|Nonprofit||Industry||About the Nonprofit||Board Meeting Location||Board Meeting Day/Time||Project Category||Project Description||Has the Org hosted BBFs in the past?|
|Freight & Salvage||Arts and Culture||The Freight & Salvage is a nonprofit community arts organization dedicated to promoting public awareness and understanding of traditional music—music that is rooted in and expressive of the great variety of regional, ethnic, and social cultures of peoples throughout the world.||East Bay Media Center, 1939 Addison St. Berkeley||Fourth Tuesdays of odd months (January, March, May, July, September, November) from 7-9 p.m. (6:30 gathering for light dinner)||Business strategy/planning||We would like the Fellows to do a cost/benefit analysis with us to help us determine whether we should have reserved seating for shows (as opposed to our current practice of general admission). There are many factors to consider, including the impact on income from various sources, physical considerations, ticketing, cost, impact on patrons, staff and volunteers.||Y|
|NIAD Art Center (Nuturing Independence through Artistic Development)||Arts and Culture||NIAD Art Center promotes creative expression, independence, dignity and community integration for people with disabilities.||551 23rd Street, Richmond, CA||Fourth Thursday of the month, 10/26/17, 11/16/17, no Dec meeting, 1/25/18, 2/22/18, 3/22/18, 4/26/18 5:45-8 pm||Marketing||Donor Communication Plan |
Analysis of organization's environment, creation of a marketing and communications strategy and plan for reaching target audience with the right messaging.
Marketing and communications goals and objectives for NIAD
• Increased revenue through supporter giving and art sales
• Through improved outreach and better visibility, an increase in new stakeholders (donors, supporters) and better relationships with existing stakeholders
• Increase the number of buyers that also donate
We are focusing on increasing the dollars we raise through individuals, supporting our general operating dollars and giving us flexibility in achieving our mission.
|International Institute of the Bay Area||Civil & Human Rights/Advocacy||The International Institute of the Bay Area (IIBA) provides high-quality immigration legal services, education, and civic engagement opportunities to immigrants, refugees, and their families as they join and contribute to the community.||San Francisco||Wed., Sep 27, Quarterly. 5-7:30 pm||Marketing||Develop marketing plan for celebration of IIBA's100th anniversary in 2018 - to include raising the visibility of IIBA's work and impact along with "promoting" the positive contributions made by immigrants. Goals would include increased social media "engagement" and increased individual and corporate giving||Y|
|Alameda County Bar Association Volunteer Legal Services Corporation||Civil & Human Rights/Advocacy||VLSC provides free direct legal assistance to Alameda County's low-income population by mobilizing volunteer attorneys to provide pro bono service.||1000 Broadway, Suite 480, Oakland, CA 94607||6 times a year on 2nd Tuesday of the month; 12/12/17, 02/13/18, 04/10/18; board retreat on 11/04/17 5:30-7ish pm||Financial planning||VLSC would like the BBF to help our board answer the question what does effective board performance look like for VLSC and how will we measure it? The goal of this project is galvanize and motivate our board members and hold them accountable to their board responsibilities and the commitments they made when joining the board -- specifically fundraising and a $3500 give/get requirement for every board member. We hope this project will help create a shared clarity around the role of the board – financial responsibilities, fiduciary duty and governing oversight -- in helping VLSC perform its mission to promote equal access to justice in Alameda County.||N|
|Richmond Community Foundation||Community Building||RCF harnesses the power of philanthropy to build healthy, sustainable communities throughout Richmond and Contra Cost County. We provide the leadership to effectively engage those who wish to create positive change, and leverage the assets necessary to make this change possible.||Richmond Community Foundation, 1014 Florida Avenue, Suite 200, Richmond, CA||3rd Wednesday of the month from 3:30pm - 5:00pm||Business strategy/planning||Partner with RCF staff to build out business strategy for sustainability that facilitates grantmaking in the county.||Y|
|SEEDS Conflict Resolution Center||Community Building||SEEDS provides Services that Encourage Effective Dialogue & Solutions for businesses, schools, government agencies & communities.||2530 San Pablo Ave., Suite A|
Berkeley, CA 94702
|9/7/17 (6:30-9), 11/5/17 (retreat), 1/3 or 1/10/18 (6:30-9), 3/1/18 (6:30-9), 5/6/18 (retreat)||Marketing||Develop a marketing/outreach plan and strategy to reflect expanded services. Identify the advertising/branding/outreaching channels appropriate to increase the number and diversity of our client base as well as our donors. SEEDS has expanded significantly in staff, budget, and services over the last five years. Now, SEEDS has a very strong menu of services that are relevant to wider audience of potential consumers.||Y|
|Mission Neighborhood Centers, Inc.||Community Building||For almost 60 years, our focus in serving the Latino and vulnerable communities has impacted thousands of families. Realizing the very unique and culturally specific services Latinos in urban cities face, and realizing that within 10 years, 1/3 of the U.S. population will identify as Latino, we are seeking to expand nationwide||Most meetings will be held at our administrative offices: 362 Capp St., SF, 94110. However, some meetings may be held in one of our direct service centers. Board members are a part of the decision to meet elsewhere and will receive reminders well in advance of affected meetings.||6:00 p.m. on the 4th Wednesday of every other month. 9/27, 11/22, 1/24, 3/28, 5/23. Committee meetings will take place in non-board meeting months. Dates and times vary dependent on committee.||Business strategy/planning||Develop a business plan to scale our “settlement site services” to urban cities around the nation. Modeling after the success of YMCA, what is our scalability, viability and action plan to be successful in other cities, concentrating on the present and growing Latino community within those areas. Plan to include funding coporate/philanthropic partnership options.||Y|
