Santa Barbara Village Business Plan

8/6/2019 Santa Barbara Village Business Plan

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APRIL 2011

Santa Barbara Village:Blazing New Trails

524 Chapala Street, Santa Barbara, CA 93101 (805) 729-8828 www.sbvillage.org


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SANTA BARBARA VILLAGE BUSINESS PLAN

Table of Contents

Acknowledgements and Thanks...

Executive Summary ..

How We Got Here:Santa Barbara Village and the Village Movement.

Our Service Area and Whom We Will Serve:Description and Analysis...

What We Will Offer:Services and Member Benefits...

Membership Pricing and the Membership Plus Program... p. 21

How We Will Find Members:Member Outreach

How We Will be Sustainable:Projected Income and Expenses...

How We Will Work:Organizational Structure..

When It Will Happen:Phases, Next Steps, and Timeline.

How We Will Manage Risks and Be Successful:Critical Success Factors and Evaluation

Conclusion...........................


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Acknowledgements and Thanks

We are sincerely honored by the opportunity to work with so many people and organizations inour community that are committed to this exciting project. Their collaboration, enthusiasm, andhard work have contributed to a great start. Together we are definitely blazing a new trail to asuccessful Santa Barbara Village.

Thanking a few people always runs the risk of accidentally omitting others who have also beengenerous with their time. So wed like to start by appreciating approximately 130 differentindividuals who have participated in our Working Groups and Advisory Council. Their ideas andenthusiasm are inspiring. We are especially grateful to those who have chaired working groupsand those who have facilitated meetings and taken minutes.

Special thanks also to:

The Archstone Foundation for supporting this planning process with a generous grant;

The Santa Barbara Foundation for funding the business planning process;

The four collaborative partners, and particularly to Dr. Elizabeth Wolfson and Dr. BeverlySchydlowsky, who had the vision to organize this effort: Center for Successful Aging, AARP, theUnited Way of Santa Barbara County, and the Jewish Federation of Greater Santa Barbara thatalso has provided us with fiscal sponsorship and office space;

The Braille Institute, United Way, Senior Planning Services, Jewish Federation, and Vista delMonte for providing meeting space.

Joni Meisel, Patrick Corrigan, Alice San Andres Calleja, Brian Wilson, Jeanne West, Selma Rubin

Carol Spungen, Kevin Bourke, Lauren McElroy Herrera, Kalon Kelley, Marco Quintanar, BarbaraBartolome, Suzanne McNeeley, and Bob Cook for their wisdom, perspective, leadership,dedication to this concept, and enthusiasm.

George Rusznak for giving us sage input on how to develop a business plan and for his feedbaon various drafts;

Jacqueline Kronberg for her editorial comments on this plan and several grant proposals;

All of you who have come to meetings, called and emailed us with ideas, and responded to ouquestions.

Susan EpsteinDirector, Santa Barbara Village

Hap FreundAssociate Director, Santa Barbara Village


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Santa Barbara Village is a community-based membership organization thatempowers adults to live happily, healthfully and successfully in their ownhomes as they age by providing a network of resources that address membersliving needs as well as their social, cultural, and educational desires .

Executive Summary

Several years ago, four local organizations recognized the strong desire of area seniors to be ableto live in their homes as long as possible and together they became the catalyst for presentations,discussions and meetings designed to inform others locally about the national Village movement.Villages in Beacon Hill (Boston) and Capitol Hill (Washington, D.C.) have spawned more than 56Villages already in operation and an estimated 120 in various planning stages. Many Villageshave already been recognized as shining examples of grass roots community collaborations thathelp older Americans improve the quality of their lives, remain in their homes as they age, andsave money in the process.

The four collaborative partners who had the vision to organize this effort to initiate SantaBarbara Village were:

The Center for Successful Aging,AARP,The United Way,and the Jewish Federation of Greater Santa Barbara.

Strong community interest and enthusiasm helped secure a generous start-up grant from theArchstone Foundation, and subsequently a business planning grant from the Santa BarbaraFoundation. More than 130 individuals, representing themselves and local organizations, havemet as an Advisory Council and in six issue-oriented Working Groups.

In the initial planning, we focused on how we could provide a rich array of valuable services andprograms that would generate sufficient membership fees to sustain a low budget consumer-driven organization. We studied other Villages, compared their costs and services, determinedkey needs for our own senior community, and then began negotiating some initial contracts andpartnerships which will include:

Wellness Options Home Healthcare Providers Transportation Services Home Maintenance Household Tasks and Services Meals and Groceries Social, Cultural, and Special Events Volunteer Opportunities.

There are currently an estimated 36,000 South Coast (Carpinteria thru Goleta) residents age 60and older. As the Baby Boom Generation ascends to senior citizen status over the next twodecades, the numbers will expand dramatically. If we attract of 1% of the current 36,000, wewill have 180 members, enough, according to our pro forma, to be a viable organization.


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Santa Barbara Village will blaze new trails for meeting the needs of a large and growingdemographic group. We will offer high-quality services through partnerships with vetted serviceproviders and trained volunteers, and we will strive to offer affordable prices and a MembershipPlus Program for income-eligible members so that our members reflect the diversity of theservice area. Membership fees will be kept at a price that prospective members can afford, andthat we trust they will consider a great value for the range of services offered. However,memberships must generate sufficient revenue to enable Santa Barbara Village to be financiallysustainable.

We plan to have 100 members by the end of the first year, 150 by the end of year two, andanticipate capping membership at 200 for the first three years. We will offer CharterMemberships at a discounted rate, in effect for three years, to the first 75 who sign up and payfor a full year in advance. We will deposit all membership fees into an account until we have 5Charter Members, a number that we believe will enable us to initiate Santa Barbara Village withconfidence.

Membership will be non-denominational and open to everyone in the community age 50 andolder. Our goal is for the membership to reflect the diversity of our service area. Members willreceive access to a coordinated list of vetted service providers, many of whom will provide deepdiscounts. Services will change and evolve over time, as determined by membership needs andwishes.

A Membership Plus Program will provide financial assistance to qualified members; our goal willbe to generate sufficient foundation and donor support to sponsor those memberships. Full-paymembers will not be subsidizing Membership Plus Program participants nor vice versa, as theywill have separate funding sources. We anticipate that 15% of members will be in theMembership Plus Program in the first two to three years, after which we will establish anendowment so that we can assure foundations that we are not dependent on them for support ofthe Membership Plus Program indefinitely.

A volunteer program will be developed to enhance and add other services. Specific StrategicPartnerships are being finalized and others are in the planning stage and will be phased in overthe next 18 months.

Santa Barbara Village also has the potential to be a catalyst for change for issues impacting localseniors. Our collaboration of members, volunteers, and committed providers dedicated toserving seniors will constitute ade facto affinity group with a common goal- satisfying the mostimportant needs of a growing segment of our population. We will dedicate resources and

expertise to provide training and advocacy to help members effectively articulate their commoninterests, raise important issues, and become a powerful, unified voice.

Santa Barbara Village anticipates being operational by October 2011. This business plan is aliving document that evolves over time. Once we begin offering services to members, we willrevisit the plan periodically.


