VOBS Q3 Progress-To-Plan 2021

Greetings VOBS Friends,

It's Q4 (Oct-Dec) of 2021 at VOBS.
Time to look back over the year, and "report out" on our progress-to-date and what we expect to accomplish by year-end.

As a team, we are in the middle of Strategic Planning for 2022, so it's a very natural time for us to reflect on how we pursued our mission and vision in 2021.

As part of our 2022 Planning Process, we gathered input from the staff at large, from our Board of Directors, our leadership team and from this year's Safety Audit. This input informed a comprehensive VOBS 2021 "SWOT" (Strengths, Weaknesses, Opportunities and Threats). Most organizations conduct some kind of SWOT as part of a planning process. A solid review of operations can help inform future goals, and that's how VOBS is using this year's SWOT findings -- staff and stakeholder input is helping us shape relevant and appropriate goals for 2022, together.

So what did the 2021 SWOT reveal?

VOBS set a goal to change lives through challenge and discovery safely and effectively...

...and we did!

Readers recall that our 2021 Strategic Plan was built to meet growing student need for compassion and resilience and to build strength in VOBS Program, Revenue and People. In 2021, we aimed for stability and sustainability -- deliver safe and effective programs, raise funds for programming and scholarships, manage our finances carefully, support our staff, improve Equity, Inclusion and Diversity and foster a culture of community.

Like an Outward Bound expedition, we did it... but sometimes it was really tough and we learned some important lessons along the way.

What did we learn?

Safety remains paramount. Physical and emotional safety have always been priorities at VOBS, but risk-mitigation in the field and at all of our basecamps, for students and staff, informs all of our decisions and budgets -- and it requires significant investments in dollars and staffing.

Students are still navigating pandemic challenges and the next normal. Apathy, disengagement and fatigue need to be answered with inspiration, connection and rejuvenation -- and joy. Outward Bound can fulfill these needs, but we must continue to invest in eliminating barriers to program, and we must identify and employ the best, most equitable practices in student recruitment.

Our staff continue to be VOBS' greatest asset. VOBS must continue to invest in our team with compensation, reliable human resources, consistent workplace practices, supportive management and professional development. We must also listen to the team; collective insight is invaluable.*

*Note that VOBS is realizing a larger financial "loss" in 2021 due to deliberate increases in staff compensation and hiring, as well as necessary increases in safety and operating expenses.

Our team is committed to advancing Equity, Inclusion and Diversity (EID) at VOBS. Despite hardship and challenge -- COVID, forest fires, financial risk -- VOBS staff, leadership and Board have the energy and passion for pursuing EID. The entire staff and Board are now engaged in training, education and change.

Please read on to review VOBS' 2021 "Wins" -- and join us in recognizing the passionate, hard-working team and the curious and bold students who made this year of challenge and discovery possible. In this season of gratitude, we are thankful for the investment of time, treasure and talent across the VOBS community -- thank you for joining us and sharing the work to make the world a more compassionate and resilient place.

Stay tuned; VOBS will share 2022 Goals with our community in the New Year!

Our communities continue to contend with deep-seated divisions, a global pandemic, racial inequities and economic crises. These challenges require us to work together for a better tomorrow. Together, we develop compassionate and resilient leaders.

PROGRAM

'21 Goal: Deliver safe and effective programs at all sites, in all seasons, within the COVID-19 environment (175 programs, 650 students)

Year-End:

Served 661 students safely across all three program sites
Delivered 10,500 student program days
Delivered 150 programs
Conducted VOBS Safety Audit with OBUSA (every three years)

'21 Goal: Strengthen program leadership, staffing and excellence
Year-End:

Welcomed new Director of Student Services
Hired Partnership Course Advisor
Hired Community Program Coordinator
Audited Student Services & Program workloads
Continued Outward Bound Learning Lab work
Published OBUSA Learning Lab Whitepaper on Partnership at VOBS

'21 Goal: Serve underrepresented students at all sites (350 funded students)
Year-End:

Served 326 funded Partnership students
Delivered 1,476 funded student program days
Partnered with 13 community organizations
Welcomed four new community partners

REVENUE

'21 Goal: Leverage Development as primary revenue engine ($4.2M revenue)
Year-End:

Secured $1.9M for Annual Fund (projected)
Secured $2M for Endowment Fund (projected)
Engaged 250 donors via events
Published Annual Report & Giving Prospectus
Launched five Giving Campaigns
Hired Engagement Manager
Hired Grant Writer

'21 Goal: Maximize tuition as secondary revenue engine ($2.7M revenue)
Year-End:

Generated $2.8 in Tuition revenue
Realized a program "fill rate" of over 80%
Forecasting $3.4M in 2022 Program revenue
Expanded University Partnerships for 2022 to over 1,400 student program days
Conducted seasonal and Star Tribune "Best Of" campaigns
Published monthly Voyageur Trail Mail organizational newsletter

'21 Goal: Execute fiscal responsibility for organizational sustainability ($5.03M total budget)
Year-End:

Secured $4.6M in revenue (projected)
Managed total spending to $5M (projected)
Realized intentional loss of $400K - investment in staff raises, hiring, safety (projected)
Received PPP loan forgiveness
Completed '20 Financial Audit
Completed 403b audit
Finalized Endowment policies
Hired Finance Director

PEOPLE

'21 Goal: Retain staff and improve employee satisfaction
Year-End

Instituted Field Staff raises
Instituted Field Staff incentive pay
Reinstated Administrative salaries
Instituted Administrative raises
Hired more full-time, benefit-eligible staff
Instituted housing stipend for Twin Cities staff
Hired Program, Student Services, Human Resources and Finance Staff
Automated paid leave reporting
Conducted Annual Reviews, supported by new Paychex platform
Added Juneteenth as an additional paid holiday

'21 Goal: Increase Equity, Inclusion and Diversity (EID) across VOBS

Year-End:

Completed EID focus groups
Hosted manager input meetings
Disseminated Justice Outside EID Findings and Recommendations Report to all staff
Hosted three town hall discussions
Delivered three org-wide EID trainings
Welcomed two new Board Trustees of color
Formed EID Transition Team
Embarked on VOBS Equity Statement creation

'21 Goal: Build culture of community and support
Year-End:

Executed Twin Cities Center move to 1650 Carroll Ave., St. Paul, MN 55104 (come visit!)
Published and shared VOBS Quarterly Progress Reports
Launched monthly internal VOBS Update
Hosted routine community wide Staff Huddles
Convened Annual Board Retreat
Created Board Resources webpage

VOBS empowers people. Every student has the potential to grow. Any student should have access to discovery and transformation. Our programs motivate youth and adults to lead with compassion and resilience -- to transform their own lives and the lives of others. There is more in us than we know. Our organizational strategies work to eliminate barriers, promote awareness, increase inclusion and enroll a greater diversity of students. Today, and tomorrow, VOBS students discover strength of character, aptitude for leadership and a desire to serve. They will change their own lives, the lives of others and their communities. In the years to come, VOBS alumni will use their strengths and skills to create more compassion and resilience in their communities.

VOBS will partner to build compassionate and resilient communities. Today and tomorrow, VOBS will continue to be a humble partner in ensuring equity in our communities as we support schools and organizations directly serving students who identify as Black, Indigenous and People of Color. We will strive to eliminate economic barriers through robust tuition funding. We will continue to partner with our community to enroll students and to improve our practices. We will create and expand opportunities for relevant education that is responsive to all identities and experience.