Meyer Memorial Trust Final Report - Revision history

Kevin.Williams at 23:56, 8 August 2014

2014-08-08T23:56:19Z

Rfs at 21:04, 3 April 2014

2014-04-03T21:04:31Z

Kathey at 23:36, 4 June 2009

2009-06-04T23:36:49Z

Oso: /* Improved Financial Stability and Sustainability */

2006-10-18T19:04:35Z

Improved Financial Stability and Sustainability

Oso at 18:41, 18 October 2006

2006-10-18T18:41:18Z

Oso: /* PHASE II: Long Term Capacity Building */

2006-10-18T18:38:38Z

PHASE II: Long Term Capacity Building

Oso: /* PHASE I: Facility Expansion */

2006-10-18T18:38:08Z

PHASE I: Facility Expansion

Oso: /* PHASE I: Facility Expansion */

2006-10-18T18:36:48Z

PHASE I: Facility Expansion

Oso: /* Collaborative Technologies */

2006-10-18T18:35:49Z

Collaborative Technologies

Oso: /* PHASE II: Long Term Capacity Building */

2006-10-18T18:28:19Z

PHASE II: Long Term Capacity Building

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	'''Meyer Memorial Trust Final Report'''		'''Meyer Memorial Trust Final Report'''

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	'''Meyer Memorial Trust Final Report'''		'''Meyer Memorial Trust Final Report'''

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	Overall income is our total income over the year, including grants, fundraisers as well as all daily operatonal income. Total expenses is the total amount of money we spent over the year including remodeling expenses as well as operational expenses such as rent and staff.		Overall income is our total income over the year, including grants, fundraisers as well as all daily operatonal income. Total expenses is the total amount of money we spent over the year including remodeling expenses as well as operational expenses such as rent and staff.
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		+	[[Category:Fundraising]]

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 The grant funding provided by both the Meyer Memorial Trust and the Collins Foundation allowed to increase our staffing levels well beyond our own ability to pay for them through our operational income. The goal was to increase operational income to meet these program increases by the end of the funding cycle. Over the two years plus course of the project, Free Geek has been steadily increasing our operational income. We are happy to report that we have achieved some measure of sustainability and are hopeful that this is a trend that will continue into the future. As part of this report there are several financial and program performance charts that help to illustrate these achievements which are attached in Appendix A. The financial performance indicators are part of trends that begin before the grant period and end after the grant period, but are very important to understanding the overall context of our achievements.
-Starting in the 3rd quarter of 2003, Free Geek received a combination of $137,718 in grant funding from the DEQ and Meyer Memorial Trust. $35,000 was earmarked for equipment and remodeling projects, while the remaining $102,718 was targeted for staff expansion and growing two new programs. During the 3rd and 4th quarters of 2003, staffing was increased XXX%, health care benefits were added and the two new programs: Computers for Kids and Collaborative Technologies (Collab) were started. All projects started off well and as predicted. However, by the 2nd quarter of 2004, we began to realize that the Collab project was not proceeding as predicted. Several mis-judgements regarding scope of work and payments to sub-contractors had begun to develop into serious problems. These problems were beginning to affect our cash reserves and steps were taken to get these problems under control. Even with corrective measures, our reserve funds were used up and we began to show a negative balance. During the 3rd quarter of 2004, we received the $35,000 grant from the Collins Foundation and $xx,xxx in additional matching funds from the Meyer Memorial Trust. These funds were again allocated for staffing costs.
+Starting in the 3rd quarter of 2003, Free Geek received a combination of $137,718 in grant funding from the DEQ and Meyer Memorial Trust. $35,000 was earmarked for equipment and remodeling projects, while the remaining $102,718 was targeted for staff expansion and growing two new programs. During the 3rd and 4th quarters of 2003, staffing was increased 280%, health care benefits were added and the two new programs: Computers for Kids and Collaborative Technologies (Collab) were started. All projects started off well and as predicted. However, by the 2nd quarter of 2004, we began to realize that the Collab project was not proceeding as predicted. Several mis-judgements regarding scope of work and payments to sub-contractors had begun to develop into serious problems. These problems were beginning to affect our cash reserves and steps were taken to get these problems under control. Even with corrective measures, our reserve funds were used up and we began to show a negative balance. During the 3rd quarter of 2004, we received the $35,000 grant from the Collins Foundation and $xx,xxx in additional matching funds from the Meyer Memorial Trust. These funds were again allocated for staffing costs.
 With the infusion of funds, our cash reserve was once more in the black and we seemed to be back on track. At this time, two problems occurred. First, we experienced a significant (and unpredicted) drop in operational income. Second, the financial problems with the Collab project had reappeared and in the 4th quarter of 2004, our financial obligations once again reduced our cash reserves into negative territory. As we were heading into the 2005, we realized that our operational income was not going increasing at a fast enough rate to meet the program goals.
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 By the 3rd quarter of 2005, we had accomplished both goals of reducing expenses and increasing our operational income so that we were operating in the black. This trend did not quite continue into the 4th  quarter, but a modest amount of fund raising more than adequately made up the small difference between operational income and expenses. By the end of 2005 we had gone from a fund deficit of over $30,000 (in the 1st quarter of 2005) and built it into a more than $10,000 cash reserve. Overall, the trends are all heading in positive directions and a cash reserve is again in place, with all indicators pointing to a sustainable future.
 ==Appendix A==

