AFS-USA Board of Director Candidates Pre-NVA Questions
From AFSWiki
1. Describe at least one new opportunity for AFS in the coming years, for example a new type of program that you think could really help it succeed.
Gerry Bair
We who have volunteered with AFS for a long time know that we are probably at capacity with our year long hosting and sending programs. It is very humbling to see just how few of our young people take advantage of such programs. There are many reasons for this including the local school requirements, hesitation to leave friends and activities here, and the economy. Thus it is obvious that we must adapt and develop new possibilities in order for AFS to grow. The best chance for growth must be in shorter programs, both for hosting and for sending. There is some activity in this direction already being undertaken. I suggest that we increase these offerings as quickly as possible in conjunction with our partners. (Note: any offerings must have partner approval and buy-in.) Programs that are teacher-led or are short homestays with a theme have a good possibility for success. These programs should meet the goals of our mission, therefore they must be culture driven, not just travel programs to see the sites. For example: A couple of weeks stay on a farm in New Zealand, or a homestay with an environmental experience in a Costa Rican rainforest, or a sports oriented stay in a country with strong emphasis on that sport. Another area of short programs that would appeal to our generation of young people would be a short school program such as a trimester exchange where the students come here or our students go abroad for a period of three months. This would require school buy-in, but I believe that that would not be a major problem. We just hosted a trimester student last fall and the school was very happy with the situation. (Some partners already do this type exchange with partners other than the USA. This student was one who after losing her placement with another partner, was placed in our team.)
Thus for me, a key response to our growth problem is in developing good short programs both to host and to send students. From a time away from home and an economic standpoint, this is a win-win for us.
Finances, or lack thereof, is a major issue for AFS right now. I think AFS has an opportunity to use this position to expand its philanthropic base and initiate creative fundraising activities. I have spent my career working for non-profit organizations and all have had very active fund-development departments. For example, my current employer has a Golden Circle of donors, those who give at least $1,000 per year. Additional giving levels include the President's Circle at $5,000 and the Chairman's Circle at $10,000. My previous employer had a program called Cabinet Memberships, also with a $1,000 minimum donation. AFS could create a similar giving structure, maybe called Circle of Peace. Donors would receive a nice gift their first year, perhaps a globe circled with a gold band, and invitations to a special recognition dinner only for Circle members at the NVA. Subsequent years would not entail the gift (how many globes do you need?) but would include the dinner invitation. If even a quarter of the NVA attendees became members, it could raise substantial funds.
Another possible fundraising effort might be to ask the attendees at the NVA or other meetings to help pay for their own travel expenses. For each portion of the travel they fund themselves, they could receive donor recognition: a First Class donor might agree to fund their own airfare, for example.
AFS volunteers and staff are very creative. Give them the latitude to create these programs and give them a try.
Shorter stay exchange programs, both within hosting and sending programs. In addition, looking at the growth and expansion of our current Gap Year Program. We are beginning to understand the new generation of the exchange student. Many of our potential "sending" students are not interested or wish to devote the time required from their school programs of going aboard for a year. Even with the program expenses similar in direct program cost, the non-directed expense of living aboard a year can be high for many families. There is more interest now in the smaller summer programs and "after graduation" gap year programs that can allow potential students the experience of going aboard without the 10 month commitment during the traditional school year. We need to have a better understanding of these smaller exchange programs impact - can they be supported successfully by our current volunteer structure, can they be supported by our international partners, program fees, and aligns with the financial goals of AFS-USA.
I believe the growth in these shorter aboard programs may also have a positive downstream benefit in support to our hosting goals domestically. As many families may wish to host after their son/daughter return home from an international experience.
In addition, a look at changes into the current hosting programs to support and encourage shorter stay could have a positive impact in the time and expense of hosting.
Our traditional 10 month hosting program can be over-whelming to many new potential host families. The recent economic issues supported this theory well. We also have noticed a growth in interest for many new family volunteers families to be a welcome families first; not just as an last minute placement before hosting deadlines. Many of these families are asking to have a "shorter" experience to hosting first to get use to our program before engaging in longer hosting experience.
2. What is one of the most significant challenges to the organization that the AFS-USA Board of Directors should address? What do you offer that would contribute to overcoming this challenge?
Gerry Bair One of the two primary functions of the AFS Board as for any board is to make sure that the organization remains financially viable. As most know, we are working our way back to a stronger financial position since the huge change in the organization 2 years ago. Thus, our biggest challenge is to maintain and grow AFS USA financially in order for us to continue to serve our constituents: students, host and natural families, volunteers, and schools. When we emerged from the crisis 2 years ago, we did so with much partner support including loans from several partners. Now, in return, our partners expect a certain level of participation on the part of AFS USA. The challenge is to maintain the level of participation we now have and be able to grow enough to satisfy the needs of the partners. This is a balancing act between what volunteers expect and what the partners expect.
To maintain this balance, the board will need to develop much more trust among the board, the volunteers, and the staff and make sure that the volunteers are educated on the needs of the organization in order for it to remain viable. Also, as stated above, growth in the organization will probably not come solely from our long programs. We will need to develop new programs and develop more new footprints in the US. There are many areas of our country which is not served by AFS. We need to identify these areas, appraise them, and where feasible, incorporate them into AFS areas. Determining where we have school possibilities will help identify areas of AFS potential. All of these ideas must be undertaken with the input and cooperation of the volunteers.
Over the last 2 years, the board has been working under a business plan that was developed shortly after the change. Progress is being made, but everyone needs to work closely together to accomplish the goals of this plan. Only with a fully educated volunteer force who understands the financial needs of the organization including how each student sent and hosted fits into this plan, will we be able to accomplish the goals set forth by the business plan. The key to making this happen is for all in AFS to work from the same playbook.
I think that financial stability is one of the most significant challenges AFS faces in the coming year. The solution will not be a simple one because financial stability focuses on both strategies for maximizing revenues while controlling costs. This means that no single solution will solve the problem. I have spent my career working for non-profits in financial roles. I think my best skill is as a creative problem solver. I would love to be part of the Board team considering non-conventional approaches to problems, challenging 'sacred cows', being willing to try a variety of measures that will move the organization towards financial success. Solving the issue of financial stability solves many other issues as well: it provides the resources to do more volunteer development, marketing to find new families and sending students, and pay the staff a fair wage that avoids the problems of turnover.
A clear understanding of the key metrics and the relationships drivers that will make AFS-USA successful domestically and internationally.
AFS-USA is a business, in a not for profit voluntary environment that is dependent on it’s success by many variables: strategic, operational and financial, for which it often has limited control.
AFS's has been prominent in one of its most successful strategic drivers: our complimentary matrix relationship in our day to day internal operations and the support of our international partnerships.
We have to determine a long range focused growth/matrix driven strategy that can supports both our domestic and international partnerships and programs that will continue to promotes us as the premier international exchange program.
Understanding of the integration balance is key. The business and relationship drivers within many matrix driven organizations like AFS require a directed approach around balance of services that can support the long range strategic growth and provide us with short term big wins.
For the “not for profit” organizations this often is the best approach for strategic planning to succeed inside a business that has many dependencies and variables for which it has limited direct control. AFS-USA may not always be able to obtain the long range targets it seeks to obtain given the dependencies, but allowing a flexible annual focus growth strategy can provide us some variability in managing our key financial and operational targets that support the long range strategic growth goals.
