University of San Diego University of San Diego

Digital USD Digital USD

Strategic Planning USD Nonprofit Leadership and Management Masters Program Best Practice Library

2005

Metro Strategic Planning amp Positioning Metro Strategic Planning amp Positioning

Olivia Gil-Guevara University of San Diego

Wendy Morris University of San Diego

Fred Speece University of San Diego

Meg Storer University of San Diego

Follow this and additional works at httpsdigitalsandiegoedunpi-bpl-strategicplanning

Part of the Nonprofit Administration and Management Commons

Digital USD Citation Digital USD Citation Gil-Guevara Olivia Morris Wendy Speece Fred and Storer Meg Metro Strategic Planning amp Positioning (2005) Strategic Planning 3 httpsdigitalsandiegoedunpi-bpl-strategicplanning3

This Presentation is brought to you for free and open access by the USD Nonprofit Leadership and Management Masters Program Best Practice Library at Digital USD It has been accepted for inclusion in Strategic Planning by an authorized administrator of Digital USD For more information please contact digitalsandiegoedu

EDLD 511 Strategic Planning amp Positioning

Professors Pat Libby amp Paul Van Dolah

Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer

RO Mission

METRO (Methodist Effort to Reach Out) is an outreach agency of the United Methodist Church (UMC) which provides direct social services and supports community development

METRO seeks to assist local churches to expand their capacity to become more actively involved in the lives of their neighborhoods

METRO believes that as it carries out its mission churches will again become vibrant centers of community life thereby fostering the growth and development of local leaders

MEq-RO

Strategic Planning Team

Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer

-- -

I Should METRO be the service

~rovider for all SO UMC

I Surveys

1 Surveyed 12+ UM churches

I WendyOlivia

-- --- - - - - - shy

METRO (Methodist Effort to Reach Out)

I I

Is METRO too dependent on one funding

stream

I

Positional Mapping

I-Researched funding info

from other faith-based organizations

I MegFred

I How does funding effect the ~

sustainability of the key programs

I I

Key informant interviews

I I

Interviewed key funders of largest programs

I I

Fred

-

ME RO Survey Key Questions

-Are you aware of METRO programs and services

-Do you utilize METROs programs and services

-If you do not utilize METROs programs and services - why not

-Do you believe your congregation offers overlapping services

-Is your congregation interested in collaboration

-Would your congregation be willing to fund METRO programs

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RO Mission

METRO (Methodist Effort to Reach Out) is an outreach agency of the United Methodist Church (UMC) which provides direct social services and supports community development

METRO seeks to assist local churches to expand their capacity to become more actively involved in the lives of their neighborhoods

METRO believes that as it carries out its mission churches will again become vibrant centers of community life thereby fostering the growth and development of local leaders

MEq-RO

Strategic Planning Team

Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer

-- -

I Should METRO be the service

~rovider for all SO UMC

I Surveys

1 Surveyed 12+ UM churches

I WendyOlivia

-- --- - - - - - shy

METRO (Methodist Effort to Reach Out)

I I

Is METRO too dependent on one funding

stream

I

Positional Mapping

I-Researched funding info

from other faith-based organizations

I MegFred

I How does funding effect the ~

sustainability of the key programs

I I

Key informant interviews

I I

Interviewed key funders of largest programs

I I

Fred

-

ME RO Survey Key Questions

-Are you aware of METRO programs and services

-Do you utilize METROs programs and services

-If you do not utilize METROs programs and services - why not

-Do you believe your congregation offers overlapping services

-Is your congregation interested in collaboration

-Would your congregation be willing to fund METRO programs

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MEq-RO

Strategic Planning Team

Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer

-- -

I Should METRO be the service

~rovider for all SO UMC

I Surveys

1 Surveyed 12+ UM churches

I WendyOlivia

-- --- - - - - - shy

METRO (Methodist Effort to Reach Out)

