Feelgood 2013 Annual Report

FeelGood Annual Report August 2013

WHAT’S INSIDE

CONTEXT

PROGRESS & SHIFTS ON KEY METRICS

STRATEGIC PRIORITIES

PREPARING FOR GROWTH AND SCALE

4 6 9 14 17 19

FINANCIALS

BEYOND STAGE III

CONTEXT

In 2010, we partnered with The Enlight Founda;on and embarked on a journey to fully develop The FeelGood Changemaker Academy (The Academy). Through hands-‐on, peer-‐to-‐peer learning, cuJng edge technology and consul;ng, 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 ;me. We feel the scale and scope of FG’s impact is con;ngent upon the successful development of The Academy, which is projected for 2019. For this reason, all other ini;a;ves which are not 100% focused on achieving the goals of The Academy (i.e. high school and interna;onal 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 evolu;on; 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 shiTs we are making for the 2013-‐2014 academic year and provide an update on the 4 strategic ini;a;ves launched as part of StageIII. We end with looking ahead.

INTRO STAGES OF THE ACADEMY

CONTEXT

We have iden;fied four dis;nct stages of development for The Academy. The cost, ;meline, priority and characteriza;on of these stages are above. * denotes adjustments have been made.

INTRO STAGES OF THE ACADEMY

Stage I Stage II Stage III Stage IV Cost $80,000 $400,000 $944,000* $4,500,000* Timeline June 2009 –

June 2010 (Completed)

July 2010-June 2012 (Completed)

July 2012- June 2014 (2 Academic Years)

July 2014- June 2019*

Priority Methodology, accreditation and alternative currency creation.

Adoption of the Academy among 24 FG chapters, with demonstrated advancement through their successive stages of development.

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

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

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

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

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

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.

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

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.

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.*


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 shiTs 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.

STAGE III PROJECTED VS ADJUSTED IMPACT GOALS

METRIC YEAR 1 PROJECTED

YEAR 1 ACTUAL

YEAR 2 PROJECTED

YEAR 2 ADJUSTED

2 YEAR PROJECTED CUMULATIVE

IMPACT

2 YEAR ADJUSTED

CUMULATIVE IMPACT

# 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



We are star;ng the 2013-‐2014 academic year with 25 chapters instead of 40, 15 chapters behind our ini;al 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 posi;oned to step up to the demanding challenge of chapter evolu;on. As a consequence and through a collabora;ve process, we said goodbye to seven exis;ng 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 posi;on 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 star;ng 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 airi;on of both exis;ng 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 expecta;ons of being a FG Chapter are now clearly adopted by ALL exis;ng chapters and have been embedded into the LaunchPad process.

Welcomes the 2013 Cohort!



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 shiTs in our resources and support to empower chapters to reach this fundraising goal in the first year. These shiTs are explained in the next sec;on.


INTRO PROFESSIONALIZING THE DELI

ACADEMIC RIGOR RECRUITMENT

Galvanizing our efforts around the four strategic priori;es-‐-‐1) Professionalizing our Delis; 2) Academic Rigor; 3) Recruitment; and 4) Recruitment.-‐-‐ iden;fied 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 ini;a;ves in this sec;on.

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 mee;ng the fundraising requirements for each phase and are planning for evolu;on:

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 dona;on between $3-‐$6 per sandwich, and must secure minimum food safety equipment (which can be purchased on Cheese World). 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) marke;ng, 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 shiT leader guide, social media guidebook, banners and logos, annual budget template, recipe book, donor solicita;on leiers, interac;ve display templates, and more! 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, Ac;on (VCA) framework, 2) be in consistent and reliable communica;on with FG World, 3) uphold FG’s Deli Standards, 4) have leaders in the roles of President, Treasurer, Deli Manager, Educa;on & Recruitment Chair, & Marke;ng & PR Chair, 5) send two people to the Big Cheese, 6) submit dona;ons twice annually to FG World for investment in a chapter’s partner organiza;on, and 7) submit ;mely and thorough reports on chapter and deli ac;vity to FG World. 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 ac;vi;es in detail to fulfill their fundraising goals and 3) outline monthly fundraising benchmark that will allow for on-‐going accountability, ac;vity focus and course correc;on when needed. ReporXng 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 posi;ons and support mechanisms we are now able to empower each chapter leader to report out on their specific professional role and contribu;on to their FG chapter. The reports we are collec;ng will directly support each chapter in achieving its fundraising goal and responsibili;es for the year.


