TimeBanks USA
Strategic Plan 2007-2010
Draft presented to and approved by the Board December 18, 2006
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................. 2
INTRODUCTION ............................................................................................. 4
THE STRATEGIC PLANNING PROCESS ............................................................ 5
MISSION STATEMENT (AS APPROVED BY THE BOARD, JAN ’06) ....................... 7
CORE VALUES .............................................................................................. 7
THE TIME BANKING MOVEMENT – A VISION FOR 2010 .................................... 8
TIMEBANKS USA: BUILDING AN INFRASTRUCTURE FOR THE MOVEMENT – A
DESIGN FOR GROWTH AND SUSTAINABILITY ................................................. 11
TIMEBANKS USA’S GOALS FOR 2007 ......................................................... 12
THE STRATEGIC PLAN FOR TIMEBANKS USA .............................................. 13
2007 GOALS AND ACTIONS, AND 2010 VISION ............................................. 13
FOCUS AREA 1: AN INFRASTRUCTURE FOR A MOVEMENT ........................... 13
FOCUS AREA 2: MANAGED ACCOUNTABILITY SYSTEMS FOR TBUSA AND
THE MOVEMENT ...................................................................................... 14
FOCUS AREA 3: ORGANIZATIONAL INFRASTRUCTURE FOR TBUSA ........... 15
FOCUS AREA 4: PROMOTION OF TIME BANKING AND CO-PRODUCTION...... 16
FOCUS AREA 5: NURTURING BEST PRACTICES AND SUSTAINABILITY ........ 16
FOCUS AREA 6: CHANGING SYSTEMS AND PROFESSIONAL PRACTICE ....... 18
FOCUS AREA 7: INCOME GENERATION ..................................................... 19
PROJECTED GROWTH AND SUSTAINABILITY OF THE TIME BANKING MOVEMENT
IN 2010 (WITH PROJECTIONS FOR 2007) ........................................................ 8
PART A: COMMUNITY BUILDING TIME BANKS WITH PAID STAFF ................... 8
PART B: MEMBER MANAGED COMMUNITY BUILDING TIME BANKS ............... 9
PART C: SYSTEMS CHANGE TIME BANKING INITIATIVES ............................ 10
PART D: EVALUATION, RESEARCH, POLICY AND CHANGING ..................... 10
PROFESSIONAL PRACTICE....................................................................... 10
APPENDIX A: SURVEY RESULTS.................................................................. 20
1
EXECUTIVE SUMMARY
Time Banking’s Core Values
This strategic plan for Time Banking is driven by Time Banking’s five core
values – Assets, Work, Reciprocity, Community and Respect – as
defined by the Co-Production framework developed by Edgar S. Cahn.
They in turn speak to the urgent need to rebuild the core economy of
family, household, neighborhood, community and civil society.
Time Banking uses a time-based medium of exchange, Time Dollars, and
information technology to value and reward the often unrecognized labor
needed to rebuild the foundational parts of our society. It thereby opens
new possibilities for rebuilding community and for systems change. Time
Banks operate in 25 states within the USA and in 22 nations.
The Time Banking Movement -- A Road Map for Growth and Development
The Time Banking movement is a loosely connected and multifaceted
network of Time Banks and Time Banking projects that apply CoProduction principles across the country (as well as internationally). The
growth of that movement has been projected as part of the strategic
planning process, and provides the overall context for TimeBanks USA’s
strategic action. The movement reflects the broad potential of Time
Banking as a tool and framework for community building and systems
change. New areas of growth are spontaneously emerging in areas such
as community action, wraparound services for youth, community supports
for baby-boomers, juvenile justice and faith-based initiatives. Reflecting
this broad base, projections for the growth of the movement in the US by
2010 have been made across four related realms:
1. Community-building Time Banks managed by paid staff
2. Community-building Time Banks managed by members
themselves
3. Systems Change Time Banks and Time Banking initiatives
enlisting clients and communities as co-producers
4. Systems change supportive efforts provided by evaluation,
research, policy and changes in professional practice.
Relatively conservative numerical projections have been put forward for
the movement in 2010 as follows:
 200 Time Banks coordinated by paid staff spread over 40 states
 800 Time Banks managed by members with an added unknown
number of mini-TimeBanks
 Systems change initiatives utilizing Time Banking undertaken by:
 15 national organizations
 10 local or regional organizations creating networks
 10 free standing flagship Time Banks
 A set of evaluation tools, evaluation studies, presentations at
professional conferences, curricula utilized by universities and an online course on Time Banking and Co-Production.
2
TimeBanks USA as the Infrastructure for the Time Banking Movement
From the start, Time Banking has made use of information technology.
Now, the availability of Community Weaver, a brand new web-based
software, makes possible an entirely new expansion and redesign of the
infrastructure for the Time Banking movement. Out of the strategic
planning process emerged a design for that infrastructure that is flexible
and multi-faceted, and whose chief operative words are: leveraging and
mutual accountability. It will include the following:
(a) Board
(b) staff-run organization
(c) membership
(d) Time Bank of Time Banks using Community Weaver software
(e) consulting arm drawn from members of the movement operating with
support of the www.TimeBanks.org website
(f) national and regional Time Banking conferences, and, finally,
(g) the Memoranda of Understanding (MOU’s) that spell out formal
partnerships and collaborations with an array of national and regional
organizations, academic consortiums, faith-based organizations and
others.
