Kairos Prison Ministry International, Inc.

Transcription

1 Kairos Prison inistry International, Inc. WINTER PARK, F C O N T A C T IN F O R A T I O N 6903 University Boulevard Winter Park, F Phone: Fax: ExecutiveDirector@kpmi.org C O N T A C T Tom Kemner, interim executive director F O U N D E D 1976 I S S I O N S T A T E E N T To share the transforming love and forgiveness of Jesus Christ to impact the hearts and lives of incarcerated men, women, and youth, as well as their families, to become loving and productive citizens of their communities. G E O G R A P I C F O C U S 34 U.S. states and Australia, Canada, England, Costa Rica, Peru, Nicaragua, onduras, Dominican Republic, and Republic of South Africa P A R T I C I P A N T S SE R V E D Youth and adults serving time in medium to maximum security correctional institutions, and their families. Strategy Kairos Prison inistry International (KPI) mobilizes a network of volunteers who exemplify Christ s love and forgiveness through programs for persons in prison and their families and loved ones outside of prison. ocal Advisory Councils (ACs) of volunteers are formed to lead the three main Kairos programs: Kairos Inside (a Christian nondenominational weekend with on-going discipleship in prisons), Kairos Outside (a support network for female family members of incarcerated individuals), and Kairos Torch (similar to Kairos Inside, but for youth offenders). KPI provides program development, ministry structure, training, and support services to the ACs throughout the U.S. and abroad. Key Findings KPI ACs exist in 34 states and nine countries, and provide services at ministry sites; about 650 weekend prison events are held each year. KPI s network of over 30,000 volunteers give time and funds to make the ministry successful; many of these volunteers are deeply invested in the ministry, giving days of time each month. KPI offers extensive training and guidance to each AC, ensuring consistency in program implementation at each location. A Kairos prison weekend program in issouri looks the same as a prison weekend program in Florida. In 2007, Kairos Foundation ( Foundation ) was incorporated. It operates as a separate entity in support of the mission of KPI. It is charged with marketing the ministry and raising financial resources to fulfill KPI s mission. The Kairos International Council (IC) is composed of representatives elected by the state chapters and the entity in each country. The IC in turn elects KPI board members and is responsible for ministry program oversight, ensuring ministry compliance with policies enacted by the board, enhancing communication within the ministry, providing ministry leadership, and enacting amendments to the bylaws. It also provides advice to the board regarding mission, vision, strategic planning, annual action plans, and the annual budget. The 15-member KPI board of directors establishes policy and provides overall direction and leadership for the organization. KPI s executive director has recently stepped down, and an interim director is leading while the ministry looks for a permanent chief executive. inistry istory Kairos was born out of Cursillo, a Catholic movement that encourages Christians to live out their faith in community. In 1975, Tom Johnson, an attorney from iami, F, attended an ecumenical Cursillo gathering in Atlanta, GA with the hope of taking the Cursillo program into prisons. After visiting a Cursillo weekend at a prison in Iowa, he returned to iami to begin Cursillo weekends in Florida prisons. In September 1976 the first prison weekend program was held at Union Correctional Institution in Raiford, F. By 1978, six states were presenting Cursillo programs in prison. National leaders of Cursillo in Dallas surveyed these prison programs and determined they should be ecumenical, the format modified to better meet inmate needs, and supervised by a central authority. The Florida group was asked to design such a program and created Kairos Inside which was first presented in Soon after, other groups who were doing Cursillo weekends in prison were asked to join Kairos. Notable achievement Caution item Needs attention Inmates at arion Prison participate in a Kairos weekend. Copyright 2012 Calvin Edwards & Company, Inc. All rights reserved. Current as of ay 2012

2 P R O G R A S E R V I C E S KPI programs are operated through state chapters located in 34 states and nine countries. Each state chapter signs a covenant that it will operate the Kairos program within the Kairos methods and policies authorized by the KPI board of directors. The ministry is active in over 420 ministry sites with weekend prison events held each year. Program services are provided by advisory councils (AC) within each state chapter. There is one AC for each ministry site in the state. INISTRY TO INATES & TEIR OVED ONES. Volunteers at the local level provide three types of programs to people in prison and their loved ones: Kairos Inside (KI). An interdenominational team of trained volunteers both clergy and laypersons from the community present an initial 3.5- day weekend, described as a short course in Christianity. The volunteers work in cooperation with the prison chaplain who selects up to 42 inmate leaders to attend. After the weekend, the KI program continues by helping