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How We Got Here: Santa Barbara Village and the Village Movement

The Baby Boom Generation is fast approaching senior citizen status. Even though manyindividuals would prefer to avoid the reality that they are aging, as a society we have to facesome dramatic facts. Approximately 3.7 million people will turn 65 this year. And the year afterthat, and the next year for the next twenty years! Every day, for the next two decades, an

estimated 10,000 people will turn 65. The total number of people who will turn 65 over thistwenty-year period is twice the current population of the state of California. By 2030, 72 millionof us, approximatelyone out of every five people in the U.S., will be at least 65 years old .This isthe heralded Silver Tsunami phenomenon. As wave after wave of us become seniors, theimpact will reshape the landscape of this nation.

California is currently home to the largest adult population in the nation. Locally, here in SantaBarbara County, 18% of our residents are already age 60 or older. And the Silver Tsunami is justarting to roll in.

Contemporaneous with longer life expectancies and this growing critical mass of seniors, our

state and local governments are now facing unprecedented financial challenges, forcing severecutbacks in services. Similarly, nonprofits geared to assist seniors are experiencing dramaticincreases in requests for help while coping with crippling reductions in their budgets andresources. For many seniors, the intimate family structure that our parents or grandparentsrelied on no longer exists. Family members are less likely to live near one another than they weredecades ago.

All of these factors impact the lives of our friends, neighbors, families and even ourselves. AUnited Way survey of older adults in Santa Barbara confirmed thatthe strongest desire of localseniors was to be able to continue to live in their own homes and communities . Currentseniors, as well as those moving up to senior status, want to age in place. What will it requir

to make that desire a reality?

Santa Barbara Village is part of a national movement of Villages that has developed across thecountry over the last few years to help achieve that goal- providing seniors the support to enjoyan active, healthy lifestyle and stay in their own homes as long as possible. While each Villagedifferent, all are focused on providing a rich array of services and programs. Many have becomea shining example of how community collaborations can help older Americans improve thequality of their lives, remain in their homes as they age, and save money in the process. Villagesalso represent a welcome, cost-effective way for citizens to take responsibility for themselvesduring an era of declining public resources. The Village Movement is a 21st Century solution to a21 st Century problem.

The best known Village is Beacon Hill Village, started in Boston in 2001. Beacon Hill Village hnow grown to more than 300 members, serves four neighborhood communities and has servedas a catalyst for the national Village Movement. There are now more than 56 Villages operatingacross the country, and, reportedly, at least 120 are in various stages of development.


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A Village might sound like nothing more than a modern-day replacement for close-knit familysupport. For many families, today's lifestyle is very different from that of years past whenrelatives were viable options for support on an everyday basis. Now, even aging parents withnearby children and grandchildren must seek broader support networks. With the increasinglifespan of our elders, we must also provide support for the adult children of aging parents.Dramatic increases in life spans have turned 10 to 15 year retirements into 25 to 30 yearopportunities for people to reinvent their lives and develop new pursuits. However, withoutproper support, these extended lives run the risk of becoming health-challenged, dreary daysspent in isolation. Santa Barbara Village is an antidote to such a future for Santa Barbara seniors.

The inspiration that helped create a groundswell of support for Santa Barbara Village came fromfour lead organizations-- United Way of Santa Barbara County, The Center for Successful Aging,AARP Santa Barbara, and the Jewish Federation of Greater Santa Barbara-- and specifically fromDr. Elizabeth Wolfson and Dr. Beverly Schydlowsky. The Jewish Federation of Greater SantaBarbara serves as the lead fiscal agent for this collaborative, providing office space free of charge.United Way provides meeting space, copying and supplies free of charge. The Federation collectsa modest fiscal agent fee for accounting, bookkeeping, insurance, and other administrativeservices.

The initial organizing effort is generously supported financially by a $74,250 grant from theArchstone Foundation and by a $10,000 grant from the Santa Barbara Foundation to develop thisbusiness plan. Susan Epstein was hired to work as the Director and Hap Freund as the AssociateDirector. Both are working part time and bring extensive experience in nonprofit managementand development.


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This is an evolving movement, and as new Villages have formed, new models are being createdwith different management and fee structures, services, and concepts. We have researchedVillages nationally by talking with Village to Village Network consultants, and with ProfessorAndrew Scharlach at the University of California at Berkeley who is studying Villages. Wevecommunicated with Village leaders in other cities; researched other senior-serving agencies likeIndependent Transportation Network and the Pima County United Ways neighborhoodvolunteer program; researched online and watched webinars. We have assessed local servicesalready provided to seniors and the desires of older adults for additional services throughcountless hours in meetings with local citizens and agencies. We are utilizing the best ideas fromother Villages and programs, but are tailoring our Villages business model and approaches tomeet the unique needs of older adults in our own community.

More than 130 volunteers have now come together to help define what our Village will become,participating in six different Working Groups and an Advisory Council. About half of the 130planning participants are potential Village members. The other half represent collaboratingorganizations that serve seniors.

Our cadre of involved partners and participants are determining the initial key needs to beaddressed. The six Working Groups have been developing recommendations that are thebasis for this comprehensive business plan to make Santa Barbara Village economicallysustainable. Village membership will provide coordination of and access to a network ofhigh-quality resources, programs, and activities that revolve around members daily livingneeds, their social, cultural and educational requirements, their ongoing health andwellbeing, and member-to-member volunteer support. We have begun negotiatingpartnerships with home health agencies, food and meal delivery programs, taxi cabcompanies, and counseling centers, as well as recreational and social opportunities to

provide vetted and significantly discounted services to our members. Many morepartnerships will be developed this year as the program evolves.


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Santa Barbara Village is taking a regional approach and intends to serve residents of south SantaBarbara County, from Carpinteria to Goleta. As the national Village movement expands, otherVillages are also exploring a regional approach. While each Village is different, designed to meetthe unique needs of its residents, all share a common goal: to provide a rich array of services anprograms to help people thrive in their homes and communities as they age.

Santa Barbara Village is a member-driven organization. The services provided to our memberswill be those that they need and want. Some services will be included free with membership;others will be fee-based with discounted rates for members. All vendors and service providerswill be pre-screened and trustworthy. We envision a combination of high quality vetted servicesprovided by strategic partners and a corps of trained, dedicated volunteers.


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Our Service Area and Whom We Will Serve:Description and Analysis

The target market for Santa Barbara Village is both the current group of seniors and the risingtide of those who will be reaching senior status over the next decade and beyond.

Membership will be open to people who are 50 and older The geographic boundaries for Santa Barbara Village will be from Carpinteria through Goleta This service area includes affluent seniors, middle-class seniors, and low-income seniors There are almost 200,000 residents in the Villages South Coast service area Approximately 18% (36,000) are already age 60 Other current residents will become older and become potential members New residents are also a potential pool of members

Our goal will be to offer a range of services that will attract a variety of members, providing thewith strong reasons to join. If we attract of 1% of the current 36,000 area residents who are a

least 60 years old, we will have 180 members, a number that we believe would set Santa BarbaraVillage on a sustainable course.

We plan a phased approach, one designed to establish financial and operational stability first.At the outset, most members will likely be able to afford the membership fee without anyfinancial help. We will initially target seniors who find value in the Village services and arewilling and able to pay the full membership fee that is close to the true cost.

As we evolve, we will build a volunteer corps to begin providing services as a way to investothers in this project and to keep costs down. Simultaneously, we will seek grant funds andcreate special events to raise money for a fiscally sound fee assistance program for interestedprospective members with less disposable income. These sources of revenue will help support amembership mix that reflects the economic diversity of our area.

