The FeelGood Changemaker Academy Stage III - 1 Year Report

The FeelGood Changemaker Academy Stage III, Year 1 Report August 2013

WHAT’S INSIDE

CONTEXT

4

PROGRESS & SHIFTS ON KEY METRICS

6

STRATEGIC PRIORITIES

9

PREPARING FOR GROWTH AND SCALE

14

FINANCIALS

17

BEYOND STAGE III

19

CONTEXT

INTRO

STAGES OF THE ACADEMY

In 2010, we partnered with The Enlight Foundation and embarked on a journey to fully develop The FeelGood Changemaker Academy (The Academy). Through hands-on, peer-to-peer learning, cutting edge technology and consulting, the goal of The Academy is to equip FeelGood (FG) chapters to evolve and is the engine that empowers college students as changemakers who are ending world hunger one grilled cheese at a time.

We feel the scale and scope of FG’s impact is contingent upon the successful development of The Academy, which is projected for 2019. For this reason, all other initiatives which are not 100% focused on achieving the goals of The Academy (i.e. high school and international expansion) are on hold. Therefore, FG is in essence The Academy.

In this report we look at our progress on Stage III, the goal of which is to validate that The Academy does indeed accelerate a chapter’s evolution; equipping students to run increasingly profitable grilled cheese enterprises (100% of which is invested in the end of hunger) and ensuring their experience transforms them as 21st century changemakers for life. We also look at the shifts we are making for the 2013-2014 academic year and provide an update on the 4 strategic initiatives launched as part of StageIII. We end with looking ahead.

CONTEXT Cost Timeline

Priority

Begins

Ends

INTRO

Stage I

Stage II

Stage III

Stage IV

$80,000 June 2009 – June 2010 (Completed) Methodology, accreditation and alternative currency creation.

$400,000 July 2010-June 2012 (Completed) Adoption of the Academy among 24 FG chapters, with demonstrated advancement through their successive stages of development.

Launch of the Academy among all FG chapters; Iteration II of the online platform (Cheese World 2.0) and alternative currency.

$944,000* July 2012- June 2014 (2 Academic Years)

$4,500,000* July 2014- June 2019*

Professionalizing the delis, academic rigor, institutional support and recruitment.*

Accelerating chapter evolution from 6-7 years down to 4 years.*

Use of Phases and Criteria as a framework to hold chapters accountable to their progress; creation of resources and tools to equip students to professionalize their delis; a Chapter recruitment campaign

Third party assessment of the program to ensure the full participation of 24 FG chapters in all elements of the Academy and validate the correlation between The Academy and a chapter’s evolution.

Having proven our ability to transition chapters through their phases of development on 25* campuses, FG is a recognized service learning program and an appealing cause to educationally- focused foundations.

A national recruitment campaign that includes partnerships with Business Schools, Policy Schools and other relevant departments in Higher Ed; an initiative to structurally incorporate Alumni into the Chapter Support mechanisms to keep our outreach relevant and to reduce the costs of scale; the launch of Cheese World 2.0 and mobile app.

Empower chapters to mobilize more money for the end of hunger than the entire FG budget so that every dollar invested not only empowers a generation of changemakers and a new conversation around hunger, but generates a financial return on investment. FG is now positioned to scale.*

Documentation of the four distinct phases of a chapter’s development and a rudimentary curriculum to support a chapter’s evolution through these phases.

A viable methodology of curriculum delivery, which included Cheese World 1.0, our online platform and alternative economy.

STAGES OF THE ACADEMY

We have identified four distinct stages of development for The Academy. The cost, timeline, priority and characterization of these stages are above. * denotes adjustments have been made.

PROGRESS & SHIFTS ON KEY METRICS

STAGE III PROJECTED VS ADJUSTED IMPACT GOALS 2 YEAR 2 YEAR PROJECTED ADJUSTED CUMULATIVE CUMULATIVE IMPACT IMPACT

METRIC

YEAR 1 PROJECTED

YEAR 1 ACTUAL

YEAR 2 PROJECTED

YEAR 2 ADJUSTED

# of Chapters

30

19

40

25

40

25

$ Raised

$85,500

$94,539

$163,500

$126,750

$249,000

$221,289

# Changemakers

284

346

509

346

793

692

Lives Empowered to Self Reliance

855

945

1,635

1,268

2,490

2,213

REVIEW OF STAGE III

CHAPTER GROWTH

CHAPTER PERFORMANCE

As originally stated in our proposal for Stage III funding, our two-year goals for Stage III were to have 40 chapters fully engaged in The Academy and progressing through two phases of development. Achieving this goal would have resulted in equipping 793 changemakers to mobilize $249,000 for the end of hunger, empowering over 2,490 members of our human family into lives of self-reliance.

