WCCF Executive Committee Meeting Friday, February 20, 2015 1:30

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WCCF Executive Committee Meeting Friday, February 20, 2015 1:30
WCCF Executive Committee Meeting
Friday, February 20, 2015
1:30 – 3:30 pm
@ WCCF in Madison or via conference call
(712) 432-1500
code 859191#
Agenda
1) 12-12-13 Board Meeting Action Items (Attachment)
2) Finance
a) 2014 Year End Financial Statements
(Attachment: Balance Sheet Comp December 2014)
(Attachment: Budget Performance December 2014).
3) Fund Development
a) 2014 Year End Report (Attachment: Matrix-Final-2014)
b) 2015 Fund Development Plan (Attachment)
4) Board Development
a) Race and Poverty Explorer group
(Attachment: R2E statewide ad hoc group)
(Attachment: Executive Committee Retreat Report to the Board)
5) 3.13.14 Board Meeting Agenda
(Attachment: WCCF 2015 Strategic Framework 2.10.15)
6) Executive Session:
a) Staff Pay Plan
b) Executive Director Evaluation
7) Adjourn
March 13, 2015 Draft Board Meeting Agenda (10:45 – 3:00)
10:45 Welcome
10:50 Approval of Minutes
10:55 Foundation Board Report
11:05 Strategic Framework or Branding Discussion
11:35 Finance Committee Report
i) 2014 Year End Financial Statements
j) Corporate Banking Resolution
11:50 Fund Development
i) 2014 Year End Report
ii) 2015 Fund Development Plan
12:05 Board Development Committee Report
12:15 Lunch (Executive Session on ED Evaluation)
1:00
WI State Budget Analysis
1:45
Race and Poverty Explorer Group
2:30
Strategic Framework or Branding Discussion
3:00
Adjourn
Action Items – December 12, 2014 Council Board Meeting
Administration
ALL BOARD MEMBERS ASKED TO
Let H. Nelson know if interested in
joining one of the strategic planning
work groups.
Complete the 2015 Conflict of Interest
Acknowledgement form and return to
Barbara Zuccarello at WCCF.
COORDINATOR
H. Nelson
OTHERS ASKED TO
COORDINATOR
STATUS
B. Zuccarello
Board Development and
Engagement
Fundraising
ALL BOARD MEMBERS ASKED TO
Let Pat Neuman know if interested in
participating in any of the three WCCF
fund development committees—SFFK
Event Planning, Major Donor, or Big
Share.
COORDINATOR
P. Neuman
Board members who participate in
year-end thank-you-calling shall email
W. Wolf to let her know when all calls
have been made, and/or if any calls
were not able to be made
(Responsibility: Board members who
volunteered previously to make yearend thank-you calls, or who wish to
volunteer to help now).
W. Wolf
Help get WCCF’s message out to
potential supporters via social media
(Facebook, Twitter, Instagram, etc.)
W. Wolf
Return 2015 Pledge form to W. Wolf
by January 15, 2015. Important note:
the back of the pledge form lists other
options for involvement with WCCF
fund development. Also, January 15 is
Pat Neuman’s birthday and this is all
he is asking for his birthday this year.
W. Wolf
Let C. Rew Barden or D. Schultz know
if interested in attending the March 3,
2015 informational event on SRI
C. Rew Barden,
D. Schultz
Page 1 of 2
STATUS
7:59 AM
Wisconsin Council on Children and Families
01/23/15
Balance Sheet Prev Year Comparison
Accrual Basis
As of December 31, 2014
Dec 31, 14
ASSETS
Current Assets
Checking/Savings
1000 · Checking-First Business Bank
1120 · Money Market - Home Savings
Dec 31, 13
$ Change
% Change
262,210.68
76,372.45
214,186.70
76,288.73
48,023.98
83.72
22.4%
0.1%
Total Checking/Savings
338,583.13
290,475.43
48,107.70
16.6%
Accounts Receivable
1200 · Accounts Receivable
208,383.48
151,821.27
56,562.21
37.3%
Total Accounts Receivable
208,383.48
151,821.27
