Support Kansas City, Inc.

Transcription

1 Support Kansas City, Inc. General Information Contact Information Nonprofit Support Kansas City, Inc. Address 5960 Dearborn, Ste. 200 Mission, KS Phone (913) Fax Website Facebook Twitter facebook.com/ scity twitter.com/ At A Glance How to donate, support, and volunteer Support Kansas City does not solicit gifts from individuals other than from board and staff. We do rely on the generosity of foundations to help SKC keep our fees affordable to our nonprofit clients. Volunteer opportunities include committee work, our nonprofit leadership event, and board positions. Our committees include Finance, Audit, Marketing and Development,Operations and our Excellence in Nonprofit Leadership Event committee. 1

2 Mission & Areas Served Statements Mission Statement Support Kansas City provides nonprofit organizations with business and development expertise, empowering them to focus on their mission. Our vision - a high performing, sustainable nonprofit community. Background Statement SKC opened its doors to the nonprofit community in April of 2001, serving charitable organizations throughout the metropolitan area. SKC's services have proven to be particularly valuable to grassroots organizations which are heavily volunteer-driven and characteristically limited in their financial resources, business acumen and staff expertise. SKC's start-up capital was provided by several trust funds administered by Bank of America. Funding experts recognized that by supporting a top-notch capacity-building organization like SKC, they could ultimately reduce their overall allocations to overhead-related expenses and increase their support for charitable good works. At a time when other support organizations have struggled, or even been forced to close their doors, SKC has grown steadily. Our menu of services has evolved to meet demand, and we have achieved greater visibility and stature as a key capacity-building organization in Kansas City. We have aligned our services with the needs of the community and have recruited a staff of quality professionals with nonprofit expertise to deliver them. Agencies benefit from partnering with SKC and our ability to anticipate the changing needs of the nonprofit sector, develop, train and retain quality practitioners, and make services available at an affordable rate made possible because of our nonprofit status and business model. SKC's board of directors is comprised of representatives from some of Kansas City's most respected nonprofit organizations, as well as active community volunteers. This mix assures proper sensitivity to the blend of services and pricing that can best satisfy the ever-changing priorities of the nonprofit sector.support Kansas City provides business and administrative support services in the areas of accounting, database development and administration, fund development, board and strategy development, and project management and administration. Our geographic boundaries include all of Missouri and Kansas but 95% of our clients are in the Kansas City Metro Area. Impact Statement 2014 Accomplishments: The SKC team provided direct client services to 155 nonprofit agencies. Our core service areas include accounting, fund development, database and administration, and governance and strategy development. In addition to the direct services we provided to the community, our staff presented at workshops and conferences in our area, reaching even more agencies seeking best practices and solutions to their capacity and resource needs. SKC staff provided over 17,000 hours of direct client service support in the areas of accounting, fund development, database development and administration, and governance and strategy development.support Kansas City (SKC) retained 93% of our ongoing clients. We feel our excellent client retention rate is one of our strongest metrics. Agencies are able to build their capacity by utilizing our back office services. We develop, support and encourage best practices for nonprofits through our Excellence in Nonprofit Leadership. Agencies that participate in the award process are able to look at their policies, practices and leadership dynamics Goals: Continued growth and integration of our core services.provide education and training in our areas of expertise.serve as a leader in the nonprofit sector, providing expertise and resources that improve nonprofit organization's performance and sustainability.increase collaborations and network weaving in support of our vision of a high performing, sustainable nonprofit community. Needs Statement To continue to strengthen and enhance the quality of the nonprofit services we provide by investing in support staff and staff development, technology and resource development. To keep our fees affordable, SKC must raise 15% of our operating budget. We are targeting $150,000 foundation support in 2015.Sponsorship support for our Excellence in Nonprofit Leadership awards was the 6 year anniversary of the event and SKC's 15 year anniversary. The awards h have become a prestigious and sought after award by the nonprofits in our community. By recognizing nonprofit organizations for their leadership in governance, accountability and transparency, we identify role models for others to emulate. All nominees benefit from the application process that identifies best practices for board and staff to aspire to. As part of the awards event, we convene a panel of nonprofit experts to share their thoughts on community issues. There is no cost to attend. The $7,500 cost of the event is covered through sponsorships. 2

