter Teitelman
Ron Dowling
Craig Kowalski
Duane Tennant
Judy Dunning
Ray Kubik
Rod Tombley
Dara Fairman
Margaret Lawson
Al Tuchfarber
Bill Fee
Michael Leavy
Bill Tucker
Dick Fencl
Carol Leigh
John Vinturella
Denny Fennema
Bill Lennard
Sheri Vogel
Rick Findlay
Brian Leshner
Rebecca Matson
Nan Fischer
Jerry Lewis
Tom Fisher
Joe Linahan
Chris Wais
Alan Flaherty
Tom Lindy
Dave Wallace
Dick Friedman
Bill Luerssen
Yvonne Gray
Mick Fusco
Dennis Madden
Dan Gahl
Andy McCreanor
Anne Watson
Phil Gatch
Jim McDonough
Denny Waymire
Mark Grote
Helen McIlduff
Len Weibel
Ken Gunkel
Laura Metzler
Howard Wells
Doug Haar
Dave Miller
Steve Werenski
Tom Hagerty
Glenn Miller
Bob Wuerdeman
Steve Hancox
Tom Monaco
Bernie Young, Jr.
Ed Hand
Fred Neurohr
Nikki Zellen
Nancy Hanseman
Pat Newberry
Vonderheide
Washington
ESCC’s Jerry Lewis and Mark Grote discuss strategic plan updates with Liz Carter, Executive Director St. Vincent de Paul.
Partnering with St. Vincent de Paul to foster greatness When a service organization is able to claim great management, more than 900 volunteers, and 150 years of service to the neediest people in Greater Cincinnati, it’s very gratifying to be chosen to assist. Such was the case in late 2012 when the Society of St. Vincent de Paul Cincinnati asked ESCC to compete with other consulting organizations to provide strategic planning assistance. “We have always been driven by the particular situations in our community that appear to cause the most human suffering, and one way we judge that is by what causes us the most pain when we see it,” said Liz Carter, Executive Director of the Cincinnati organization. Carter said that in 2013, St. Vincent de Paul wanted change – change to increase their effectiveness. “It was harder planning work than we were used to,” she said. “It meant choosing unfamiliar paths. We were looking for ways we could work to bring about permanent positive changes in people’s lives by working on systemic dimensions of their problems.” ESCC got the opportunity to help. “We were really impressed by ESCC’s bench strength and diversity of talent,” said Carter. “We liked the way they could bring in different people with different skills as needed.” ESCC started work in January, 2013. St. Vincent de Paul already had a long-term vision and plan. ESCC team member Mark Grote said “[St. Vincent de Paul] knew very well who they are and what they have done. That’s unusual. They are interested in how they can get better.” What it needed was: • Confirming buy-in of local stakeholders to the long-term plan • A shorter-term strategic plan Led by project manager Jerry Lewis, the ESCC team met with the St. Vincent de Paul leadership and designed a plan to tap the views of those stakeholders. Over the next few months, ESCC gathered information and opinions from more than 200 of them using multiple methods – surveys, focus groups, and one-on-one interviews. Board members and some of the volunteers, staff, clients, donors, and other agencies were included. Major themes were identified and shared with St. Vincent de Paul. Carter said that this discernment process gave them the confidence to choose to work in a new direction: updating of current facilities to be used as shelters for homeless families. Working with St. Vincent de Paul management and its board, ESCC helped develop a detailed strategic plan designed to move the organization to this new vision. It included work on volunteer and infrastructure development and groundwork for a family shelter. Carter said she noticed that ESCC adapted to the way her team worked rather than trying to impose another way of working. She added, “I loved working with these guys. It’s fun to work with a group who are as passionate about what we do as we are.” ESCC Team: Jerry Lewis and Mark Grote (PM); Bill Lennard, David Bernens, Dennis Madden, Dennis Stark, Denny Waymire, Doug Smith, Doug Haar, Mindy Miller, Nan Fischer, Susan Roschke, and Craig Kowalski
UCAN Executive Director Melanie Corwin (L) and Monica Weakley, Board President, confer with ESCC Project Manager Bill Luerssen.
UCAN Executive Director Melanie Corwin (L) with ESCC’s Judy Dunning
Learning how to “do board better”
The ESCC assessment uncovered various needs including staff training, inventory tracking and management, financial tracking, and marketing. Together, ESCC and UCAN put together a business plan. ESCC proposed some staffing changes and drafted job descriptions to facilitate the transition. A data-driven approach to inventory management was developed to ensure that items most likely to sell well would be highly visible and that seasonal fluctuations would be accounted for. In addition, a more proactive approach to bringing in inventory has been instituted, and the consignment agreement has been rewritten to be more in line with the marketplace. In addition, Pedigree’s tracking of sales and pricing with a more detailed accounting system will help improve profitability. A comprehensive marketing plan is also being implemented. The adopted new procedures are already increasing profitability and bringing in more revenue for UCAN’s spay and neuter clinic.