We have made some shifts to our growth goals and chapter performance goals, explained in the next two pages. Consequently our adjusted two-year totals for Stage III are found in the table above.

PROGRESS & SHIFTS ON KEY METRICS

Welcomes the 2013 Cohort!

REVIEW OF STAGE III

CHAPTER GROWTH

CHAPTER PERFORMANCE

We are starting the 2013-2014 academic year with 25 chapters instead of 40, 15 chapters behind our initial goal. During the design and launch of our new recruitment strategy— which included a complete rehaul of our start-up process, now called the LaunchPad—we realized that we needed to raise the bar for chapter performance from raising $1,500 to raising $3,000 in the first year in order to ensure a chapter was positioned to step up to the demanding challenge of chapter evolution. As a consequence and through a collaborative process, we said goodbye to seven existing chapters.

We also learned that the LaunchPad process needed to be started in January, instead of April, in order for new chapters to lay the groundwork-- with their university and leadership team-- necessary to position them for raising $3,000 their first year. While we recruited 18 chapters into the LaunchPad, only seven of them successfully completed it.

The other 11 will be invited to reapply this fall for the 2014 Cohort.

To respond to this learning and ensure we are starting the 2014-2015 academic year with 40 chapters, we are aiming to recruit 40 new teams into the LaunchPad in hopes that 20 complete the intense start-up process. This would provide an appropriate buffer for attrition of both existing chapters and new incoming chapters.

While we are disappointed to be behind our chapter numbers, we are excited to have accomplished a long desired outcome: the expectations of being a FG Chapter are now clearly adopted by ALL existing chapters and have been embedded into the LaunchPad process.

PROGRESS & SHIFTS ON KEY METRICS

REVIEW OF STAGE III

CHAPTER GROWTH

CHAPTER PERFORMANCE

Even though we are significantly behind our chapter growth goals, we are not significantly behind our chapter performance goals ($ Raised and # of Changemakers found on page 5).

This is because we have doubled the fundraising minimum for Phase 1 chapters from $1,500 to $3,000. We believe that the infrastructure a chapter must have in place to raise $3,000— from leadership, to local donors, to university support—are key to ensuring longevity. We have made many shifts in our resources and support to empower chapters to reach this fundraising goal in the first year. These shifts are explained in the next section.

STRATEGIC PRIORITIES

INTRO

PROFESSIONALIZING THE DELI

ACADEMIC RIGOR

RECRUITMENT

INSTITUTIONAL SUPPORT

Galvanizing our efforts around the four strategic priorities--1) Professionalizing our Delis; 2) Academic Rigor; 3) Recruitment; and 4) Recruitment.-- identified as necessary to achieving the intended goals and impact of Stage III, has had incredible pay off. We review the progress made on each of these initiatives in this section.

STRATEGIC PRIORITIES

INTRO

PROFESSIONALIZING THE DELI

ACADEMIC RIGOR

RECRUITMENT

INSTITUTIONAL SUPPORT

We have five mechanisms for professionalizing the FG Deli, which we are launching fall 2013, that have become our means for ensuring chapters are running successful social enterprises, are meeting the fundraising requirements for each phase and are planning for evolution:

1

Professional Deli Standards: In an effort to ensure a delicious and sustainable FG grilled cheese across the country, FG chapters are required to have at least 3 grilled cheeses on their menu, must encourage a donation between $3-$6 per sandwich, and must secure minimum food safety equipment (which can be purchased on Cheese World).

2

Deli Guidebook: We have launched a robust online resource to empower chapters to take their enterprises to a new level. The Deli Guidebook is a step-by-step guide, along with embedded resources, to assist chapters in the following areas: 1) determining and launching the most appropriate deli model for their university, 2) staffing and equipment, 3) marketing, 4) finances, 5) menu and food sourcing, and 5) deli dialogues. Examples of embedded resources include: sample catering contracts, order tracking template, staff training manual, deli shift leader guide, social media guidebook, banners and logos, annual budget template, recipe book, donor solicitation letters, interactive display templates, and more!