3 CEO/Executive Director/Board Chair Statement SKC has become one of the most successful nonprofits providing shared services to nonprofits in the country. The Nonprofit Centers Network invited SKC to share our model at their international conference in June, We frequently receive calls from other parts of the country as communities look to develop a similar resource for nonprofits in their area. Steven Murray, Executive Director of the Youth Symphony of Kansas City (an SKC client since 2002), echoed the same sentiment at a recent presentation to the SKC board. My colleagues at youth symphonies throughout the country are envious of the type of support I can get at SKC and how it's helped build our capacity. They don't have anything like this in their part of the country and wish they did. SKC has helped the Youth Symphony in so many ways. I can spend more time focusing on programming because of the work they do. Our most recent challenges have been the need to expand our leadership team and provide adequate administrative support to the staff. In order to address this challenge, the SKC board undertook a capacity building campaign in the fall of SKC has been able to secure funding to add a Director of Client Accounting and a Director of Development and Administrative Services to support the staff in meeting the demands of our growing client base. The increase in the leadership team contributes not only to our client growth needs, but also supports our organization's leadership succession needs. Providing high-quality services requires capable and committed staff. As our organization has grown, so has our support for our team's professional growth so that we can continue to deploy their expertise for the benefit of our nonprofit clients. With our expanded capacity, we look forward to continued growth, increased services for our clients, more collaborative endeavors with our partners, and increased nonprofit leadership in our community. In the not too distant future, SKC will maximize all space available at our current location. The staff and board will be considering our options and looking for creative ways to possibly expand space or share space by partnering with other nonprofits. The SKC board plays a key role in developing our theory of change, our strategic plan and providing oversight to our mission as we implement the strategic plan. As SKC's community leadership role has grown, the board has embraced the changing demands for staff time while keeping our course focused on the bedrock of our mission, our direct client services. Service Categories Nonprofit Management Areas of Service Areas Served Areas MO KS MO - Jackson County MO - Clay County MO - Platte County KS - Wyandotte County KS - Johnson County MO - Eastern Jackson Co MO - Jackson County Urban Core KS - Wyandotte County Urban Core 3

4 Programs Programs Administrative and business services provided to nonprofit clients Description Category Fiscal management and Accounting, Governance and Strategy, Database Management, and Fund Development support services for nonprofits. Mutual, Membership Benefit, General/Other Mutual, Membership Benefit, General/Other Population Served General/Unspecified,, Short-Term Success Long- Term Success Program Success Monitored By Fiscal management and accounting: create two accounting manager positions to support the demand for services, increasing accounting services by 11%.Governance and strategy: increase referral pool of affordable, qualified nonprofit consultants and encourage our clients to increase governance and strategy activities.database management: convene and support Salesforce user's group for nonprofits in our community.fund development: Staff to receive CFRE credentialing.share our expertise with the community: Develop and deliver 10 "Coffee Cup Conversations", customized trainings for our clients. Develop and deliver three trainings in our regionally.serve as a leader in the nonprofit sector: Continue to recognize and educate local nonprofits on governance, leadership and transparency by awarding the Excellence in Nonprofit Leadership awards each year. Increase collaborations: support two collective initiative projects that involve multiple nonprofits convened around a shared community issue. We define long term success for the services we provide as the ability of the agencies we support to better focus on their missions. Not all agencies require the same level of services. For those that receive comprehensive, long-term support, we believe that because of the support of our professional staff, these agencies will see improved governance, management, and transparency. Client agency staff and board will be better informed and better prepared to meet the needs of the communities they serve. Support Kansas City surveys our clients each year at the end of the year in order to evaluate the success of our mission delivery. The survey results are used by staff in their development plans and performance evaluations. We also have constant and ongoing dialogue with our clients. Our staff is able to respond quickly to unmet client needs and well as improve or discontinue services that are not effective. Because of client feedback, we have also been able to modify the scope of services we provide to meet the nonprofit community needs. 4