Based on information from other Villages, a membership of 150 within two years seems quitefeasible. Without any concentrated effort to promote the Santa Barbara Village concept yet, wehave already received more than 100 inquiries from potential members. We intend to capmembership at no more than 200 members for the first three years. If growth is faster than that,we may not be able to maintain the high quality that our members will expect.

In studying other Village membership rates and experiences, we learned that some Villagesoffered more services at the outset than they could economically sustain, promising to doanything and everything that members requested. Others underestimated the start-up costs andthe time it took to develop a solid membership base. And some kept membership fees very lowbut offered almost no direct services, relying on a website that merely listed unvetted servicesthat members could access and comment on.

From the work weve done, from the public response, and from the dialogues within our sixWorking Groups, we have a strong impression about the type and quality of services that wouldappeal to Santa Barbara residents, as well as a sound basis to believe that we can attract andretain enough members to be successful.


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What We Will Offer: Services and Member Benefits

What will members receive in exchange for their membership fee?And how did we determine what services will be offered?

As weve explained, Santa Barbara Village will be a community-based membership organizationfocused on empowering adults to live in their own homes as they age. To achieve this goal, wewill offer a network of high-quality resources, services, programs, and activities that revolvearound the daily needs of members: helping them with household chores; social, cultural andeducational needs; ongoing health and wellness; and member-to-member volunteer support. Tobuild the initial list of services and benefits, we relied on reports and presentations from keyorganizations and events such as the 2010 Symposium on Aging, the United Way Power ofPartnership Initiative, a survey taken by the Santa Barbara Village planning committee in 2009,information garnered from other Villages already in operation, interviews with senior serviceproviders as well as ideas generated by our six Working Groups:

Wellness (Health Care, Recreation, Emotional Support) Transportation Social, Educational and Cultural Activities and Programs Food and Meals Home Maintenance and Technology Assistance Volunteer Programs

We will be continually adding to and assessing the services offered. Over the next fewmonths we will be holding focus groups and living room chats with potential members asking fortheir feedback and suggestions.

Initially, services will be provided by established, bonded and insured vendors whom we willhave vetted. When members use any of those vendors, we will follow up with a call or email iorder to assess the quality of the service performed. This will enable us to track membersatisfaction, to monitor vendor performance, and to make necessary adjustments. If we receiverepeated negative feedback, we will share that with the vendor and, if not improved upon, wewill remove the vendor from our list or, if they have a monopoly in the area, we will coach themto improve. We expect both to add more vendors as we evolve and to remove others whenmerited by member comments.

In addition, as we build the membership base,we will grow our volunteer services . We believethat many of our members will become volunteers, but we also will actively solicit volunteersthrough local churches, colleges, high schools, and existing volunteer organizations. This willhelp us expand the services offered and keep costs from rising. Furthermore, this approach willhelp create both a sense of community and neighborhood, because we will strive to organizevolunteer services by geographic area.


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After our first year of operation, when we can better assess which neighborhoods have fieldedthe most members and which neighborhoods need more outreach, we will concentrate ondeveloping a Neighborhood Program . We willbuild volunteer bases in neighborhoods with thegreatest number of members for delivering services and multi-generational connections. TheVolunteer Working Group is developing a Volunteer Policies and Practices guidebook, aVolunteer Handbook, and a Volunteer Training Process for the various kinds of volunteers.

The Member Services Coordinator will recruit, train, manage, and appreciate volunteers toensure high quality. The Volunteer Program will also offer an important opportunity formembers to find satisfying rewards in volunteering for one another. In addition, interestedmembers will be referred to community organizations seeking mentors.

Santa Barbara Village also has the potential to be a catalyst for change for issues impacting localseniors. The collaboration of members, volunteers, and committed providers dedicated toserving seniors will constitute ade facto affinity group with a common goal- satisfying the mostimportant needs of a growing segment of the population. We will dedicate some resources andexpertise to assist in training and advocacy to help this group effectively articulate their commoninterests, raise issues, and become a powerful, unified voice.

Finally, we will utilize the data from member usage statistics and also implement an annualmeeting or survey of members to determine which services to add or discontinue. Our goal is tomeet members needs, and we will constantly work with members to help them articulate whatthey need and want from Santa Barbara Village.

A Unique and Innovative Program:

We assessed how Village services will be different from existing programs in the area. Webelieve Santa Barbara Village will be unique and innovative. Although there are some geriatriccare management services in Santa Barbara, none also offer the social interaction betweenclients that our members-only social events will. Some of the continuing care retirementcommunities offer residents-only social events, but do not allow people to remain in their ownhomes and neighborhoods.


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Services and Other Member Benefits

Santa Barbara Village will collaborate with and complement existing service providers, notcompete or provide redundant services. After assessing what services already exist in our areaand where demand for service appeared to be unmet, we developed a list of services. Theseinclude partnerships with existing high-quality local services, many with negotiated discountsfor Village members, as well as creation of some new services delivered primarily throughtrained volunteers. Some services will be immediate upon launch of Santa Barbara Village, andothers will be phased in during the next two years. Some vendors will be designated StrategicPartners-- vetted providers who also offer some assistance to the Village beyond providingbasic services to our members. Our written agreements with Strategic Partners will have specialterms that arent in our basic agreements with service providers. Another goal is to offer a menuof services that will attract members for a variety of reasons:

Wellness Optionso Exercise classeso Discounts at local health and fitness clubso Personal trainers, discountedo Wellness seminars by experts

Home healthcare providers, discounted, or free based on income eligibility Transportation

o Rides for grocery shoppingo Member-discounted taxi serviceso Hospital/Doctor-prescribed rideso Rides to anywhere, anytime

Household Tasks and Serviceso Home maintenance and modificationso

Household tasks: cleaning, cooking, organizingo Computer and other technology assistance and repairo Home office: bill-paying and financial organizing

Meals and Grocerieso Weekly transportation to grocery storeso Referrals for home food delivery or home food preparation

Member-discounts at local restaurants, luncheon club Social, Cultural, and Special Events

o Private tours to museums and art showso Social events in members homeso Trips to concerts and cultural eventso Educational seminarso Special interest groups, for example, travel, bridge, politics, theater and film,

singles, lunch, dinner Friends

o New friends and new interests, perhaps the most valuable benefits of all, and a keyelement in healthy aging


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Our collaborating partners:


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Our new strategic partners:

In addition to the original collaborating partners, we have formed Strategic Partnerships withVisiting Nurse & Hospice Care (VNHC), Blue Dolphin Taxi, and Make It Work. Each is offeringsignificantly discounted rates as well as other support for the Village. Other strategicpartnerships are being developed and negotiated, and we will also be formalizing relationshipswith other service providers.


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Some of the specific services we intend to offer are listed below:

Transportation

25% off taxi rides through partnership with Blue Dolphin Cab

Volunteer drivers (trained; phased implementation, by neighborhood)

Information on free paratransit and discounted bus options; trainings on using the bus;volunteer companion for first bus rides; maps and routing

Ride home from hospital (discounted or trained volunteer)

Food, Meals, and Nutrition

Discounts at grocery stores:

Lazy Acres 10% on Tuesdays

Whole Foods up to 20% off one purchase per month with special coupons forVillage members

Plow to Porch 20% on all produce purchases

Others to be announced

Transportation to a grocery store (discounted through taxi ridesor by trained volunteer)

Home Delivery of Groceries

Plow to Porch organic produce and grocery delivery: 10% discount

SB Shop and Delivery- $15 fee per delivery of items from 6 local grocery stores

Restaurants

Cottage Hospital cafeteria 20% discount

Discounts at various restaurants on a monthly basis to be announced later

Information on senior nutrition sites, CAC, Meals on Wheels, Food from the Heart,weekly free and affordable senior lunches, and the Food Bankas well as information on income eligibility for these services.