|Bay Area Parent Leadership Action Network (PLAN)||Community Building||Bay Area PLAN is a social justice that develops the leadership and builds the power of parents to transform schools so that all children achieve student success.||Rotates between in-person at PLAN's office or virtually.||We meet on the fourth Thursday of each month, rotating between in-person and via virtual conference on the following dates 10/26, 11/30, 12/28, 1/25, 2/22, 3/22, and 4/26.||Business strategy/planning||Assist with the program design and feasiblity for generating revenue through fee-based services programming either virtually or in a teach-in format for various school districts throughout the SF Bay Area.||N|
|The Jewish Community Center of the East Bay||Community Building||The JCC’s strategic vision calls for dramatically expanding our health and wellness programs. In the long term, we will rely heavily on new fitness and wellness facilities to drive membership and revenue in the new Oakland facility. In the short-term, the JCC can increase revenue and community engagement through new health and wellness offerings at our current Berkeley site.||1414 Walnut Street, Berkeley 94709||Generally last Tuesday of the month, with some exceptions as noted|
10/24, 12/5, 1/30, 2/27, 3/27, 4/24; dinner 6pm, 6:30-8:30pm
|Business strategy/planning||Working with JCC staff and board, develop recommendations for expansion of fee based programming in the health and wellness space. This would include conducting market research and analyzing current trends in facilities and programs for fitness and health and wellness. We are interested in understanding the market in Oakland and Berkeley. This data will inform the JCC’s long-term program and site development, including aquatics, mindfulness, fitness, and other activities. The Berkeley Board Fellow will play a key role in testing feasibility for expanded health and wellness programs. Based on data collected, the JCC plans to pilot new health and wellness programs at our current site in Berkeley in FY18-19. We will also incorporate findings into our master plan for a future Oakland site.||Y|
|Juma Ventures||Economic Development||Juma strives to break the cycle of poverty by paving the way to work, education, and financial capability for youth across America.||Typically SF office but can vary.||Quarterly; Typically first Thursday of the month|
November 2, 2017
February 2018, day TBD; 4pm - 6pm
|Business strategy/planning||Partner with staff to build out an onboarding strategy and process for employers who join the Juma network. As we build relationships with employers such as Gap, UPS, and Starbucks we want to make the employer engagement experience more robust.||Y|
|The Bread Project||Economic/Workforce Development||TBP Retail Store: The Bread Project location on University Avenue in Berkeley is zoned for retail space along the street frontage. This location seems to be ideal for expanding the Social Enterprise opportunities. Many aspects of the location are early indicators for a successful retail space: the major transit corridor of University Avenue with buses and nearby BART station; existing residential neighborhoods surrounding the site; the expansion of housing and businesses along University Avenue; and foot traffic along the commercial corridor. Currently, the retail space has not been developed or constructed. A retail space will diversify the skills needed to perform the work and could include: customer service skills, cashier and money handling, computer skills, marketing, and product development. Expanding training programs and skills for our clients that are stepping stones toward higher paying positions and advancement from minimum wage to living wage and beyond is a goal of TBP. Ideally, the retail space would also generate additional funds that help support TBP and provide greater financial stability for the organization.||1615 University Avenue, Berkeley CA||2017 - 9/19, 12/12 and 2018 - 2/19, 5/22; 5:30 - 7:30pm||Business strategy/planning||Work with board and staff to develop a business/retail plan to achieve the goals of (1) mobilizing community stakeholders to incorporate business with TBP into their daily routine and (2) expand training programs and skills for clients.||N|
|The Stride Center||Economic/Workforce Development||The Stride Center is a non profit social venture working to empower economic and social mobility for individuals and communities in the San Francisco Bay Area. We are harnessing the power of technology and the digital economy to help men, women and families on the road to professional careers in the technology field.||1212 Broadway, Suite 400, Oakland CA||The fourth Thursday, every other month from 6pm to 9pm. Next meeting 8/24/17||Performance measurement/assessment||Develop systems and processes to assist the board in achieving their new strategic plan.||Y|
|Telegraph Business Improvement District||Economic/Workforce Development||The Telegraph Business Improvement District works to build a dynamic and inclusive community that works together to improve the pedestrian environment; keep the streets safe and clean; support local businesses; nurture urban innovation that is sustainable, attractive, and inclusive; and relish its prime location in Berkeley adjacent to the best public university in the world.||Graduate Berkeley Hotel at 2600 Durant||2nd Tuesday each month at 8 am. 10/10, 11/14, 12/12 (TBD with holiday event), 1/9, 2/13, 3/13, 4/10||Marketing||Conduct secondary research and present findings on the current state, and more importantly, an exploration of the future of retail. We know that brick and mortar retail is changing, with large, anchor stores scaling back floor space and stock levels, some clothing retailers plan to have stock on hand to try things on, but not to take home. What else do our landlords and shop owners need to know about the future of retail? And how can they take advantage of the trends exemplified by Amazon, etc.||N|
