1. The Kavana Cooperative Operations Board Annual Retreat 2010

2. Retreat Objectives When we have completed our day, we will have … 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”

3. 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?

4. 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!

5. Progress Made On Who We Are

6. 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.

7. 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, and demands participation in our community.

8. Kavana’s Draft Values (subject to Board modification) Cooperative Welcoming Inspiring Experiential Innovative Thought-Provoking Fun

9. Financial Data and Modeling

10. 10 Revenue (FY 2010 - Projected) Partnership contributions $ 70,000 Grants 125,000 Event fees 55,000 High Holidays 8,000 External donors 40,000 Corporate match 8,000 Classroom rent 5,000 TOTAL 311,000

11. 11 Expenses (FY 2010 - Projected) Rachel’s salary $ _____ Ilana’s salary _____ Rachel’s pension _____ Rent 20,000 Office expenses 10,000 Teacher’s salaries 55,582 High Holidays 10,000 Program supplies 20,000 TOTAL 281,442

12. Partnership Contributions Year 1:$ 45,000 Year 2: 64,000 Year 3: 63,400 Year 4 (FY 2010): 70,000

13. Average Partnership Contributions Households Without Kids: Range: $3600 - $180 Average: $1200 Mode: $1000 Households With Kids: Range: $5000 - $360 Average: $1000 Mode: $700

14. Number of Partner Households Per Year Individuals or Couples Families With Kids Total 2007 173047 2008 193251 2009 273663

15. Attendance at Events Per Month Individuals and Couples Families With Kids Total 200850 Individuals32 Families 200970 Individuals40 Families

16. Attendance at Events in 2009 Individuals or Couples Families with Kids Total 3 or More Events70 Individuals40 Families New Attendees75 Individuals25 Families New Attendees Who Came to 3 or More Events 25 Individuals12 Families

17. 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

18. 18 FY 2010 Family Education Costs (without allocating fixed costs) Gan $ 25,000 Moadon (QA) 16,500 Moadon (MI) 3,000 Havdalah Club 1,000 Hebrew Immersion Playgroup 3,000 Prep and Practice 2,000 Family Shabbat 10,000 Summer camp 4,000 Shabbat in the Park (family) 1,000 TOTAL 65,500

19. 19 FY 2010 Family Education Revenue Gan $ 19,000 Moadon (QA) 11,000 Moadon (MI) 6,000 Havdalah Club 500 Hebrew Immersion Playgroup 2,000 Prep and Practice 1,000 Family Shabbat 1,000 Summer camp 4,000 Shabbat in the Park (family) 1,000 TOTAL 45,500

20. FY2010 Grants Avi Chai $ 75,000 Natan 25,000 Carol Auerbach 25,000 Legacy Heritage Grant 20,000 Jewish Federation 5,000 Bronfman 2,500 TOTAL 152,500

21. Remaining Duration of Grants (Already Committed) Avi Chai2 years Anon. Donor0 years Natan0 years Legacy Heritage 0 years Jewish Federation0 years Bronfman0 years

22. The Role of Grants What percentage of our budget should we project will come from grants? (Statistics show that for non-profit groups 75-85% 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.)

23. 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!

24. 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

25. Notes