OHDS 2010

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OHDS 2010

  1. 1. OHDS Strategic Update to Parents Parent Meeting 2010 12/08/10
  2. 2. OHDS Mission Statement “ Oakland Hebrew Day School (OHDS) is a modern Orthodox Jewish day school providing excellence in Jewish education to the entire Jewish community. Our focus is on the needs of the whole child, fostering a love of learning and a strong sense of Jewish identity. We place equal emphasis on Judaic and general studies, helping our students develop a solid academic foundation in each. We also recognize the significance of the State of Israel and its people, as well as a sense of responsibility for their welfare. The Middot (character) and critical thinking skills our students acquire at OHDS will serve them well as they become tomorrow's Jewish leaders.” 12/08/10
  3. 3. 12/08/10
  4. 4. Roles and Responsibilities of the OHDS Board of Directors <ul><li>Primary role of the board: </li></ul><ul><li>Develop and safeguard the school’s mission </li></ul><ul><li>Hire, support and evaluate head of school </li></ul><ul><li>Ensure short and long-term financial sustainability </li></ul><ul><li>Engage in fundraising </li></ul><ul><li>Set policies </li></ul><ul><li>Strategic planning </li></ul><ul><li>Review and maintain by-laws </li></ul><ul><li>Ensure legal compliance </li></ul><ul><li>Make a personally significant “stretch” gift </li></ul>12/08/10
  5. 5. What the Board Does 12/08/10
  6. 6. What the Board Does Not Do 12/08/10
  7. 7. Annual Board Calendar <ul><li>Board meets monthly. Monthly agendas include Head of School update, committee updates and board action items. </li></ul><ul><li>Meetings follow an annual calendar of topics linked to ongoing board responsibilities and strategic initiatives </li></ul><ul><li>Key topics: </li></ul><ul><ul><ul><li>Annual audit </li></ul></ul></ul><ul><ul><ul><li>Board recruitment and development </li></ul></ul></ul><ul><ul><ul><li>Budget setting (short and long-term) </li></ul></ul></ul><ul><ul><ul><li>Fundraising </li></ul></ul></ul><ul><ul><ul><li>Governance, nominations, election process </li></ul></ul></ul><ul><ul><ul><li>Head of School performance review </li></ul></ul></ul><ul><ul><ul><li>Strategic financial analysis </li></ul></ul></ul><ul><ul><ul><li>Strategic planning (short and long-term) </li></ul></ul></ul><ul><ul><ul><li>Tuition-setting </li></ul></ul></ul>12/08/10
  8. 8. Board Profile <ul><li>“ Working” board of directors, i.e. each board member is actively engaged in strategic board initiatives </li></ul><ul><li>Board members comprised of current parents, alumni parents and community members. </li></ul><ul><li>Expertise in legal, finance, personnel, fundraising, property management, strategy, marketing, communications. </li></ul><ul><li>Board terms are two years and renewable. </li></ul><ul><li>Board members are nominated and vetted by the Board Development Committee based on criteria related to the board’s strategic goals </li></ul><ul><li>Proposed new members are voted on by the whole board. </li></ul>12/08/10
  9. 9. Board Committees <ul><li>Current Board Committees </li></ul><ul><li>Audit* </li></ul><ul><li>Board Development </li></ul><ul><li>Building* </li></ul><ul><li>Communications/Marketing* </li></ul><ul><li>Finance and Investment* </li></ul><ul><li>Fundraising* </li></ul><ul><li>Personnel </li></ul><ul><li>* Committees include non-board members </li></ul>12/08/10
  10. 10. How Board Committees Function <ul><li>Chairs lead committees </li></ul><ul><li>Committees include board and non-board members </li></ul><ul><li>Committee work is linked to strategic plan priorities and on-going responsibilities </li></ul><ul><li>Committees make recommendations to the board </li></ul><ul><li>Board votes on key decisions </li></ul>12/08/10
  11. 11. 12/08/10
  12. 12. Strategic Plan and Board Priorities <ul><li>Accreditation – DONE! </li></ul><ul><li>Board Development </li></ul><ul><li>Building/Maintenance </li></ul><ul><li>Communications/Marketing </li></ul><ul><li>Financial Planning </li></ul><ul><li>Fundraising </li></ul>12/08/10
