Successfully transition my program into an independent, self-sustaining nonprofit agency

Gross of $74,500.

I can make payroll this year!

We didn’t total it up last night, but our first cut guess is that we grossed about $68K, netted about $50K.

And in this economy, too.

After today, we will know whether or not we will survive 2009. My best guess is – yes.

• Grow
• Merge
• Die
  ...but that’s stuff of another goal in formation. For now, I have this – tomorrow, I think I get to click “I’m done”.

Yay!

I don’t know how to convey how I feel about this. I guess I’m just going to take it one day at a time.

Less than two weeks to our fund-raising auction. After that, I’ll know if I’ve done the final “self-sustaining” part of this goal, and either mark it as “done” or as “I give up”.

The rest of it – “transition to independence” – that is done.

Legal: our attorney should have all the information related to our 1023, the application for 501( c )( 3 ) nonprofit status.

Computer hardware and software: I have purchased three computers with the following specs:
Pentium 4 processor
• Processor speed: 2.8 GHz to 3.0 GHz
• RAM: minimum of 512 MB
• Hard disk: minimum of 40 GB
• Optical disk drive: CD-ROM
Windows XP Professional operating system installed
Microsoft Office 2003 Standard office suite installed
Key board and Mouse
Interface ports: Ethernet, USB (multiple), parallel

I have also gotten a small server and three monitors donated to us, and have recruited several people to hook all the computers up to the server and to the DSL line for internet access.

Telecommunications: the phone system continues to be a work in progress, but I believe we will have Qwest as our phone service provider, and will be using a Talkswitch 240vs and 3 used TalkSwitch 600 phones for $845 – installation should run about $500. We will have a DSL line for internet access.

Financial Systems: I have purchased QuickBooks Pro for our accounting system. Checks are on order. The contract with the bookkeeper is in progress.

Resource Development and Communications:
Providence assisted in a press release regarding the $25,000 gift; we are expecting an article shortly in the Issaquah Reporter.

The end-of-the-year appeal letter is drafted; I am still waiting for Foundation staff to give us the names and addresses of our previous donors.

I wrote requests for funds for several churches – two of which were new.

Since we have an increasing number of clients from the South Issaquah area, I approached the Mirrormont Home Owners Association about publicizing our program so we can recruit volunteers. Right now we have a potential client on May Valley Road who needs a ride in to downtown Issaquah to visit her husband in the nursing home there. This is an example of the sort of transportation need that would be best met by a south Issaquah volunteer.

I made a presentation on our programs to residents at Bellewood Apartments.

I contacted all our foundations with outstanding grant requests to let them know about our Providence $25,000 grant and progress towards independence.

Tomorrow’s the final board meeting for 2008!

After my executive director peer coaching session, I heard it loud and clear. There is just too much for me to do between now and the end of the year, and I can not be expected to do it all. I absolutely need to enlist the help of the board in getting this work done. They suggested Monday, no later than that.

We are now registered as a nonprofit with the State, and have our EIN. Our last bit of official paperwork: getting our 501( c )( 3 ) charitable status.

I have been working rather feverishly to complete a program plan and budget for the coming year, to have it ready to be presented to the board in November. This is also the first real meeting of our new nonprofit board of directors – we will be electing officers for the coming year.

Little by little, it’s coming together. Pray for us, pray for us…!

• Congregation heads
• Social service agencies

• The existing board absolutely must be on board – or get off.
• To keep pace with both attrition and the size of the board we need, I need to recruit a new board member every two weeks (!) Not sure that’s practical, but it’s what’s needed
• Then, we need specific skills: finance, fund development, just general leadership

Fund development: at this point, we’re in survival mode. I am not sure if our current model is a sustainable one.

• A real, realistic budget
• True financial oversight by the board

The other stuff will come along, I think, if I focus on these items.