56,562.21
37.3%
Other Current Assets
1510 · Prepaid Expenses
18,763.45
8,767.50
9,995.95
114.0%
Total Other Current Assets
18,763.45
8,767.50
9,995.95
114.0%
565,730.06
451,064.20
114,665.86
25.4%
10,630.19
-9,369.09
8,738.53
-7,688.56
1,891.66
-1,680.53
21.7%
-21.9%
Total Current Assets
Fixed Assets
1600 · Furniture & Equipment
1700 · Accumulated Depreciation
1,261.10
1,049.97
211.13
20.1%
Other Assets
1850 · Unemployment Fund-Associated
1800 · FBTI - Board Designated Reserve
13,098.58
257,862.71
13,098.58
257,188.91
0.00
673.80
0.0%
0.3%
Total Other Assets
270,961.29
270,287.49
673.80
0.3%
837,952.45
722,401.66
115,550.79
16.0%
Total Fixed Assets
TOTAL ASSETS
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Accounts Payable
2000 · Accounts Payable
Total Accounts Payable
44,906.94
48,226.62
-3,319.68
-6.9%
44,906.94
48,226.62
-3,319.68
-6.9%
Credit Cards
2102 · US Bank CC
0.00
797.43
-797.43
-100.0%
Total Credit Cards
0.00
797.43
-797.43
-100.0%
494.00
6,720.00
17,262.74
7,500.00
150.00
6,720.00
20,617.10
0.00
344.00
0.00
-3,354.36
7,500.00
229.3%
0.0%
-16.3%
100.0%
Other Current Liabilities
2145 · Due to Foundation
2500 · Accrued U.C. Expense
2350 · Accrued Vacation
2170 · Advances-Deferred Revenue
2300 · Payroll Liabilities
2550 · Community Shares of WI Payable
2600 · 403b Payable
2605 · College Savings Payable
2300 · Payroll Liabilities - Other
185.00
1,000.00
0.00
75.00
416.00
1,000.00
50.00
130.00
-231.00
0.00
-50.00
-55.00
-55.5%
0.0%
-100.0%
-42.3%
1,260.00
1,596.00
-336.00
-21.1%
33,236.74
29,083.10
4,153.64
14.3%
78,143.68
78,107.15
36.53
0.1%
78,143.68
78,107.15
36.53
0.1%
Equity
3150 · Designated Operating Reserve
3300 · Temp Restricted Net Assets
3900 · Undesignated Net Assets
Net Income
257,375.05
358,240.84
28,678.62
115,514.26
257,188.91
292,724.02
385,770.38
-291,388.80
186.14
65,516.82
-357,091.76
406,903.06
0.1%
22.4%
-92.6%
139.6%
Total Equity
759,808.77
644,294.51
115,514.26
17.9%
837,952.45
722,401.66
115,550.79
16.0%
Total 2300 · Payroll Liabilities
Total Other Current Liabilities
Total Current Liabilities
Total Liabilities
TOTAL LIABILITIES & EQUITY
Page 1
8:04 AM
Wisconsin Council on Children and Families
01/23/15
Profit & Loss Budget Performance
December 2014
Accrual Basis
Dec 14
Ordinary Income/Expense
Income
4055 · Cost Sharing Grant
4304 · Contractual Services
4150 · Conferences & Events
4162 · Event Income
4200 · Contributions
4306 · Grants Release from Temp Rest
4319 · Total Honorariums
4349 · Rental Income
4350 · Interest Income
4750 · Miscellaneous Income
4950 · Administrative Fees
Total Income
Budget
$ Over Budget
Jan - Dec 14
YTD Budget
$ Over Budget
Annual Budget
2,500.00
12,874.75
0.00
500.00
23,338.33
64,112.61
0.00
0.00
394.76
0.00
4,193.24
0.00
9,500.00
0.00
0.00
16,500.00
66,450.17
0.00
250.00
200.00
0.00
2,250.00
2,500.00
3,374.75
0.00
500.00
6,838.33
-2,337.56
0.00
-250.00
194.76
0.00
1,943.24
12,500.00
156,856.23
2,180.00
61,432.00
77,541.57
784,514.02
1,328.23
250.00
1,937.73
2,183.89
26,823.96
0.00
128,000.00
0.00
61,700.00
70,000.00
797,402.00
0.00
3,000.00
2,000.00
0.00
27,000.00
12,500.00
28,856.23
2,180.00
-268.00
7,541.57
-12,887.98
1,328.23
-2,750.00
-62.27
2,183.89
-176.04
0.00
128,000.00
0.00
61,700.00
70,000.00
797,402.00
0.00
3,000.00
2,000.00
0.00
27,000.00
107,913.69
95,150.17
12,763.52
1,127,547.63
1,089,102.00
38,445.63
1,089,102.00
107,913.69
95,150.17
12,763.52
1,127,547.63
1,089,102.00
38,445.63
1,089,102.00
Expense
5800 · Event Expense
5000 · Administrative and Occupancy
5400 · Payroll Expense