5 Examples of Program Success We survey our clients each year to determine their level of success, satisfaction and value of services provided. This report is provided to the board and staff annually. The SKC summary dashboard report is presented to both board and staff at each meeting. Key metrics we report include: Hours of direct service provided to nonprofits compared to prior year. Number of nonprofits adding services as a way of tracking more fully integrated service offerings that increase their capacity and performance. (2015 estimate is 17,900 hours)hours of staff time allocated to supporting training and leadership activities. (2015 estimate is 2,200 hours)number of collective initiatives supported by SKC. (2015 target is 2)Our client retention rate from the previous year is currently 93%.Progress report on resources developed and shared with nonprofits.financial performance against budget and prior year and months of cash reserves. CEO Comments SKC has become one of the most successful nonprofits providing shared services to nonprofits in the country. The Nonprofit Centers Network invited SKC to share our model at their international conference in June, We frequently receive calls from other parts of the country as communities look to develop a similar resource for nonprofits in their communities. Steven Murray, Executive Director of the Youth Symphony of Kansas City (an SKC client since 2002), echoed the same sentiment at a recent presentation to the SKC board. My colleagues at youth symphonies throughout the country are envious of the type of support I can get at SKC and how it's helped build our capacity. They don't have anything like this in their part of the country and wish they did. SKC has helped the Youth Symphony in so many ways. I can spend more time focusing on programming because of the work they do. Our most recent challenges have been the need to expand our leadership team and provide adequate administrative support to the staff. In order to address this challenge, the SKC board undertook a capacity building campaign in the fall of SKC has been able to secure funding to add two director level positions to support the staff and the Executive Director as we have experienced some severe growing pains. As our organization has grown, our need to support our team of professionals has grown so that they can better deploy their expertise for the benefit of our nonprofit clients. Providing high-quality services requires capable and committed staff. Finding the right staffing mix as we schedule financial reports for over 100 agencies and boards each month and still be available to undertake special projects creates challenges daily. With our expanded capacity, we look forward to continued growth, increased services for our clients, more collaborative endeavors with our partners, and increased nonprofit leadership to our community. In the not too distant future, SKC will maximize all space available at our current location. The staff and board will be considering our options and looking for creative ways to possibly expand space or share space by partnering with other nonprofits. The SKC board plays a key role in developing our theory of change, our strategic plan and providing oversight to our mission as we implement the strategic plan. As SKC's community leadership role has grown, the board has embraced the changing demands for staff time while keeping our course focused on the bedrock of our mission, our direct client services. 5

6 Leadership & Staff Executive Director/CEO Executive Director Term Start May Mrs. Debra L. Box M.A. Experience Debra's skill set includes organizational and board development, fiscal management, information management, and fund development. During her thirteen years at SKC, the agency has grown from providing support to 17 agencies to supporting over 150 agencies annually. She has developed tools to help agencies improve their performance by focusing on their governance and strategies. She holds degrees in Business Administration from the Henry W. Bloch School of Business and Public Administration and a Master of Arts in Human Resource Management from Ottawa University. She has also received advanced board training for consultants from BoardSource and has a certificate in facilitation. Debra is a frequent presenter and educator, and has served as adjunct professor at both Hauptmann School of Public Affairs at Park University and Ottawa University. Debra has been active in both the not-for-profit and for-profit community, including serving as vice president for a community developer, and as database manager for St. Luke's Hospital Foundation. In 2010, Debra was named one of Kansas City's Influential Women by the Kansas City Business Magazine. She serves on the Rehabilitation Institute of Kansas City Foundation board and is a member of the Overland Park Regional Medical Center's Advisory Board. Former CEOs Name Term Ms. Jill Darbyshire Aug Feb 2003 Senior Staff Ms. Kassie Sands Title Director of Development and Admin Services Ms. K. Christy Cubbage CPA, MBA Title Director of Client Accounting Staff Paid Full-Time Staff 20 Paid Part- Time Staff 2 Volunteers 14 Retention Rate 70% Paid Contractors 4 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Annually 6

7 Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Semi-Annually Annually Plans & Policies Organization Has a Fundraising Plan Organization Has a Strategic Plan Management Succession Plan Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy Collaborations Nonprofit Centers NetworkNonprofit MissouriMidwest Center for Nonprofit Leadership Affiliations Affiliation Year Nonprofit Missouri 2013 Awards Awards Award/Recognition Organization Year Business Excellence Award State of Kansas 2010 Kansas Regional Business Excellence Award Kansas Department of Commerce 2015 Government Licenses Is your organization licensed by the government? No CEO Comments The nonprofit sector, both locally and nationally, have come to recognize the importance of a management service organization like SKC and how we leverage the combined expertise of our team of professionals. In a recent national study of nonprofit support service agencies, SKC was described as having "developed effective and efficient internal systems that are responsive to clients' needs; delivered in a timely fashion, and of the highest quality." 7