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 '''Outcomes'''
-The first contract was completed, albeit over schedule, and all contractural obligations were met or negotiated to everyones satisfaction. The long process needed to complete the first contract caused so much stress to the organization that the whole program was re-evaluated. At first a much more modestly scaled version of the program was planned, but the energy to work together and make the program work was no longer available and the program was abandoned. Instead, energy was put into the hardware grants program, feeling that this was more of an expansion of things we already knew how to do quite well. As a result, local non-profits have enjoyed greatly oincreased access to free computer technology.
+The first contract was completed, albeit over schedule, and all contractural obligations were met or negotiated to everyones satisfaction. The long process needed to complete the first contract caused so much stress to the organization that the whole program was re-evaluated. At first a much more modestly scaled version of the program was planned, but the energy to work together and make the program work was no longer available and the program was abandoned. Instead, energy was put into the hardware grants program, feeling that this was more of an expansion of things we already knew how to do quite well. As a result, local non-profits have enjoyed greatly increased access to free computer technology.
 ===Computers for Kids===
 This phase of the project not Funded by the Meyer Memorial Trust.
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 By the 3rd quarter of 2005, we had accomplished both goals of reducing expenses and increasing our operational income so that we were operating in the black. This trend did not quite continue into the 4th  quarter, but a modest amount of fund raising more than adequately made up the small difference between operational income and expenses. By the end of 2005 we had gone from a fund deficit of over $30,000 (in the 1st quarter of 2005) and built it into a more than $10,000 cash reserve. Overall, the trends are all heading in positive directions and a cash reserve is again in place, with all indicators pointing to a sustainable future.
 ==Appendix A==

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	The production of computers has also increased as predicted. Production numbers meet the needs of the increased Adoption Program need and produced the expected surplus for non-profit hardware grants. This program has exceeded all expectations. We are able to grant a significant amount of hardware to non-profits every month. Key factor was the implementation of Request Ticket software that helps keep the project organized and responses to requests timely and professional. The Hardware Grants group averages 35 computers each month to non-profit organizations. Please refer to Appendix A for more detailed data.		The production of computers has also increased as predicted. Production numbers meet the needs of the increased Adoption Program need and produced the expected surplus for non-profit hardware grants. This program has exceeded all expectations. We are able to grant a significant amount of hardware to non-profits every month. Key factor was the implementation of Request Ticket software that helps keep the project organized and responses to requests timely and professional. The Hardware Grants group averages 35 computers each month to non-profit organizations. Please refer to Appendix A for more detailed data.
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		+	In almost every category, the expansion grant results have turned as good or better than expected. The main focus of expanding capacity was a huge success, with increased donations from the public; increased traffic and sales income in the thrift store; and a doubling of the number of volunteers that can access the program. The current financial situation is one of expansion and growth. Free Geek does appear to be on the path to true sustainability. As the second quarter of 2006 draws to a close, we have experienced 7 straight months of income exceeding expenses. For the first time we have an operational reserve of over $10,000 and are continuing to grow that fund over time. For comparison, in 2000 Free Geek was granted nearly $35,000 in grant support comprising 97% of the budget. In 2005 raised just over $30,000 in grant support, but this time it was only 7% of the budget.