This multi-part design provides for strong expression of the underlying
principles and vision of Time Banking, and will catalyze and leverage the
different energies of the movement. With this structure in place, the
potential of Time Banking can be nurtured across a broad front while the
likelihood of burdening the movement with a heavily staffed, central
organization will be minimized.
Into the Future:
TimeBanks USA Goals for 2007 in Six Strategic Focus Areas
For the movement to maximize its full potential, funding and implementing
this expanded infrastructure design will be a central task for the Board
and the staff-run organization in 2007. Strategic goals for TimeBanks
USA in 2007 have been outlined for seven strategic focus areas to align
with the projected growth of the movement and this infrastructure as
envisioned for 2010. They are:
(1) design, support, and operationalization of movement infrastructure
(2) a managed accountability system
linking all elements of TimeBanks USA – new and existing – into
a flexible, mutually leveraging and mutually supporting whole
(3) the organizational infrastructure for the staff-run organization
including staff roles, systems and procedures
(4) promotional capacity
including materials and program support
(5) best practices and sustainability
(6) changing systems and professional practice in human services
(7) income generation
3
INTRODUCTION
This 2007-2010 Strategic Plan has been prepared at a critical juncture for
TBUSA and the larger Time Banking movement. First, the new webbased software specifically designed for Time Banking, Community
Weaver, is now fully operational, bringing possibilities of expansion to an
entirely new level. Second are the different directions already taken and
the different realms that Time Banking has penetrated.
The plan therefore has presented a new strategic positioning for the
movement as a whole and for TimeBanks USA as the organization
serving that movement. It envisions TimeBanks USA continuing to
function as catalyst generating ideas, expounding Core Values and
setting forces in motion. But it lays out the steps on a new journey
wherein TBUSA seeks to maximize the potential of the information
technology it now has, including the TimeBanks website and Community
Weaver software to respond to the question: What kind of infrastructure is
needed for a vast, decentralized movement that is initiating a paradigm
shift in how our society addresses virtually every major social problem?
The plan is the result of heavy lifting by a group of dedicated volunteers
consisting of board members, Time Bankers from around the country, and
TBUSA staff. It was led by Martin Farrell, Chair of the TimeBanks UK
Board of Directors, and director of Get2thepoint Consulting in the UK
Many thanks are due to all who contributed, and for the spirit of
enthusiasm and dedicated engagement that has been brought to this
work.
Edgar S. Cahn
Chairman and CEO, TimeBanks USA
4
THE STRATEGIC PLANNING PROCESS
To date, the strategic planning process has been carried forward in two
distinct phases. In Phase I, a questionnaire was developed and sent out
to board members and existing Time Banks for direct feedback on issues
of greatest concern and priority actions. Phase II centered on a 2-day
retreat to (a) envision how the movement in all its variety will look in 2010
(b) address the crucial question of what the role of TimeBanks USA
should be vis-à-vis the movement it has birthed and (c) lay out, in broad
strokes, a scope of work for TBUSA in 2007 that is aimed at giving the
movement the catalytic support it needs for the 2010 vision to be fulfilled.
The plan as presented in the following pages will be passed from the
present transitional board to the new TBUSA Board of 2007. The new
Board’s role will be to finalize and approve the plan, and to oversee and
support its implementation. Completed, the plan will focus the energy of
all who wish to play a part in achieving TBUSA’s mission by shaping and
guiding what TBUSA is and what it does vis-à-vis the larger Time Banking
movement.
Implementation
The plan will be reviewed, finalized and approved by the new TBUSA
board in early 2007. At that point, it will be fully operationalized to direct
the actions undertaken by TBUSA. Staff responsibilities and goals, task
and task timelines, and the explicit funding and budget allocations needed
to implement the plan successfully will at that point be fully spelled out.
Beyond that, a focused collective effort and clear lines of accountability
will be required to ensure that implementation occurs. This will include
oversight of TBUSA by the Chair and new Board, along with other
elements of the system of managed accountability referred to in the plan.
Review and Revision
The strategic actions laid out in the final operationalized version of the
plan will be the basis for all TBUSA actions in 2007. Whilst some flexibility
will be called for to respond to unforeseen changes and opportunities, the
priority will remain staying on track to achieve the strategic goals. It will
be formally reviewed by the Board in the fall of 2007 and strategic actions
for 2008 will be formulated at that time in the light of progress towards
strategic goals as finalized by the Board in early 2007.
Contributors
5
From start to end, this process has been guided and Martin Farrell, who
has taken on that responsibility with his characteristic mixture of humor,
great integrity, and skill, and we have been fortunate indeed for that
leadership.
Phase I Contributors: Mashi Blech, Edgar Cahn, Maureen Caviola, Marcel
Charpentier, Badi Foster, Christine Gray, Scott Haapala, Barbara Huston,
Michael Marks, Stuart Ray, Anne Rogers, and Polly Wiessner.