|Goodwill Enterprises of San Francisco, San Mateo, and Marin Counties||Economic/Workforce Development||We create solutions to poverty through the businesses we operate.||295 Bay Street, San Francisco, CA 94133||Board Meeting - Wednesday, September 27th, 2017|
Annual Board Retreat - Friday-Saturday, November 3rd & 4th, 2017
Semi-Annual Public Board Meeting - Wednesday, January 24th, 2018
Board Meeting - Wednesday, March 28th, 2018
Board Meeting - Wednesday, May 23rd, 2018
5:30pm - 8:00pm
|Business strategy/planning||Work with staff and board to develop a formal volunteer initiative. Despite ongoing interest among funders, corporate sponsors, and community members to volunteer at SF Goodwill, we lack a formal volunteer program to engage these stakeholders and to advance our mission of poverty disruption through the power of work. |
Tasks may include:
-Identification of critical workforce development program volunteer needs and opportunities
-Establishment of clear goals, benchmarks, and impact measurement systems and tools
-Development of volunteer training programs
-Creation of website and marketing materials to assist in outreach to and the recruitment of corporate and community partners
-Leveraging our Salesforce database for managing volunteer programs and tracking volunteer activities and volunteers
Furthermore, Board Fellows could provide direct guidance and support to individual Board committees, helping to explore synergies between the work of those committees and the volunteer initiative.
|Call of the Sea||Education||We Inspire young people to unleash their potential through experiential, environmental education under sail.||Sausalito, CA 94965 (can carpool from Berkeley)||The board meets every third Monday of each month, 6-8pm||Marketing||Develop a marketing plan for a new educational tall ship vessel to Bay Area schools and nonprofit organizations (e.g., Girls Scouts, Boy Scouts, YMCA, etc.). Our goal is to provide 15,000 youth annually with a historic 'tall ship' experience that mirrors other marine science institutes found in San Diego, Los Angeles, Boston, etc..||Y|
|Mission Graduates||Education||Mission Graduates is a nonprofit organization that increases the number of K-12 students in San Francisco’s Mission District who are prepared for and complete a college education.||3040 16th Street, SF||Every other month, 4th Tuesday of the month- 6-8:30 pm||Performance measurement/assessment||Identification and structure of capture of appropriate outcome measures to enhance those already used for participants at all stage of development. To be used in concert with school standardized testing data.||N|
|The West Contra Costa Public Education Fund (aka the Ed Fund)||Education||When communities work together to eliminate inequities, our youth will thrive. The West Contra Costa Public Education Fund mobilizes resources for our students and aligns the efforts of our partners to ensure that all students succeed in college, career, and life.||217C West Richmond Avenue, Richmond, CA 94801||The Ed Fund meets on the 4th Monday of every other month (i.e. September, November, January, March, May, July); 5:45pm - 7:45pm||Marketing||Develop recommendations for effective messaging to multiple audiences that board and staff can use to build a strong brand that is highly recognizable.||Y|
|City Slicker Farms||Education||(Currently under revision) City Slicker Farms empowers West Oakland community members to meet the basic need for healthy food for themselves and their families by creating organic, sustainable, and high-yield urban farms and backyard gardens.||Varies, but is located in Oakland||Third Tuesday every other month; next meeting September 19, 2017; 6:30pm - 8:30pm||Performance measurement/assessment||Conduct a 360 review of the organization by interviewing a diverse set of key stakeholder groups. Goals: 1) Identify and interview members from the following categories: Staff, Board, Executive team, Funders, Community members, partner NGOs, volunteers and city officials. 2) Compile and present matrix of responses to the full Board.||Y|
|Yu Ming Charter School||Education||Provide an academically rigorous college preparatory program|
Graduate students with bilingual and biliterate skills in Mandarin Chinese and English
Nurture intellectual curiosity, international perspective, and diligence in attaining personal goals
Develop young people with compassion, sound moral character, and a sense of responsibility for the community and the environment
|August 26 Board Retreat is scheduled to be at 675 41st St, Oakland, CA 94609. Meeting locations after this are TBD (could be at either campus)||August 5, 12, 13 or 19 (retreat)|
· October 19
· December 14 (vote
on 1st interimbudget)
· March 1 (vote on 2nd interimbudget)
· May 17
· June 21 (vote on LCAP and 2018-19 budget); 6pm - 8pm+
|Financial planning||Work with the school leadership and board to develop a strategic plan for the next five years of growth that includes: board governance (retention, recruitment) and facilities planning.||Y|
|Stellar Academy for Dyslexics||Education||Stellar Academy provides the dyslexic student with a nurturing learning environment tailored to their unique learning needs. Our goal is to enable individual students to become confident productive members of our community||38325 Cedar Blvd., Newark, CA 94560||Every month on the 3rd Tuesday at 6pm||Marketing||Review operations, resources and structure to develop recommendations for an ideal scale for sustainable operation with existing facilities. If time allows, develop a new marketing strategy and plan to increase student enrollments in 2018. Stellar Academy has successfully operated as a non-profit school since 1988, but in recent years it has seen variation in student population, which has adversely affected Stellar Academy’s operations and its ability to fulfill its mission. Typically, Stellar Academy’s student enrollment represents approximately 0.1% of the Fremont student population. Research shows that 20% of the population have dyslexia so there is significant opportunity for growth.||N|
