Kesler Fisher House Case Study
Item 9: Investments
Mr. Aubrey (A.C.) Berry, AFSVA/FMNTP, provided an investment update and general synopsis of AFFHF working capital portfolio investments, maturity schedule. Based on the approved strategy of maintaining a $4M cushion, representing 86% of the historical 5-year cumulative operating expenses and 134% of the 3-year cumulative operating expenses, the approximate yield to date is $436K.
Item 10: Future Houses
Maj Boone presented the current status of Keesler Fisher House #2. Construction started November 2016 and is scheduled for completion in September 2017. Current completed construction activities include exterior envelope and interior finishes. Upcoming activities include the initial outfitting and ribbon cutting.
Maj …show more content…
This is affecting the subcontractor market. The Fisher House Foundation will not compromise quality for sake of the schedule. Still awaiting details concerning the ribbon cutting for Keesler Fisher house II. Requested two month lead-time on coordinating potential events.
Item 11: AFFH Program Manager
Maj Bone presented three COAs to the board as an effort to determine the appropriate sustainable long-term strategy for managing the program. The Presented COAs are (1) the status Quo, (2) COA 2 GS Position, (3) COA 3 NAF position.
Discussion: Concerns regarding the NAF funded position with the NAF hiring freeze, and if the position warranted a 100% full time position.
Discussion: A request was made to include the constraints on the in the March update for board vote.
4. New Business:
The meeting concluded with a summary of upcoming events. Maj Boone discussed the desire of the Fisher House Foundation Inc. to have the house manager’s support in an official capacity for the family reception that the foundation sponsors similar to the recent navy hosted warrior …show more content…
The house managers specifically support the Fisher House Inc. Sponsored activities and events for the Families portion of the warrior games. It was determined in further discussion that the managers would be serving in an official capacity. Maj Boone to reach out to the navy Program manager for specifics on what duties the navy house manager performed, and too coordinate with a representative to brief at the next board meeting. (Action Item 3)
Update:
5. Action Items:
A1: Maj Boone to coordinate development of key performance indicators to develop ideas for a capital requirements working group to discuss standardization of expenditures (i.e. mattresses, area rugs, televisions, etc.) and their procurement.
A2: Maj Boone to provide impact of invisible wounds on the Eglin Fisher house to determine if sufficient capacity exists.
A3: Maj Boone to coordinate with a representative to brief the Warrior games at the next board meeting.
A4: Maj Boone to confirm the APF Transfer and confirm if an out of cycle board meeting is required to start the process
Mr. Aubrey (A.C.) Berry, AFSVA/FMNTP, provided an investment update and general synopsis of AFFHF working capital portfolio investments, maturity schedule. Based on the approved strategy of maintaining a $4M cushion, representing 86% of the historical 5-year cumulative operating expenses and 134% of the 3-year cumulative operating expenses, the approximate yield to date is $436K.
Item 10: Future Houses
Maj Boone presented the current status of Keesler Fisher House #2. Construction started November 2016 and is scheduled for completion in September 2017. Current completed construction activities include exterior envelope and interior finishes. Upcoming activities include the initial outfitting and ribbon cutting.
Maj …show more content…
This is affecting the subcontractor market. The Fisher House Foundation will not compromise quality for sake of the schedule. Still awaiting details concerning the ribbon cutting for Keesler Fisher house II. Requested two month lead-time on coordinating potential events.
Item 11: AFFH Program Manager
Maj Bone presented three COAs to the board as an effort to determine the appropriate sustainable long-term strategy for managing the program. The Presented COAs are (1) the status Quo, (2) COA 2 GS Position, (3) COA 3 NAF position.
Discussion: Concerns regarding the NAF funded position with the NAF hiring freeze, and if the position warranted a 100% full time position.
Discussion: A request was made to include the constraints on the in the March update for board vote.
4. New Business:
The meeting concluded with a summary of upcoming events. Maj Boone discussed the desire of the Fisher House Foundation Inc. to have the house manager’s support in an official capacity for the family reception that the foundation sponsors similar to the recent navy hosted warrior …show more content…
The house managers specifically support the Fisher House Inc. Sponsored activities and events for the Families portion of the warrior games. It was determined in further discussion that the managers would be serving in an official capacity. Maj Boone to reach out to the navy Program manager for specifics on what duties the navy house manager performed, and too coordinate with a representative to brief at the next board meeting. (Action Item 3)
Update:
5. Action Items:
A1: Maj Boone to coordinate development of key performance indicators to develop ideas for a capital requirements working group to discuss standardization of expenditures (i.e. mattresses, area rugs, televisions, etc.) and their procurement.
A2: Maj Boone to provide impact of invisible wounds on the Eglin Fisher house to determine if sufficient capacity exists.
A3: Maj Boone to coordinate with a representative to brief the Warrior games at the next board meeting.
A4: Maj Boone to confirm the APF Transfer and confirm if an out of cycle board meeting is required to start the process