8 Board & Governance Board Chair Board Chair Mr. Todd Burton Term July 2016 to June 2018 Board Members Name Ms. Brande Anderson Ms. Erica Andrade Ms. Renny Arensberg Ms. Chan Brown Mr. Todd Burton Ms. Shelly Cook Mr. John Engelmann Mr. W. Dean Fuhrman Mr. Thomas McCoy Dr. William P. Moore Ph. D. Ms. Amy Pieper Ms. Pamela J. Schmidt Ph. D. Mr. Jabbar Wesley Ms. Andrea Young Affiliation UMB Bank El Centro, Inc. KVC Behavioral Healthcare kansas Health Foundation The Architectural Sales Company Hallmark Cards KCP&L Self Employed Contract CFO Employee Engagement Institute The REACH Healthcare Foundation The Commerce Trust Company Washburn Univ., School of Business Spire Energy Christo Rey Kansas City Board Demographics - Ethnicity African American/Black 2 Asian American/Pacific Islander 0 Caucasian 11 Hispanic/Latino 1 Native American/American Indian 0 Other 0 Board Demographics - Gender Male 6 Female 8 Unspecified 0 Governance Board Term Lengths 3 Board Term Limits 2 8

9 Board Meeting Attendance % 70% Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions 79% Percentage Making In-Kind Contributions 0% Constituency Includes Client Representation Number of Full Board Meetings Annually 6 Standing Committees Communications / Promotion / Publicity / Public Relations Finance Operations CEO Comments Board members are active in oversight of mission, fundraising, and communications and are familiar with the unique responsibilities and needs of nonprofit agencies. The board evaluates the executive director based on performance criteria aligned with the agency's strategic directives. 9

10 Financials Fiscal Year Fiscal Year Start Jan 01, 2015 Fiscal Year End Dec 31, 2015 Projected Revenue $1,008, Projected Expenses $1,004, Endowment Value $0.00 Percentage 0% Detailed Financials Revenue and Expenses Total Revenue $1,251,141 $1,053,732 $945,768 Total Expenses $1,167,181 $997,323 $831,583 Revenue Sources Foundation and Corporation $314,997 $164,202 $174,975 Contributions Government Contributions $0 $0 $0 Federal State Local Unspecified $0 $0 $0 Individual Contributions Indirect Public Support $0 $0 $0 Earned Revenue $935,168 $886,153 $770,089 Investment Income, Net of Losses $74 $82 $137 Membership Dues $0 $0 $0 Special Events $0 $0 $0 Revenue In-Kind $0 $1,000 $0 Other $902 $2,295 $567 10

11 Expense Allocation Program Expense $958,343 $831,345 $693,274 Administration Expense $195,945 $143,489 $107,743 Fundraising Expense $12,893 $22,489 $30,566 Payments to Affiliates Total Revenue/Total Expenses Program Expense/Total Expenses 82% 83% 83% Fundraising Expense/Contributed Revenue 4% 14% 17% Assets and Liabilities Total Assets $536,667 $441,435 $443,925 Current Assets $526,529 $426,229 $425,707 Long-Term Liabilities $70,040 $57,120 $57,568 Current Liabilities $8,032 $9,680 $68,131 Total Net Assets $458,595 $374,635 $318,226 Short Term Solvency Current Ratio: Current Assets/Current Liabilities Long Term Solvency Long-Term Liabilities/Total Assets 13% 13% 13% Top Funding Sources Top Funding Source & Dollar Amount Second Highest Funding Source & Dollar Amount Third Highest Funding Source & Dollar Amount Capital Campaign Currently in a Capital Campaign? No Goal $0.00 Capital Campaign Anticipated in Next 5 Years? No Organization Comments SKC continues to increase staff to meet demand for high-quality, affordable nonprofit expertise. We have a remarkable trend for increased number of agencies served and corresponding earned revenues. SKC cannot provide this level of expertise without philanthropic support to supplement the cost of services. Early on, the SKC board established a benchmark of 85% of SKC's costs to be covered by fees for services with the remaining 15% provided by philanthropic support. We hope that our community will continue to value our unique service model, recognize the leadership we have shown in supporting a high performing, sustainable nonprofit community and continue to help us by providing the philanthropic support we need to meet the demand for our services. Foundation Comments FY 2014, 2013: Financial data reported using the IRS Form 990.FY 2012: Financial data reported using the organization's audited financial statements. Foundation/corporate revenue line item may include contributions from individuals. Created Copyright 2018 Greater Kansas City Community Foundation 11