|East Bay College Fund||Education||East Bay College Fund supports low-income Oakland Unified School District students in accessing college and persisting through to graduation. As part of our persistence program, we offer scholarships of $1,000 to $16,000 dollars paid out over 2-4 years. In 2014 we partnered with the City of Oakland and the Oakland Unified School District to launch the Oakland Promise. This initiative seeks to provide every low-income Oakland Unified School District student who is accepted into college with a scholarship and persistence services through college. Currently 3 high schools are in the Promise program: Castlemont, Oakland High and Coliseum College Prep. Additionally, we reserve a portion of our scholarship fund for students outside these schools that are awarded through a competitive process.||Beneficial State Bank: 1438 Webster Street, Suite 100 , Oakland, CA 94612||Quarterly: 3rd Tuesday of October, January, April and June. Board retreat all day September 9th. 6:00pm - 8:00pm||Financial planning||This project is research-based; the topic is ascertaining the size of a “last dollar scholarship” so that we can award enough money to tip the financial balance in our scholar’s favor while keeping the amount at a level that allows us to serve the most scholars. Board Fellows will review the literature on best practices in this area, review other Promise programs nationwide, interview staff and scholars and compile results. Board Fellows may also be asked to review current and future financials and make projections.|
Last dollar scholarships are need based awards that “fill the gap” in cases where the cost of attendance exceeds what the student/family can pay and what the college offers in aid. Many such scholarship funds exist throughout the country. Learning best practices and setting principles for how to award scholarships to students attending various types of colleges and designing a system to do this individualization at scale is a complicated and challenging task with great potential for expanding services locally and setting a national model for similar Promise Programs.
|10,000 Degrees||Education||Growing college success is a key priority of our five year Strategic Plan 2017-2021, "The Next Five - Building a New Generation of Leaders". The community college to four-year college success pathway is one of the highest potential, largely untapped ways to positively impact educational opportunity and equity in our communities and across the country. This broken pathway results in a substantial squandering of human capital and a devastating loss of economic and individual potential, and is a key area of focus of our community college initiative.||1650 Los Gamos Drive Suite 110, San Rafael, CA 94903||11/4/17 Board Retreat 9am-3pm|
1/17/18 Board Meeting 5pm-8pm
3/21/18 Board Meeting 5pm-8pm
5/16/18 Board Meeting 5pm-8pm
|Business strategy/planning||Conduct an evaluation of potential areas for geographic expansion for our community college initiative. This priority includes reaching more students in high schools by expanding and replicating in new communities, as well as expanding community college and college success programming. |
Factors to consider as part of the evaluation would include:
- need for college success support/significant numbers of students from low income families
- sustainable funding streams
- opportunities for meaningful community partner engagement
- clear pathways for community college to 4-year transfer
- supportive financial aid/tuition policies for students from low income families
- ability to build regional scale to best ensure efficiencies
|Berkeley Community Fund||Education||BCF’s mission is to provide support that will lead to scholar success in college and beyond. To focus on “the beyond,” one of the goals of our new strategic plan is to develop a program that helps our scholars enhance their career readiness. It is the additional support our scholars, whose families lack the social and professional connections that help give entree to internships and entry level positions, have requested the most.||2111 Martin Luther King Junior Way, Berkeley||Monthly on third Tuesday of the month from 8:30-10 a.m.|
Dates: 9/19/17; 10/17/17; 11/21/17; 12/19/17 (depending upon availability); 1/16/18; 2/20/18; 3/20/18; 4/17/18.
|Business strategy/planning||Project: Evaluate best practices of career development support services offered by scholarship programs similar to BCF and recommend a framework and action plan for our organization to establish a similar program. This would involve a deeper dive into one or more of the following three initiatives being considered as part of the career readiness aspect of that strategic plan:|
1. Help BCF leverage the best available career support services for our scholars:
2. Help BCF develop an internship program:
3. Help BCF develop a jobs database and pipeline:
|AtHomeWithGrowingOlder (AHWGO)||Education||AtHomeWithGrowingOlder (AHWGO) is an interdisciplinary and intergenerational learning initiative and network of professionals and academics with the goal to inspire, empower and support people emotionally, physically and socially as they age. We endeavor to do this through interdisciplinary and intergenerational education and community building both among professionals and individuals.||see above||Monday, September 11th, 6-8 pm Family Caregiver Alliance Office, |
235 Montgomery Street, 9th Floor, Suite 950.
Tuesday, December 5, 2017, ~6-8pm Location TBD
Tuesday, March 6, 2018, ~6-8pm Location TBD
Tuesday, June 5, 2018, ~6-8pm Location TBD
In addition there are scheduled 30 min board phone call every last Friday of the month.