3

Chapter Requirements: In order to maintain FG Chapter status, every year, chapters must do the following: 1) create a biannual strategic plan using the Vision, Commitment, Action (VCA) framework, 2) be in consistent and reliable communication with FG World, 3) uphold FG’s Deli Standards, 4) have leaders in the roles of President, Treasurer, Deli Manager, Education & Recruitment Chair, & Marketing & PR Chair, 5) send two people to the Big Cheese, 6) submit donations twice annually to FG World for investment in a chapter’s partner organization, and 7) submit timely and thorough reports on chapter and deli activity to FG World.

4

VCA Workshop: The VCA Workshop for the Fall of 2013 has undergone a full redesign, this year being focused more than ever in equipping students to 1) professionalize their delis, 2) create a fundraising plan that outlines their deli models and activities in detail to fulfill their fundraising goals and 3) outline monthly fundraising benchmark that will allow for on-going accountability, activity focus and course correction when needed.

5

Reporting and Accountability: In previous years we relied on 1-2 primary contacts from a chapter to report out to FG via the Chapter Self-Assessment. With our new required leadership positions and support mechanisms we are now able to empower each chapter leader to report out on their specific professional role and contribution to their FG chapter. The reports we are collecting will directly support each chapter in achieving its fundraising goal and responsibilities for the year.

STRATEGIC PRIORITIES

INTRO

PROFESSIONALIZING THE DELI

ACADEMIC RIGOR

RECRUITMENT

INSTITUTIONAL SUPPORT

Operating a successful FG chapter and deli requires a full complement of 21st century leadership, teamwork and business skills, including the ability to bring a systems perspective to complex global issues like world hunger. In an effort to more reliably build such skills, we are increasing the academic rigor of our multi-faceted training and support program with the following three initiatives: The Leadership Lab: To support the development of chapter leaders, FG now offers dedicated training modules specific to each leadership position, with a focus on leadership, teamwork, and business fundamentals. Training modules are provided online for self-guided learning, as well as through staff-facilitated webinars. Additional training and consulting occurs weekly via 4.5 hours of “FeelGood Coaching” on Google Hangout.

Chapter Meeting Labs: The Chapter Meeting Labs--which focus on a hunger’s systemic causes and solutions—are project based and take place during regular chapter meetings.

Downloadable “hunger modules” focus on specific hunger-related topics, and are typically facilitated by the chapter’s education and recruitment chair. Integrated into each module is a team-based project where the content of the module is translated into an engaging educational activity at the deli for customers.

Big Cheese Curriculum and Program: The 2013 Big Cheese (pictured above) featured a fully redesigned program that was characterized by a focus in hands-on skills development inspired and centered around professionalizing chapter delis. It was our most practical Big Cheese ever.

Some new workshop examples include: Creating Deli Campaigns, Rapid Prototyping, Engaging Our Deli Customers in Dialogue, and small-group best-practice sessions based on leadership position that focused on building effective campus partnerships and mapping the specifics of their role's responsibilities.

STRATEGIC PRIORITIES

INTRO

PROFESSIONALIZING THE DELI

ACADEMIC RIGOR

RECRUITMENT

INSTITUTIONAL SUPPORT

In the fall of 2012, it quickly became evident how crucial it was to design a chapter growth strategy that 1) appealed to the best and the brightest talent across the country; 2) ensured adoption of all FG program elements from day one and 3) positioned incoming chapters for success and longevity. Our strategy for chapter growth includes an annual national recruitment campaign and an onboarding & feasibility stage, which we call the LaunchPad We began recruiting for the 2013-2014 school year in February 2013. In April we selected and admitted 18 leadership teams to enter the LaunchPad. Leadership teams of at least five committed students had four months to complete six key actions: 1) secure status as a Student Organization on campus 2) determine what type of Deli Model is feasible on their campus 3) identify an advisor 4) reach out to key campus partners 5) identify local donors, sponsors, and funding opportunities and 6) select their hunger ending partner organization.

Seven of those teams were able successfully complete the demanding objectives of the LaunchPad and are starting the 2013-104 academic year committed to raising $3,000.

While we did not meet our chapter growth goal of 15 new chapters for the 2013-2014 school year, we believe our recruitment strategy and the LaunchPad accomplishes the objectives stated above. We are adjusting the timeline for the LaunchPad to begin in January, so that seven key action (6 are mentioned above and we are adding a seventh action for the 20132014 LaunchPad, which is to raise $500) and can be completed while on campus, something we didn’t plan for last recruitment cycle. Additionally, we are planning on recruiting and accepting 40 leadership teams into the LaunchPad in hopes that 20 will complete the process.