1

2

3

4

5




Opera;ng 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 perspec;ve to complex global issues like world hunger. In an effort to more reliably build such skills, we are increasing the academic rigor of our mul;-‐faceted training and support program with the following three ini;a;ves: The Leadership Lab: To support the development of chapter leaders, FG now offers dedicated training modules specific to each leadership posi;on, 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. Addi;onal training and consul;ng occurs weekly via 4.5 hours of “FeelGood Coaching” on Google Hangout. Chapter Mee1ng Labs: The Chapter Mee;ng Labs-‐-‐which focus on a hunger’s systemic causes and solu;ons—are project based and take place during regular chapter mee;ngs. Downloadable “hunger modules” focus on specific hunger-‐related topics, and are typically facilitated by the chapter’s educa;on and recruitment chair. Integrated into each module is a team-‐based project where the content of the module is translated into an engaging educa;onal ac;vity 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 prac;cal Big Cheese ever. Some new workshop examples include: Crea;ng Deli Campaigns, Rapid Prototyping, Engaging Our Deli Customers in Dialogue, and small-‐group best-‐prac;ce sessions based on leadership posi;on that focused on building effec;ve campus partnerships and mapping the specifics of their role's responsibili;es.





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 adop;on of all FG program elements from day one and 3) posi;oned incoming chapters for success and longevity. Our strategy for chapter growth includes an annual na;onal recruitment campaign and an onboarding & feasibility stage, which we call the LaunchPad We began recrui;ng for the 2013-‐2014 school year in February 2013. In April we selected and admiied 18 leadership teams to enter the LaunchPad. Leadership teams of at least five commiied students had four months to complete six key ac;ons: 1) secure status as a Student Organiza;on on campus 2) determine what type of Deli Model is feasible on their campus 3) iden;fy an advisor 4) reach out to key campus partners 5) iden;fy local donors, sponsors, and funding opportuni;es and 6) select their hunger ending partner organiza;on. Seven of those teams were able successfully complete the demanding objec;ves of the LaunchPad and are star;ng the 2013-‐104 academic year commiied 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 objec;ves stated above. We are adjus;ng the ;meline for the LaunchPad to begin in January, so that seven key ac;on (6 are men;oned above and we are adding a seventh ac;on for the 2013-‐2014 LaunchPad, which is to raise $500) and can be completed while on campus, something we didn’t plan for last recruitment cycle. Addi;onally, we are planning on recrui;ng and accep;ng 40 leadership teams into the LaunchPad in hopes that 20 will complete the process.





STRATEGIC PRIORITIES: InsXtuXonal Support At the launch of Stage III of The Academy, we had iden;fied four goals for crea;ng the ins;tu;onal support necessary for ensuring a chapter’s success and longevity. Our four goals and progress on those goals are outlined below:

Create a na(onal partnership with one major food service corpora(on serving the higher educa(on 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. 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. Build our reputa(on na(onally by ge>ng exposure via at least one reputable associa(on of higher educa(on administra(ve professionals or faculty: This past year, our focus on building our reputa;on na;onally has been geared toward our recruitment efforts and geJng the word out to new universi;es and colleges. This coming school year, we plan on exploring a collabora;on with the Presidio Graduate School around both our curricular and recrui;ng efforts: both of which would contribute to our reputa;on na;onally. Establish personal rela(onships with university administrators on each campus: We will be rolling out a strategy in Decemeber 2013 and April 2014 with our Chapter Tour to aiend to this goal. Qualifying chapters will earn a two-‐day visit from FG Staff and a representa;ve 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 seJng up mee;ngs with key university personnel, FG student leaders and FG Staff to garner support.


1

2

3

4


INTRO CONSULTING & SUPPORT CHEESE WORLD

The consul;ng and support our staff gives FG students, as well as our online plaworm Cheese World, help to facilitate the adop;on 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 effec;ve way.