Meals provided after a hospitalization, procedure, or injury (trained volunteers)


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Recreation and Fitness

Members-only exercise classes in various neighborhoods

Discount at fitness centers

Discounts with personal trainers

Referrals to wide array of programs and local activities

Personal and Health Care

Companion for 2-hrs to 24-hrs (discounted rate through Visiting Nurse & HospiceCare- VNHC)

Volunteer Friendly Visitors (trained)

Personal Care for 2-hrs to 24-hrs (discounted through VNHC)

Nurse Care for 2-hrs to 24-hrs (discounted through VNHC)

Care management (discounted through VNHC)

Assessment (personal care, psycho-social, independence) free through partnership

Medication Management (discounted through VNHC)

Loan Closet (walkers, crutches, and other) free through partnership with VNHC

Hospital Discharge/Transition Care (discounted through VNHC or trained volunteers)

Hospital Patient Advocacy (trained volunteers)

Phone check-in services (trained volunteers)

* Note: All the above services are free for income eligible members *

Physical Therapist (discounted)

Occupational Therapist (discounted) Speech Therapist (discounted)

Hospice services through partnerships

Referrals to spiritual care

Barber/Stylist/Manicurist home visits (discounted)


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Other Wellness Services

Referral to Counseling and Peer Counseling Services

Referrals to disease-specific organizations and support groups

Referrals to caregiver support programs and respite

Home Maintenance

Light housekeeping (e.g., changing linens, changing light bulbs, dishes,laundry, unpacking) (volunteers or discounted)

Light gardening (e.g., harvesting fruits or vegetables, minor weeding,watering, minor pruning) (volunteers or discounted)

Handyman services (discounted)

Referrals to home assessment services (discounted)

Referrals to home modification services (discounted)

Referrals to repair services (vetted electricians, carpenters, and plumbers) orother subcontractors (discounted)

Referrals to housecleaners (discounted)

Referrals to gardeners (discounted)

Referrals to home organizers / declutterers (discounted)

Discounts at local hardware and gardening stores

Technology Assistance

Partnership with Make It Work:

Technical Assistance for repair, installation, maintenance, and problem-solvingwith desktop computers, laptops, routers, telephones, cell phones, digital cameras,TVs, VCRs, DVRs, DVD players, remotes (30% off hourly rate or $99/hour)

Free monthly clinics tailored to Village member needs and interests

Referrals to free and discounted classes, workshops, and other consultationand repair services

Referrals to technology assessment and advice (free and discounted)


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Pets

Dog walking services (discounted)

Pet sitting services (discounted)

Groomers mobile or bring to shop (discounted)

Veterinarian services (discounted)

Educational, Social, and Cultural Events

Discounted tickets to music, theater, film, and other performances

Members-only speakers, seminars, and workshops (held at membershomes and at special venues around town)Topics ranging from avoiding financial scams to enjoying wine tasting

Trips to local cultural and sporting events

Member social events (e.g., weekly lunch group at a restaurant,book clubs, games, picnics, parties)

Financial

Referrals to insurance advice (Medicare, Medicare Part D, long-term care)

Bill paying / bookkeeping services (discounted)

Conservatorship services (discounted)

Referrals to financial planners and reverse mortgage specialists

Legal

Referrals to estate planning attorneys (discounted)

Referrals for elder abuse reporting and support

Referrals to mediators (discounted)

Info on health care directives, Five Wishes, etc.


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Travel

Travel agency services (discounted)

Volunteers to check for mail, newspapers, or packages outside home (Trained)

Member-initiated presentations of their recent travel experiences

Monthly Newsletter (delivered by mail and email)

Calendar of members-only events and local events of interest to seniors

Articles on home maintenance, financial planning, health, recreation, cooking

SB Village updates added member services, upcoming meetings, etc.

Action alerts for proposed legislation impacting older adults

The services can be categorized by five values they offer to the members: Meeting Needs,Providing Availability and Convenience, Saving Money, Offering Peace of Mind, and Enjoyment.


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Membership Pricing and the Membership Plus Program

The goals for pricing memberships are two-fold:(1) To offer a price that prospective members can afford, and that they will consider agreat value for the range of services offered;(2) To generate sufficient membership revenue that enables Santa Barbara Village to befinancially sustainable so that services can be provided on a continuing basis.

These goals prompted us to look at specific Villages that seemed close to our projected model interms of structure, services, and operating costs.

Berkeley: $750 per individual member Chicago: $780 Boston: $800 Palo Alto: $825 Cambridge: $900 San Diego: $1000

Assessing the estimated costs, and trying to plan for being fiscally sound from the start, weproject the following membership rates for Santa Barbara Village:

Individual Membership$79/monthor $853 annual fee (a 10% discount) for paying full year in advance

Two-Person Household Membership$119/month

or $1285 annual fee (a 10% discount) for paying full year in advance

Membership Plus Program for Qualifying Individuals$10/monthor $110 annual fee (a 10% discount) for paying full year in advance

Although most Villages only state an annual fee, we are using a monthly fee because SanFrancisco Village tried both approaches and determined that the monthly fee offer was moresuccessful. Prospective members feel more comfortable about the cost and retaining the abilityto opt out on short notice. And, they have retained members at the same high rate as Villageswith annual fees.

We realize that some might be wary about investing a membership fee in an organization that

is not yet functioning. In order to encourage people to join and at the same time provide themwith the necessary financial protection they deserve, we will create Charter Memberships for ourfirst 75 members. They will pay the discounted annual rate in advance and be guaranteed thattheir rates will not go up during the first three years. We will deposit all Charter Membershiprevenues into an account that will remain untouched until we are ready to launch. If we fail tohave 50 paid-up Charter Members by our projected launch date, we will offer to return the pre-paid fee or ask if those who committed are willing to extend the deadline. We will hold a CharteMember event prior to the official opening of the Village for the Charter Members to meet oneanother and share their ideas on the most important services. This Charter Membership


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Program is based on a very similar approach by Cambridge at Home, a Village in Boston, now inits fourth year and very successful.

The membership fee isnt inexpensive but it is comparable to what is being charged to joinVillages in some similar cities.