|Business strategy/planning||The Fellows will assist the organization in better understanding how to best engage people interested in preparing for their future with its current programs (Forums and Aging 360) and identifying opportunities for additional learning offerings. |
We would therefore like to ask the fellows to complete the following:
1. Competitive Analysis:
• Where can people learn about aging and this phase of life already?
• How can this information be accessed?
• Whom do these existing programs engage (older adults, families,
professionals, men, women etc. )?
• What are their marketing strategies?
• How successful are these programs in reaching their target population?
• How are these programs and endeavors funded?
• What analogous programs exist that we could learn from and what are their marketing strategies (programs which help people to live better and live with more intent– f.ex. School of Life, Wonderopolis)
2. Go to Market Analysis:
• What is the best way to segment the education market on aging?
• What are the segments, their characteristics, behaviors and attributes (age,
gender, culture?) ?
• Who would be most likely to engage in the type of programs we want to
• Based on the characteristic of the segments which segment is easiest to
reach, and what is the best way to reach it?
• For this project, we imagine AHWGO will assist with crafting survey
questions and helping Board Fellows to identify survey partners. Ideally, we
would conduct 6-8 focus group sessions.
|Richmond Promise||Education||Richmond Promise is uniquely positioned to contribute to the knowledge base about whether and where students from Richmond and West Contra Costa Unified School District are going to college, and opportunities for collective impact to further support college enrollment and success. Based on year 1 learnings, we have developed strategic programming to address 2 key challenges: a) supporting students through the high school to college transition, and b) supporting our community-college students through successful enrollment and degree completion/transfer. Our Year 1 Progress Report outlines these key lessons learned and core areas of work: http://www.richmondpromise.org/year-1-progress-report/ We are currently building out an internal database to longitudinally track student data.||440 Civic Center Plaza, Richmond, CA||Every 6 weeks, Thursdays 3-5PM: |
|Program Evaluation/Perfomance measurement||Develop and implement a program evaluation for Richmond Promise, and in the process, possibly assist with our Year 2 Annual Report.|
Determine and document: a) impact of the scholarship and current programming, and b) opportunities to optimize resources for further impact in alignment with our mission.
|Through the Looking Glass||Families & Children||Through the Looking Glass currently serves families with low incomes or living in poverty, such as those who qualify for MediCal or Early Head Start. Diversification of the socio-economic status of the families with disabilities served will meet family needs for expert support and intervention while providing additional funding to the organization.||Through the Looking Glass, 3075 Adeline, Suite 120, Berkeley, CA 94703||Every other month on 2nd Thursday at 12:00; 10/14, 11/9…; 12pm - 2pm||Business strategy/planning||Create and recommend implemention of new channel for fee-based service delivery|
Goal 1: Planning, collaboratively with Board and supervisory and financial staff, for provision of services for fees and through insurance coverage.
Goal 2: Gradual implementation of the services while refining the process.
|Fresh Approach||Food Access/Local Food Systems||Fresh Approach is a 501(c)3 non-profit with a big mission:|
to create long-term change in local food systems, by connecting
California communities with healthy food from California farmers
and expanding knowledge about food and nutrition.
|Fresh Approach/PCFMA Offices, 5060 Commercial Circle, #A, Concord, CA 94520||Occurs every other month on the first Monday of the month from 1:30 PM to 3:30 PM effective 4/3/2017: 10/2/2017 and 12/4/2017 are set dates.||Marketing||Qualitative research project - conduct 1:1 and group interviews with stakeholders and program participants in VeggieRx, HFHY, Freshest Cargo - who also utilize nutrition incentives to understand perception of program usefulness and relevancy- identify barriers and opportunities - help refine program areas for greater impact, point to potential program tweaks and inform organizational marketing/messaging.||Y|
|LifeLong Medical Care||Health and Well-being||LifeLong Medical Care provides high-quality health and social services to|
underserved people of all ages; creates models of care for the elderly, people with disabilities and families; and advocates for continuous improvements in the health of our communities.
|LifeLong Over 60 Health Center|
3260 Sacramento Street, Berkeley
Nov 28 (subject to change)
|Business strategy/planning||Develop and embed new systems to test, select, disseminate, and support innovations across our agency. This project would involve an assessment of how we manage change currently, analysis of our situation vis-a-vis best practices in change management, and recommendations to help us support change going forward.||Y|
|Cancer CAREpoint||Health and Well-being||Cancer CAREpoint is dedicated to transforming support for cancer patients,|
families and caregivers in Silicon Valley through personalized, one-on-one
Counseling, Assistance, Resources and Education.