In order to ensure the consul;ng the FG staff provides students and chapters is both effec;ve 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 ;me and also ensures their support is relevant to the needs of the students. Fearless Leaders Facebook Group: Chapters both learn from and are mo;vated by each other. For this reason we have created the Fearless Leaders Facebook Group to enable sharing of best prac;ces across the movement. Support Emails: We send targeted bimonthly emails to the five core leadership posi;ons promp;ng their essen;al ac;ons, sharing resources and repor;ng back on their chapter’s fundraising progress. We also send out a monthly newsleier to all FG students that aims to inspire and mo;vate by connec;ng them with the collec;ve 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 aiending one monthly call with FG staff where they celebrate their progress and hold each other accountable to all chapter commitments.



The 2012-‐2013 academic year was a turning point for Cheese World adop;on! We repeated our second year of 100% of ac;ve chapters and for the first ;me, 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 exci;ng 151% number of ac;ve users increase and a 242% increase in earned Cheese Points (see usage summary in table above). We also con;nued 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 Ac;on page layout redesign. To personalize student ac;ons, there is now a new feature that allows us to “Tag” students according to their leadership posi;on and presents them with a personalized Dashboard for their own posi;on and responsibili;es. To increase the quality of responses and data submiied, we added a feature that requires students to submit reflec;on or file uploads op;on and another that adds 10 points to students when they interact with each other on the plaworm. To support back-‐end opera;ons, 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.

CHEESE WORLD USAGE FROM 2010-2013

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

FINANCIALS

BUDGET FUNDRAISING

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

2012-2013 BUDGET

2012-2013 ACTUAL DIFFERENCE

2013-2014 ADJUSTED

BUDGET

STAGE III ADJUSTED

TOTALChapter Support

Salaries & Related Expenses 88,167 90,479 2,313 125,063 215,542$ Internship Program 3,000 - (3,000) 3,000 3,000$

Travel & Benefits 6,300 2,953 (3,347) 7,200 10,153$ Chapter Support 5,400 4,633 (767) 5,000 9,633$

Occupancy 2,250 Chapter Support Total 102,867$ 98,065$ (4,802)$ 142,513$ 238,328$

Education & TechnologyEducation & Technology Director 45,834 52,503 6,669 29,792 82,295$

Internship Program 1,600 - (1,600) 1,600 1,600$ Development, Support and Liscensing 30,000 27,676 (2,324) 30,000 57,676$

Cheese Points 38,650 12,506 (26,144) 31,350 43,856$ Content Development 1,054 1,054 6,000 7,054$

Travel & Benefits 2,000 1,557 (443) 2,400 3,957$ Occupancy 750 750$

Education & Technology Total 118,084$ 95,296$ (22,787)$ 101,892$ 197,188$

Peak ExperiencesThe Big Cheese 25,000 23,015 (1,985) 42,000 65,015$

The Hunger Summit 10,000 10,642 642 10,000 20,642$ Chapter Tour 2,000 - (2,000) 2,700 2,700$

Clinton Global Initiative 1,200 1,477 277 1,477$ Partnership Trips - - - 4,600 4,600$

Choice Gala - - 5,000 5,000$ Peak Experiences Total 38,200$ 35,134$ (3,066)$ 64,300$ 99,434$

Recruitment & CommunicationsDirector of Recruitment & Communications 45,833 52,453 6,620 59,813 112,266$

Recruitment 4,000 83 (3,917) 4,000 4,083$ Travel & Benefits 2,000 300 (1,700) 2,400 2,700$

Occupancy 750 750$ Recruitment & Communications Total 51,833$ 52,836$ 1,003$ 66,963$ 119,798$

Program InfrastructureProgram Director 45,833 52,479 6,646 59,813 112,292$

Alumni Development Director 15,000 13,551 (1,449) 24,469 38,019$ Administrative Guru - - 31,719 31,719$

Travel & Benefits 6,000 7,244 1,244 7,200 14,444$ Occupancy 2,250 2,250$

Program Support Total 66,833$ 73,274$ 6,441$ 125,450$ 198,724$

AdminstrativeExecutive Director 22,917 25,881 2,964 20,625 46,506$

Occupancy 8,000 4,222 (3,778) 750 4,972$ Strategy Session 4,200 1,013 (3,188) 3,000 4,013$

Fundraising 7,000 5,240 (1,760) 10,000 15,240$ Travel & Benefits - 2,400 2,400$

Other 8,033 8,033 8,033$ Administrative Total 42,117$ 44,388$ 2,271$ 36,775$ 81,163$

Employer Payroll Taxes 23,064$ 8,469$ (14,595)$ -$ 8,469$

The Academy Total 442,997$ 407,463$ (35,535)$ 537,892$ 943,104$

FINANCIALS

BUDGET 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.