Each day in Hamilton County more than 40 animals are taken in by the SPCA. Many will not find a home and will be euthanized. The mission of UCAN nonprofit spay/neuter clinic is to provide professional, low-cost pet reproductive services to Greater Cincinnati. Since its inception in 2007, UCAN has completed more than 57,000 spay/neuter surgeries to pets of local residents. The problem of pet overpopulation and abandonment raises human emotions. Animal-focused nonprofits often attract passionate people who love animals and want to prevent them from suffering. It was just such people who started UCAN, populated its Board, hired its staff, and went on to a remarkable record of service to the community. But in 2012, the leadership of UCAN realized they needed to change. “We were five years in, and we needed to go ‘E-to-P’ – entrepreneurial to purposeful,” said Monica Weakley, Board President. “We were just lingering; drifting into side areas; not moving forward with a clear and consistent vision. We needed to learn how to ‘do board’ better.” UCAN turned to ESCC for help with board development. Bill Luerssen headed the ESCC team. “Early on, we conducted one-on-one interviews with all the current board members,” he said. “The individualized attention by an outside (ESCC) consultant created the space for them to not only talk about the direction of UCAN but it got people thinking about who they were and who they were in relation to the organization.” “The benefit to bringing in outside experts,” Weakley said, “is that it underscores to the board itself the importance of investing in board development.” “The second thing we did was to suggest a board retreat to build confidence and consensus,” Luerssen said. “They really didn’t know each other very well.” UCAN Executive Director, Melanie Corwin, remembers that the ensuing first board retreat was a turning point. “That first evening, Monica facilitated a great discussion of what we were doing well, but also what we were not doing so well — not with the idea of dwelling on it, but with the idea of ‘Here’s where we are. Where do we go next?’ We got focused on moving into the future together.” Since then, the UCAN Board is functioning at a more “purposeful” level. It recruits new members based on needed skill sets. It collectively evaluates interaction styles of members to improve communications, and it has learned how to build cohesiveness and consensus. “Some people feel that the definition of an ‘expert’ is someone with a briefcase from at least 90 miles away,” said Monica. “Luckily we found ESCC to be the expert we needed right in our own backyard.”
ESCC Team: Jerry Lewis (PM); Judy Dunning, Mick Fusco, and Denny Waymire
ESCC Team: Bill Luerssen (PM), Steve Werenski and George Dershimer
Pedigree’s profitability feeding revenue
to spay and neuter clinic Proceeds from the Pedigree consignment shop are a significant source of funding for the UCAN (United Coalition for Animals) spay and neuter clinic, so UCAN depends on Pedigree to be profitable. Unfortunately, business was inconsistent and slowing in recent years. ESCC was brought in to evaluate the business and help turn it around. As UCAN Executive Director Melanie Corwin explained, “We needed someone to tell us about who the competition is and tell us about operating structure, pricing, and marketing.” Project Manager Jerry Lewis led an ESCC team in a formal assessment of Pedigree and its competition.
Judy Dunning, an ESCC volunteer consultant with extensive retail experience, conducted the assessment of business operations and finances, while ESCC’s Mick Fusco and Melanie Corwin interviewed the volunteers. ESCC’s Denny Waymire led the market research portion of the project.
ESCC’s Pete Teitelman listens as Stephanie Tunnison, Wesley Executive Director, discusses production capacity of its Meals-onWheels program.