As a point of comparison here are 2009 rates for five of Santa Barbaras top Continuing CareCommunities: *

Maravilla Entrance Fees Monthly FeesIndependent Living- 2 Bedroom / 2 Bath $26,000-$37,000 $2705-$5,615 *Assisted Living- 1 Bedroom / 1 Bath No Fee $5,150 ***Meals included, Second person fee to apply**Second person fee to apply, Monthly feeVaries based on care needs

Vista Del Monte Entrance Fees Monthly FeesIndependent Living- 2 Bedroom / 2 Bath No Fee-$349,660* $3,365-$6,695*Assisted Living- 1 Bedroom / 1 Bath $5,580-$8000 $5,080-$5,390**

Skilled Nursing No Fee $7,830*Have 3 fee plans availableMeals included, Second person fee to apply

**Second person fee to applyMonthly fee varies based on care needs

Valle Verde Entrance Fees Monthly FeesIndependent Living-2 Bedroom/2 Bath $225,000-$450,000 $3345*Assisted Living 1 bedroom/1 Bath $45,000-$55,000 $4922-6450**Skilled Nursing No Fee $6750*Includes one meal daily

Second person fee to apply**Monthly fee varies based on care needs

The Samarkand Entrance Fees Monthly FeesIndependent Living- 2 Bedroom / 2 Bath $147,000-$272,000 $2,430*Assisted Living- 1 Bedroom / 1 Bath $47,000-$49,500 $3,895-$4,130**Skilled Nursing No Fee $8,790* Meals included, Second person fee to apply**Second person fee to apply

Monthly fee varies based on care needs

Casa Dorinda Entrance Fees Monthly FeesIndependent Living- 2 Bedroom / 2 Bath $524,185 $6,327*Assisted Living No Fee $3400-5900**Skilled Nursing No Fee $8000-$9000*Meals included, Second person fee to apply**Monthly fee varies based on care needs

We think that the Santa Barbara Village membership fee will prove to be a great investment formembers if the array of services allows them to continue to live independently at home.

* We thank Peggy Renker for providing this data.


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Membership Plus Program for Qualified Individuals

We are committed to Santa Barbara Village serving as a vital resource to the whole community,not just a benefit available to those with enough disposable income to pay the membership fee.According to data from Santa Barbara County, about 13% of local citizens fall below the povertylevel. Interestingly, as of November 2010, about 12% of Village membership nationally wasscholarship or subsidized.

Our goal is to exceed that with at least 15% of our members in the Membership Plus Programwithin 3 years, based upon economically determined factors. We have sought out information onfree services, partnered with organizations to provide free services to income-eligible Villagemembers, and gathered information for referring to free services. One of the goals inimplementing a robust volunteer program is to be able to provide many services to membersregardless of their income status.

Our Membership Plus Program would underwrite most of the membership fee for those withlimited funds. Specifically, we would offer a $110 annual membership fee if paid in full inadvance (or $10/month if paid monthly). Full-pay members will not be subsidizing MembershipPlus Program participants nor vice versa, as they will have separate funding sources.

Applicants for the Membership Plus Program must be within the minimum age requirements forSanta Barbara Village and have specific gross annual incomes that fall within our guidelines forassistance. Income verification is part of the application process and will also be confirmed on anannual basis. Submission of an application will not guarantee that Membership Plus status willbe awarded. We will look for candidates who will benefit the most from the programs weprovide. We will work with existing social service organizations to identify potentialMembership Plus Program participants and will treat them as we do all other members, so thatthere is no stigma associated with their status.

We are basing our Membership Plus Program on similar successful programs at Beacon HillVillage, Elderhelp Concierge Club in San Diego, and Gramatan Village in Bronxville. We plan toform a Working Group on the Membership Plus Program to advise us on implementation detailssuch as income eligibility levels and the application process.


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How We Will Find Members: Member Outreach

According to other Villages, the most common resistance to joining in other communities issummed up by the words, Im not ready yet. While we will certainly be equipped to provideservices and value to the frail elderly, we envision Santa Barbara Village as a dynamic group ofvibrant people, representing a wide age range, and we will offer services and develop outreach

materials with this range of potential members in mind.

Looking back at our list of services and benefits, its clear that we offer potential members avariety of great reasons to join:

deep discounts on a wide variety of daily services and activities a concierge-quality referral service that justifies confidence that vendors are vetted

and volunteers extensively trained vetted and discounted home health care and other medical-related services neighborhood and social connections, as well as meaningful volunteer opportunities anda network to build new friendships

unique social events and discounts a network of large affinity group of seniors, service providers for seniors, andvolunteers that offer a vehicle for advocacy and action

Most Villages report that their most effective outreach tool is small group gatherings amongneighbors and friends. That will be one of our primary strategies. We have scheduled twoLiving Room Chats so far and will expand this over the next few months. Small groups, hostedby committed members, encouraging others to ask questions and learn more has proven asuccessful member outreach technique across the country.

The vast majority of people age 50 and above in the South Coast are Caucasian; 12% are Latino.We intend to conduct outreach so that our membership is reflective of the demographics of theservice area. We will print outreach materials in both Spanish and English, and will list bilingualskills as one of the desired qualifications for the Member Services/Volunteer Coordinator.

The many people already involved in our six Working Groups are also a great resource. We willutilize the networking connections from these committed participants to arrange presentationsand meetings with groups they associate with, such as their book groups, their game groups,senior nutrition sites, the Latino Elder Outreach Network, the Food Bank, and the SeniorAffordable Housing Coalition. We will also make presentations at senior residence communitiesthat dont provide services to the residents. These include Rancho Franciscan, Encino Royale,Shepard Place, and Laguna Cottages. We will explain the benefits of Santa Barbara Village atsenior centers, local churches and synagogues. We will staff tables with members andbrochures at various events such as the Farmers Market. We will meet with the NewcomersAssociation. These meetings will help spread the word, will lead us to new members, to youngerpeople who might pay for their parents to be members, and should help build our volunteerbase.


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As we meet with groups of potential members, we may learn that certain subgroups within ourpotential membership group are primarily interested in discounts; others may be most attractedto the convenience services, and still others to the peace of mind services or the friendshipand community building services. We will develop ways of talking about our services that helppeople match their interests with what we offer. We may also revise the services that are offeredbased on feedback received.

We will utilize new media tools and social networking to attract members and to highlight ourservices. Computer use among Americans 65 and older has doubled in the past 10 years, whileInternet usage among that age group has more than tripled, according to the Pew InternetProject. Recent data indicates that 42% of seniors who use the Internet are now actively usingsocial networking websites. These numbers will only increase as the computer-literate BabyBoom Generation ages.

We intend to capitalize on the expanding number of web-savvy older adults and build a vibrantVillage social network. A members only section of our website will contain a database of vettedservice providers and a means for members to share evaluations of those vendors. Members willbe able to request services by phone call, by e-mail, or by using a form on the website. AgingBaby Boomers will bring their computer skills into retirement.

Each of our strategic partners has offered to promote the Village to their constituents. Make ItWork, one of our strategic partners providing discounted technology assistance to our members,has offered to introduce Santa Barbara Village to their email list, which consists of 10,000subscribers in the Santa Barbara area. Make it Work estimates that 65% of their currentcustomers are seniors. Our collaborative partners, including AARP, will also be instrumental inreaching a wide group of people. In addition, we will produce a short video testimonial that wwill post on our website, email to interested people, and use at presentations. We have

developed a Facebook page and are building a network of friends. We will use the Facebooklink and our own expanding database (already more than 600 contacts) to send electronicnewsletters and updates. We believe that building a Village that provides a viable Internetaccessible presence will be a good outreach tool both to new seniors and to adult children ofVillage members who may sign their parents up and would be able to also access the websitefrom wherever they live.

The adult children of potential Village members are an important group for us to reach. Theymight encourage their parents to join, or even pay for their membership for them for peace ofmind. Some will live here in town, others far away. We will utilize both traditional media andonline social networking strategies. Word-of-mouth outreach among adult children may be

particularly effective. In addition, we will coordinate with the Coast Caregiver Resource Centerat Cottage Hospital and other local programs that offer caregiver support and respite services sothat they are well informed about the Village and can share this resource with their clients.