2012-2013 BUDGET

2012-2013 ACTUAL DIFFERENCE

2013-2014 ADJUSTED

BUDGET

STAGE III ADJUSTED

TOTALSecured Funding 151,000 206,556 181,100 387,656

Alumni Funding 3,000 20,700 20,700 Board Development 15,000 15,000

Enlight Grant 288,997 200,000 402,000 602,000 Total Income 442,997$ 406,556$ 618,800$ 1,025,356$

Net Income -$ (907)$ 907$ 80,908$ 82,252$

Fall 2013 Spring 2014 Summer 2014 TOTALBentleys 25,000 25,000$ Malcolm Walter 9,000 9,000 9,000 27,000$ Bentley Match 12,500 12,500$ Talis Apud -$ The Lemoles -$ The Melt 18,000 18,000 18,000 54,000$ Susan Asplundh 6,000 6,000$ Travis Walter + Match 8,000 8,000$ Gareth/Sarah Walter + Match 10,000 10,000$ Malcolm Microsoft Match 11,000 11,000 22,000$ Bentley Employees 3,300 3,300 6,600$ Amway Grant 10,000 10,000$ TOTAL 88,800$ 45,000$ 47,300$ 181,100$

Secured Funding for 2013-2014

FUNDRAISING BUDGET, ACTUAL & ADJUSTED FOR STAGE III

BEYOND STAGE III

THE 2030 AGENDA

THE 2030 CAMPAIGN $1 IN = $1 OUT

In what can only be called a seismic shiT in thinking and a ground breaking demonstra;on of “togetherness”, a consensus among na;ons, ins;tu;ons, corpora;ons, civil society organiza;ons, scien;sts, academics and founda;ons has emerged: eradicaXng extreme poverty is essenXal for our collecXve well-‐being. Ending hunger by 2030 is not a predic;on, 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 interna;onal community beyond the Millennium Development Goals, the vision for eradica;ng 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-‐sensi;ve agenda, based on the principle of our common humanity.

BEYOND STAGE III

THE 2030 AGENDA


For the first ;me, the global community is coming to a mutual realiza;on that ending hunger is not just a moral obliga;on; it is an essen;al investment in the long-‐term well-‐being of the whole. FG is stepping up to respond to this historic call to ac;on. 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 educa;onal training, the hands on applica;on of running a social enterprise, “their FG Deli” and our ongoing professional support aTer gradua;on; students emerge from the FG program changemakers for life. 100% of the dollars raised at the FG Delis are invested in organiza;ons with a proven track record of empowering changemakers abroad to mobilize their communi;es into lives of self-‐reliance. These organiza;ons, The Hunger Project and Choice Humanitarian, are on the cuJng 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 ;pping point, aTer which the scope and scale of our impact takes a quantum leap. This ;pping 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

THE 2030 AGENDA


Why is $1 in = $1 our ;pping point? When we can guarantee universi;es that bringing FG to their campus both fully equips their cons;tuents as successful social entrepreneurs with dis;nguished 21st century skills AND posi;ons their university as a powerful contributor to ending hunger by 2030, universi;es will be lining up bring FG to their campus. In addi;on to offering significant ins;tu;onal support, perhaps they will even pay for the many benefits of being a “FeelGood Campus”. Universi;es 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 exis;ng chapter, will be a challenge of the past. Finally, because our value proposi;on will be so clear-‐-‐invest $1 in FG, and in 1 year, not only will you have empowered a genera;on of socially conscious leaders, but a $1 will go directly to the end of hunger-‐-‐we will be strongly posi;oned to raise the necessary resources to con;nue to grow our program.

$-‐

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

2014 2015 2016 2017 2018 2019

$1 IN = $1 OUT

$ out $ In

Documents

Feelgood 2013 Annual Report