Phase II Contributors: Edgar Cahn, Marcel Charpentier, Barbara Cox,
Nancy Goodman, Christine Gray, Michael Marks, Josefina Mata, Mark
McDonough, Jen Moore, Calvin Pearce, Stephanie Rearick, Don Ross,
Ruston Seaman, and Sheryl Walton.
6
MISSION STATEMENT (AS APPROVED BY THE BOARD, JAN ’06)
To expand a movement that develops, supports, and promotes a network
of Time Banks TM that rebuild community and reforms economic and
social systems, policies, and practices so that they empower human
beings to contribute to the well-being of each other through reciprocity.*
CORE VALUES
1. We are all assets.
Every human being has something to contribute.
2. Some work is beyond price.
Work has to be redefined to value whatever it takes to raise healthy
children, build strong families, revitalize neighborhoods, make democracy
work, advance social justice, make the planet sustainable. That kind of
work needs to be honored, recorded and rewarded.
3. Helping works better as a two-way street.
The question: “How can I help you?” needs to change so we ask: “How
can we help each other build the world we both will live in?”
4. We need each other.
People helping each other reweave communities of support, strength &
trust. Community is built upon sinking roots, building trust, creating
networks that are built on mutual respect and commitment.
5. Respect demands accountability.
The voices of all must be heard and heeded so as to promote social
justice and compel accountability.
*
Note on the current mission statement:
All agree that this mission statement spells out the constitutive parts of the TimeBanks USA
mission. It has operated well as a guide for the strategic planning process. However its length and
phrasing make it difficult for regular promotion and daily use. The group that came together for
Phase II in the strategic planning process recommended informally that there be a short and
memorable version for daily use as an inspiration and guide for TimeBanks USA and the
movement in their ongoing activities.
7
THE TIME BANKING MOVEMENT – A VISION FOR 2010
In 2010, as now, Time Banks will be aiming to rebuild the Core Economy of
family, neighborhood, community and civil society. As now, they will be doing so
by valuing critical work that the market does not value adequately and by valuing
contributions by persons whose work has been taken for granted, ignored or
devalued. To achieve those ends, some Time Banks place emphasis on
community-building. Others stress systems change. Many Time Banks are
hybrids, combining both. As the movement builds, the successful use of CoProduction by Time Banks around the nation will initiate a paradigm shift in policy
and practice in addressing major social problems.
By 2010, Time Banking will be widely known and will increasingly be sought out
as a fundamental tool for community building and system change. Time Banking
will be growing rapidly in four related realms:
A. Community building Time Banks that are staff led
B. Community building Time Banks that are member-managed
C. Systems change Time Banks and Time Banking projects and initiatives
D. Supportive work for Time Banking and systems change in the areas of
evaluation, research, policy and changing professional practice.
Supporting that growth and development will be a multi-part organizational and
systems infrastructure made possible by information technology. That will include
the www.TimeBanks.org website and Community Weaver internet software. The
core, staff-run organization of TBUSA will seek to remain small, even as the
movement grows increasingly large and diverse. TBUSA’s chief roles will be as
supporter and catalyst for the strong, growing, and sustained Time Banking
movement. The infrastructure for that movement is laid out in the next section.
PROJECTED GROWTH AND SUSTAINABILITY OF THE FOUR
APPROACHES TO TIME BANKING
PART A: COMMUNITY BUILDING TIME BANKS WITH PAID STAFF
What they are: Paid staff lead or support Time Banks that are
building community-of-place by creating informal support systems
with win-win exchanges of services and resources, conducting
social events and trips, and engaging members in community
building projects. Many include a system change dimension that
can shift over time and may be a central focus, or quite separate
from the work of community-building.
Vision for 2010
 200+ staff-led community building Time Banks in 40+ states
 Operating in a number of different forms such as
 free-standing Time Banks
 Time Banks operating under a single host organization,
 community building Time Banks with an orienting focus
such as eldercare, building a local economy,
strengthening a congregation
 linked clusters of community building Time Banks
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Services and exchanges to meet unmet needs: basic
sustenance, social connectedness, creativity, intellectual
stimulation, spiritual growth for memberships that center on or
involve vulnerable populations
Encompass broad diversity, including rural/urban, age, income
levels, and, in particular, ethnic and cultural diversity
Time Banks have tools and training they need to apply multifaceted sustainability strategies for long term development and
viability
Time Banks are supported in initiating social enterprises to
further mission and in-house sustainability
Growth for 2007
 10+ groups or organizations will form new Time Banks with
paid coordinator staff
 Time Banks across the US express ethnic, cultural diversity as
well as age and income diversity
PART B: MEMBER MANAGED COMMUNITY BUILDING TIME BANKS
What they are: Members manage and administer the Time Bank,
taking on different elements of the coordination. These have been
made much easier to create and sustain by user-friendly, Internet
based software used by individual Time Banks members. These
Time Banks have the potential to become an area of rapid growth.
Three variations of member-led Time Banks are envisioned being
in place by 2010:
Type 1. A neighbor-to-neighbor Time Bank that is temporarily
member-managed as a sustainability strategy
Type 2: A self-sufficient neighbor-to-neighbor planned from the
outset to be permanently member-managed.
