Exhibit 1 KaBOOM! Playground Builds by Year Inception to 115 1999 64 2000 63 2001 90 2002 109 Playgrounds Exhibit 3 KaBOOM! Four-Year Income Statement, 1999-2002 ('000s) 1999 2000 2001 2002 Operating Revenue Funding partner earned income Community partner earned income Other earned income Grants: corporate, foundation and other revenue In-kind contributions Total Operating Revenue 5,063 627 0001 1,731 258 364 109 269 2,732 2,268 318 23 117 190 66 255 3,488 880 699 233 526 5,825 358 6,368 2,915 3,867 Operating costs Construction total Grant expense Other program-specific costs Management & general costs Development costs Total Operating Costs 1,900 70 325 610 457 1,855 49 483 664 347 3,398 2,681 140 691 716 465 4,693 1,492 562 550 6,492 3.364 Read the case and consider the following issues: 1. What are the key strategic issues that the KaBoom Board of Directors need to monitor to ensure that the organization prospers? 2. As a Board member, what measures would you want to see? How would you want them to be presented? How often would you want them to be collected and reported? 3. Choose, and be prepared to defend, a reasonably well-defined strategy - meaning a rough distribution of effort and attention across Lead, Seed, and Rally. Could Lead continue to grow? How much effort would you devote to rapidly expanding Seed? To what extent would you try to build KaBoom's future through Rally? Exhibit 1 KaBOOM! Playground Builds by Year Inception to 115 1999 64 2000 63 2001 90 2002 109 Playgrounds Exhibit 3 KaBOOM! Four-Year Income Statement, 1999-2002 ('000s) 1999 2000 2001 2002 Operating Revenue Funding partner earned income Community partner earned income Other earned income Grants: corporate, foundation and other revenue In-kind contributions Total Operating Revenue 5,063 627 0001 1,731 258 364 109 269 2,732 2,268 318 23 117 190 66 255 3,488 880 699 233 526 5,825 358 6,368 2,915 3,867 Operating costs Construction total Grant expense Other program-specific costs Management & general costs Development costs Total Operating Costs 1,900 70 325 610 457 1,855 49 483 664 347 3,398 2,681 140 691 716 465 4,693 1,492 562 550 6,492 3.364 Read the case and consider the following issues: 1. What are the key strategic issues that the KaBoom Board of Directors need to monitor to ensure that the organization prospers? 2. As a Board member, what measures would you want to see? How would you want them to be presented? How often would you want them to be collected and reported? 3. Choose, and be prepared to defend, a reasonably well-defined strategy - meaning a rough distribution of effort and attention across Lead, Seed, and Rally. Could Lead continue to grow? How much effort would you devote to rapidly expanding Seed? To what extent would you try to build KaBoom's future through Rally