I I

Is METRO too dependent on one funding

stream

I

Positional Mapping

I-Researched funding info

from other faith-based organizations

I MegFred

I How does funding effect the ~

sustainability of the key programs

I I

Key informant interviews

I I

Interviewed key funders of largest programs

I I

Fred

-

ME RO Survey Key Questions

-Are you aware of METRO programs and services

-Do you utilize METROs programs and services

-If you do not utilize METROs programs and services - why not

-Do you believe your congregation offers overlapping services

-Is your congregation interested in collaboration

-Would your congregation be willing to fund METRO programs

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I Should METRO be the service

~rovider for all SO UMC

I Surveys

1 Surveyed 12+ UM churches

I WendyOlivia

-- --- - - - - - shy

METRO (Methodist Effort to Reach Out)

I I

Is METRO too dependent on one funding

stream

I

Positional Mapping

I-Researched funding info

from other faith-based organizations

I MegFred

I How does funding effect the ~

sustainability of the key programs

I I

Key informant interviews

I I

Interviewed key funders of largest programs

I I

Fred

-

ME RO Survey Key Questions

-Are you aware of METRO programs and services

-Do you utilize METROs programs and services

-If you do not utilize METROs programs and services - why not

-Do you believe your congregation offers overlapping services

-Is your congregation interested in collaboration

-Would your congregation be willing to fund METRO programs

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-Are you aware of METRO programs and services

-Do you utilize METROs programs and services

-If you do not utilize METROs programs and services - why not

-Do you believe your congregation offers overlapping services

-Is your congregation interested in collaboration

-Would your congregation be willing to fund METRO programs

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METRO Funding

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PAST PRESENT FUTURE

100 90

80

70

60

50

40

30

20

10

21

79

000 Ie f

IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I

MEq-RO Positional Mapping between Agencies

Catholic Charities

St Vincent DePaul Village Inc

Lutheran Social Services of Southern California

Episcopal Community Services

Jewish Family Service of San Diego

North County Interfaith Council Inc

Funding Comparisons between Agencies

Millions

$18

$16

$14

$12

$10

$8

$6

$4

$2 $0 ~ ~ lsi v v V 7 V bull vI

METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm

Cal Diego Council Inc Inc Services

ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy

Funding Sources

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Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

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37 55

North County Interfaith Council Inc Funding

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34

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

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PAST PRESENT FUTURE

100 90

80

70

60

50

40

30

20

10

21

79

000 Ie f

IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I

MEq-RO Positional Mapping between Agencies

Catholic Charities

St Vincent DePaul Village Inc

Lutheran Social Services of Southern California

Episcopal Community Services

Jewish Family Service of San Diego

North County Interfaith Council Inc

Funding Comparisons between Agencies

Millions

$18

$16

$14

$12

$10

$8

$6

$4

$2 $0 ~ ~ lsi v v V 7 V bull vI

METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm

Cal Diego Council Inc Inc Services

ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy

Funding Sources

100

80

60

40

20 shy

0

METRO Jewish Family No Co Interfaith Service of San Council Inc

Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

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Cal

37 55

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Other

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34

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from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

-----

(j)L

UO

laquo

gt-Z

Z

bull c - o ~

o Q

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Ro ll)