STRATEGIC PRIORITIES

INTRO

PROFESSIONALIZING THE DELI

ACADEMIC RIGOR

RECRUITMENT

INSTITUTIONAL SUPPORT

STRATEGIC PRIORITIES: Institutional Support At the launch of Stage III of The Academy, we had identified four goals for creating the institutional support necessary for ensuring a chapter’s success and longevity. Our four goals and progress on those goals are outlined below:

1

Create a national partnership with one major food service corporation serving the higher education sector: During the launch of our recruitment campaign and the redesign of our program (to professionalize the deli and increase academic rigor), we decided to put this goal on hold as it became evident that 19 out of 25 of our chapters are in Phase I and a food service corporate partnership is more necessary for Phase II, III and IV chapters. This will thus become a focus again in the Spring and Summer of 2014.

2

Provide resources and training for student leaders to forge partnerships with dining services and administrators on their campus; Through the Leadership Labs we have created training and resources to equip specific Chapter leaders to forge partnerships on their campuses.

3

Build our reputation nationally by getting exposure via at least one reputable association of higher education administrative professionals or faculty: This past year, our focus on building our reputation nationally has been geared toward our recruitment efforts and getting the word out to new universities and colleges. This coming school year, we plan on exploring a collaboration with the Presidio Graduate School around both our curricular and recruiting efforts: both of which would contribute to our reputation nationally.

4

Establish personal relationships with university administrators on each campus: We will be rolling out a strategy in Decemeber 2013 and April 2014 with our Chapter Tour to attend to this goal. Qualifying chapters will earn a two-day visit from FG Staff and a representative from either The Hunger Project or Choice Humanitarian. The purpose of this visit will be to celebrate that chapter’s success, personalize a workshop that addresses any challenges that chapter is currently facing, and setting up meetings with key university personnel, FG student leaders and FG Staff to garner support.

PREPARING FOR GROWTH AND SCALE

INTRO

CONSULTING & SUPPORT

CHEESE WORLD

The consulting and support our staff gives FG students, as well as our online platform Cheese World, help to facilitate the adoption of all of FG program elements. This past year, we focused on streamlining this infrastructure and technology so that FG can grow and scale in a cost effective way.

PREPARING FOR GROWTH AND SCALE

INTRO

CONSULTING & SUPPORT

CHEESE WORLD

In order to ensure the consulting the FG staff provides students and chapters is both effective and efficient, we have created the following structure for our direct outreach to students: FeelGood Coaching: The Chapter Development Team now offers weekly “Office Hours”, instead of weekly phone calls. This both saves significant staff time and also ensures their support is relevant to the needs of the students.

Fearless Leaders Facebook Group: Chapters both learn from and are motivated by each other. For this reason we have created the Fearless Leaders Facebook Group to enable sharing of best practices across the movement.

Support Emails: We send targeted bimonthly emails to the five core leadership positions prompting their essential actions, sharing resources and reporting back on their chapter’s fundraising progress. We also send out a monthly newsletter to all FG students that aims to inspire and motivate by connecting them with the collective impact of the movement, sharing stories from the field and shining a spotlight on a high performing student or chapter.

Accountability Calls: Every chapter must commit to attending one monthly call with FG staff where they celebrate their progress and hold each other accountable to all chapter commitments.

PREPARING FOR GROWTH AND SCALE CHEESE WORLD USAGE FROM 2010-2013

INTRO

2010-2011

2011-2012

2012-2013

Total Actions

82

113

157

Active Teams

21

24

25

Total Users

550

969

1,351

Active Users

143

501

759

Cheese Points Earned

$11,978

$24,441

$59,214

Cheese Points Spent

$8,000

$19,000

$27,563

CONSULTING & SUPPORT

CHEESE WORLD

The 2012-2013 academic year was a turning point for Cheese World adoption! We repeated our second year of 100% of active chapters and for the first time, 90% of chapters cashed out for over 85% of their total available cheese points, compared to under 50% last school year.

We also saw an exciting 151% number of active users increase and a 242% increase in earned Cheese Points (see usage summary in table above).

We also continued working on user experience improvements and quality of data improvements. Cheese World is launching new features in the Fall of 2013 which include: New Dashboard designs, (previously known as the Catalogue), New 2 column layout and a new Action page layout redesign.