Based on the experience of other Villages and our own experience with the first two pressreleases about Santa Barbara Village, we expect that the official launch will generate mediacoverage. We will promote our membership and volunteer opportunities and some memberevents in the media. We will create some member events to which members will be encouragedto bring friends. Our own satisfied members will be the greatest assets in outreach to newmembers.


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How We Will be Sustainable: Projected Income and Expenses

Projected Sources of Revenue:

(1) Earned Revenue -- Membership:

- $79/month for individuals

-

$853/year for individuals if full year paid for in advance- $119/month for two-person households- $1285/year for two-person household if paid in advance- $10/month for Membership Plus Program participants- $110/year for Membership Plus if full year paid in advanceThese prices are based on our estimates of total fixed costs for the Village divided by thenumber of members. Villages across the country have found that two-person householdmembers use fewer services than two individual members.

Assumptions:- At least half of our initial year members will be Charter Members, signing up for a full

year, discounted rate. For a cautious approach, our budget projections are predicated oneveryone paying the lower (annually paid) membership rate.- Nationally, 54% of members are individuals and 46% are households.

For simplicity in our budget estimates we assumed a 50/50 split.

(2) Individual Donors:

- Board members will be expected to contribute financially and help raise funds- Create annual fund campaign target members, their adult children, volunteers, and

others who have expressed interest in the Village- Hold annual big-ticket fundraising event (Board to take lead on planning this and recruit

an event committee)

(3) Corporate Donors: Meet with and apply to local businesses for financial support

(4) Foundation Support: Meet with and apply to foundations to support our overall program

(5) Vendor Contributions:

Our preferred providers will be expected to contribute a small participation fee to theVillage.This fee will be waived during our first year of operations, then applied on a sliding scale

Agencies and businesses with annual gross sales in excess of $100,000 will pay$100/year to the Village.

Agencies and businesses with annual gross sales between $50,000 and $100,000will pay $50/year to the Village.

Agencies and businesses with annual gross sales less than $50,000 will pay$25/year to the Village.

Vendor contributions will be non-existent in our initial year and a very low percentage ofour revenue in future years and are not reflected in the budget projections that follow.


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(6) Program Fees:

We are exploring the possibility of charging fees for some member services. Some Villagescharge fees to cover costs for special programs such as a van trip to an out-of-town theater eventSome Villages charge fees for member exercise programs or other classes. Other Villages onlycharge non-members who attend these classes as guests of members and put a two-visit limit onguest visits. This creates an incentive for interested guests to join as members and also yields asmall amount of revenue for the Village. Some Villages charge a nominal amount for somevolunteer-delivered services like rides by volunteer drivers (for example, $6/ride). If we were tocharge any program fees, we do not believe the revenue amount would be significant; thesepossible fees are not reflected in the budget projections that follow.

(7) Support for the Membership Plus Program

To pay for this program for our first two years we will take these distinct steps:

seek specific grant support from local foundations to create this program;

create a designated special fund that individuals can donate to;

dedicate a specific portion of our future fundraising events to this fund;

encourage members or organizations to sponsor a Membership Plus Participant.

The cost to the Village for each Membership Plus Participant is higher than the cost for each fullpay member because of the additional staff time required to implement, manage, and maintainthe Membership Plus Program. Staff will spend significant time fundraising for the MembershipPlus Program (researching foundations, writing proposals and grant reports, holding site visits,and cultivating individual donors) and some time administering the income eligibilityapplications annually per member. Staff will also work with partner agencies and otherorganizations to ensure that we find individuals that are not only income-eligible but those thatmight benefit from our services the most. In addition, Membership Plus Participants may belarger users of volunteer-delivered services that require significantly more staff time tocoordinate than matching a member to a vendor-delivered service.

If we cap our membership at 200, and if we estimate participation in our Membership PlusProgram at 30 individuals, on a single membership basis, the cost of this program would be:

$828 Cost per member less the $120 participation fee;$322 Additional costs per Membership Plus Program participant for Village staff to

administer the service and to assist in fundraising for this specific purpose.

$1150 Total per person

x 30 members

$34,500/year


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We would initiate the program once we had raised $17,250 for our designated Membership PlusProgram account, a total that would cover 15% of the estimated first year total membership goalof 100 (15 Membership Plus participants @ $1150 each).

The Membership Plus Program account will be a separate fund within Santa Barbara Village.Full-pay members will not be subsidizing Membership Plus Program participants nor vice versa,as they will have separate funding sources. We will pursue multi-year grants from severalfoundations, based on the $34,500 per year estimate, explaining that these grant funds would notonly be making Santa Barbara Village accessible to the entire community, they would also beensuring that there are adequate financial resources to assist members in the future. We cannot,in good conscience, offer Membership Plus participants memberships one year and then have toeliminate existing members from the program in a subsequent year. Realistically, fewer of thefunds would be used in the first year, allowing us to build the fund, develop member-directeddonations and special events in the first few years.

We will collect data on participation and service usage as the program evolves and will create anevaluation of the Membership Plus Program. If its been successful, the next steps will be tolaunch an endowment campaign so that we become less reliant on foundation support for thisprogram. For example, a $690,000 endowment generating a 5% return would enable theprogram to continue at the same number of subsidized members. Our goal is to have theprogram fully endowed by the fifth operating year.

Below we project our estimated revenue for each of the first five years of operations. To budgetconservatively, we are using the discounted rate for members paying a full year in advance forindividuals, two-person households, and Membership Plus Program members. In reality, ourrevenue may be slightly higher but we want to demonstrate that our projections lead to financialstability even in the most fiscally conservative scenario.

If our endowment campaign does not reach the targeted goal, the Village will still be fiscallysustainable, but we will not be able to serve as high a percentage of Membership Plusparticipants.

Note: We have already received in-kind assistance, have several grants pending, have establishedour own bank account and will have a donate here button on our website and in our monthly enewsletters. In-kind assistance includes free office space through the Jewish Federation ofGreater Santa Barbara, free meeting space through the United Way, Braille Institute, Senior

Planning Services, Vista del Monte, and other agencies, free office furniture through the JewishFederation, free office supplies and copying through the United Way, and food donations forevents through local restaurants. More than 100 volunteers have contributed their time to ourplanning meetings, as another in-kind contribution.


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Revenue Goals for End of 1st Year after Begin Offering Services

Total Income: $219,799Membership totals: 100 memberships

(43 full-pay individuals; 42 full-pay 2-person household; 15 Membership Plus;total 142 people)

Membership Fees: $92,299Foundation and Corporate Support: $117,500

($100,250 for general operating support$17,250 for Membership Plus Program)

Individual Donors and Events: $10,000

Revenue Goals for End of 2nd Year

Total Income: $234,852Membership totals: 150 memberships




Individual Donors and Events: $15,000

Revenue Goals for End of 3rd Year

Total Income: $251,030Membership totals: maximum in year 3: 200 memberships




Individual Donors and Events: $20,000Plus: Endowment Campaign: $100,000


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Revenue Goals for End of 4th Year





Individual Donors and Events: $26,200 (for Membership Plus Program)

Plus: Endowment Campaign: $300,000

Revenue Goals for End of 5th Year After Launch:


(128 full-pay individuals; 127 full-pay 2person household; 45 Membership Plus;total 427 people)

Membership Fees: $277,329Foundation and Corporate Support: $0Individual Donors, Events, and Planned Giving: $31,750 (for Membership Plus Program)Endowment Income (5% return on prior years total endowment): $20,000

Plus: Endowment Campaign: $300,000


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REVENUE OVER FIRST 5 YEARS

We anticipate that our endowment campaign will last three years and will begin after our 2ndyear. The above chart assumes an endowment campaign during years 3-5 with 5% interest onthe amount raised through year 4 totaling $20,000 in year 5.