Type 3: A highly personal “mini” Time Bank consisting of
between 10 and 35 members and aimed at meeting diverse,
highly individual goals and needs
Vision for 2010
 800+ of types 1 and 2 (temporarily and permanently member
managed neighbor-to-neighbor)
 Bringing in affluent and middle-class as well as financially
struggling communities, leading to wider income diversity in
the movement
 Drawing in a broad ethnic and cultural diversity
 250 + mini-Time Banks (through sales of the Wow package)
 Helping in the seeding and mainstreaming of the Time
Banking movement
Growth in 2007
 5+ of types 1 and 2
 50 + mini-Time Banks through sales of the Wow package
 Customer satisfaction and needs feedback loop in place
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PART C: SYSTEMS CHANGE TIME BANKING INITIATIVES
What they are: Time Banks and Time Banking projects and
initiatives that place their emphasis squarely on achieving systems
change by enlisting beneficiaries of human services as
contributors and valued partners in the furtherance of mission. An
explicit emphasis on putting into practice the five core principles of
Co-Production. Some will use community building as a central
strategy for systems change, and some will focus on a particular
institution or aspects of a systemic failure in serving a specific atrisk population.
Vision for 2010
 Systems change initiatives will be hosted or sponsored by
 at least 15 national organizations
 at least 10 local or regional organizations who seek to
create a network of Time Banks (including government
agencies, non-profit organizations, and faith-based and
secular institutions)
 10 free-standing or single-host flagship Time Banks
 In multiple areas, including health, education, juvenile justice,
eldercare, legal services, anti-poverty, foster care, etc
 Recorded benefits to well over one hundred thousand
households.
Growth in 2007
 Systems change initiatives will be hosted or sponsored by
 1+ new national organizations
 3 + new local or regional organizations who seek to
create a network of Time Banks (including government
agencies, non-profit organizations and institutions)
 1+ new free-standing or single-host flagship Time
Banks
PART D: EVALUATION, RESEARCH, POLICY AND CHANGING
PROFESSIONAL PRACTICE
What it is: Partnering relationships between TBUSA and
individual change agents and academic, policy, and professional
organizations that seek to establish Co-Production and Time
Banking as a significant and accepted paradigm-shifting approach
through evaluation, research and policy studies and through
changes in professional practice.
Vision 2010 and Growth in 2007 (see focus area 6 page 18)
10
TIMEBANKS USA: BUILDING AN INFRASTRUCTURE FOR THE
MOVEMENT – A DESIGN FOR GROWTH AND SUSTAINABILITY
The Time Banking movement will be served by an infrastructure that seeks to
leverage the different kinds of energies and resources in the movement and will
be responsive and accountable. It will consist of:
(a) the TimeBanks USA Board,
(b) the core staff-run organization of TimeBanks USA,
(c) the membership,
(d) a Time Bank of Time Banks developed under the aegis of TimeBanks USA
and using Community Weaver web-based software
(e) a consulting arm staffed by members of the movement that will be hosted and
supported through the www.TimeBanks.org website by the staff-led organization
(f) regular national conferences that bring Time Banks together, and
(g) partnerships between TBUSA and national and regional organizations,
academic consortiums and others.
Each element of the infrastructure will have a distinctive catalytic role shaping
the movement’s growth and sustainability. Systems of mutual accountability will
be a critical element of this infrastructure.
11
TIMEBANKS USA’S GOALS FOR 2007
FOCUS AREA 1: BUILDING THE INFRASTRUCTURE FOR A MOVEMENT
All parts of the infrastructure of Board, TBUSA core staff,
Membership,Time Bank of Time Banks, Consulting arm, Time
Banking conference and partnerships shaped by MOUs will be fully
designed and operationalized and operating smoothly by end of
year.
FOCUS AREA 2: MANAGED ACCOUNTABILITY SYSTEMS
Formal and informal relationships and structures will be put into place to
ensure accountability within and between all parts of the movement’s
infrastructure.
FOCUS AREA 3: ORGANIZATIONAL INFRASTRUCTURE FOR TBUSA
Staffing, systems, procedures, office space, IT and capital equipment are
refined/expanded – in accord with resources – for the staff-run
organization to effectively build, interact with and nurture all elements of
TBUSA as the infrastructure serving the Time Banking movement.
FOCUS AREA 4: PROMOTION OF TIME BANKING AND CO-PRODUCTION
All parts of TBUSA as the Time Banking movement’s infrastructure will be
engaged in internal and external promotion of Time Banking in ways that
are best suited to their structure and functions.
FOCUS AREA 5: NURTURING BEST PRACTICES AND SUSTAINABILITY
New and existing Time Banks can effectively access and/or share
essential information on start-up, sustainability and best practices relating
to community building and/or systems change. Core knowledge such as
the five core principles will be consistently included.
FOCUS AREA 6: CHANGING SYSTEMS AND PROFESSIONAL PRACTICE
The staff-run organization will enter into well-defined partnerships and
collaborative relationships aimed at undertaking research and providing
professional courses to establish Co-Production and Time Banking as a
powerful paradigm-shifting approach in human services.
FOCUS AREA 7: INCOME GENERATION
Funding is secured by the Board and staff-run organization to implement the
strategic plan and to ensure that all new and expanded elements of TBUSA as
the infrastructure for the movement are fully operational and financially sound by
end of 2007.