|Cancer CAREpoint Resource Center, 2505 Samaritan Drive, # 402, San Jose||Fourth Thursday of the month fro 7:00 - 9:00 pm.||Marketing||Development of a comprehensive marketing plan including providing recommendations for increasing client utilization of services and increased awareness among the general public. Cancer CAREpoint has never developed a comprehensive marketing plan and marketing is key to the growth and sustainability of our organization.||Y|
|Meals on Wheels of Alameda County||Health and Well-being||Assist frail, homebound seniors to maintain their independence by fundraising and providing financial support, community outreach and strategic assistance to Meals on Wheels programs in Alameda County that deliver nutritious meals and perform wellness checks.||80 Swan Way, Suite 120, Oakland, CA 94621||First or second Wednesday of every other month at 8:00 am - 10am. October 11, December 6, February 14, and April 11.||Business strategy/planning||Development of a plan to acquire regional and national corporate partnerships to enhance financial sustainability.||N|
|Meals on Wheels and Senior Outreach Services||Health and Well-being||Meals on Wheels and Senior Outreach Services (MOWSOS) has been transitioning the last several years from an output-based social services model (i.e., focused on the number of individuals served and the number of units of service provided), to an outcomes-based coordinated care model (i.e., focused on the impact of services provided). MOWSOS has embraced the Care Transitions model of health. We are working with healthcare organizations—hospitals, insurance companies, and skilled nursing facilities—to facilitate smooth transitions from hospital to home. Coordinated Care Transition, which includes social supports such as nutritionally balanced meals, home safety modifications, and specialized care management, can make the difference between a full recovery and a stay in a skilled nursing facility or hospital readmission. Another key element of MOWSOS’ evolving work is our focus on the social determinants of health. Multiple research studies have shown that loneliness and isolation have serious, measurable adverse health effects, ranging from declines in mental and physical health to increased risk of death. There is strong evidence that meaningful relationships help save lives and promote health. MOWSOS’ Friendly Visitors program matches volunteers with lonely seniors to foster friendships. As we grow this program we want to make sure we have measurable health outcomes. Key outcomes MOWSOS wants to measure include: (1) hospital admissions; (2) isolation/loneliness; (3) falls; (4) improved nutrition; (5) improved feelings of safety; (6) and ability to remain at home.||1300 Civic Drive, Walnut Creek, CA||Monthly on 4th Thursday:|
10/20 (moved due to Long Term Services & Support summit)
11/30 (moved due to Thanksgiving)
December: no meeting
4:30pm - 6:30pm
|Performance measurement/assessment||Create and implement a standard, simple health assessment tool that MOWSOS can use for all of our clients to quantify the difference we make to seniors’ social and physical health outcomes. The tool should be replicable to similar Meals on Wheels organizations statewide so that large data sets can be used when approaching elected officials when proposing policy changes. If time allows: review and analyze the resulting data.|
- Meet with MOWSOS leadership to determine what outcomes MOWSOS wants to measure
- Interview healthcare partners to understand what data points they want us to measure
- Determine standard health assessment questions
- Determine how questions will be administered, given that we are social workers and volunteers, not medical personnel
- Design forms
- Review software needs to capture data
- Data processes
- Data interpretation
|Global Healing||Health and Well-being||OUR VISION: A world where all children and mothers with life-threatening conditions are cared for by local, skilled healthcare professionals. |
OUR MISSION: We train physicians, nurses, and medical laboratory professionals in lower income countries to implement current best practices for improved patient care.
|Global Healing Office||Quarterly, 9/18, 12/4, later dates TBD 5-7 pm||Performance measurement/assessment||The Fellows will conduct an evaluation of the Board's committee structure to include chartering, establishing metrics for, and defining required skill sets for members of the various committees. As we expand our Board this will ensure optimum use of the efforts of the Members.||N|
|DayBreak Adult Care Centers||Health and Well-being||DayBreak is the network of Adult Day Services of Alameda County. Our mission is to bring more awareness, accessibility and quality to Adult Day Services.||510 17th Street, Oakland, CA 94612, Conference room 3A||Third Wednesday of every other month. Actual dates: 10/11/17, 12/13/17, 2/21/18, 4/18/18; 4pm - 6pm||Performance measurement/assessment||DayBreak would like to develop a Board metrics dashboard to help evaluate our work and impact in the community.||N|
|Futures Explored||Health and Well-being||The mission of Futures Explored, Inc. is to provide life skills and work-related training to adults with developmental disabilities. We support our consumers in reaching their optimum level of individual potential by delivering a broad range of resources and ongoing guidance.||at Headquarters||The last Thursday of January, April, July and October from 4:30 to 6:30.||Performance measurement/assessment||One of the challenges when measuring impacts is how to measure impacts on individuals with significant health challenges, minimal communication and fine motor skills. We are in the process of developing a Person-Centered Planning tool to help engage these individuals in directing/controlling their own activities. The project would help our staff identify how our supports and services help individuals engage with their community, increase their communication and how they are perceived by community members. As the support systems move to greater community integration and involvement, there is a potential for individuals with significant challenges to be undervalued and receive fewer supports and end up re-institutionalized, which flies in the face of our mission.||N|
|Hyde Street Community Services||Health and Well-being||Our mission is to provide comprehensive mental health and social rehabilitation services to the residents of San Francisco who are in need of these services to|
achieve and maintain the maximum quality of life and greatest degree of independence possible. These services are sensitive to the cultural, racial, and sexual diversity of the populations served and responsive to community input, adapting to the changing needs of the community and consumers
|815 Hyde Street,|
San Francisco CA 94109
|Monthly on second Tuesday|
5/8/18; 5:30pm - 7:00pm
|Performance measurement/assessment||Assist HSCS identify and deliver services: |
1) Customer research and insights—combining existing secondary research with primary research with our clients and staff to uncover what we’re doing well, and where we could improve. This will be challenging as there are privacy considerations to be mindful of, and the sensitivities of our client base. The Board Fellows will have to be creative in how they get primary insights. We are looking for a mix of qualitative and quantitative insights.