5500 · Professional Fees
5600 · Program Expense
0.00
11,004.16
64,945.41
3,035.20
17,055.49
0.00
7,925.18
53,876.77
5,916.67
19,666.67
0.00
3,078.98
11,068.64
-2,881.47
-2,611.18
7,783.28
103,611.26
697,217.78
45,758.13
202,745.90
8,000.00
100,102.00
665,000.00
80,000.00
236,000.00
-216.72
3,509.26
32,217.78
-34,241.87
-33,254.10
8,000.00
100,102.00
665,000.00
80,000.00
236,000.00
Total Expense
96,040.26
87,385.29
8,654.97
1,057,116.35
1,089,102.00
-31,985.65
1,089,102.00
11,873.43
7,764.88
4,108.55
70,431.28
0.00
70,431.28
0.00
Gross Profit
Net Ordinary Income
Other Income/Expense
Other Income
9995 · Temp Restricted Grants
17,000.00
0.00
17,000.00
836,760.00
0.00
836,760.00
0.00
Total Other Income
17,000.00
0.00
17,000.00
836,760.00
0.00
836,760.00
0.00
Other Expense
8995 · Offset for Temp Restr Grants
5998 · Total Passthrough Activity
65,712.61
0.00
0.00
0.00
65,712.61
0.00
791,677.02
0.00
0.00
0.00
791,677.02
0.00
0.00
0.00
Total Other Expense
65,712.61
0.00
65,712.61
791,677.02
0.00
791,677.02
0.00
-48,712.61
0.00
-48,712.61
45,082.98
0.00
45,082.98
0.00
-36,839.18
7,764.88
-44,604.06
115,514.26
0.00
115,514.26
0.00
Net Other Income
Net Income
Page 1
WCCF
2014 Goal
2014
2013
2012
2011
2010
2009
Individual Donations
$33,000
$32,351
$25,475.04
$27,885
$23,041
$23,909
$1,705
Board Giving Campaign
$15,000
$12,293.50
$13,724.96
$10,675
$10,179
$5,600
$2,400
Private
Friend/Fundraiser
Step Forward for Kids
Tickets & Auction
Step Forward for Kids
Sponsorships
Advocacy Day
In Individual
Donations
$10,000
$1,370
$2,685
$1,230
$7,130
$1,705
$9411
$10,142
$9,272
$12,070
16,480
$7,055
$53,000
$54,451
$43,650
$33,750
$18,000
19,600
$17,750
$2,000
$2760
$2,420
$1,800
One Time
Opportunities/ Kids
Count
$2,000
$4,503.50
$2,250
$4,250
$101,285.50
$88,317
$76,770
$115,000
$111,266.5
$6,050
$72,719
$51,900
WCCF Foundation
2014 Goal
2014
2013
2012
2011
2010
Individual Donations
$925
$1,100
$1,150
$1,005
$7,00
Board Giving Campaign
$3083.50
$1,372.32
$1,625
$1,850
$3,000
Updated on 1/21/2015 FINAL
2009
$1,495
Wisconsin Council on Children and Families
2015 Fund Development Plan
The 2015 plan identifies targeted financial goals that, along with grant, foundation, and other income are
necessary to support the fiscal year operating budget approved by the Finance and Executive Committees. The
plan may be revised and updated on an as-needed basis in conjunction with revisions to the operating budget.
FUND DEVELOPMENT GOALS
Income Categories
Individual
Donations
Step Forward for
Children
Advocacy Camp
One Time
Opportunities
Total
2015
Goals
$52,000
2014
Income
$44,644.50
2014 Goals
2013 Income
$48,000
$40,570
$65,000
$63,862
$63,000
$53,792
$2760
$2000
$2420
$0
$2,000
$4503
(Whole Foods)
$117,000
$111,266.50
$115,000
WCCF Proposed 2015 Budget
Fund Development Income:
Committed and Highly Likely Grant/Contract/Foundation Income:
Admin, Rent, Interest:
Additional Funds to be Raised (Fund Development/Grants)
Total WCCF Budget:
$101,285.50
2013 Income
Goals
2012 Income
Goals
$40,000
$25,000
$56,700
$40,000
$2,000
$2,000
$3,000
$3,000
$101,700
$75,000
$117,000
$1,022,250
$22,300
$21,974
$1,183,524
STRATEGIC GOALS
1. 100% giving by directors of the WCCF Board and WCCF Foundation Board in an amount that is significant to
them and 100% participation by WCCF Board and Foundation members in agreed upon fundraising tasks,
particularly in opening doors to potential donors. The joint WCCF/ Foundation Fund Development
Committee will take an active lead in achieving these goals and in motivating Board and Foundation
members.