participants establish 3-6 person Prayer & Share small groups within the institution. These small groups meet weekly to share on a deep spiritual level and to pray for each other, other residents, loved ones, and the institution s staff. Kairos Outside (KO). KO is a program designed for women whose lives have been impacted by incarceration of their loved ones. It helps E E T I N G FRE Q U E N C Y The board meets monthly by phone and quarterly in person. B O A R D C O P O S I T I O N The board has 15 members elected by the KPI International Council (IC) and is well-balanced backgrounds include: business, the military, dentistry, correctional facilities, ministry, and education. All members joined the board following Programs & Products women connect with other women in similar situations and provides an opportunity to form small support groups, to give them strength for the challenges they face. Kairos Torch (KT). KT is a program for youth offenders that offers unconditional love and acceptance and encourages young men and women to share their life journey through participation in a long-term mentoring process. It begins with a weekend retreat inside the prison. Following the weekend, KT team members commit to a weekly mentoring process with the youth offenders for six months or until the youth is released. VOUNTEER TRAINING. Kairos intentionally pursues excellence and consistency in its programming through manuals and training programs created and executed by KPI. Team training is mandated prior to conducting each of the three main programs, KI, KO, and KT, in the vicinities where the programs will be presented. KPI also offers: Advanced Kairos Training (AKT): AKT is required for volunteers interested in a leadership role. All weekend leaders must have attended AKT prior to leading a KO, KI, or KT program. Several AKT weekends are planned throughout the year in cities across the U.S. AKT weekends are taught by a volunteer that has previously attended an AKT and has been approved by KPI headquarters. Governance volunteering with the ministry and continue to serve at the institutions. B O A R D I N D E P E N D E N C E All are independent. B O A R D I N V O V E E N T Board members actively participate in board meetings and in ministry activities, though are less active in fundraising. Active board committees include: Page 2 Advisory Council training: This training is for volunteers to teach how to implement an AC in a new area. KT entor Training: Each KT AC has a mentor coordinator who trains the volunteers in mentoring. Volunteers are each supplied a gender-specific entoring Guide. Software Tools Training: Training is provided in the use of Kairos software programs, Ezra and KairosDonor. (See Technology on page 6 for more information.) P A R T N E R S I P S Kit Cummings Peace Initiative (encourages peace in prisons) Prisoners for Christ (provides aftercare) Alpha (another Christian program used in prisons) Crossroads Bible Institute (publishes monthly devotions and correspondence Bible courses that can be used in prisons) Catholic and Protestant 4 th Day programs, such as Cursillo (provides volunteers) C A R I N G I N V O V E E N T W I T P A R T I C I P A N T S igh. Volunteers build personal relationships with inmates, encouraging them in their Christian faith. O P P O R T U N I T Y F O R D O N O R A C C E S S & I N V O V E E N T igh. Donors are welcome to join an advisory council and help sponsor a KI or KO weekend. long range planning, governance, finance, audit, and human resources. D I R E C T O R T E R S Terms are three years. Directors may serve two consecutive terms; they may return after a term break (three years). S T A T E E N T O F FA I T Yes, consistent with historic Christian creeds.

3 eadership, anagement & uman Resources S E N I O R E X E C U T I V E S Q U A I F I C A T I O N S KPI is currently searching for a new executive director, who is both visionary and a strategic thinker. Tom Kemner has been selected as its interim director after serving in a consulting role the past year. e has 30 years experience in nonprofit leadership and is experienced in strategic planning, financial oversight, major gift fund raising, and program coordination. E A D E R S I P S T Y E The previous executive director has led KPI s diverse ecumenical ministry with clear Christian example and has developed strong organizational systems and protocols. The future executive director will be asked to provide visionary leadership and management of its large volunteer program with effective communication and carry out initiatives and policies approved by the board of directors. S E N I O R E X E C U T I V E S C O P E N S A T I O N Upon identifying a qualified candidate, a competitive salary will be negotiated that is proportionate to the ministry, office, and budget of Kairos. E A D E R S I P S U C C E S S I O N P A N S Yes, the KPI board has a eadership Transition Plan, and has implemented it in its search for a new executive director. N U B E R O F PA I D S T A F F 12 full-time, 0 part-time S T A F F C O I T E N T Staff members are committed to the mission of Kairos, support and enable the service of thousands of field volunteers, and personally serve as program volunteers at a high rate. R A I S E O W N S U P P O R T No, all staff are paid by the