What Every Nonprofit Can Learn From a Forprofit

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What Every Non-profit Can Learn From a For-profit

• Don Frank, CFO
• Kanakuk Kamps
• Branson, MO
• 417-266-3333 keborror_at_kanakuk.com

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Kanakuk Then Now

• 1994 Joined Kanakuk Kamps as CFO
• 6,000 campers per year
• 5 camp locations
• 6M budget
• Today
• 14,800 campers per year
• 8 camp locations
• 22M budget
• 120 Full-time 2500 Summer Staff

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Current Role as CFO

• Oversee financial reporting
• Maintain relationships with community, elected
  officials and government agencies
• Manage legal affairs
• Direct 6 departments
• Finance Accounting
• Information Technology
• Operations Support
• Property Administration
• Purchasing Distribution
• Risk Management

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Kanakuk Kamps History

• 1926 Started by C. L. Ford of Dallas, TX
• 1955 Purchased by Spike Darnell White
• 1976 Purchased by Joe Debbie Jo White
• 1978 K-2
• 1983 K-West
• 1988 K-Kountry
• 1993 K-Seven
• 1999 K-Klassic
• 2001 K-Colorado
• 2006 K-Kauai Family Camp

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Kanakuk Affiliated Operations

• 1979 K-Life - After school ministry
• 1991 Kids Across America 3 camps 6,000 kids
• 2000 Kanakuk Haiti School system for 7,000
• 2002 Kanakuk Institute Graduate studies
• 2003 AFTERdark College rallies
• 2004 Pure Excitement Teen rallies
• 2005 Kanakuk International - Consulting
• 2006 CircuiTree Solutions Camp management
  software

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What Kanakuk has learnedSteps to Better
Financial Health for your Camp Ministry
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Seek the Lords Blessing

• Invite the Lord into your business operations as
  well as your ministry.
• Ask his presence in all business meetings as well
  as your program meetings.
• Spend 9 months in prayer in order to be prepared
  for His arrival at your camp next summer.

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Relationship of Ministry to Business

• Kanakuks mix is 51 ministry and 49 business
• All decisions must follow this commitment
• Our ministry is fueled by our business
  operations, not dependent on donations
• Business is always second to a ministry
  application

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Stay Focused on Your Mission

• Our mission is to evangelize and equip the
  next generation to
  reach the world for Christ.
• Always refer to your mission when making major
  decisions and adding programs.

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Focus All Resources on the Mission
Apply the 51 / 49 model

• Facilities
• Equipment

• Staff
• Money
• Time

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Hire Wisely

• Your staff members are your most important
  resource
• Hire only experts in their fields
• Steps to good recruiting practices
• Build a job description
• Cast a wide net for your search
• Use personality testing as a tool
• Only hire committed believers who meet or exceed
  the skills required in your job description
• Dont just hire people that are handy such as
  friends, spouses or neighbors

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Develop Your Staffs Full Potential

• Build a clear reporting structure for your
  energized staff. This serves as the framework
  for direction, accountability and productivity.
• Look at each staff person as a gem that needs to
  have the right setting and light to shine.
• If you have hired correctly, each person should
  be able to maximize their gifts to the fullest.
• This also means they need freedom to make
  mistakes.

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Leadership

• Apply a servant leadership style.
• You be the support mechanism to help them
  flourish.
• Provide them with adequate equipment, space, and
  always be available to offer support direction
  to them when needed.
• Always include them in major decisions no
  dictatorships.

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Budget

• Accurate record keeping is the foundation to
  build a budget
• Use your history to project your future
• When reviewing your procedures and programs
  always know the costs attached by using activity
  based accounting
• Every dollar and event in the budget should have
  an owner

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New Programs Increase Administrative Overhead
Costs

• Look at the implicit costs associated with adding
  a program
• A new program adds to the overhead expenses in a
  direct relationship
• Kanakuk adds 20 administrative expense to our
  program costs

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Accountability for Expenditures

• ALL expense reports, including those of executive
  management, should be reviewed and approved by
  another
• All major expenses require two signatures

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Refine Your Operation

• Review your programs, systems, practices and
  staff to look for refinements and to edit out
  dead wood. This includes obsolete methods and
  under-performing staff.
• Technology can often be utilized to meet growth
  needs rather than increasing labor.
• Each employee involves a carrying cost office
  space, utilities, equipment, software, supplies,
  management, etc.

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Create More Fuel

• You have a following at your camp use it to
  create other business opportunities
• Keep business opportunities within your area of
  excellence

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Take Time to Plan
(Not by the heat of the flame)

• Provide time for leaders to research issues,
  attend conferences, talk to families, etc.
• Executive leadership 80 tactical / 20 strategic
• Middle management 90 / 10

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Questions

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