2) Program recommendations—what are some unmet needs of our clients? What would it look like to serve these needs, and is that realistic? Given resource and time constraints, provide some decision making criteria HSCS can use to decide where to focus its efforts and whether to add programs and if so, which ones.
|Easterseals Bay Area||Health and Well-being||Leading the way to ensure individuals and families affected by disabilities can live, learn, work, and play to their full potential.||1633 Bayshore Highway | Burlingame, CA 94010||4 times a year. August, November, March, June - Thursdays, 5:30 - 8:30pm||Performance measurement/assessment||Board Governance: Development of an onboarding program for new board members. To include the basics needed for new board members to become engaged in the work of the board right away,including a mentorship program and to serve as a committed ambassador and advocate for our mission.|
|Bay Area Outreach & Recreation Program||Housing & Homelessnes||BORP’s mission is to promote the health, independence and social integration of youth and adults with physical disabilities through sports, fitness and recreation programs.||3075 Adeline Street||Bi-monthly on 1st Monday of Month 6-8 pm||Performance measurement/assessment||Working with Executive Director, develop program survey tool (phone); collect program data of similar programs across the country; analyse data; develop a report with findings.||Y|
|Alameda Point Collaborative||Housing & Homelessnes||Alameda Point Collaborative is a supportive housing community that uses all its resources to help families and individuals break the cycle of homelessness and poverty.||677 W. Ranger Ave||The 4th Thursday of the month at 5:30 pm 9/27,10/26, 12,28,1/25,2/22, 3/22, 4/26||Performance measurement/assessment||We wish the fellows to design a metrics dashboard that can be used by the agency to evaluate progress toward meeting the mission. An important component of this will be gathering information from staff on the data they are currently collecting and looking at which pieces of data are important. The fellows will also need to have at least one meeting (organized by staff) with residents to get their input on how they view the data and what measures they feel are important.||Y|
|Clausen House||Human services||Our mission is to create opportunities for adults with developmental disabilities to gain competency, develop relationships and join the community with increasing command over their own lives.||650 Grand Avenue (near Lake Merritt), Oakland, CA 94610; or 201 Perkins, Oakland, CA 94610; or 88 Vernon Street, Oakland, CA 94610||The Board meets on the fourth Wednesday of most month at 5 PM. This is the present schedule: |
• August 23, 2017
• September 27, 2017
• October 25, 2017
• December 20, 2017
• January 24, 2018
• February 28, 2018
• April 25, 2018
• May 23, 2018
|Business strategy/planning||Analyze and develop executable business plan for new adult day-time programs. Fellows will work with data collected byformer Fellows.||Y|
|Rosie the Riveter Trust||National Historical Park||Rosie the Riveter Trust was founded to honor the women and Home Front workers of II and to inspire the next generation with important domestic US and home front social change history. |
We have two challenges: a) the WWII generation is dying (they are in their 80’s and 90’s now) and we can’t capture their names or stories as extensively as we’d like, b) we want to maximize ways to tell these stories to the public so that we can inspire younger generations, including people of color, creating more understanding of the role that EVERYONE played on the home front.
|Office of Supervisor John Gioia, 11780 Ste. D, El Cerrito||Board Meetings are the fourth Wednesday of every month from 5:30 to 7:30 pm. Dates are as follows: 9/27, 10/25, 11/15, no meeting December, Board Retreat on a Saturday in January TBD, probably 13th or 20th, 1/24, 2/21, 3/28, 4/25. |
Our Development Committee generally meets on the 3rd Monday from 5-6 pm at the same location as our board.