ministry. S T A F F BE I E V E R S All N U B E R O F V O U N T E E R S About 30,000 people volunteer at least 2 hours per month. V O U N T E E R S O U R C E S Current volunteers recruit additional team members for their ACs from local churches, friends, and graduates of the Catholic or Protestant 4 th Day program. S O U R C E O F FIN A N C I A D A T A KPI has consolidated audited financial statements for 2009 (the first time an outside auditor reviewed its finances) and 2010 that include KPI s headquarters (headquarters finances include international chapters), the state affiliates, and the Foundation. The 2008 financial statements are internally-prepared and include the headquarters and the state affiliates, but not the Foundation. In 2008 the Foundation existed in name only and did not have any assets or income. Audited financial statements for 2011 are not yet complete. B U D G E T KPI prepares an annual budget which is approved by the board. R E S O U R C E A O C A T I O N ACs establish a budget for each weekend event. eadquarters tracks AC growth and allocates training resources and support accordingly. Planning & Resource Allocation F U N C T I O N A E X P E N S E S T R E N D 100% 75% 50% 25% 0% Programs & G* Fundraising *anagement & general expenses As a percentage of total expenses, program, &G, and fundraising expenses have remained consistent from S O R T-TER F I N A N C I A O U T O O K The financial data currently available for December 31, 2011 is that of headquarters; the state affiliate financial statements are not yet complete. eadquarters had $159,230 of available cash at year-end 2011, which is $136,029 below the previous year. O N T S O F O P E R A T I N G C A S A V A I A B E A T YE A R E N D T R E N D As of December 31, 2010, available cash for all entities could cover almost 6 months of its operating expenses. For headquarters, available cash at yearend would cover just under two months of expenses. Page 3

4 F I N A N C I A A N A G E E N T KPI headquarters creates its budget by using financial data from the previous year and considering impact of expected changes. KPI has a 75- page inistry Financial Policies and Practices anual that details correct financial procedures at the state, area, and AC level. It includes useful forms and a guide for creating an annual budget. F I N A N C I A YE A R E N D December 31 F I N A N C I A S T A T E E N T S Accrual-based financial statements are prepared on a monthly basis at the headquarters. State chapters submit a quarterly balance sheet, profit & loss statement, and QuickBooks report within 60 days of the end of the quarter. Consolidated audited financial statements for the entire organization have been prepared annually since 2009 by cdirmit Davis & Company, C, based in Orlando, F. S T A T E E N T O F FIN A N C I A P O S I T I O N (B A A N C E S E E T) 12/31/10 Assets: $3,229,537 iabilities: $73,801 Net assets: $3,155,736 Portion restricted: $367,335 Source: Audited financial statements, 2010 Of the total assets, $2,829,591(88%) consists of cash and investments. The remainder is inventory, accounts receivable, prepaid expenses, and property & equipment. Approximately $215,000 of restricted net assets are temporarily restricted for a potential building purchase. KPI began an ongoing capital campaign in 2010 but did not raise enough funds to purchase the building; it is holding the money for a similar opportunity. Another $80,000 in net assets are permanently restricted. The Foundation s assets, which are included in the above figures, consist solely of $314,390 in cash and a $1,000 receivable. Finance A S S E T S & I A B I I T I E S T R E N D $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 iabilities include accounts payable, accrued expenses, and deferred revenue. DE B T KPI does not have any short-term or long-term debt. RE A E S TATE A S S E TS None; headquarters leases its office space. N E T A S S E T S T R E N D* $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Assets iabilities * Net Assets refers to cumulative retained earnings or net worth. KPI has remained strongly capitalized over the past three years. Net assets increased in 2010 as a result of the net profit that year. S T A T E E N T O F A C T I V I T I E S (IN C O E S T A T E E N T) 1/1/10 12/31/10 Revenue: $6,021,181 Expense: $5,556,674 Net income: $464,507 Source: Audited financial statements, 2010 Each AC raises its own funds; 15% of the collections are sent as an affiliation fee to KPI headquarters via a state chapter agreement. The consolidated income statement, above, eliminates the affiliation fee (and other intercompany revenue and expense). Before cost eliminations, the state ACs account for 68% of revenue, followed by the headquarters at 27% and the foundation at 5%. These allocations would be adjusted slightly after intercompany transfers are accounted for; however, the individual amounts cannot be determined from the consolidated financial statements. I N C O E & E X P E N S E S T R E N D $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Over the past three years, contribution income has comprised approximately 90% of KPI s total income contributions increased 12% over 2009, due in large part to the capital campaign emphasis in KPI s other sources of income are merchandise sales, conference & training fees, miscellaneous income, and grant revenue. The Foundation began receiving income in 2010 with $365,205 in contributions that year. Offsetting this were $59,511 in fundraising expenses. C A N G E S I N N E T A S S E T S (PRO F I T) T R E N D $500,000 $400,000 $300,000 $200,000 $100,000 $0 -$100,000 Income Expenses A large profit was reported in 2010, aided by a 12% increase in donations Page 4

