From BBBS of Greater Houston Business Plan 2008-2010

Strategic Direction Goals

Are plan goals appropriately prioritized with respect to your organization’s values and guiding principles and BBBS Nationwide Strategic Directions?

From BBBS of Greater Houston Business plan 2008- 2010. ______

BBBS Goals

1. Program Impact. We will increase our program impact by building on our established reputation and capabilities for large scale, evidenced based programs.

A. Quality Growth. Sustained quality growth will be at the core of our efforts.  While we will have strong continued focus on quality growth in number of children served, we will align program and fund development growth to enable fund development growth to exceed program growth and build a strong foundation, by reducing the rate of growth in programs, investing in infrastructure (including technology, salaries and benefits) and in operating reserves.  Growth in the number of youth served from 2,500 in 2007 to 3,300 in 2010, an increase of 32%+ or approximately 10% annually; we will return to higher level growth no later than 2010.  Long term goal – provide quality matches to 10% of children in need in our Service Community Area (approximately 25,000 children); work to create sustainable infrastructure to meet interim goals in future business plans of serving 3,500, 5,000 and 10,000 children.

B. Increased Intentionality. We will be intentional about which children we serve (risk profile, gender, and ethnicity) so as to achieve a more balanced participant

of 13 population that is representative of the local at-risk population.  Manage CBM and SBM growth so that approximately 40-50% of children served are Community Based (but no less than 35%) and 50-60% are School Based.  During period of reduced growth in number of children served, prioritize demand in accordance with demographics, environmental risk and personal need so as to serve needs that can be effectively met through mentoring. Demographics  Increase % of boys served from 46% in 2006 to 56% of all matches in 2010 and increase the % of those boys served by male volunteers to at least 81 % (currently 66 %) by: o Increase the % of male volunteers from 31% in ’06 to 41% of all volunteers in 2010.  Increase % of Hispanic youth served from 21% (’06) to 37% of all matches by 2010.  Increase % of African American and Hispanic youth served by same ethnicity volunteers to at least 75 % of those matches by: o Increasing % of African American volunteers from 37% (’06) to 43 % of all volunteers. o Increasing % of Hispanic volunteers from 15% to 2 % of all volunteers.

Environmental Risk  In 2008, establish clear baseline data for measuring the percent of Littles who are in moderate-to-high need (set goals for % of youth in moderate to high need for 2009 and 2010 – minimum of 75%) as measured by exposure to the following environmental risk factors: o Children receiving free/reduced lunch o Children with an incarcerated parent o Children not living with two parents o Household income  Create timeline and identify resources required to conduct geographic assessment of need and resources (by zip code or otherwise). Personal Need  Qualitatively assess children based on poor family relationships, poor academic progress or misconduct, during enrollment process.

C. Positive Outcomes. We will have positive outcomes for a higher percentage of the children served and significant and quantifiable outcomes for all children served.

of 13  Increase in the SBM average length of match from 10 months in 2007 to 13 in 2010.  Increase in 6 month match retention rates: CBM from 80 % to 85 % and SBM from 80 % to 85 % by 2010.  Establish 12 month match retention rate goals.  Continue to implement recommendations of SBM Task Force for sustainable quality relationships and outcomes.  Track ongoing outcomes measurement for each individual child rooted in the Impact Studies. o Adopt new quality and outcome measures established by National:  Strength of Relationship in ‘07  Academic Engagement; Avoidance of Risky Behaviors; Effective Relationships in ‘08 o Develop and track positive impact measures related to:  High school graduation rate  Littles who become Bigs  Continuous data-driven growth and quality improvement for both CBM and SBM  Improve the quality of the experience for our Volunteers. o In 2008, build a volunteer appreciation plan and Big Alumni Association feasibility plan around documented needs and interests of volunteers; execute and measure results in 2009 and 2010. o Conduct survey to determine needs and interests of volunteers. o Coordinate local recognition with state and national programs. o Develop and track measure related to percentage of Bigs who become donors. o Evaluate and enhance communication tools.

2. Resource-Acquisition Capabilities. We will continue to build deep resource acquisition capabilities for funding, marketing, volunteer recruitment/partnerships and our Board.

A. Strengthen agency capacity for sustainable quality growth.  Enhance fund development capacity. o Evaluate staff, organizational structure and tools required.  Total budgeted revenues will go up by 12% over three years to $3,500,000 by 2010; this includes a 39% increase in contributed revenue (including special events).

of 13  The unbudgeted revenue goal we will target will increase 25% over three years to $3,770,000 by 2010; this includes a 55% increase in contributed revenue.  Financial priorities will include: o Agency will increase cash reserve. o Improved compensation packages for staff. o Investment in technology and infrastructure.  Fund Development Plan will evaluate the proper mix of funding sources and opportunities, including: o Possible capacity building campaign. o Plan for replacing cyclical funding (grant and other). o Revenue generation opportunities (training).  Develop plan to utilize Financial Management Toolkit to enhance/improve financial operations.  Develop plan to utilize Risk Management Toolkit to enhance/improve risk management practices and policies.  Develop Government Relations Plan.