2. Inspire and create a sense of belonging and urgency among donors and prospective donors by simplifying
and clarifying our message, and telling stories that illustrate the importance of systemic reform and link it to
individual children and families.
3.
Build and deepen relationships with a community of supporters, including improving donor cultivation and
stewardship and increasing personalization wherever possible.
4. Identify and engage prospects for both personal solicitation and direct mail/email solicitation campaigns,
with an emphasis on major donors and corporate champions.
1
INDIVIDUAL DONATIONS ($52,000)
Major Donors: Predetermined list of donors who are interested in WCCF and are capable of making
significant donations.
Responsibility: FD Chair, ED and FD Coordinator
Time Frame: All year
# Prospects:
30
Goal:
$18,000
Method:
 Personal cultivation by ED with the help of Board Members (prioritize top 10 prospects)
 Bi-monthly touches from the ED (telephone call, email etc.)
 Strategic events to discuss the Council’s work and meet with major donors or prospective major
donors (appreciation and other events)
 Specific ask based on repeated contact during the year
 Activity goal – add names to the list and get Board members to make introductions
Board Members Contribution
Responsibility: Board Presidents and FD Chair
Time Frame:
Pledges collected in January & funding collected throughout the year
# Prospects:
All Board members
Goal:
100% giving; $17,000
Method:
 Pledge cards distributed to returning Board Members in December. Returned in January.
 Board Members pledge an amount significant to them while increasing their donations from the
previous year.
Solicitors: Presidents and FD Chair
Donors
Responsibility: FD Coordinator and ED
 The Big Share: $3000
 Spring:
 # Prospects: 600+ repeat donors – direct mail, differentiate 2 levels of Donors; 3500 WCCF
supporters (not yet donors) - via email
 Goal:
$2000
 Method:
 Repeat Donors
 Personalized letter to $100+ acknowledging last gift and requesting specific
donation amount. Follow up call by FD Coordinator one week later.
 All others receive mail merged letter.
 Email reinforcement sent one week later to all donors/ WCCF supporters
 WCCF supporters receive e-mail
 Urgent appeal about something happening now or coming up
 Year End (November- December)
 Goal:
$12,000
 Method and Prospects: same as above
2


All repeat donors receive email reinforcement one week later, last minute reminder
December 31
Review of successes of 2015 and what’s around the corner
STEP FORWARD FOR KIDS (Details in Appendix 2)
Date: September
# Attendees: 200
Goal: $65,000
 Corporate Sponsorships: $29,000
 Individual Sponsorships: $25,000
 Ticket Sales: $4000
 Silent Auction: $5000
 Donations: $2000
Method:
 Host Committee
 Early sponsorship asks
OTHER
Planned Giving
Responsibility: Planned Giving Sub-committee
Timeframe:
 September 2013: official announcement of legacy donors group and charter members made at
Step Forward for Kids
 2014: Charter Membership closed
 2015: ?
3
DONOR RECOGNITION & RELATIONSHIP BUILDING
 Board member/staff thank you phone call within 72 hours for gifts $250 and above.
 Thank you calls made to all year end donors ($250+ by board members and all others made by staff)
 Executive Director hand written thank you card for donations $250 and above.
 Thank you letter sent for donations below $250.
 Donor level of giving documented in the WCCF Annual Report.
 Forward interesting articles and references to major donors and potential major donors
 Host a donor appreciation event in February.
Friendraisers
Responsibility: Board Members and FD Chair
Time Frame: Events can be hosted throughout the year
Method:
 Events may be held in public venues or private homes.
 Board Members will invite friends and colleagues to the event and cover expenses.
 Staff will provide assistance with guest lists, invitations, donor cards, etc.
 Depending on the event, there could be no ask, or sponsorship and suggested donations may be
asked for.
 Board Members will follow up with a thank you call or note.
 Attendees will be contacted after the event to meet with the ED or will be asked to attend the
Council’s annual event.
Small Issue Discussions with Staff
Host small events throughout the committee focusing on one issue (examples: brown bag lunches,
lunch and learn, happy hours): Issues & Ales
There is no specific monetary target for these relationship building events, the donations that may result is
accounted for in the Individual Donation category. Our prospecting goal is to have 100 people step forward in
their support – either by adding their names to our donor database or by becoming donors.
MONITORING FUND DEVELOPMENT
 Joint WCCF-WCCF Foundation Fund Development Committee will meet quarterly, to review the
progress of the plan and identify problems and solutions.
 The Fund Development Committee will have sub-committees with well-defined purposes and
outcome goals:
o Step Forward Host Committee
o Major Donor Cultivation
o Planned Giving
o The Big Share
 At quarterly board meetings, the Fund Development committee chair will report progress on the
fund development plan.