5 over The increase was largely due to increased state contributions. E X P E N S E C O N T R O KPI headquarters is conscientious to keep expenses down. It monitors bills monthly and looks for cost-saving measures. Each state handles its own expenses; because the state affiliates are decentralized, measures to keep expenses down at the state level are unknown. A N A G I N G C A S F O W anagement and the board review financial statements and cash flow reports for the headquarters monthly in order to manage expenses. The state affiliates have separate bank accounts. The financial information is consolidated into balance sheets that are submitted to headquarters quarterly. A C C O U N T I N G C O N T R O S There is a segregation of duties across all donation receipt and recording responsibilities, at all levels of the organization. At headquarters, four people have check-signing authority: the executive director, KI program director, the board treasurer and board chair. One signature is required on checks less than $3,500; above that two signatures are required. A purchase order is required to pay invoices. At the state level, the state treasurer has check signing authority. The auditor has made recommendations to KPI and its state affiliates on specific accounting procedures that could affect internal control. Those pertaining to the KPI office have been satisfactorily implemented; those affecting state affiliates are being addressed by management. U N U S U A T R A N S A C T I O N S None A T E S T FO R 990 FI I N G None. KPI is classified as an integrated auxiliary of a church and is therefore not required to file a 990. Because it is seeking additional grant income, the board has requested that the CFO prepare a pro forma consolidated Form 990 for 2011; KPI does not plan to file this return with the IRS but it will be available to funding agencies if requested. The Foundation filed a 990 in 2010 and is in the process of filing ECFA Current member S O U R C E S O F F U N D S EADQUARTERS Estimates for headquarters for 2011: Affiliation/audit fees: 53% Inventory sales* 17% Conference & seminar fees* 4% Individuals 15% Foundations 6% Churches <1% Corporations <1% Other 4% *Income from inventory sales and conference & seminar fees are net of related expenses. STATE AFFIIATES Estimates for state affiliates for 2011: The majority of funding at the state affiliate level comes from individuals and churches in support of program activities. Fund Development P E R C E N T O F I N C O E F R O D O N A T I O N S 100% 80% 60% 40% 20% 0% The organization relies heavily on donations, with 89% of its income coming from donations in F U N D I N G C O N C E N T R A T I O N The majority of KPI s donations come from individual donors. 90% of donors to KPI headquarters and the Foundation only give one time each fiscal year. P R I A R Y FUND R A I S E R ACs and volunteers are the primary fundraisers. The KPI executive director has primary responsibility for soliciting donations from the broader constituency. The Foundation executive director Page 5 has primary responsibility for major donor development and foundation fund raising. F U N D R A I S I N G ETO D S Fundraising takes place at three levels: The local ACs raise funds to cover the volunteers expenses of a Kairos weekend, and for other local needs. AC fundraising results in over 70% of annual donation income to Kairos. KPI headquarters uses the following methods: Thank you letters to donors generated by its fundraising software KairosDonor Two appeals annually to its constituency Quarterly newsletters (two are sent in the mail; two are sent via ) The Foundation develops personal relationships with potential and current major donors and grantmaking foundations. F U N D R A I S I N G O P E R A T I O N S Prior to 2011, the KPI headquarters donor tracking system did not have

6 complete visibility of donors at the AC or state affiliate level. The inability to perform AC/state affiliate donor tracking at the headquarters level has hindered its fundraising efforts. Consequently, the donor tracking system, KairosDonor, at headquarters is being modified to include tracking of donor giving at all AC and state affiliate levels. A J O R D O N O R S The Foundation director is responsible for generating major donor leads, which includes grantmaking foundations. The boards of both the Foundation and KPI have been equipped with information and materials to introduce KPI to persons within their relational sphere and to ask them to support the ministry; each director has been invited to participate in this rolodex initiative. In 2011, four donors gave $10,000 or more to KPI or the Foundation. These major donors account for 61% of all giving to KPI headquarters and the Foundation. F I V E A R G E S T G I F T S In 2011, the five largest gifts to KPI headquarters or the Foundation were: $311,923 $148,441 $18,720 $10,000 $7,850 D O N O R B A S E 925 donors gave to KPI headquarters or the Foundation in N E T G R O W T I N D O N O R B A S E In 2011, KPI headquarters and the Foundation had a net gain of 172 donors. There is significant growth in donors at the AC and state affiliate levels; however, comparable information is not available due to lack of visibility of those donors at headquarters. onthly Donors KPI does not have a strong base of monthly donors. Only 8 donors gave monthly in 2011; excluding the lead donor, who gave $311,923, their gifts totaled $14,940, 1.9% of all KPI headquarters and Foundation gift income. Donors also give monthly at the AC or state affiliate level, but these cannot presently be tracked or verified from KPI headquarters. F U N D R A I S I N G E X P E N S E A S A P E R C E N T O F D O N A T I O N S 6% 5% 4% 3% 2% 1% 0% KPI s fundraising expense as a percent of donations has been historically low because its volunteer base raises the majority of funds. owever, the ministry plans to increase expenditure on fundraising in the future as it expands the ministry. A R K E T I N G A C T I V I T I E S The majority of marketing takes place at the local AC level. The AC builds a relationship with the local prison by visiting the warden and chaplain. After receiving permission to host a KI or KT weekend, the AC raises its own funds (each weekend costs approximately $4,000), recruits team members, and provides the weekend program and reunions at the prison. To recruit persons to attend KO weekends, volunteers ask KI and KT participants to encourage their family members to apply. arketing & Communications I N I S T R Y U N I Q U E N E S S KPI is unique in prison ministry in using the three-day intensive weekend approach with a continued focus on long-term ministry and relationship-building. In addition to ministry to the inmates KPI also ministers to their families KPI has a network of approximately 30,000 dedicated volunteers W E B S I T E KPI has two websites, one for its headquarters (kairosprisonministry.org and one for inter-ministry use among the ACs (mykairos.org). QUAITY OF PRESENTATION: igh. The sites are easy to navigate and have updated material. The y Kairos website offers many resources for volunteers. USEFUNESS TO GRANTAKERS: edium. Donors can learn the basics of the ministry, read two testimonies, and donate online. USEFUNESS TO PARTICIPANTS: N/A. The websites are not meant to reach KPI participants, as those in prison may not have regular internet access. A N N U A RE P O R T An annual report is distributed at the winter board meeting (participants include the foundation board, KPI board, and IC members) and the summer conference (open to any volunteer who wishes to attend). Currently, reports are only available to donors upon request. Page 6

7 I N T E R N E T KPI uses the internet for research, ing, and for inter-ministry communication with the ACs, via mykairos.org. I N C O R P O R A T E D December 27, 1979 in Florida 501(C)(3) Yes, April 1983 IRS A U T O A T I C R E V O C A T I O N O F E X E P T S T A T U S No, the nonprofit has not had its exempt status automatically revoked for failing to file an annual Form 990. A D V A N C E R U I N G PE R I O D Complete Technology T E C N O O G Y U T I I Z A T I O N Technology is integrated into many aspects of KPI s operations. Computers are used for word processing, publishing, printing, and accounting. The KPI websites are used to communicate to the state affiliates and to donors. A R D W A R E KPI owns 13 computers and two servers. S O F T W A R E KPI uses QuickBooks for accounting, icrosoft Office products, and its own software systems for donor and program tracking. The four software tools egal R E A T I O N S I P T O O T E R E N T I T I E S Kairos Foundation was formed and incorporated in 2007, though it did not have any assets until It fundraises among major donors and foundations. P R O O F O F I N S U R A N C E Yes, directors & officers, general liability, and professional liability; policies renew on February 13, E P O Y E R I D E N T I F I C A T I O N N U B E R are: Ezra (tracks volunteers at each event), KairosDonor (tracks donors), FundRazor (a misnomer, as it is intended to be a centralized database that will include both donor and volunteer information; still under construction), and KairosAttend (tracks participants at events; presently active in only a few markets). K N O W N E G A I S S U E S None C O P I A N C E IS S U E S None B Y A W S KPI s bylaws were last updated July T R A N S P A R E N C Y igh. Requested documents were submitted upon request. Staff was responsive, open, and forthcoming. P R O G R A E F F E C T I V E N E S S KPI s mission has anecdotal testimonies of inmates that have become loving and productive citizens because of their experience in the KI and KT weekends. It also has anecdotes from women who found support and comfort through the KO weekends. owever, thus far, it has not tracked quantifiable outcome data to show program effectiveness. General Program Effectiveness P A R T I C I P A N T N E E D ore than four in ten offenders nationwide return to state prison within three years of their release. If states could reduce their recidivism rates by just 10%, they could save more than $635 million combined in one year alone in averted