12
THE STRATEGIC PLAN FOR TIMEBANKS USA
2007 GOALS AND ACTIONS, AND 2010 VISION
FOCUS AREA 1: AN INFRASTRUCTURE FOR A MOVEMENT
Goals for 2007
All parts of the infrastructure of Board, TBUSA core staff, Membership,
Time Bank of Time Banks, Consulting arm, Time Banking conference and
partnerships shaped by MOUs will be fully designed and operationalized
and operating smoothly by end of year.
Actions for 2007
 Newly installed permanent TBUSA board with new chair, clarity on
board member roles, and high standards of governance
 Time Bank of Time Banks using Community Weaver internet software
set up with 50+ active members by end of year
 Consulting arm policies and procedures in place
 Consultant listing pages on www.TimeBanks.org fully functional
 20+ consultants listed and 12+ referrals made by TBUSA plus
evaluation procedures carried out
 TBUSA core staff allocated and engaged to implement strategic plan
 1+ partnerships between TBUSA and a national or regional
organizations established with MOU in place
 200+ attend the National Time Banking conference in Madison, WI
Vision for 2010
 Possibilities will be created through this infrastructure for engagement
by a wide range of players supporting the movement, including
 grass-roots leaders from multiple ethnic and socio-economic
groups and communities
 leaders of issue-related movements that adopt Time Banking
as a tool
 Time Bank coordinators, directors and leadership
 professionals operating as change agents
 Institutions seeking to support and foster change.
 A board whose majority has a close, working affiliation with Time
Banking
 Staffing for TimeBanks USA of between 5 and 10 staff whose roles
continue to reflect the strategic plan
 250+ members in the Time Bank of Time Banks
 100+ consultants in the consulting arm of the movement
 400+ attendees at the 2010 Time Banking national conference
 5+ major partnerships between TBUSA and national or regional
organizations and academic institutions or consortia
Through the architecture of this organizational infrastructure TBUSA will
focus on keeping true to its role as supporter, catalyst and provider of quality
assurance for the expansion and deepening of the movement and in doing so
will intentionally have retained only a small core staff.
13
FOCUS AREA 2: MANAGED ACCOUNTABILITY SYSTEMS FOR TBUSA
AND THE MOVEMENT
Goals for 2007
Formal and informal relationships and structures will be put into place to
ensure accountability within and between all parts of the movement’s
infrastructure.
Actions for 2007
 New Board Chair appointed
 Strategies for developing board governance capability explored,
chosen, laid out and partially implemented
 Time Bank of Time Banks features effective feedback loop for
ensuring that exchanges between Time Banks accord with promises
made
 Time Banking consultants have effective feedback loops, managed by
TBUSA, to ensure high quality work
 Board procedures for fiscal accountability established
 TBUSA’s operational plans and budgets undergo regular Board
review to ensure they reflect strategic plans as approved by the Board
 TBUSA has feedback loops to measure responsiveness to new and
existing Time Bank informational needs – for example: 90% or more
new and existing Time Banks say that the informational support they
received was at 4 or 5 on scale of 1-5, where 5 = excellent
 Partnerships between TBUSA and other organizations are anchored
by well-crafted MOUs
Vision for 2010
 Board operates effectively at visioning, strategic, and fiduciary levels
to provide visionary leadership to TBUSA and in support of the
movement
 Board has internal mechanisms to ensure the highest standards of
Board accountability
 Time Bank of Time Banks features effective feedback loop for
ensuring that exchanges between Time Banks accord with promises
made
 Time Banking consultants have effective feedback loops, managed by
TBUSA, to ensure high quality work
 Partnerships between TBUSA and other organizations are anchored
by well-crafted MOUs
14
FOCUS AREA 3: ORGANIZATIONAL INFRASTRUCTURE FOR TBUSA
Goals for 2007
Staffing, systems, procedures, office space, IT and capital equipment are
refined/expanded – in accord with resources – for the staff-run
organization to effectively build, interact with and nurture all elements of
TBUSA as the infrastructure serving the Time Banking movement.
Actions for 2007
 Staff levels and roles are reviewed and re-defined for new expansion
 TBUSA’s human resource policies, job descriptions, search and hire
strategies, and staff evaluation procedures are reviewed and refined
to support achievement of strategic plan goals
 Internal staff communication and management structures and
procedures are refined as needed to support the movement and
achieve strategic plan goals, eg
 TBUSA Membership management and member support
processes are streamlined and seamlessly implemented
 Effective procedures are in place for efficient and responsive
product sales and fulfillment
 Procedures in place for effective, responsive activation of
consultant work by TBUSA staff and movement members
 Additional part-time position hired to provide support to accountant
 New office space possibilities investigated at point when staffing
structures look likely to call for that
 Financial systems and procedures reviewed and modified as needed
to operate as a planning tool in line with the strategic plan
 Operating budget for 2007 as approved by Board is followed
 Operating budget for 2008 is created, approved by close of 2007
 Diversity – especially ethnic and cultural – actively sought and
supported
Vision for 2010
 TBUSA’s human resource policies, job descriptions and search and
hire strategies support strong operationalization and implementation
of the vision laid out by the Board
 10 - 20 exceptionally dedicated and capable line staff whose make-up
reflects the diversity of the movement
 2+ staff members offering expertise and services as called for by:
 each of the four functional areas of the Time Banking
movement
 the infrastructure developed to support that movement
 2-4 consulting and/or full-time and part time support staff supplying
needed services for financial management, communications systems,
IT etc
 Systems and procedures in place for staff to operate as self-managed
members of a team
 Fully equipped office space – likely in the Washington, DC area
 Capacity to deal with legal issues related to Time Banking such as
liability, trademark issues and tax exemption
15
FOCUS AREA 4: PROMOTION OF TIME BANKING AND COPRODUCTION
Goals for 2007
All parts of the Time Banking movement’s infrastructure will be engaged
in internal and external promotion of Time Banking in ways that are best
suited to their structure.