Streamlined Wesley Community Services Poised For Growth The decision to exit the long-term care/senior housing market at the end of 2012 gave Wesley Community Services an opportunity to take a new look its mission. The established west side nonprofit engaged ESCC to help guide their new direction. The ESCC project team (Jerry Lewis, Pete Teitelman and Richard Daniels) worked for nine months with a Wesley Strategic Steering Team (Rev. Stephanie Tunison and Steve Smookler, Wesley CEO and COO, respectively, and six board members) to establish the new strategic direction. The new direction focused on Wesley’s Meals on Wheels program and its social enterprise, Meals4You. In addition, ESCC helped retool the nonprofit’s board of trustees and is coaching its CEO. “We now have the opportunity to focus solely on the elderly who stay in their own homes,” Tunison said. “It’s our job to make them more comfortable.” Wesley rewrote its vision and mission statements to reflect the new reality. Since 80 percent of Wesley’s revenue is derived from its Meals on Wheels program, the decision was made to increase capacity by 40 percent by 2017. The ESCC team researched and developed a plan to achieve that goal. Equally as important was the decision to enhance its social enterprise, Meals4You, which prepares and delivers meals for diabetics of all ages. Wesley is the only agency in the area to offer diabetic meals delivered to the customer’s home or workplace. After Wesley and Flywheel, a nonprofit organization specializing in creating social enterprises, streamlined Meals4You the quality of the meals improved and customers have responded favorably. Although Tunison saw the need for aggressively moving forward with the strategic plan, some members of Wesley’s Board of Trustees were hesitant. By engaging the board in a separate project, the ESCC team was able to achieve buy-in on the strategic plan. The project also resulted in reducing the size of the board from 17 members to nine, while adding two important committees (Development and Governance). As a first step in achieving buy-in on its proposed strategic direction, ESCC assisted the Strategic Steering Committee in conducting research by holding a stakeholders’ meeting consisting of approximately 50 various constituents. Following that, they conducted a retreat for Wesley’s board during which the Strategic Steering Committee, with the help of ESCC, answered all the board members’ questions about the new strategic plan and the reasons for creating it. After the board retreat, Wesley’s board approved the new plan with few modifications. ESCC is also providing executive coaching assistance to Rev. Tunison as the organization continues to grow. ESCC and Wesley will continue working together on these projects in 2014. “I am very pleased and impressed with the quality of ESCC’s work,” Tunison commented. ESCC Team: Jerry Lewis (PM), Peter Teitelman, and Rich Daniels
Ray Kubic, ESCC Volunteer Consultant on the UPIC Solutions project team, with UPIC Executive Director Winston Faircloth.
UPIC Solutions moves forward serving United Way organizations For more than 100 years, local United Ways have served communities with an annual combined appeal for support for local and national nonprofits. Successful fundraising means carefully planned and executed United Way campaigns and effective and accurate management of contributors and their contributions. No relationships are more important to a nonprofit than its relationships with its donors, and no organization understands that better than the United Way. UPIC Solutions is a nonprofit that serves a consortium of 44 United Ways in the U.S. (including Cincinnati) with specialized information technology infrastructure to manage those core United Way functions: campaigns and donors. Although successful and growing, in recent years UPIC has faced increasing pressures from the highly competitive software market. UPIC has raced to keep up with developments and to introduce them to the United Ways. As the only organization of its kind in the U.S., UPIC’s board and its CEO Winston Faircloth were wondering if its service model, developed in 2001, was suited to these new circumstances. They asked ESCC for help. Beginning this past July, ESCC Project Manager Tom Fisher and a team of five volunteers helped UPIC assess its business model, operational processes, staff competencies, and strategic plan. Working on a tight deadline (three months), the team surveyed CEOs or other senior managers at 24 United Ways that use UPIC services. They also conducted focus groups at larger UPIC clients in Columbus, Cincinnati, and Louisville. The ESCC team also learned about the computer software category, Customer Relationship Management – the type that UPIC was providing to United Ways. With vendors like Microsoft and Oracle offering highly competitive products in the category, a careful analysis of UPIC’s situation was essential. The team concluded that UPIC’s plan for moving forward was viable and wise. They helped UPIC understand that they have leveraged economies of scale with their services to multiple United Ways. The ESCC and UPIC teams concluded that any UPIC member leaving the organization will face increased expenses or diminished capabilities. UPIC concluded that the benefits of shared approaches to common needs aren’t going to diminish, and good management and marketing can build the organization further. Despite stresses of the marketplace, with ESCC, UPIC gained confidence that it can continue to be the best choice for United Ways who want to develop successful connections between donors and the causes they care most about. ESCC Team: Jerry Lewis, Tom Fisher, Ray Kubik, Alan Flaherty, and Michael Kennedy
Executive Service Corps of Cincinnati
Social Impact
Investors for 2013
FRIENDS (contributions = $10,145) John Agostini Rob Allanson Doug Bolton Gordon Bonfield Jerry Braunheim Ron Calhoun Hirsh Cohen Robert Conklin Joe Doench Bill Fee Richard Fencl Rick Findlay Alan Flaherty Richard Friedman Mark Grote Ed Hand Randy Harris Aubrey Herman Fred Heyse Connie Hinitz Paul Hoeting Louise Hughes Fred Joffe Julia Johnson Charmaine Kessinger Larry Kissel Gerry Korkin Margaret Lawson Carol Leigh Bill Lennard Brian Leshner Jerry Lewis Joe Linahan Glenn Miller Dennis Murphy Nick Payne Carole Register June Reynolds Gerry Roerty Dan Rolfes Russ Rosen Becky Smart Doug Smith Chris Solomon Carol Sparks
Carlin Stamm Dennis Stark Bill Tucker David Wallace Yvonne Gray Washington Denny Waymire Len Weibel Steve Werenski Albert Zenz
Financial Statements Statement of Cash Flow
Receipts Foundation & Corporate Gifts
2013
2012
2011
(1) $ 96,303
$ 200,000
$ 88,500
Member Dues & Individual Contributions
$
13,187
$ 11,796
$ 13,566
Client Project Fees
$ 215,994
$ 133,482
$ 156,524
Interest & Other Income
$
$
$
Total Receipts
$ 333,868
Operating Expenses - Total
$ 326,414
8,384
121
$ 345,399
120
$ 258,710
Expenses $ 275,690
$ 258,811
Excess of Receipts over Expenses $ 7,454 $ 69,709 -$ 101 (1) Excludes $25,000 in NLI grants transferred to NLILGC & $2,500 received for national meeting sponsorship.