 Staff will document fund development expenses/costs and provide financial and statistical data with
which to help evaluate the plan. Costs will include staff time.
4
Appendix 1: Major Donor Cultivation
Focus on approximately 30 people in the state who believe in our vision and buy into a broader and systemic
approach to supporting children and families. Build relationships based on trust, listening, and follow through.
WCCF’s major donor strategy focuses on people who are givers (not just wealthy potential donors), as well as
those who have given $500 in a year or are sustaining givers.
1. Identify potential major donors that:
a. Care about children and families
b. Support a systemic approach to improving child and family outcomes
c. Give $ to someone
2. We are looking for three things in every major donor prospect:
a. Ability: evidence the person has the ability to make the size gift we want
b. Belief: evidence the person believes that systemic level research and advocacy is a good way to
improve outcomes for children and families
c. Contact/ Connection: do we have access through someone we know?
3. Where to find major donor prospects
a. Current donors
b. Accidental donor: donor who sends a substantial donation out of the blue – find out more what
motivated them to give
c. Friends of friends:
d. Public domain donor: discover who contributes to organizations like ours
e. Introduction events – no initial ask
4. Continuous cultivation loop
a. Start with prospects that have the strongest ABCs (i.e. who will be the “easiest”)
b. Reach out – send a compelling letter signed by ED or contact or both, describing WCCF and
requesting a meeting to discuss WCCF and the prospect’s potential interest and support
c. Follow up with a phone call to schedule a visit
d. Conduct the visit
i. Make it simple and personal
ii. Know as much about person as possible
iii. Listen more that talk
iv. Don’t ask for $ if this is a first visit, if it is a current donor asking is appropriate
(depending on the situation)
v. If making an ask, ask for a specific amount, then stop talking (belief in the work must be
stronger than the fear of asking).
e. Keep in touch, share info and continue cultivation
f. After initial visit and info sharing, schedule a second visit and make an ask
5
Appendix 2: Step Forward for Kids
Goals
Goal: $65,000 ($63,862 raised in 2014)
 Corporate Sponsorships: $29,000 ($27,250)
 Individual Sponsorships: $25,000 ($26,826)
 Ticket Sales: $4000 ($2920)
 Silent Auction: $5000 ($3726)
 Donations: $2000 ($2765)
Corporate Sponsorships:
Champions: $5000
Advocates: $2500
Benefactors: $1000
Investors: $500
Individual Sponsorships:
Platinum: $2500
Gold: $1000
Silver: $500
Bronze: $250
Logistics
Date: September
Location: Madison Museum of Contemporary Art (tentative)
Time: 5-7 pm
Speakers, entertainment: TBD
Type of event: Cocktails, appetizers, entertainment, mingling, limited speaking, silent auction
Timeline
October –April: Secure chairs, secure underwriters and sponsors and big ticket auction items.
January: Save the date
May-July: Finalize speakers, entertainment
May-September: Secure the rest of the silent auction items
August: Mail invite
September: Ensure full house
Host Committee
The role of the Host Committee will be to assist in securing underwriters and sponsors, solicit silent auction
items (particularly big ticket items), invite colleagues and friends to the event and provide general feedback on
the broad design of the event.
The committee will be headed by a chair or two co-chairs and will meet 3-4 times throughout the year but will
remain in communication via conference calls and email
6
2015 WCCF Fund Development Calendar
Jan
Personal
Solicitation
Feb
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Major
Donor
Cultivation
Board of
Directors
Pledges
Direct Mail /
E-Mail
Solicitation
DM/EM
Year End
Appeal
DM/EM
Spring
Appeal
Large Events
Art Fund
Raiser?
Other Events
Donor
Appreciation
Event
The Big
Share
Issues &
Ales
Step
Forward for
Kids
Issues &
Ales
Issues & Ales
Corporate
Underwriting
On Going
Throughout
the Year
Planned
Giving
7
DEVELOPING A WCCF STRATEGY TO INCREASE RACIAL EQUITY & FAMILY ECONOMIC
SUCCESS IN WISCONSIN (2.13.15)
Draft for Executive Committee Review
Background
1) A WCCF “true north goal” is to foster changes that will “increase family economic
success and racial equity, and reduce the gaps in outcomes between low-income
children and children of color and their peers.” We also believe that “reducing poverty is
fundamental to creating opportunities for children to be healthy, succeed in school, and
grow up as contributing members of our shared future.”