Actions for 2007
 Board members actively engaged in promoting Time Banking to their
personal and professional networks
 GuideStar entry up to date at all times
 New professional-quality brochures and packaging for Wow Start-Up
Kit to promote Time Banking and Co-Production
 Expertise and help available to Time Banks through the Time Bank of
Time Banks and the consulting arm is generating effective local media
coverage for all
 Effective promotion for the Time Banking National Conference in
Madison, WI
 Edgar as founder, spokesperson for Time Banking promotes Time
Banking as plenary speaker at 2+ major conferences
 Website generating a competitive number of hits per week and
engaging new adherents for Time Banking
 2+ Partnerships in place with national or regional organizations who
will disseminate Time Banking throughout their organization
 Electronic newsletter/e-bulletin to 250+ member subscribers by 12/31
 Hard-copy newsletter 2 to 3 times per year
 Response to inquiries system streamlined and seamlessly
implemented with monthly report to show patterns, trends etc
 Time Banking and Co-Production are showcased at 2+ professional
conferences
Vision for 2010
 Professional quality materials powerfully aligned to needs of each of
the four main areas of Time Banking
 The Time Bank of Time Banks offers expertise, help and promotion.
This will lead to local media coverage for 75% of Time Banks with 100
or more members.
 Time Banking covered by national media 4+ times per year
 Edgar as founder, spokesperson for Time Banking promotes Time
Banking as plenary speaker at 4+ major conferences
 10 + articles on Time Banking in professional journals by partnering
academics and professionals
 Website generating 100 – 500 hits per week and engaging new
adherents for Time Banking
 5+ Partnerships in place with organizations who will disseminate Time
Banking
 Initiatives that amplify the voices and perspectives of specific,
historically disenfranchised groups engaged in Time Banking
FOCUS AREA 5: NURTURING BEST PRACTICES AND SUSTAINABILITY
16
Goals for 2007
New and existing Time Banks can effectively access and/or share
essential information on start-up, sustainability and best practices relating
to community building and/or systems change. Core knowledge such as
the five core principles will be consistently included.
Actions for 2007
 Monthly e-bulletin nurtures a sense of community and shared culture
 All parts of TimeBanks USA infrastructure consistently tie how-to
information to the five core principles of Co-Production/Time Banking
 Electronic online forums1 post how-to on Time Bank set-up and
sustainability, including membership and promotional materials,
successful fundraising strategies (including the wording of grant
proposals), and other materials2
 24+ Time Banking practitioners and others with special expertise
relating to Time Banking are actively part of the consulting arm of
TimeBanks USA by end of year
 Edgar’s book Priceless Money, as a new edition with stories and
discussion guides, is released at the Time Banking conference
 40+ new and existing Time Banks around the country participate in
workshops and training3
 First steps are taken to the creation of an on-line course in CoProduction and Time Banking
 National Time Banking conference includes multiple opportunities for
knowledge sharing, including pre-conference gatherings, open space
sessions, and targeted workshops
 15+ Time Banking trainers/consultants hold a pre-conference
meeting to discuss and build on shared framework/languaging for
Time Banking that includes the Core Principles
 The Wow package and other how-to materials are refined in light of
feedback from conference participants
Focus Area Five continued:
Vision for 2010
1
Survey question #5 was ranked as one of the Five Most Important Actions of TBUSA, and reads:
“Create and support on-line forums that make it possible for Time Bank coordinators and others to
effectively share and access information.”
2
Survey questions #9 and #22 were ranked as two of the Five Most Important Actions of TBUSA,
and read consecutively: “Share wording of successful grant proposals” and “Develop high-quality
promotional materials that local Time Banks can adapt for their own use.”
3
Survey question #17 was ranked as one of the Five Most Important Actions of TBUSA, and
reads: “Provide advanced workshops and training on topics such as fundraising, sustainability,
building a coordinator support team, successful coordinator succession, etc.”
17





National Time Banking conference draws 400+ individual in 2010
Electronic newsletter/e-bulletin to 1000+ subscribers
40+ trainers and consultants share common framework of Core
Principles of Time Banking plus expertise to share on multiple levels
from grass-roots organizing to systems change
Time Banking how-to trainings offered at least quarterly by Time Bank
trainer/consultants in 4+ major regions of the country
Time Bank of Time Bank and Internet forums actively used by 500+
individuals
FOCUS AREA 6: CHANGING SYSTEMS & PROFESSIONAL PRACTICE
Goals for 2007
TimeBanks USA enters into well-defined partnerships and collaborative
relationships aimed at undertaking research and providing professional
courses to establish Co-Production and Time Banking as an accepted
paradigm-shifting approach in human services.