prison costs. (Pew Center on the States, State of Recidivism: The Revolving Door of America s Prisons, (Washington, D.C.: Pew Charitable Trusts, 2011). D U R A T I O N O F I P A C T O N P A R T I C I P A N T S SE R V E D KPI s goal is to accomplish life-long positive transformation in the men and women that it serves. It has not yet formally evaluated the duration of impact. P R O G R A I P A C T A 2012 KPI self-study on recidivism that tracked program participants in Connecticut since 1996 found that the recidivism rate dropped from 43.7% (state average) to 15.9% when inmates participated in the Kairos program. Kairos is widely recognized among prison administrators as a program to positively change inmate attitudes. Page 7 R E P O R T E D ETR I C S Weekend leaders are asked to submit an end of weekend report that includes numbers of participants, but currently KPI is only receiving reports from 50% of weekends. While KPI knows the number of events held, the reported metrics on the number of participants at each event is incomplete. Based on attendance at reported events, KPI approximates an average for all events. Available statistics for 2011 include: 422 ACs were active in 31 states and 9 countries (361 ACs in the U.S., 61 international) There has been a net gain of 68 ACs since 2006, an increase of 19% in six years 50 ACs in 24 states held 115 KI weekends in women s prisons, atten-

8 dance approximated at 30 participants for each event 130 KO weekends were held, attendance approximated at 20 participants for each event F U N D I N G 90% of donors are one-time givers, most of these are volunteers donating to weekend programming, and only 8 donors gave on a monthly basis in Because ACs are fundraisers for weekend programs, fundraising is diversified. The probability that a lack of proper funding will limit the organization s ability to grow and achieve its mission is low, with moderate impact. F I N A N C I A KPI s assets are spread out between the headquarters, Foundation, and 125 AC bank accounts. At any given time it is almost impossible for the executive director or board to know the precise financial position of the entire organization. owever, the board has initiated annual audited statements that assist with this problem. The probability that inadequate reporting or financial mismanagement will damage the organization s operations, fundraising, reputation, or effectiveness is moderate, with moderate impact. G O V E R N A N C E Board members are all independent, invested, and active in leading the organization. The board meets regularly and offers ongoing oversight. owever, 42 KT weekends were held, attendance approximated at 24 participants for each event 25 AKTs were conducted, with a total of over 800 participants (10 of these AKTs were for women s programs) Risk Assessment the diffuse and democratic nature of field operations provides unique challenges to oversight, creating risks unknown to the board. In addition, the two-tier governance system creates potential board instability. The probability that the board will not actively provide effective oversight and accountability thus permitting dysfunction or poor decision-making is moderate, with high impact. E A D E R S I P KPI is currently going through a transition in leadership. It has a leadership succession plan that has been activated and a qualified interim director is in place. The probability that the competence and character of executive leaders, or a leadership crisis or turnover, will harm operations or organizational effectiveness is moderate, with moderate impact. S T A F F & V O U N T E E R S Staff are committed to the mission of Kairos and work alongside thousands of volunteers in the field. Volunteers are motivated and passionate about the minis- try, self-multiplying as they ask friends O U T C O E-BASED E V A U A T I O N KPI does not have a formal outcomebased evaluation system in place, though it is attempting to start the process of creating one. and acquaintances to also volunteer with the ministry. The probability that there will be insufficient qualified staff and volunteers to implement plans and/or accomplish the mission is low, with high impact. P R O G R A E F F E C T I V E - N E S S KPI has carefully developed its primary programs over the past 35 years to be effective in achieving its mission. The probability that the current programs are not effective or do not effectively support the organization s mission and thereby impair its ability to achieve its goals is low, with moderate impact. E X T E R N A KPI must receive permission from prison wardens and juvenile corrections officials to provide the KI and KT programming, and some will not allow the events. owever, hundreds of prisons have worked with KPI to advocate for the programming. The probability that an external event will significantly disrupt the organization is low, with high impact. Prepared by Calvin Edwards & Company for KPI. Some of the information in this Nonprofit Examination has been provided by KPI and has not been independently verified. Contact Calvin Edwards & Company for more in-depth due diligence or program evaluation. Page 8 C A V I N E D W A R D S & C O P A N Y aximizing the Good of Giving 1200 Ashwood Parkway, Suite 140 Atlanta, GA PONE EAI Info@CalvinEdwardsCompany.com