METRO Funding

I ---

PAST PRESENT FUTURE

100 90

80

70

60

50

40

30

20

10

21

79

000 Ie f

IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I

MEq-RO Positional Mapping between Agencies

Catholic Charities

St Vincent DePaul Village Inc

Lutheran Social Services of Southern California

Episcopal Community Services

Jewish Family Service of San Diego

North County Interfaith Council Inc

Funding Comparisons between Agencies

Millions

$18

$16

$14

$12

$10

$8

$6

$4

$2 $0 ~ ~ lsi v v V 7 V bull vI

METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm

Cal Diego Council Inc Inc Services

ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy

Funding Sources

100

80

60

40

20 shy

0

METRO Jewish Family No Co Interfaith Service of San Council Inc

Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

Lutheran Social Services of So

Cal

37 55

North County Interfaith Council Inc Funding

0 I 0 I

1- 1 - 07 I 10 Contributions [

IEl Government Grants II 10 Program Services II 10 Investments

Sales

o Special Events

Other

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

lOther ___ _ 5

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

METRO Funding

I ---

PAST PRESENT FUTURE

100 90

80

70

60

50

40

30

20

10

21

79

000 Ie f

IDC--ntrib ~t i ~n-s -G~ve~n rn nt~a~ts-0Prog ram Services I

MEq-RO Positional Mapping between Agencies

Catholic Charities

St Vincent DePaul Village Inc

Lutheran Social Services of Southern California

Episcopal Community Services

Jewish Family Service of San Diego

North County Interfaith Council Inc

Funding Comparisons between Agencies

Millions

$18

$16

$14

$12

$10

$8

$6

$4

$2 $0 ~ ~ lsi v v V 7 V bull vI

METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm

Cal Diego Council Inc Inc Services

ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy

Funding Sources

100

80

60

40

20 shy

0

METRO Jewish Family No Co Interfaith Service of San Council Inc

Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

Lutheran Social Services of So

Cal

37 55

North County Interfaith Council Inc Funding

0 I 0 I

1- 1 - 07 I 10 Contributions [

IEl Government Grants II 10 Program Services II 10 Investments

Sales

o Special Events

Other

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

lOther ___ _ 5

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

MEq-RO Positional Mapping between Agencies

Catholic Charities

St Vincent DePaul Village Inc

Lutheran Social Services of Southern California

Episcopal Community Services

Jewish Family Service of San Diego

North County Interfaith Council Inc

Funding Comparisons between Agencies

Millions

$18

$16

$14

$12

$10

$8

$6

$4

$2 $0 ~ ~ lsi v v V 7 V bull vI

METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm

Cal Diego Council Inc Inc Services

ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy

Funding Sources

100

80

60

40

20 shy

0

METRO Jewish Family No Co Interfaith Service of San Council Inc

Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

Lutheran Social Services of So

Cal

37 55

North County Interfaith Council Inc Funding

0 I 0 I

1- 1 - 07 I 10 Contributions [

IEl Government Grants II 10 Program Services II 10 Investments

Sales

o Special Events

Other

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

lOther ___ _ 5

1

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s

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

Funding Comparisons between Agencies

Millions

$18

$16

$14

$12

$10

$8

$6

$4

$2 $0 ~ ~ lsi v v V 7 V bull vI

METRO Lutheran Social Jewish Family No Co SI Vincent de Catholic Episcopal Services of So Service of San Interfaith Paul Village Charities Comm

Cal Diego Council Inc Inc Services

ID Contribution~1GI Government Gr~nts D Program Servicesj --= --- -- shy

Funding Sources

100

80

60

40

20 shy

0

METRO Jewish Family No Co Interfaith Service of San Council Inc

Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

Lutheran Social Services of So

Cal

37 55

North County Interfaith Council Inc Funding

0 I 0 I

1- 1 - 07 I 10 Contributions [

IEl Government Grants II 10 Program Services II 10 Investments

Sales

o Special Events

Other

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

lOther ___ _ 5

1

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

Funding Sources

100

80

60

40

20 shy

0

METRO Jewish Family No Co Interfaith Service of San Council Inc

Diego

l~Contributio~~Governmen~Grants 0 Program Services I -

Lutheran Social Services of So

Cal

37 55

North County Interfaith Council Inc Funding

0 I 0 I

1- 1 - 07 I 10 Contributions [

IEl Government Grants II 10 Program Services II 10 Investments

Sales

o Special Events

Other

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

37 55

North County Interfaith Council Inc Funding

0 I 0 I

1- 1 - 07 I 10 Contributions [

IEl Government Grants II 10 Program Services II 10 Investments

Sales

o Special Events

Other

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

Lutheran Social Services of Southern CA

34

0 I - 0

0- 0

ro Contributio~~

Government Grants

o Program SeNices

o Investments 0 bull Sales

10 Special Events

1- Other _ ~

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

lOther ___ _ 5

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

Jewish Family Services of SO Funding

3 - - 00

1- 0 Contributions

Government Grants II 44 10 Program Services

o Investm ents

47 Sales

o Special Events I

lOther ___ _ 5

1

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

--

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

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ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