We anticipate that our individual donors will grow over time and their gift amounts will alsogrow after our first year or two. We also anticipate that our endowment campaign will divertsome individual gifts. A year after the conclusion of our endowment campaign, individual giftswill increase again.

We expect that foundation support for general operating expenses will decline each year and ourgoal is to no longer need foundation support after our 4th year. It may take ten years, not four, togrow the endowment and be independent of foundation support, but our goal is to get there infour years if possible.


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Projected Expenses

Personnel

The Executive Director will take the lead on vendor contracts, agency partnerships, fundraising(foundations, individuals, corporate), legal issues (avoiding liability, securing appropriate

insurance), marketing (including website, monthly e-newsletter, brochure, social media, andtraditional media press releases), Board cultivation, preparation of executive report andquarterly dashboard for Board meetings, office management (occupancy or rental agreement,ensuring furniture and office supplies), and technology infrastructure (computer hardware andsoftware, phone systems), human resources (maintaining proper personnel records,administering payroll, contracting for and administering benefits, supervision of memberservices coordinator), advisory council cultivation, community leadership (local jurisdictions,other agencies), preparation of annual report, and financial management including accounting,tax filings, and annual audit.

The Associate Director will assist the Executive Director in all the above activities.

Note: Currently, both the Director and the Associate Director work part time. We will eithercontinue that organization plan, or the Executive Director will work full time and the part timeAssociate Director position will be eliminated.

The Member Services Coordinator will oversee member service needs, member outreach,volunteer recruitment, training and supervision, and member programming. The MemberServices Coordinator will collect feedback provided by members to ensure high quality servicesand also will gather appropriate information for outreach materials and fundraising efforts. TheMember Services Coordinator will track member satisfaction and collect other data aboutservices provided for evaluation purposes. This person will also oversee the Membership Plus

Program applications and services, and will also play a major role in securing funding to supportthis program. The Member Services Coordinator will be hired approximately four months priorto launching the Village.

A Part-time Member Outreach Coordinator (or a different part-time position) may be hired ifmembership numbers, need, and funding justify doing so.

Other Expenses

We anticipate other expenses including occupancy or rent, insurance (general, D&O, auto - afterour volunteer driver program includes donated vehicles), bookkeeping, auditor, furniture,technology, supplies, utilities, phone, internet access, travel, professional development,subscriptions and member fees, printing, and postage.

Total operating expenses (excluding a cash reserve) for years 1-2 after launch will be under$200,000, if we hire one full time person to coordinate services and volunteers, and a part timeperson to organize by neighborhood and to administer the Membership Plus Program.


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Ideally, some income annually will be allocated to a cash reserve fund to protect the organizationfrom low cash-flow months and to be confident that we can operate responsibly with a 3-monthcash reserve (e.g., $50,000 in reserve fund if annual budget is $200,000).

Total operating expenses (excluding a cash reserve) for years 3-5 after launch will beapproximately $250,000 as membership grows and an additional member services staff personis hired.

This is our estimated operating budget for our first full year:

INCOME

SourceTotal

Program($)Foundation Support $117,500Membership $92,299Donations and Events $10,000

TOTAL INCOME $219,799

EXPENSES

Item

TotalProgram

($)Director $67,000Program Staff- 1fulland 1 p-t $73,000

Admin / Fiscal Agent Fee $5,250Printing/Copying/Graphics $7,500Meeting Rooms $3,500Prof Devt./Conferences $3,000Dues - Vilg to Vilg Assoc $350Club Express Membership $1,050Supplies $2,850Furniture $1,000Equipment $2,000Phone $2,000Events and Marketing $7,800Cash Reserve $43,799

TOTAL EXPENSES $219,799

As a new initiative, these are projections. Actual membership revenue and staffing may vary.This budget assumes fiscal sponsorship, but the Village may decide to be a stand-alone nonprofit.


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How We Will Work: Organizational Structure

Corporate Structure

At this time, Santa Barbara Village is operating under the nonprofit umbrella of the JewishFederation of Greater Santa Barbara. The plan has been for us to incorporate and become aseparate federally recognized charitable corporation with 501(c)(3) tax exempt status. Manyfoundations in Santa Barbara are concerned about the proliferation of non-profits and areencouraging consolidation. We think its important that Santa Barbara Village be its ownorganization, but we will explore the financial and legal implications of being an affiliate of anexisting nonprofit, if we can be assured that the affiliation is in the best interest of the Villagemembers. We will discuss this with local foundations, with our lawyer and insurance agent, andwith the partner agencies that have been providing strong support to Santa Barbara Village. Thegoal is to find the best structure that builds a fiscally sound organization that can be responsive

to our members.

Operating Structure as a Village

We have explored and compared the different ways in which Villages around the country havebeen organized to deliver services and serve their memberships. A synopsis of the optionsfollows:

1) Centralized structure: One main office coordinating everything; additional servicesprovided by neighborhood volunteers.

2) Hub and Spoke: Mini Villages in different neighborhoods with limited main officesupport; staffed primarily by neighborhood coordinators.

3) Volunteer First: Villages that provide most service requests initially with volunteers;paid providers only used when volunteers are unavailable.

4) Service Provision through nonprofits and businesses: majority of services throughexisting nonprofits and partnerships with paid businesses; the remainder are provided byvolunteers.

The model we will implement is a combination of both 1 and 4. In order to keep costs down ato grow our membership, we want to have one central office. At the same time, while we wantbuild our volunteer program into a robust unit, its unrealistic to think that can happen from dayone. We want to offer our members high quality services with vetted vendors in areas that wethink would attract memberships.


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Our goal will be to train volunteers and to build strong member and volunteer constituencies inneighborhoods where interest is strongest. At the same time, we believe a pilot program in oneor more neighborhoods would not be a financially sound way to launch the Village.

The Working Groups are planning phased volunteer programs. For example, the TransportationWorking Group is looking at the following phases over a 10+ year period:

Phase 1: Members can participate in a trip to a grocery store once per week (there may bea small fee to the member for the ride provided by the volunteer driver). If a member ishospitalized a trained Village volunteer will provide a ride home from the hospital.

Phase 2: Volunteer drivers drive their own cars. This volunteer driver program will beinformal initially. (The Village will not reimburse gas or mileage). Drivers will need toprovide evidence of a clean drivers record, current auto insurance, and pass a backgroundcheck. Each volunteer will pay for his/her own background check, as is the practice inalmost all Villages.

Phase 3: The Village can advertise that it would like people to donate cars. The donor cadeduct the full blue-book value of the car since the Village will be using the car (not selliit for cash). The Village would then obtain insurance to cover this fleet of donated cars,would find a lot to store the cars, and would maintain these cars. Volunteers would drivethese donated cars rather than their own cars.