2) Per Board-approved organizational priorities for 2015, we are to propose a charge and
membership for a “work group of Board members, staff and outside experts to develop a
plan to advance WCCF’s racial disparity and poverty reduction work statewide and to
integrate it more fully throughout WCCF’s work,” for Board approval in March.
Overview of Proposed Process: A phased approach that emphasizes input from multiple
stakeholders is recommended.
1) March, 2015: Board appoints and charges an explorer-learning team.
2) April - November 2015: The explorer team gathers data to inform recommendations to
the full board. Recommendations will focus on a) defining WCCF’s role and b) identifying
short and long term strategies.
3) December, 2015: Board reviews explorer team report and recommendations, and
approves direction for 2016 and beyond. This is anticipated to include creating a more
formal planning group with diverse membership from around the state to engage a wider
circle of public and partners.
WCCF’s Equal Opportunity Explorer Team:
1) Charge: The Explorer Team is charged to recommend a general direction for WCCF’s
role, priorities and strategies to achieve our goals of increased family economic success
and racial equity for all children and families; and, in particular, reduction in the gaps in
outcomes between low-income children and their non-poor peers and between children
of color and white children. The intent is to advance WCCF’s racial disparity and poverty
reduction work statewide and to integrate it more fully throughout WCCF’s work.
The Explorer Team is charged to gather and review data and input from WCCF staff,
and ‘other experts’ from around the state to discern the best role and set of strategies for
WCCF to undertake. Some of the questions may be:
a. To what extent should WCCF maintain a focus on state (even, federal) policies
and practices that will reduce poverty and increase equity – and/or support
communities to do place-based work with a backbone of data, analysis, and
process consulting/support services?
b. To what extent should WCCF focus on anti-poverty work for all who are affected
by poverty – and/or the issues of race/racism that create different opportunities
for children and families of color regardless of income levels?
c. What is known or seems promising for an anti-poverty and racial equity agenda?
1
d. What are real opportunities in the present environment to make progress that we
should pursue short-term?
e. What are long term goals and strategies that should be pursued, even if the
current environment is not hospitable to their adoption short-term? How might
we build support for them over time?
f. Who are the partner organizations, communities and individuals with whom
WCCF should collaborate and how can we do that?
g. What are the best ways for WCCF to continue learning, collaborating, and
advocating in order to grow public support for the common cause benefits of
more equal opportunity?
h. What are the next steps that WCCF as an organization should take, with others,
in planning, grass-roots connections, and actions of various kinds?
2) Potential Membership– We recommend a team of 9 people or so, of whom 4 are Board
members and others are individuals who will bring knowledge and diversity for strategic
thinking in the WCCF context.
a. Board: Sheri Johnson/chair, Helene Nelson, 2 additional board members
b. Others: Secure valuable expertise and diversity (gender, race/ethnicity,
geography, ‘perspectives’)
Note: Ken Taylor and Erica Nelson will staff the work group with support from others
from WCCF, especially R2E staff.
3) Suggested “Explorations” to learn from data, analysis and lived experiences:
a. Hear from WCCF R2E staff re data & experience with statewide implications
i. Lessons learned document from Dane R2E project experience
ii. State level data summary on sentinel indicators, for all races
iii. County level data on sentinel indicators for larger counties, all races;
iv. Consult with a few county level partners to develop context/understanding
of how data can be best used in varying settings
b. Interview staff and experts and potential partner organizations about what is
known and possible and promising for anti-poverty and disparity reduction work.
c. Convene small group listening sessions or interviews with folks in several
communities to learn what is going on in their areas, what seems promising, and
what would be useful. Participants will include grass roots leaders, business
people, faith leaders, etc. as well as experts and folks in broader community
leadership roles. Goal is to hear diverse views.
d. Consider input and options for the best next steps in developing plans, strategies
and action agendas that are worthwhile and practicable. This will allow
development of recommendations for a more inclusive and broad-based
engagement and action process going forward.