	==PHASE III: Programs Expansion==		==PHASE III: Programs Expansion==

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	The original plan of remodeling space in the north warehouse to accomodate a larger thrift store and creating a new classroom and an additional restroom was revised when the 6,000 SF adjacent space to the south was vacated by another tenant. The space was in a condition that the new classroom and thriftstore could be realized with very little modification to the building, increasing both in size and retaining all of the north warehouse space for storage and other functions. The new area also contained two bathrooms. Remaining constructions funds were used to pay towards the rent on the new space until the thriftstore income grew to cover the additional monthly expense. The new area also contained additional spaces that proved to be extremely usefull to the organization. A meeting room a capable of holding a meeting of over 30 people; a classroom space large enough for fundraising events; a kitchen to suppliment the existing (and too small) kitchen.		The original plan of remodeling space in the north warehouse to accomodate a larger thrift store and creating a new classroom and an additional restroom was revised when the 6,000 SF adjacent space to the south was vacated by another tenant. The space was in a condition that the new classroom and thriftstore could be realized with very little modification to the building, increasing both in size and retaining all of the north warehouse space for storage and other functions. The new area also contained two bathrooms. Remaining constructions funds were used to pay towards the rent on the new space until the thriftstore income grew to cover the additional monthly expense. The new area also contained additional spaces that proved to be extremely usefull to the organization. A meeting room a capable of holding a meeting of over 30 people; a classroom space large enough for fundraising events; a kitchen to suppliment the existing (and too small) kitchen.
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−	~~'''Outcomes'''~~

	==PHASE II: Long Term Capacity Building==		==PHASE II: Long Term Capacity Building==

← Older revision		Revision as of 18:36, 18 October 2006
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	The original plan of remodeling space in the north warehouse to accomodate a larger thrift store and creating a new classroom and an additional restroom was revised when the 6,000 SF adjacent space to the south was vacated by another tenant. The space was in a condition that the new classroom and thriftstore could be realized with very little modification to the building, increasing both in size and retaining all of the north warehouse space for storage and other functions. The new area also contained two bathrooms. Remaining constructions funds were used to pay towards the rent on the new space until the thriftstore income grew to cover the additional monthly expense. The new area also contained additional spaces that proved to be extremely usefull to the organization. A meeting room a capable of holding a meeting of over 30 people; a classroom space large enough for fundraising events; a kitchen to suppliment the existing (and too small) kitchen.		The original plan of remodeling space in the north warehouse to accomodate a larger thrift store and creating a new classroom and an additional restroom was revised when the 6,000 SF adjacent space to the south was vacated by another tenant. The space was in a condition that the new classroom and thriftstore could be realized with very little modification to the building, increasing both in size and retaining all of the north warehouse space for storage and other functions. The new area also contained two bathrooms. Remaining constructions funds were used to pay towards the rent on the new space until the thriftstore income grew to cover the additional monthly expense. The new area also contained additional spaces that proved to be extremely usefull to the organization. A meeting room a capable of holding a meeting of over 30 people; a classroom space large enough for fundraising events; a kitchen to suppliment the existing (and too small) kitchen.
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		+	'''Outcomes'''

	==PHASE II: Long Term Capacity Building==		==PHASE II: Long Term Capacity Building==

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 There was not good oversight of the project coordinator until after the problems had already begun. This was mostly due to still very thinly spread staff during the beginning of the
 project, as the new staff hirings and remodeling for the expansion phase of the grant were being undertaken at the same time.
 ===Computers for Kids===

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	Increased capacity has meant more volunteers can participate in our programs. We increased the total number of volunteers in our core programs by 145% (2,123 in previous 12 month period vs. 3,071 during program period). over the previous 12 month period. The number of Adoption Program participants increased by 131% (1,438 to 1,890) and the number of Build Program participants increased by an impressive 172% over the previous 12 month period (685 to 1,181). Please refer to Appendix A for more detailed data.		Increased capacity has meant more volunteers can participate in our programs. We increased the total number of volunteers in our core programs by 145% (2,123 in previous 12 month period vs. 3,071 during program period). over the previous 12 month period. The number of Adoption Program participants increased by 131% (1,438 to 1,890) and the number of Build Program participants increased by an impressive 172% over the previous 12 month period (685 to 1,181). Please refer to Appendix A for more detailed data.
		+
		+	The production of computers has also increased as predicted. Production numbers meet the needs of the increased Adoption Program need and produced the expected surplus for non-profit hardware grants. This program has exceeded all expectations. We are able to grant a significant amount of hardware to non-profits every month. Key factor was the implementation of Request Ticket software that helps keep the project organized and responses to requests timely and professional. The Hardware Grants group averages 35 computers each month to non-profit organizations. Please refer to Appendix A for more detailed data.

	==PHASE III: Programs Expansion==		==PHASE III: Programs Expansion==