To personalize student actions, there is now a new feature that allows us to “Tag� students according to their leadership position and presents them with a personalized Dashboard for their own position and responsibilities. To increase the quality of responses and data submitted, we added a feature that requires students to submit reflection or file uploads option and another that adds 10 points to students when they interact with each other on the platform. To support back-end operations, we have now cash out limits set for each chapter depending on their phase of development. Finally we have cleaned up the back-end layout to be more efficient and easier to access reports and organize our databases.

FINANCIALS 2012-2013 BUDGET Chapter Support Salaries & Related Expenses Internship Program Travel & Benefits Chapter Support Occupancy Chapter Support Total $ Education & Technology Education & Technology Director Internship Program Development, Support and Liscensing Cheese Points Content Development Travel & Benefits Occupancy Education & Technology Total $ Peak Experiences The Big Cheese The Hunger Summit Chapter Tour Clinton Global Initiative Partnership Trips Choice Gala Peak Experiences Total $ Recruitment & Communications Director of Recruitment & Communications Recruitment Travel & Benefits Occupancy Recruitment & Communications Total $ Program Infrastructure Program Director Alumni Development Director Administrative Guru Travel & Benefits Occupancy Program Support Total $ Adminstrative Executive Director Occupancy Strategy Session Fundraising Travel & Benefits Other Administrative Total $

BUDGET

2012-2013 ACTUAL

88,167 3,000 6,300 5,400 102,867

45,834 1,600 30,000 38,650

$

95,296

$

23,015 10,642 1,477 35,134

25,000 10,000 2,000 1,200 38,200

45,833 4,000 2,000 51,833

$

$

52,836

$

22,917 8,000 4,200 7,000

73,274

STAGE III ADJUSTED TOTAL

125,063 $ 3,000 $ 7,200 $ 5,000 $ 2,250 142,513 $

215,542 3,000 10,153 9,633

82,295 1,600 57,676 43,856 7,054 3,957 750 197,188

65,015 20,642 2,700 1,477 4,600 5,000 99,434

$

(22,787) $

29,792 $ 1,600 $ 30,000 $ 31,350 $ 6,000 $ 2,400 $ 750 $ 101,892 $

$

(1,985) 642 (2,000) 277 (3,066) $

42,000 $ 10,000 $ 2,700 $ $ 4,600 $ 5,000 $ 64,300 $

6,620 (3,917) (1,700)

59,813 4,000 2,400 750 66,963

$

52,479 13,551 7,244

6,000

(4,802) $

6,669 (1,600) (2,324) (26,144) 1,054 (443)

52,453 83 300

45,833 15,000

66,833

98,065

2,313 (3,000) (3,347) (767)

52,503 27,676 12,506 1,054 1,557

2,000 118,084

DIFFERENCE

90,479 2,953 4,633 $

2013-2014 ADJUSTED BUDGET

1,003

$ $ $ $ $

112,266 4,083 2,700 750 119,798

$

59,813 $ 24,469 $ 31,719 $ 7,200 $ 2,250 $ 125,450 $

112,292 38,019 31,719 14,444 2,250 198,724

20,625 $ 750 $ 3,000 $ 10,000 $ 2,400 $ $ 36,775 $

46,506 4,972 4,013 15,240 2,400 8,033 81,163

$

6,646 (1,449) 1,244 $

25,881 4,222 1,013 5,240

6,441

238,328

42,117

$

8,033 44,388

$

2,964 (3,778) (3,188) (1,760) 8,033 2,271 $

Employer Payroll Taxes $

23,064

$

8,469

$

(14,595) $

The Academy Total $

442,997

$

407,463

$

(35,535) $

537,892

$

8,469

$

943,104

FUNDRAISING We are happy to report that we ended the 2012-2013 academic year under budget by $35,500. We also have made shifts to the 2013-2014 budget to account for supporting 25 chapters instead of 40. Our adjusted 2 year budget is $110,000 less then we projected.

FINANCIALS FUNDRAISING BUDGET, ACTUAL & ADJUSTED FOR STAGE III Secured Funding Alumni Funding Board Development Enlight Grant Total Income $ Net Income $

2012-2013 BUDGET 151,000 3,000 288,997 442,997 $ $

2012-2013 ACTUAL 206,556

DIFFERENCE

200,000 406,556 (907) $

907

2013-2014 STAGE III ADJUSTED ADJUSTED BUDGET TOTAL 181,100 387,656 20,700 20,700 15,000 15,000 402,000 602,000 $ 618,800 $ 1,025,356 $ 80,908 $ 82,252