Statement of Assets
2013 2012 2011
(As of December 31, 2013) Checking Account & Petty Cash
$
42,118
$ 101,049
$ 54,154
Money Market Account
$ 192,394
$ 127,268
$ 97,165
Foundations/ Corporate Donors (contributions = $123,803)
Brokerage Account
$
0
$
36
$
61
Pre-paid Expenses and Misc. Adjustments
$
0
$
0
$
1,070
Total Assets
$ 234,512
$ 228,353
$ 152,450
Pre-paid Project Funding (Grants)
$ 106,210
$ 100,935
$ 98,470
Cassidy Turley Duke Energy Foundation Greater Cincinnati Foundation The Carol Ann and Ralph V. Haile, Jr./US Bank Foundation Ed and Joann Hubert Family Foundation Interact for Health Macy’s, Inc. P&G Fund of the Greater Cincinnati Foundation United Way of Greater Cincinnati
Net Cash Available for Operations
$ 128,302
$ 127,418
$ 53,980
In-Kind contributions MartensArt.com Anonymous donor for office supplies
March 20, 2014 Subject: Review of 2013 Financial Results To: Richard E. Friedman This will confirm that I completed a review of accounting records and supporting documentation for all cash receipts and disbursements for the year 2013 today. In my opinion, the Balance Sheet and Statement of Profit & Loss of The Executive Service Corps of Cincinnati, Inc. to be included in the annual report, fairly state in all material aspects the cash flows for the year 2013 and the net assets as of December 31, 2013. During my review, I noted that adequate internal control procedures, including separation of duties among the Executive Director, Treasurer, the Director of Marketing and Public Relations and the Office Supervisor continue to be consistently followed. Changes have been made that improve deposit information and the invoice approval process. Additional vendors have been added to the blanket approval process and the Office Supervisor has assumed more accounting responsibilities, which provide the Treasurer and Executive Director with more time to handle oversight activities. I noted that you, Bob Conklin, Darlyne and Roseanne continue attention to detail in how you track, report and document all financial transactions. Sincerely,
Gerard J. Roerty Audit Chair
Our Mission We strengthen nonprofits to reach bold community goals. We provide effective yet affordable consulting, coaching, and training services using a volunteer workforce of highly skilled professionals. We assist our clients and community leaders to attain their goals.
Our Values
Our Vision ESCC is a recognized leader in assisting nonprofits to achieve better community outcomes.
We have the courage to help shape a better future: • Volunteering — the passion and dedication of our volunteers are key to our unique, high-quality affordability. • Expertise — we possess the life experiences and knowledge needed for each situation. • Commitment — we finish what we start and deliver on our promises. • Accountability — we feel a sense of shared ownership with our clients and partners for positive measurable results. • Coaching/Guiding — we teach clients better methods. • Learning/Growing — we pursue and promote continuous learning and growth both personally and professionally for our volunteers and clients. • Collaborating — together we can do more, connecting and mobilizing community resources to attain common goals. • Leading — we practice, teach and nurture strong leadership of ESCC, our volunteers, nonprofit clients, and community investors. • Inclusive — we serve all nonprofits regardless of sector, mission or demographics.
10945 Reed Hartman Highway, Suite 108 Cincinnati, OH 45242 513.791.6230 www.esc-cincinnati.org
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