Phase 4: The Village would purchase cars intended for older seniors (e.g., leatherupholstery is easier to clean; the size of the door and height of the seat would make it eato get in and out of the car without bumping ones head or straining).


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A robust volunteer program will also be required. Below is an organizational chart that includesmany volunteer roles:

* Indicates paid staff member; all others are volunteers.


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Utilization of Technology

With a small staff, a large volunteer base, multiple services, and an increasing membership base,we will utilize cutting-edge technology to maximize our efficiency. For example, our softwareprograms will all be cloud-based so that staff and volunteers can work from multiple locationsand easily communicate with one another. We will develop a sophisticated website withmember accounts and staff access to a back-end database that matches service providers,volunteers, and members and also tracks member usage and service evaluation. Our use oftechnology, however, will not diminish our commitment to providing personal and customizedcontacts with members over the phone and in person. Members will not need to use technologyto access our services, if they are not comfortable with it.


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Functional Areas of the Organization

Organized Volunteer Support


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When It Will Happen: Next Steps / Phases / Timeline

DETAILED TIMELINE

April - June 2011:- Present business plan to varied groups and revise business plan based on feedback.

- Hold living room chats with potential members.

- Apply to several foundations for operating support.

- Meet with local foundations for Membership Plus Program grants.

- Meet with key parties to determine if we should become our own nonprofit.If becoming own nonprofit, draft bylaws, develop Board responsibilities, recruit

Board, file for incorporation and apply for 501(c)(3) status.

- Negotiate vendor contracts and agency partnership MOUs for service provision.

- Research back-end website options (Club Express, other), build SB Village back-endwebsite, and beta test it.

- Develop data collection and evaluation strategy.


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- Develop marketing materials (newsletter, video, brochures, etc).

- Implement member outreach strategy .

- Create search committee; write and post job announcement for Member ServicesCoordinator ; collect and read applications; schedule interviews; first round withDirector(s); second round with committee; call references; make an offer.

July - September 2011:

- Continue to develop and finalize vendor contracts.

- Continue with member outreach.

- Orient and train new Member Services Coordinator; announce new hire with pressrelease.

- Develop volunteer recruitment and interview process, finalize Volunteer Handbook,build volunteer base as well as volunteer management, retention and recognitionprogram.

- Develop preferred provider guide for vendors.

- Develop policies for Membership Plus Program.

- Create member handbook.

- Create clear job expectations for each staff member, with one-year goals; create anevaluation process and schedule performance reviews.

- Hold quarterly Advisory Council meeting in July.

- Write monthly e-newsletter targeting potential members, volunteers, and donors.

- Plan new member launch event

October 2011:

-

Hold new member launch event- Launch new website with back-end database and member accounts.

- Serve members.

- Develop programs with and for members.

- Gather feedback from members.


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- Develop individual donor strategy.

- Develop donor recognition program.

- Continue member outreach.

- Continue building volunteer program.


- Assess pros and cons of moving to new office (considerations: ability to growstaff, cost of rent, furniture, technology, supplies, payroll, benefits, accounting, auditreport).

November - December 2011:

- Serve members.



- Continue with new member outreach activities.


- Hold focus groups with members and potential members.

- Continue with fundraising activities.


- Cultivate board members, Advisory Council members, volunteers, donors, andpartner service providers.

- Revisit business plan; if not meeting goals, assess why and consider strategicimprovements.


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July 2012:

- Serve members.



- Revisit business plan; if not meeting goals, assess why and consider strategicimprovements.

- Continue with new member outreach activities.


- Continue with fundraising activities.


- Cultivate board members, Advisory Council members, volunteers, donors, andpartner service providers.

- Hire Neighborhood Program Coordinator. This staff person will recruit a volunteerneighborhood leader in many neighborhoods in south Santa Barbara County. Eachneighborhood leader will recruit other volunteers to aid elders in the neighborhood.People with the same roles in various neighborhoods will meet monthly or quarterly toshare best practices.


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How We Will Manage Risks and Be Successful: Critical Success Factors

How we will ensure services provided by businesses and agencies are high quality:- conduct an extensive vetting process- check references they provide and seek out other references- verify current and appropriate insurance, bonding, licenses

-

contact members after each service to ask about satisfaction and record this data- discuss improving services with vendors as necessary- provide additional training and coaching to vendors when appropriate

How we will ensure services provided by volunteers are high quality:- research and implement best practices for each kind of volunteer (driver, visitor, meal

delivery, patient advocacy, etc.)- develop an application process for volunteers including interview and reference checks- design and implement a high-quality training program utilizing best practices in

volunteer management- provide ongoing management and support

- appreciate, respect, and thank our volunteers frequently- contact members about services to ask about satisfaction and record this data- discuss improving services with volunteers as necessary- provide additional training and coaching when appropriate

How we will ensure memberships are sold:- continue to research the services that potential members want- conduct outreach about our services and get feedback- sell charter memberships (a full years membership fee) in advance of launching and put

the funds in an account to only be spent once the Village begins offering services- commit to refund all membership fees if we do not have 50 paid-up charter members by

October 2011, or discuss with each charter member whether they are willing to extendthe deadline. We will then assess why we didnt sell enough memberships (services,price, outreach, etc.) and implement a revised plan.

Critical Success Factors

- Community-wide Support- Director(s) with strong management, fund development, and public relations experience- Member Services / Volunteer Coordinator with excellent people and organizational skills,

motivation, and resourcefulness- Office space and equipment geared for productivity


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Evaluation and Metrics

We will create a data collection process prior to launch so that we are able to measure andevaluate the efficacy of the Village. We plan to collect the following:

Number of members Increase in membership Member retention rate Member satisfaction Geographic areas served Services used Number of member-initiated events Attendance at member events Number of volunteers Vendors retained as partners Funds raised for each revenue source

We will also participate in national evaluations of the Village movement. The hypothesis of theselong-term national studies is that Villages will reduce the cost to our society of caring for a largeand growing demographic. The base premise is that more seniors will stay in their homes andtheir quality of life will also improve.


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Conclusion

This Business Plan takes us a long way down the trail and closer to implementing Santa BarbaraVillage.

The purpose of this Business Plan is to provide a framework for success and a vehicle for

discussion about how Santa Barbara Village will be organized and operated. We want to createan organization that is fiscally sustainable and that is designed to be responsive as a grassroots,consumer driven organization. For that to happen, it will take the concerted efforts of interestedagencies and organizations, as well as of seniors themselves who will benefit from Santa BarbaraVillage.

As demonstrated by the input, interest, enthusiasm and expertise already contributed by somany people to this Business Plan, we have made an auspicious start. Not only can SantaBarbara be a part of the national Village movement, we have a community that can make us aleader in the field.

This Business Plan remains a living document, one that will benefit from continued input. If youhave ideas or suggestions, please share them with us and help shape the future of Santa BarbaraVillage.

Here are other ways you can stay informed and involved: subscribe to our e-newsletter by signing up at www.sbvillage.org; let us know if you are interested in learning more about membership; donate to Santa Barbara Village; participate as a volunteer on one of our working groups;

volunteer once we are operational.

Thank you for your interest and please contact us to get involved.

Susan EpsteinDirector

Hap FreundAssociate Director

524 Chapala Street, Santa Barbara, CA 93101 (805) 729-8828 www.sbvillag

Documents

Santa Barbara Village Business Plan