ME RO Key Informant Interviews

bull Y-Change provides 54 of METROs Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things

from METRO - Sandra Waterhouse indicated METRO needs to diversify and that

she sends METRO regular grant notifications

bull San Diego Youth Work provides 46 of Federal Funding - Kelly Henwood provided information - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage

contract requirements - Leadership has been non-responsive to inquiries

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

Increase staffBoard skills through training I middot Staff - train to build skills for contract management bull Send Board to USD NP Board training in 2006 bull Programs - seek out additional grants that can provide

Seek funding to enlist staff in USD NP Program additional funding bull Utilize Board to connect with new funders I bull Board - utilize members to find additional funding bull Collaborate with SD UMC for web design relationships amp resources bull Retain amp train existing staff to broaden skills bull All SD UMC should have reps on METRO Board

DECIDE DAMAGE CONTROL DIVEST

Collaborate - Cultivate stronger partnerships Corrective Action bull Seek out someone from existing SD UMC who bull Meet with Board to develop plan for resolution

may be able to serve as METRO internal liaison bull Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding

Federal Funding bull Begin seeking out new grants amp funding sources bull Maintain funder expectations for current funds

Program Funding - to Constituents bull Look closely at staff expenses to see how funding can be

redirected to programs

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

MEq-RO Conclusions

bull Should METRO be the service provider for the SO UMC

bull Is there reciprocity between METRO and the SO UMC

Yes Survey results showed that the SO UMC were willing to utilize METRO programs

----~__ _ - bull bull _ ____ --e-__-----

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

MEffRO Conclusions

bull Is METRO too dependent on one funding stream

Yes Research shows that METRO receives 91 00 of its revenue from federal government grants

How Work with Board of Directors to determine plan for diversification of funding sources utilize Board contacts for networking purposes communicate with SD UMC that are willing to provide funding to create more revenue have special events determine if related business income can be generated

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

ME~RO Conclusions

bull Does METROs current funding affect the sustainability of its key programs

Yes METRO is doing a good job of executing the funding provided However METRO needs a stronger leadership presence

How METRO needs to improve communications with major funders The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_

Ad inistrative Office

10 3295 Meade Street San Diego CA 92116 Phone 619J 285-5556 FAX (61 9) 285-5560

Program Officesurban Ministr~ 2860 Market Street

San Diego CA 92102 Phone (619) 236-9919 FAX (61 9) 236-9944

906 North47th Street San Diego CA 921 02

4242006 Phone (61 9) 264-0368 FAX (619) 264-0806

Profe or Pat Libby wwwmetrosandiegoorg USD Non Profit Management Program 5998 Alcala Park San Diego CA 92 11 0

Dear Profe SOT Libby

This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara Wendy Morris Fred Speece and Meg Storer to forward the strat gic plan of our organization

In the last few years Metro has experienced tremendous growth and change Approximately 8 years ago we had a staff of three a budget under $200000 and two viable services to the community During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources The need for Metro to focus on strategic planning was a critical issue when the students began their work The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff board and stakeholders

Metro is working slowly with staff board and key community stakeholders to redefine our mission statement refocus our vision statement and rethink our role in the community The professional thoughtful and well documented work of the USD students has had and will continue to have immeasurable impact on our organization for years to come

I am so impressed by the quality of the students produced by this program I cant wait to hire as many as I can afford

Thank you for your hard work dedication and commitment to the non profit community_