Area Director presentations

Case Management Handout

Recidivism Presentation

Recidivism Jesscia CCLM

Wraparound Program.PP

Moving Special Populations toward and Independent Life

 

Board Meeting Materials 2/10/2017

Board Retreat letter

Retreat agenda 10Feb2017

Bd MtgAgenda 11Feb 2017

Fdn Bd 12Nov2016 Conference 18Nov2016 Minutes

Directions to Citrus Cafe and Hotel

 

Mission Adv Minutes 2/10/2017

Finance Minutes 2/10/2017

Finance Minutes 31Jan2017

Finance Mtg attachments

Bd Gov Minutes 2/10/2017

Bd Gov Minutes 31Jan2017

2/11/2017 Leadership Reports

Meredith H. Ldshp Rpt Sr Dir Jan 2017

Kristal S. Ldshp Rpt Sr Dir Jan 2017

Eileen H. Ldshp Rpt Sr Dir Jan 2017

Ellen W. Ldshp Rpt Compliance Jan 2017

Marylyn R. Ldshp Rpt Fund Dev Jan 2017

Frank W. Ldshp Rpt Facility Jan 2017

Charise T. Ldshp Rpt HR January 2017

 

Financial Reports – Year ending 2015-16

Lutheran Social Services of Southern California
Balance Sheet
For the Twelve Months Ending June 30, 2016 (unaudited)
ASSETS June
CURRENT ASSETS
  Cash – Operating $557,284.90
  Investment Accounts 66,590.23
  Receivables:
    Contracts 1,287,696.63
Net Receivables 1,287,696.63
Estimated Receivable 0.00
Assets held by Foundation 1,139,035.81
Foundation Receivable 222,628.37
Prepaid expenses 37,217.79
Security Deposits 11,950.00
TOTAL CURRENT ASSETS 3,322,403.73
PROPERTY, PLANT AND EQUIPMENT
  Land 724,462.00
  Buildings & Improvements 2,857,349.33
     Impairment of Bldgs (56,023.87)
  Building Improvements 177,069.21
  Automobiles 158,254.09
  Equipment & Furniture 290,651.92
TOTAL FIXED ASSETS AT COST 4,151,762.68
  Accumulated Depreciation (1,540,811.35)
TOTAL NET FIXED ASSETS 2,610,951.33
     TOTAL ASSETS 5,933,355.06
LIABILITIES AND FUND BALANCES
CURRENT LIABILITIES
Accounts payable 273,501.32
Foundation payable 32,077.77
Inter -co Payable 14,774.14
Accrued Expenses 325,940.94
Deferred Liability 918,690.81
      TOTAL CURRENT LIABILITIES 1,564,984.98
NOTES PAYABLE:
2,031,037.14
TOTAL LONG TERM LIABILITIES 2,031,037.14
TOTAL LIABILITIES 3,596,022.12
NET ASSETS
     Unrestricted 37,088.07
     Temporarily Restricted 1,674,619.64
TOTAL NET ASSETS 1,711,707.71
CURRENT YEAR CHANGE IN NET ASSETS 625,625.23
TOTAL LIABILITIES AND NET ASSETS 5,933,355.06
CURR RATIO – Liquidity 2.12

 

Lutheran Social Services of Southern California
Profit and Loss Statement
For the Twelve Months Ending June 30, 2016 (unaudited)
YTD
Account ACTUAL
INCOME
All Congregations 323,728
Fund Development 2,644,424
Contract Programs 5,425,084
Other Income 813,716
TOTAL INCOME 9,206,951
EXPENSES
Salary and Benefits 5,433,911
Professional Fees 317,276
Bank Fees 33,650
Operations 785,393
Maintenance 89,647
Insurance 88,071
Taxes & Licenses 8,163
Vehicle Expense 105,874
Contract Program Expense 1,240,764
Development Expense 85,104
Depreciation 151,730
Bad Debts 42,684
Interest 75,563
Information Technology 123,496
8,581,326
TOTAL EXPENSES 8,581,326
SURPLUS/(DEFICIT) 625,625

Board Retreat Materials 2-11-17

Joyce’s Input

Good morning, Ron,

I hope this message finds you well and blessed in your spirit and work.

Upon reflection of your data points and my scribbled notes from the retreat, here are a few initial, distilled thoughts on possible language for the LSS-SC Mission, Vision, Values, and Goals.  Of course, all such observations require further vetting as discussed.

Mission (aligned with our tag line of Embrace, Equip & Empower):

  • Demonstrating God’s love by embracing, equipping, and empowering vulnerable people in Southern California.

Vision (in Beatitudinal style as suggested by Daniel):

  • Our Christ-centered accompaniment reveals God’s love, mercy, and blessings: the vulnerable will be safer and stronger; the dependent will be self-sustaining; the isolated will dwell in community; and the downtrodden will be resilient and lifted up.

Values (nearly as Terry summarized them):

  • Compassion; Advocacy; Collaboration; Mutual Respect; Innovation; Stewardship

Goals/Outcomes:

Some supporting strategies to consider as starters:

  • Clarify our distinctive capabilities, capacities, and competencies – in contrast or as complementary to other organizations – that yield particular, defined services to our communities of need.  This may mean conscientiously winnowing some of our current programs and strengthening others, thereby knowing when and why to say “yes” or “no” to addressing specific opportunities/needs.
  • Define the actual employment (or volunteer) experience and the rationale and benefit for a person to choose to work for LSS-SC.
  • Describe why people with resources would enthusiastically choose to donate to LSS-SC.
  • Structure the organization, its assets/resources (financial, human, property, knowledge areas, affiliations) to effectively, efficiently, and faithfully live the values and deliver the mission, vision, and value propositions. This also requires achieving the right level of organizational and asset stability to produce self-sustainment.
  • Infuse our critical analysis, decision-making, performance management, and measurement processes with the tenets of our mission, vision, values, and value propositions.

You are welcome to provide any feedback at your leisure. I know much more outreach and involvement are required.

Blessings,

JT

 

Terry’s Input

As I suggested, I think we need to send a draft of possible values, mission and vision with a list of possible strategic goals that surfaced at the retreat with an invitation for feedback. What is left out, possible edits, etc.

 

I wanted to take your draft goals and form them from the focus description to actual goals for consideration and clarification:

 

  1. Expand collaboration and partnering with other service organizations in our communities to expand the spectrum of quality social services provided. Whether providing the service ourselves or providing warm handoffs to other organizations, we are committed to enhance the social, mental, spiritual and physical health of individuals, children , and families in our communities. Take the lead in promoting community engagement join partnerships that maximize effectiveness and limited resources
  2. Establish and Nurture our Faith-Based Identity: Strengthen and  reinforce our role as an agent of the Church in furthering social ministry in our communities served
  3. Raise the level of accountability by establishing policies, controls and procedures to build and maintain the necessary financial resources to support current services and to respond to new opportunities
  4. Increase the frequency and quality of communication between the board, leadership, staff and stakeholders with the goal of minimizing surprises, fostering honest two-way communication to identify issues before they become problems and to solve problems before they become crises
  5. Increase our financial stability and lower our reliance on external funding by creating a strong brand with demonstrated value and accountability to our donors and funders.
  6. Increase competency-based training and development of staff in an effort to become the employer of choice in attracting and keeping competent staff committed to providing quality service, effective management, and mission-inspired leadership at all levels

 

This is my first stab. Need to go to lunch meeting.

 

Terry