The Kavana CooperativeOperations Board

Annual Retreat 2010

Retreat Objectives

When we have completed our day, we willhave …

1. Experienced a healthy, productive meeting that successfully advanced the mission and health of Kavana

2. Reviewed the Operations Board’s major achievements in July-December 2009

3. Developed a shared strategy and timeline for resolving “The Big Three”

The Big Three

1. How will we design a sustainable financial model that is congruent with our values?

2. Where is the optimal balance between being a community with an inward focus and one that is a model for others?

3. What does the word “cooperative” really mean to Kavana, in practice?

Operations Board Achievements July-December

2009• Taking on Kavana’s Financial

Circumstances – Thank you Board!• Increasing Partnership Contributions in

an Economic Downturn – Thank you Ilana and Rebecca!

• Progress on Defining Who We Are – Thank you Strategic Vision Team!

• Progress on Solving the Holiday Conundrum – Thank you Barry!

Progress Made OnWho We Are

Kavana’s Draft Vision(subject to Board modification)

Kavana is a cooperative in which participants are empowered to create a meaningful Jewish life and a positive Jewish identity.

Kavana’s Draft Mission Statement

(subject to Board modification)

Kavana accepts individuals and families with many approaches to Judaism,offers a variety of ways to engage in Jewish life, anddemands participation in our community.

Kavana’s Draft Values (subject to Board modification)

• Cooperative• Welcoming • Inspiring• Experiential• Innovative• Thought-Provoking• Fun

Financial Data and Modeling

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Revenue (FY 2010 - Projected)

Partnership contributions $ 70,000Grants 125,000Event fees 55,000High Holidays 8,000External donors 40,000Corporate match 8,000Classroom rent 5,000TOTAL 311,000

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Expenses (FY 2010 - Projected)

Rachel’s salary $ _____Ilana’s salary _____Rachel’s pension _____Rent

20,000Office expenses 10,000Teacher’s salaries 55,582High Holidays 10,000Program supplies 20,000TOTAL 281,442

Partnership Contributions

• Year 1: $ 45,000• Year 2: 64,000• Year 3: 63,400• Year 4 (FY 2010): 70,000

Average Partnership Contributions

Households Without Kids: •Range: $3600 - $180•Average: $1200•Mode: $1000

Households With Kids:•Range: $5000 - $360•Average: $1000•Mode: $700

Number of Partner Households

Per YearIndividuals or Couples

Families With Kids

Total

2007 17 30 47

2008 19 32 51

2009 27 36 63

Attendance at Events Per Month

Individuals and Couples

FamiliesWith Kids

Total

2008 50 Individuals

32 Families

2009 70 Individuals

40 Families

Attendance at Events in 2009

Individuals or Couples

Families with Kids

Total

3 or More Events

70 Individuals

40 Families

New Attendees 75 Individuals

25 Families

New Attendees Who Came to 3 or More Events

25 Individuals

12 Families

Net Income for Family and Adult Education Programming

• Family Education Net Income: $(10,000)• Variable Costs: $65,500• Fixed Costs: $40,000 ($20K Rachel, $8K Ilana, $10K Rent, $2K

Overhead)• Income: $90,500 (program rev of $45.5K, Auerbach, Legacy Heritage)

• Adult Education Net Income: $(30,320) • Variable Costs: $1,500• Fixed Costs: $31,000 ($20K Rachel, $8K Ilana, $2K Rent, $1K

Overhead)• Income: $1,680

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FY 2010 Family Education Costs(without allocating fixed costs)

Gan $ 25,000Moadon (QA) 16,500Moadon (MI) 3,000Havdalah Club 1,000Hebrew Immersion Playgroup 3,000Prep and Practice 2,000Family Shabbat 10,000Summer camp 4,000Shabbat in the Park (family) 1,000TOTAL 65,500

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FY 2010 Family Education Revenue

Gan $ 19,000Moadon (QA) 11,000Moadon (MI) 6,000Havdalah Club 500Hebrew Immersion Playgroup 2,000Prep and Practice 1,000Family Shabbat 1,000Summer camp 4,000Shabbat in the Park (family) 1,000TOTAL 45,500

FY2010 Grants

Avi Chai $ 75,000Natan 25,000Carol Auerbach 25,000 Legacy Heritage Grant 20,000Jewish Federation 5,000 Bronfman 2,500TOTAL 152,500

Remaining Duration of Grants (Already Committed)

Avi Chai 2 years Anon. Donor 0 yearsNatan 0 yearsLegacy Heritage 0 yearsJewish Federation 0 yearsBronfman 0 years

The Role of Grants

What percentage of our budget should we project will come from grants?

(Statistics show that for non-profit groups75-85% of their income comes from

internal sources. However, many people object to synagogues because of the ever-

present role of money, “asks” as soon as you step in the door, and

fawning over large benefactors.)

Alternative Funding Models

• Partnership Dues• Fee-for-Service• Grant-Funded• Hybrid (e.g., “Museum Model”:

members receive special benefits, although others can attend without getting special benefits)

• Growth!

Notes• Tensions

– Child-free vs. child-encumbered– Discussion of money in a well-off community, ties in to asking for

$– Growing sense of entitlement – people think things should be free– More sense of return-on-investment– mentality about money – paying for only services I use vs.

contributing to a community– Health club mentality (only pay for obvious services you get);

perception of value – people can’t articulate the value to them; people aren’t trained to pay for what we offer

– Multi-affiliated participants – first space vs. second space; need to supplement what Kavana provides; we’re not branding ourselves as associated with one movement within Judaism

– Awareness of bigger (harder) picture in funding in Jewish community; current economy stresses

– Our novelty among funders wearing down– Hard to define who we are

Notes

Notes

Notes

Notes