2
Potential members (this is a brainstormed list, additions are welcome)
Who
Gende Race
Place
Org/Other
r
Sheri Johnson
F
AfAm
Milw
WCCF Board
Helene Nelson
F
White
Madison
WCCF Board
Nancy Heykes
F
White
Fox Valley
WCCF Board
Tonya Brito
F
Af Am
Madison
WCCF Board
Harry Ogden
M
Af Am
Madison
WCCF Board
Sarah Inman
F
White
Brown County WCCF Board
Jacqui Boggess
F
AfAm
Madison
Former WCCF Board
Bob Jones
M
White
Madison
WISCAP
Rachel Krinsky/
F
White
Madison
YWCA
Colleen Butler
Nobel Wray
M
Af Am
Madison
Urban League
Scott Anderson
M
White
Madison
WI Council of Churches
Karen Menendez F
Latina
Madison
Centro Hispano
Coller
Bob Pederson
M
White
Appleton
GoodWill
Michelle Mackey
F
Af Am
Madison
COWS
Wyman Winston
M
Af Am
Madison
WHEDA
Angela Moore
F
AfAm
Rock
YWCA
Annette Miller
F
AfAM
Madison
MG&E
Darrell Bazzell
M
Af Am
Madison
UW
Angela Russell
F
Af Am
Madison
Madison Public Health
Pedro Colon
M
Latino
Milwaukee
Former WCCF Board - Judge
Dale Schultz
M
White
SW WI
Former GOP Legislator
Jason Witt,
M
White
La Crosse
DHS Dir
Salli Martiniak
F
White
Madison
FCI
Brenda Gonzalez F
Latina
Madison
GHC
Gloria Reyes
F
Latina
Madison
Mayor’s Office – former police
detective
Wes Sparkman
M
Af Am
Madison
City Compliance Officer - Rotary
Derrell Connor
M
Af Am
Madison
Insurance Agent
Derrick Smith
M
AfAm
Madison
Urban League Board, 100 Black
Men, NW Mutual
Gloria LadsonF
Af Am
Madison
UW Madison Ed Prof
Billings
Tracey Robertson F
Af Am
Oshkosh
Fit Oshkosh
Yang Sao Xiong
M
Hmong
Madison
UW Madison Prof
Pen Her
M
Hmong
Madison
Center for Resilient Cities
Lynn Breedlove
M
White
Madison
Disability Rights
Geof Swain
M
White
Milwaukee
Public Health, Center for Health
Equity
Potential people to interview: Various people from above list who do not end up participating in
the work group, Karen Timberlake, Pat Remington, Laura Dresser, Eloise Anderson, Jennifer
Noyes, Lonnie Berger, and others T.B D.
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WCCF Executive Committee Report on Proposed Organizational Priorities for 2015
1) Develop the WCCF Strategic Framework and Policy/Budget Agenda: Focus & Priorities
a) Review WCCF organization mission and vision. Establish a strategic framework to guide prioritysetting and areas of policy emphasis in 2015-2016. Draft enclosed for Board discussion
December 2014. Executive Committee/Executive Director revise for Board action in March 2015.
b) Approve budget/policy agendas for 2015-2016. Interim list of policy priorities for January-June
2015 enclosed for Board action December 2014.
2) Advance a Marketing/ Communications Strategy
a) Assess “framing” and strategies for policy advocacy, and develop more “messengers” and
“ambassadors” among the Board, WCCF supporters, and potential allies. Executive Committee
and Executive Director develop workgroup and general approach for Board review.
b) Create a work group of staff, Board members, and perhaps a close outside ally/expert(s) to
consider “framing” for advocacy and also how WCCF itself is marketed for credibility and fundraising purposes. (Note: The Executive Director has secured pro-bono support of a marketing
and branding organization named BrandGarten to help us.) Work group formed in spring, 2015.
c) Review framing, messaging and communications strategy with the Board as appropriate.
3) Develop a Strategy to Reduce Racial Disparities & Poverty
a) Create a work group of Board members, staff, and outside experts to develop a plan to
advance WCCF’s racial disparity and poverty reduction work statewide and to integrate it
more fully throughout WCCF’s work. Executive Committee and Executive Director bring
proposed charge and membership of workgroup to Board for action in March, 2015.
b) Seek funding for a statewide effort or set of linked local efforts similar to the Dane County
Race to Equity project with WCCF as a “backbone” organization. TBD with workgroup.
4) Continue Fund Development Progress
a) Build on and continue to evolve current efforts and make progress, focusing on current
operating budget needs. Joint Fund Development Committee with Board support- ongoing.
b) Further develop an integrated fund development strategy for both WCCF and the
Foundation. (Coordinate with messaging strategy, #2 above.) Joint Fund Development
Committee with Board support – ongoing.
5) Create an On-Going Process for Board Recruitment/Development
Focusing first on affinity with the WCCF mission and organization, recruit new Board members to
provide added expertise and “succession” capabilities in the areas of (a) Fund Development, (b)
Finance, and (c) Marketing/ Communications. Establish a policy to add Board members throughout
the year as good candidates are available. Create a more systematic process to develop and support
candidates/members of the Board including various kinds of diversity. Nominations and Board
Engagement Committee and Executive Committee with staff support.