Actions for 2007 (See Vision 2010 for details)
 3+ individual change agents in place
 2+ formal partnerships established by MOU
 4+ Time Banks participate in Beta testing the Time Banking
evaluation toolkit4 produced in 2006
 1+ professional evaluation study
 Time Banking and Co-Production showcased at 2+ professional
conferences
 Frameworks being established in relation to research on CoProduction/ Time Banking in 2+ fields of human services
 Course given at 2+ graduate schools
Vision for 2010
 15+ individual “boundary crossing” change agents who operate
across academic/policy/community contexts either join or collaborate
with TimeBanks USA to achieve specific systems change
 7+ partnering relationships established by MOU with either national
non-profit or advocacy organizations, academic institutions,
professional organizations, or any combination of these to explore and
promote Co-Production and Time Banking for systems change
 100% of academic and policy-related institutions undertaking research
into Time Banking/Co-Production create partnerships with Time
Banks and Time Banking projects in accord with five core principles
 Evaluation tools regularly used by Time Banks on a self-administered
basis or by working with consultant evaluators
Focus Area 6 Continued – Vision for 2010
4
Survey question #12 was ranked as one of the Five Most Important Actions of TBUSA, and
reads: “Provide an introductory Time Banking evaluation toolkit with basic measurement and
evaluation tools and how-to guidelines.”
18





At least 10 evaluation studies, 10 articles in professional journals, and
3 major policy-related articles
Overall frameworks established to help structure and guide
evaluations, research and policy development in at least three fields
Time Banking and Co-Production showcased at 10-15 professional
conferences and gatherings (at least 4 in 2010)
Curricula on achieving systems change through Time Banking and
Co-Production incorporated into classes in the graduate programs of
at least 4 universities
An on-line course on achieving systems change with Co-Production
and Time Banking which can be accessed directly through TBUSA or
through partnering academic institutions
FOCUS AREA 7: INCOME GENERATION
Goals for 2007
TBUSA, as the catalyst and supporter of the Time Banking movement,
secures the funding it needs to fully implement the strategic plan and to
ensure that all elements of the infrastructure for the movement are fully
operational by end of 2007.
Actions for 2007
 Continue close working relationship with current major donor, and
TBUSA Chief Technology Officer, Mark McDonough, in year three of
Mark’s three-year, $1 million pledge to the Time Banking movement
 $100K+ from growing base of individual donors that includes 6+
donors giving $10K+
 $500K from a large, multi-year capacity-building grant from a major
foundation
 $80K+ from contracts for training and technical assistance by TBUSA
staff and consultants
 $10K+ from membership fees and sales of products
 $10K from national conference fees
 A fund of $15K to subsidize/seed Time Banking activities in low
income communities and issue-driven movements that have capacity
for strong expansion of Time Banking
Vision for 2010
 $250K+ from growing base of individual donors that includes 10+
donors giving $10K+
 $500K+ foundation support for new Time Banking initiatives in
partnership with other organizations
 $200K+ from contracts for training and technical assistance by
TBUSA staff
 $40K+ from membership fees and sales of products
 $10K from national conference fees
 TBUSA is able to set aside a fund to subsidize/seed Time Banking
activities in low income communities
19
APPENDIX A: SURVEY RESULTS
Summary of Results
Respondents were asked in the questionnaire to identify the “Five Most Important
Actions of TBUSA.” When the scores were averaged, five clear priorities
emerged. They were:
1. Create and support on-line forums that make it possible for Time Bank
coordinators and others to effectively share and access information. (#5)
2. Share wording of successful grant proposals. (#9)
3. Provide and introductory Time Banking evaluation toolkit with basic
measurement and evaluation tools and how-to guidelines. (#12)
4. Provide advanced workshops and training on topics such as fundraising,
sustainability, building a coordinator support team, successful coordinator
succession, etc. (#17)
5. Develop high-quality promotional materials that local Time Banks can
adapt for their own use. (#22)
It turned out that when all the responses across all questions in the questionnaire
were averaged, the same five actions rose to the top. There was also a sixth
clear priority: (see Table 1).
6. Provide how-to information and training for start-up time Banks. (#16)
Interestingly, when the results were divided by the Time Banks’ stages of
development, the highest ranking actions seemed to differ. For example, start-up
Time Banks reported interest in on-line forums, regular newsletters, and in
seeing the wording of successful grant proposals, while long-standing or wellestablished Time Banks did not see those actions as very high priorities (see
Table 2).
Summary of The Survey Process
For Phase I of the Strategic Planning Process, the questionnaire that follows was
created and e-mailed to the Time Banks that are either in existence or in the
process of starting up to ask what actions TBUSA can best take to support them.
The survey builds on what we learned when we did our first survey in 2003.
The initial send-out by e-mail was followed up with reminders about the survey in
the monthly E-Bulletin, a follow-up e-mail to a selection of known active Time
Banks, and phone calls to Time Bank Coordinators to either go through the
survey with them or to ask more in-depth questions about their survey
responses.