|Marketing||Working with staff and board, design a marketing plan and proposed budget (including in-kind resources) aimed at improving our outreach to WWII-era Rosies and home front workers nationally as well as their families. This would involve analyzing current data, exploring marketing strategies for these two generations, providing information to the Committee for discussion, making recommendations, and then participating in board updates and presentations. For the final plan, they would develop a budget to underpin the work and outreach tools proposed.||N|
|St. Vincent de Paul of Contra Costa County||Social Services||Inspired by Gospel values, the Society of St. Vincent de Paul, a Catholic lay organization, leads women and men to join together to grow spiritually by offering person-to-person service to those who are needy and suffering in the tradition of its founder, Blessed Frédéric Ozanam, and patron, St. Vincent de Paul.||2210 Gladstone Dr., Pittsburg, CA 94565||Monthly on the 2nd Tuesday; 10/10/, 11/14, 12/12, 01/09, 02/13, 03/13, 04/10; 9:30an-11:30am||Financial planning||Develop recommendations to improve online and store sales based on market/peer analysis, improvements to operations and the setting of appropriate metrics.||N|
|Girls Leadership||Youth Development||We equip girls with the skills to exercise the power of her voice.||Google SF, near Embarcadero||Q1: Thurs, Oct. 12 (full day in SF, 9am-9pm + dinner)|
Q2: Thurs., Jan 18 (half-day, 8:30am-11:30am PT)
Q3: Thurs., March 1 (full day in SF, 9am-9pm + dinner)
Q4: Wed., Aug. 1 (half day, 8:30am-11:30am PT)
|Performance measurement/assessment||Aggregating and analyzing participant and educator data; as well as creating a process for monthly or quarterly roll-up moving forward. (dashboard)||Y|
|Girls Inc. of the Island City||Youth Development||Our mission is to inspire all girls to be strong, smart, and bold(SM) through innovative programs, activities, and advocacy and to provide before and after school child care services supporting youth and their families through Alameda Island Kids.
||Girls Inc. Meyers Center, 1724 Santa Clara Ave, Alameda - Rec Center||Usually the 3rd Thursdays, 7-9pm, but a few changes in the fall schedule: 9/14 (second Thursday), 10/19, 11/4 (Saturday retreat), no December meeting, 1/18, 2/15, 3/15, 4/19, no May meeting, 6/21||Business strategy/planning||Create a program guide for the Ethical Fashion Show. This program, if executed properly year to year, has the potential of bringing in financial support for the organization.||Y|
|Destiny Arts Center||Youth Development||Destiny Arts inspires and ignites social change through the arts.|
When we are successful, young people grow up to live meaningful, connected, and secure lives in an inclusive society. As a leading creative youth development organization that equally values mastery of movement arts, inclusive communities, and cultivating advocates for peace, Destiny Arts Center:
- Delivers programs that develop creative, powerful, and peaceful youth and communities.
- Creates a welcoming culture of inclusion, and
- Trains expert, diverse teaching artists.
|970 Grace Avenue, Oakland, CA 94608||5:30-8:30 p.m. on the second Wednesday, every other month. |
|Business strategy/planning||Work with staff using a design thinking approach where we prototype different types of corporate partnerships (local and national) and outreach strategies throughout the year and utilize this testing to inform the final strategic evaluation. We require assistance in creating an outreach strategy, developing a framework for recognition and investment, and assessing appropriate volunteer opportunities for employees. We also feel that our professional development framework has applications for team building, cultural competency, and leadership.||Y|
|Huckleberry Youth Programs||Youth Development||Founded on the belief that adolescence is a dynamic and challenging time in life, Huckleberry’s (HYP) mission is to educate, inspire, and support underserved youth to develop healthy life choices, to maximize their potential, and to realize their dreams. Since its founding 50 years ago, Huckleberry’s continuum of wraparound supports has served as a cornerstone of hope for San Francisco youth and families.||California Tennis Club in San Francisco - 1770 Scott St, San Francisco, CA 94115||Generally, the fourth Tuesday of every other month and one annual meeting. Some exceptions (9/19, 11/28, 1/23, 3/27, 5/22, 6/26); 5:30pm - 7:30pm||Performance measurement/assessment||Develop recommendations to aid board of directors in measuring and assessing the board's effectiveness. The project goals are to: 1) conduct research on measurement/assessment tools boards use to evaluate effectiveness; 2) interview board members to understand their perspectives on what effective board governance would look like for Huckleberry specifically; 3) analyze various tools the board could use to gauge effectiveness and determine what the best tool would be for Huckleberry’s unique situation; 4) tailor that tool for Huckleberry’s board’s use to gauge effective engagement, governance, and participation, and 5) suggest strategies Huckleberry’s board can use to easily implement the evaluation tool.||Y|
|Oakland Leaf Foundation||Youth Development||Our mission is to give our students the resources they need to become agents of positive change in their community.||34 Linden St, Oakland, CA 94607||August 31 7pm-9pm, October 26 7pm-9pm, January 25 7pm-9pm, April 26 7pm-9pm, June 7 7pm-9pm.||Business strategy/planning||Conduct and present essential field research, interviews with board and other stakeholders, and with consultants that will inform the strategic planning process. If time allows, help in launching advisory board, a way for the organization to engage other community leaders in our work and grow our community of allies to carry out our mission.||N|