Wisconsin Council on Children and Families 2015 Strategic Framework (2.10.15)
Vision
Every child in Wisconsin can grow up in a just and nurturing family and community
Mission
WCCF is the leading voice for Wisconsin’s children and families. We provide research, public education,
coalition building, and advocacy for the development and implementation of public policy that improves
child and family well-being in health, economic security, safety and education. Underpinning our issue
area work is an emphasis on having appropriate funding to achieve improved outcomes and achieving
improved racial equity.
Underlying Principles

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We believe that all of Wisconsin can thrive socially and economically in the long run if we invest
now in children and families so that more of our children grow up safe, healthy and successful.
We work without regard to political affiliation or any interest other than what research and
analysis shows is in the best interest of children and families. We are independent and focused
on finding common ground.
We communicate clearly and persuasively to a variety of audiences in order to keep children on
the public’s “radar screen” and to build public will to invest in them.
We value opportunity, responsibility, family and community.
We embrace an integrated vision of child and family well-being, applying interconnected and
interdisciplinary strategies to achieve it.
Our work has a particular emphasis on improving the well-being of those who are most
challenged in our society, particularly children and families who are from communities of color
and/or are low-income.
We work collaboratively with all allies who share our vision for Wisconsin’s children and
families.
We focus on keeping everyone (politicians, policy makers, business leaders, non-profit leaders,
community leaders, and individuals) accountable for the decisions we all make that affect
children and families.
True North Goals
These are the long-term goals we work on to achieve our vision for Wisconsin. Each year we prioritize
policies that most effectively move us “North” towards our goals.

Family Economic Success and Racial Equity: We must increase family economic success and
racial equity, and reduce the gaps in outcomes between low-income children and children of
color and their peers. Reducing poverty is fundamental to creating opportunities for children to
be healthy, succeed in school, and grow up as contributing members of our shared future.
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Healthy Families: We need to improve the factors that drive health (social and behavioral
determinants) and ensure that all children and families have affordable and high quality health
care.
High Quality Child Care: We need more children in high-quality child care so they are ready for
school and on track for life success, with a primary focus on at-risk children.
Developmentally Appropriate Juvenile Justice and Child Welfare: We need to have justice and
child welfare systems that keep kids safe, focus on their well-being, and respond in a
developmentally appropriate manner.
Funding to Create Opportunities: The state budget is a reflection of our priorities; it is the place
where we make decisions to invest in our collective future and the well-being of children and
families. These investments, particularly in education and training for children and adults,
enable Wisconsin to build civic engagement and to be economically competitive now and in the
future.
WCCF: WCCF has the expertise, credibility, leadership, and resources needed to be the voice
Wisconsin’s children deserve.
Wisconsin families who face challenges don’t experience them in isolation, but far too often our policy
solutions are isolated and siloed. Instead, our solutions must be as interconnected as our families’
challenges are. Our True North goals are related to each other and are mutually reinforcing. Supporting
each of our goals is a nested set of strategies and tactics.
Family Economic
Success and Racial
Equity
Decreased Justice
System
Involvement
School Success
Healthy Families
and Communities
High Quality
Child Care
Criteria for Prioritizing Our Work
Like all organizations, WCCF must prioritize its work based on what can be achieved within our resources
and context. While we know that many factors affect child well-being, both short-term and long-term,
the following criteria are taken into account as we prioritize our support for policies and programs:
 Fit within our True North goals;
 Support our values of opportunity, responsibility, family and community;
 Are effective in improving outcomes for children and families over the long term;
 Are informed by good research and analysis;
 Involve mission-related objectives where WCCF brings valuable expertise, resources or influence
that are important for effective action;
 Are opportune for action based on timing or context.
Based on these criteria, at different points we may emphasize some of our goals more than others, but
we remain committed to a broad, interconnected agenda to improve child and family well-being.
Our engagement can be at one of the following levels:
 Sponsor/ leader
 Active participant/ supporter
 Monitoring
Conclusion
We believe that our society thrives when individuals, businesses, and government work together to
achieve common goals; we must all invest in our children and families if we want them to succeed.
There is ample and compelling research that shows a strong return-on-investment for efforts to reduce
the share of children and families who are poor, to create more opportunities for high quality child care
and educational opportunities for children and youth, to increase public safety by working with juvenile
offenders so they are less likely to re-offend and more likely to become contributors to society, and to
improve health.
Our work to identify challenges and provide solutions to achieve common goals is as important today as
at any time throughout WCCF’s 134-year history. Our State has great opportunities to advance our
common interest, and economy, in the long term through investing in children and families today.
Motion: Approve the WCCF 2015 Strategic Framework and return it for Board review and possible
revision in December 2015.