In all, 10 surveys were returned. Five coordinators, one management team
members, two initiators, and two staff members of hosting agencies responded.
Although the response was not tremendous, the sample represents the spectrum
of Time Banks and contacts that are currently in the field. The majority of
respondents were in a stage of early development, but surveys were also
20
rea
te T
nal
/r
egi
o
im
eB
nat
io
nal
con
f
ank
of
ere
n
ces
Tim
eB
an k
3. S
s
4. H
upp
el p
ort
tp
we
con
bsi
5. C
ven
te
ea
rea
ffin
te a
i
nd
ty
g
sup
rou
por
ps
to
n-l
6. P
ine
ubl
for
ish
um
reg
7. O
s
u la
ffe
r
n ew
rw
ork
sle
tter
sho
s
ps
8. W
on
9. S
r
f
i
u
t
h ar
ndr
eg
ran
ew
ais
ing
10.
tp
ord
rop
ing
Re
osa
vie
o
f
l
wa
s fo
su c
nd
ces
ra
co m
sfu
fee
lg
me
ran
nt
tp
of
r
gra
opo
11.
nt
sal
pro
s
Sh
pos
are
als
inf
12.
oa
for
Pro
bou
af
ee
vid
t su
e in
cce
tro
s
s
ful
duc
gra
13.
tor
nts
ye
Pro
v al
vid
u at
e
ion
adv
15.
14.
an c
too
Sh
Pro
lki
ow
ed
t
vid
ev a
cas
e li
ee
lu a
val
st o
tio
uat
nt
f
e
ook
ion
val
s th
uat
it
io n
at m
17.
con
ake
Pro
s
vid
u
cas
ltan
ea
16.
ef
ts
dva
or
Pro
Tim
nce
v
i
d
eB
dw
eh
ank
ork
ow
-to
ing
sho
18.
inf
ps
Of
of
and
fer
or
tra
t ec
s
tar
ini
hni
t-u
ng
cal
ps
on
19.
ass
sp e
ista
Of
ci f
fer
nce
ic t
acc
opi
and
red
cs
coa
iati
chi
on/
ng
ref
(on
err
al o
fee
fT
)
Bp
20.
r
act
Tra
itio
inner
the
s
-tra
22.
i
n
er
De
2
pro
1. C
vel
gra
op
oll
m
hig
ect
h-q
pre
ual
ss
co v
ity
pro
era
ge
mo
tio
n al
ma
ter
ials
2. C
1. H
o ld
Average Score 0-5
returned from one start-up Time Bank, one long-standing Time Bank, and one
well-established Time Bank. The Time Banks identified themselves as a mix of
Community Building and Systems Change Time Banks.
Tables
Table 1
Average Scores of First Section Survey Questions
5
4.5
3.5
4
3
2.5
2
1.5
0.5
1
0
Survey Question
Table 2
21
2. C
nat
ion
al/r
egi
rea
ona
te T
l co
im
nfe
eB
ren
ank
ces
of
Tim
eB
4. H
3. S
an k
el p
upp
s
tp
ort
con
5. C
w
ven
eb s
rea
ea
ite
te a
ffin
nd
ity
sup
gro
por
ups
to
6. P
n-l
ubl
ine
ish
7. O
f
o
reg
rum
ffe
u la
s
rw
rn
ork
ew
s
s
hop
lett
9. S
8. W
ers
so
h ar
rite
nf
ew
10.
gra
und
ord
Re
nt
r ai
vie
ing
p
sin
rop
wa
of
g
osa
nd
su c
ls f
co m
ces
o
r
s
me
ful
af
nt
ee
gra
of
nt
11.
gra
pro
nt
Sh
pos
pro
are
als
12.
pos
inf
Pro
als
oa
bou
for
vid
e in
t su
af
ee
tro
cce
duc
13.
ssf
ul
tor
Pro
g
y
15.
ran
vid
eva
ts
ea
Sh
lua
14.
ow
dva
tio
Pro
cas
nce
n
t
v
ee
ool
de
ide
val
kit
val
list
uat
uat
of
ion
ion
17.
eva
s th
t
Pro
l
o
u
at m
oki
atio
vid
t
ake
nc
ea
ons
dva
16.
cas
ult
nce
ef
Pro
an t
or
dw
vid
s
Tim
ork
eh
18.
eB
ow
sho
Of
ank
-to
ps
fer
i
i
and
ng
nfo
t ec
tra
for
hni
ini
19.
cal
st a
ng
r
ass
Of
t
on
ups
fer
ista
spe
acc
nce
ci f
red
ic t
and
iati
o
pic
coa
on/
s
chi
ref
ng
err
(on
al o
f
f
e
TB
20.
e)
pra
Tra
ctit
in22.
io n
the
ers
De
-tra
vel
ine
21.
op
rp
Co
hig
rog
l
l
ect
h-q
ram
ual
pre
ity
ss
co v
pro
era
mo
ge
tio
n al
ma
ter
ials
1. H
o ld
Average Score 0-5
Comparison of Priorities by Development Stage
6
5
4
3
2
Start Up
Early Development
Well-established
Long-standing
1
0
Survey Question
22