Whatcom Family and Community Network Tomiah Mariah Erin

Whatcom Family and Community Network Tomiah, Mariah, Erin, Tanya, Dorrell, Rosey

Overview ● Mission Statement: "To build the capacity of our community to support children, youth and families to develop the skills and opportunities they need to lead healthy productive lives" ● History 1987 – Started as STAR Task force, goal was to reduce substance abuse o Merge in January 2000 of Whatcom County Commission on Children and Youth and Whatcom County Community Network o

Programs ● WFCN, by itself, does not offer any direct service programs but instead works to connect people to the resources available. ● However they partner with other organizations to help with three types of programs: o Neighborhood Based Projects § Roosevelt Neighborhood § Ferndale § Building Bridges between the Slavic and Non-Slavic Communities § Birchwood Neighborhood § North Fork

Programs Continued. . . o County Wide Projects § Merger with STAR § Service Intergration § Pilot Projects § WISH Family Journal § Family Resource Team § Communities in Schools § Welcome Home o Convening Projects § Whatcom Youth Service Day § Community Building Awards § Whatcom Early Learning Systems Network § Town Hall Meeting on Under Age Drinking

Leadership ● Executive Director: Geoff Morgan ● Background ● Main duties involve o o o Facilitating community involvement Having WCFN seen in good light by the community Deal with the finances & allocate resources Keep employees content and happy Make sure programs are working effectively ● Focus is to connect all services to community and make them fit

Leadership ● Board of Directors: 9 people from different parts of the community- serve as governing board and executive committee ● Background of President: Kathy Ramsey ● Self Perpetuating board ● Deal with agenda with E. D ● Approve annual budget ● Focus on overall community capacity ● Care obedience and loyalty

Information on WFC ● Three Employees - Executive Director, Program Manager, Prevention Coalition Coordinator ● Decision Making Process o Little Decisions - Everyone makes for themselves o Big Decisions - Made with consultation from community partners ● Process for Accountability o ED has to check in with board and keep board informed o Accountable to community partners and staff] o Accountable for grants - if not accountable, they lose the grants

Finances Revenue 2010 -2011 ● Public Grants - $73, 000 ● Public Contracts - $114, 000 ● Private Grants, Donations, Reserve - $25, 000 Total = $202, 000

BUT. . . . 2010 - 2011 Expenses ● Staff & Support To Neighborhoods - $192, 000 ● Administration - $15, 000 Total Year Expenses = $207, 000 Overall: -$5, 000

How can we be more efficient?

The Comeback: 2011 -2012 ● Public grants - $114, 000 ● Public contracts - $154, 000 ● Private grants/Donations/Reserve - $11, 500 Total = $280, 000 ( More in public grants and public contracts, but less in private grants)

The Comeback: 2011 -2012 Staff and support to neighborhoods - $258, 000 Administration - $22, 000 All in All: Revenue = $280, 000 Expenses = $280, 000 = +/- $0

Fund Development The Boards Role with Fund Development o Approves budget o Approves where the WFC looks for funding § The board will send grants to Geof to look at for potential funds o The board are not required to fundraise. They look into partnership funds to the organization

Fund Development The Managers of the Finances: o The Executive Director o Bookkeeper o It is collectively managed but Kathy, the program manager is the person that is most involved with finances

Fund Development How the Funds are Divided: o 1/2 of the funds go to staff o contractors of programs o Goes to organizations and programs that already exist and are funded by contractors The Say Yes Policy o If a request for money is made and it relates to the mission it will be funded *The community is in charge of where the money goes

Fund Development Overall thoughts about Funding at WFC: o "We try to stay lean, so it is easier to stay alive" o As of right now, WFC is doing well financially o Building healthy communities in a bigger and holistic sense leads to intrigued funders

Marketing Getting the word out o o Website Community meetings Word of mouth Social media

Marketing Strategies o Asset-based community capacity building o The staff and board are out in the community o Identify appropriate partners o Lets others know when partnering with WFCN could help them achieve their outcomes. o Word of mouth and website

Communication Strategies o o Email Facebook Website Personal Connections o o Face-to-face Phone o Present to large and small community groups o Print media o o Flyers Brochures

Overall Assessment Strengths o o Organization is open. It has to be. Can utilize gifts in individuals that others can't Enthusiasm & passion of those involved Don't say no Weaknesses o Don't say no o Can get overextended & drop some attention that is needed in some initiatives o Sometimes fiscal & administrative management gets rushed due to programmatic & administrative duties of staff o Families & meetings can sometimes take precedent over reports, invoicing, & grant applications

Overall Assessment Upcoming Challenges o Need to reflect any strategy shifts to fit current staff interests o Director will be moving on in a few years & succession planning is impending o Organization needs to position itself in emerging work of ACE's & collective impact trends Upcoming Opportunities o Getting recognized across the state for work, so it's a good time to expand capacity & scope to be both a local & state resource for community capacity building work o Offer more training & evaluation services to the community related to asset-based community development, diversity, adverse childhood experiences, & facilitating community dialogues

Overall Assessment Current Thoughts on Effectiveness of WFCN Effective, based on support & enthusiasm of partners & ongoing funding o Have found important, clear role in community o Areas for Growth o Expand web presence, training presence, & identify ways to expand reach of work through expanded partnerships