Secured Funding for 2013-2014 Bentleys Malcolm Walter Bentley Match Talis Apud The Lemoles The Melt Susan Asplundh Travis Walter + Match Gareth/Sarah Walter + Match Malcolm Microsoft Match Bentley Employees Amway Grant TOTAL

BUDGET

Fall 2013 Spring 2014 Summer 2014 TOTAL 25,000 $ 25,000 9,000 9,000 9,000 $ 27,000 12,500 $ 12,500 $ $ 18,000 18,000 18,000 $ 54,000 6,000 $ 6,000 8,000 $ 8,000 10,000 $ 10,000 11,000 11,000 $ 22,000 3,300 3,300 $ 6,600 10,000 $ 10,000 $ 88,800 $ 45,000 $ 47,300 $ 181,100

FUNDRAISING

We are happy to report that we have secured all but $30,700 (alumni funding & board development for 2013-2014) of the funds we projected to raise. While we will work hard to raise these funds to ensure we have a “rainy day fund”, they are not needed to meet our cash flow requirements for the 2013-2014 academic year.

BEYOND STAGE III

THE 2030 AGENDA

THE 2030 CAMPAIGN

$1 IN = $1 OUT

In what can only be called a seismic shift in thinking and a ground breaking demonstration of “togetherness”, a consensus among nations, institutions, corporations, civil society organizations, scientists, academics and foundations has emerged: eradicating extreme poverty is essential for our collective well-being.

Ending hunger by 2030 is not a prediction, rather it is a target, informed by progress to date, that while difficult, is achievable.

As stated by the High Level Panel on the Post 2015 Agenda, the governing body responsible for moving the international community beyond the Millennium Development Goals, the vision for eradicating extreme poverty by 2030 is as follows: “Our vision and our responsibility are to end extreme poverty in all its forms in the context of sustainable development and to have in place the building blocks of sustained prosperity for all.” ~High Level Panel on the Post 2015 Agenda We at FG refer to this historic possibility as The 2030 Agenda. It is a first for humankind—a call for a global partnership guided by a people-centered and planet-sensitive agenda, based on the principle of our common humanity.

BEYOND STAGE III

THE 2030 AGENDA

THE 2030 CAMPAIGN

$1 IN = $1 OUT

For the first time, the global community is coming to a mutual realization that ending hunger is not just a moral obligation; it is an essential investment in the long-term well-being of the whole. FG is stepping up to respond to this historic call to action.

We are launching the 2030 Campaign. Because a global vision, with global goals needs a global response. Our global response? Empowering Global changemakers.

Through programs and partnerships, FG creates and supports hunger-ending changemakers around the world.

Through our educational training, the hands on application of running a social enterprise, “their FG Deli” and our ongoing professional support after graduation; students emerge from the FG program changemakers for life.

100% of the dollars raised at the FG Delis are invested in organizations with a proven track record of empowering changemakers abroad to mobilize their communities into lives of selfreliance. These organizations, The Hunger Project and Choice Humanitarian, are on the cutting edge of “development science” – and are leading the way for achieving all 12 of The 2030 Agenda goals in the countries where they work.

The 2030 Campaign is a 6 year campaign to get FG to a tipping point, after which the scope and scale of our impact takes a quantum leap. This tipping point is defined by achieving the following metric: For every dollar invested in FG, students mobilize a $1 for the end of hunger.

BEYOND STAGE III $1 IN = $1 OUT $1,400,000 $1,200,000 $1,000,000 $800,000

$600,000 $400,000 $200,000 $2014

2015

2016 $ out

THE 2030 AGENDA

THE 2030 CAMPAIGN

2017

2018

2019

$ In

$1 IN = $1 OUT

Why is $1 in = $1 our tipping point? When we can guarantee universities that bringing FG to their campus both fully equips their constituents as successful social entrepreneurs with distinguished 21st century skills AND positions their university as a powerful contributor to ending hunger by 2030, universities will be lining up bring FG to their campus. In addition to offering significant institutional support, perhaps they will even pay for the many benefits of being a “FeelGood Campus”.

Universities won’t be the only ones lining up. Like Teach For America, the best and the brightest leaders across the country will be vying to launch FG chapters, and recruitment, both for new chapters and for new leaders within an existing chapter, will be a challenge of the past.

Finally, because our value proposition will be so clear--invest $1 in FG, and in 1 year, not only will you have empowered a generation of socially conscious leaders, but a $1 will go directly to the end of hunger--we will be strongly positioned to raise the necessary resources to continue to grow our program.