  13. 13. 2010-11 Board Strategic Priorities <ul><li>Affordability & Sustainability </li></ul><ul><li>Financial Management & Investment Policy </li></ul><ul><li>Fundraising – Annual Fund & Scholarship Match </li></ul><ul><li>Board Development & Orientation </li></ul><ul><li>Master Facilities Planning Process </li></ul>12/08/10
  14. 14. 12/08/10
  15. 15. OHDS Budget 2009-2010 Income <ul><li>Tuition and Academic Fees $3,049,000* </li></ul><ul><li>Fundraising $810,000 </li></ul><ul><li>Other Income: interest income, dividends, rental income $164,000 </li></ul><ul><li>TOTAL INCOME: $4,136,000 </li></ul><ul><li>*(does not include field trips) </li></ul>12/08/10
  16. 16. OHDS Budget 2009-2010 Expenses <ul><li>Personnel related expenses $2,705,000 </li></ul><ul><li>Financial Aid $632,000 (Covered by Fundraising, not tuition) </li></ul><ul><li>Operating Expenses & Educational Programs $520,000 </li></ul>12/08/10 TOTAL EXPENSES: $4,048,000
  17. 17. Financial Stewardship <ul><li>As financial stewards of the school we: </li></ul><ul><ul><li>Plan for the long-term </li></ul></ul><ul><ul><li>Evaluate cost-cutting options </li></ul></ul><ul><ul><li>Continue strong commitment to financial aid </li></ul></ul><ul><ul><li>Work to increase fundraising to support financial aid and other school priorities </li></ul></ul>12/08/10
  18. 18. How Does the Board Set Tuition? <ul><li>Evaluate budgetary needs and fundraising capacity for the coming year </li></ul><ul><li>Examine affordability for OHDS families Investigate best practices from Partnership for Excellence in Jewish Education (PEJE), National Association of Independent Schools (NAIS), and Independent School Management (ISM) </li></ul><ul><li>Research tuition and tuition trends at other Bay Area independent and Jewish Day Schools </li></ul><ul><li>Balance all this with the board’s fiduciary responsibility to safeguard the school’s short and long-term financial sustainability </li></ul>12/08/10
  19. 19. New for 2011-12 <ul><li>Board completed 9 month process examining affordability and sustainability opportunities. Financial modeling allowed Board to see entire picture </li></ul><ul><li>Announced tuition early to give parents time to plan for next year – lowest increase in 10 years </li></ul><ul><li>Created “Kulanu” Initiative – All of Us </li></ul><ul><ul><li>TAP – “Middle Tier” tuition assistance </li></ul></ul><ul><ul><li>Sibling Discount </li></ul></ul><ul><ul><li>Deep commitment to financial aid </li></ul></ul><ul><ul><li>Seeking longer-term sustainable funds - $1mm match campaign </li></ul></ul><ul><li>Leveraging $1mm Match and other long-term funds to support school & scholarships </li></ul>12/08/10
  20. 20. 12/08/10
  21. 21. OHDS Fundraising <ul><li>In the last five years, the school has raised between $560-810k annually </li></ul><ul><li>2010-11 challenge: aggressive fundraising targets during a challenging economy – goal of $760,000 and 100% participation </li></ul><ul><li>New $1 million Scholarship Match Campaign ! Goal to put $2 million to work to help annual scholarship funds </li></ul><ul><li>Note: Tuition dollars do not cover scholarships </li></ul>12/08/10 We need to raise a good deal of funds, but together we’ve done it before!
  22. 22. 2009-10 & 2010-2011 Annual Fund <ul><li>2010-2011 Goals </li></ul><ul><li>Grants - $230,000 </li></ul><ul><li>Individual Donors - $530,000 </li></ul><ul><ul><li>End of Year Appeal </li></ul></ul><ul><ul><li>Spring Gala </li></ul></ul><ul><ul><li>Individual Donors (small and large) </li></ul></ul><ul><li>TOTAL: $760,000 </li></ul><ul><li>Raised as of 12/1/10: $350,000 </li></ul>12/08/10 2009-10 Annual Fund $810,00
  23. 23. Fundraising - Key Strategies <ul><li>Increased focus on major donors </li></ul><ul><li>Grant research and grant writing </li></ul><ul><li>$1mm match – opens door even wider to broader Jewish Community </li></ul><ul><li>Continue customized appeals and outreach to constituency groups, e.g., grandparents, alumni and their families </li></ul><ul><li>Targeted personal solicitations and meetings with donors </li></ul>12/08/10
  24. 24. 12/08/10

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