B. Create more compelling data-driven messages highlighting the relevance and urgency of our work.  Communication and Marketing Plan must contain dual messages for funders and for volunteers. o Include training for Board and Staff  Demonstrate the preventative value (solution) of our program, long and short term, to all current and future stakeholders.  Create Elevator Speech for all agency ambassadors.  Evaluate and plan for expansion and organization of Marketing staff and budget. o Conduct survey to determine effectiveness of marketing messages. o Intentionally attract marketing and brand experts to support plan. o Cultivate and steward media partners.

C. Enhance volunteer recruitment/partnerships capacity. o Evaluate staff and desired outcomes (money, mentors and media). o Evaluate most effective organizational structure.

3. Talent and Organization Structure. Intensify focus on people, with an emphasis on talent and organizational structure.

of 13 A. Attract, develop, motivate, and retain culturally competent, diverse and outstanding talent by:  Enhancing human resource capacity so as to serve more children at lower cost. o Workforce Planning (including compensation and organizational restructuring). o Agency-wide Process Improvement.  Develop and implement Board and Executive Leadership Development Plans, consistent with agency values. o Leadership Development plans in place, including management training o Board Development plan in place (take assessment into account). o Leverage corporate partners to provide training and mentors for staff development at all levels.  Develop and implement improved performance management process, including reward and recognition plan.  Develop listening model for all stakeholders.  Evaluate Partnership Development/Recruitment and Marketing organizational structure and ensure that key leadership is provided.

B. Develop and nurture a learning organization culture, so as to serve more children at a lower cost:  Enhanced capacity for change management  High performance standards  Accountability  Working smarter, not harder  Schedule employee culture survey  Cultural inclusion/diversity awareness

C. Evaluate collaborations or other formal relationships with other Texas agencies to optimize organizational structure to enable achievement of sustainable, quality growth.

of 13 From BBBS of Metropolitan Detroit Business Plan 2008 - 2010 ______

STRATEGIC FOCUS AREA: Intentionality

BBBSMD recognizes the importance of serving the young people who need us most. As evidenced by those who wait the longest for a mentor, we realize the high needs of African-American and Hispanic boys. While we will continue to serve young girls, it will be our focus to recruit, train and support male mentors for young boys of color who are in need of positive role models who look like them.

In addition to a focus on creating more same race/same gender matches, BBBSMD will work through a framework to identify which children we will serve by considering three dimensions of the population: Environmental risk; Personal need and Demographics.

GOAL: Serve the children who need us most with an emphasis on same ethnicity/same gender mentors by 2010.

Objectives: 1. Increase the percentage of African-American youth served by African- American mentors from 50% to 90% by 2010. 2007: 78% of youth served were African-American; 50% of these youth had an African-American mentor. 2. Increase the percentage of Hispanic youth served by Hispanic mentors from 6% to 90% by 2010. 2007: 3% of youth served were Hispanic; 6% of these youth had a Hispanic mentor. 3. Increase the number of boys served by male mentors to 90% by 2010. 2007: 54% of youth served were boys; 84% of these boys had a male mentor. 4. Define our target population. Examine three dimensions (Environmental Risk, Personal Need, Demographics). Determine target goals for ethnicity and gender within this target population by July 2008.

GOAL: Recruit the right volunteers to meet the need of BBBSMD based on defined target population by 2010.

Objectives:

of 13 1) Develop and execute a 3 year Strategic Mentor Recruitment Plan. 2) Expand upon African-American Task Force Strategies.  Faith based engagement  Media outreach  African-American Affinity Groups  African-American civic/professional associations  Execute “Each One-Reach One” effort challenging current mentors to recruit a mentor for each of the 3 years. 3) Incorporate a Sports Buddies program to our menu of services. 4) Create a Hispanic Task Force by 2010.

Metrics for volunteer yield rate from Inquiry to Match 2007 Overall Yield Rate = 29% 2007 CB Yield Rate = 17% - increase annually. 2007 SB Yield Rate = 100% - maintain above 80%.

STRATEGIC FOCUS AREA: Program Impact

BBBSMD is committed to serving young people who need and want mentors. While we are focused on serving more children each year, we are as committed to serving them better. Sustained quality relationships between mentors (bigs) and mentees (littles) is paramount to our success as an organization. Therefore, goals and strategies in the Program Impact focus on achieving positive outcomes for a higher percentage of children served.

GOAL: Increase number of children served annually by at least 10%.

Year 10% growth Projection of Active Matches New matches needed Children open on January 1st of each Served year. (Average Closure Rate Goal 39%) 2007 1150 Baseline 2008 1265 685 580 2009 1392 772 620 2010 1531 934 597

GOAL: Increase site based match length to 13 months by 2010.

Current average match length for 2007 is 9.9 months 2008 = 11 months 2009 = 11.5 months 2010 = 13 months

of 13 Objectives: 1) Adopt learnings and key findings from School Based Study.  Extend match relationships throughout summer to lead to 2 year matches (school year) to increase the annual average match length to 13 months by 2010.  Enhance site-based match support efforts by increasing support contact quality and compliance to 90% each year. 2) Enhance mentor training and orientation including a cultural competency component by 2008. 3) Form strategic alliances with youth serving organizations to implement site based match programs in non-school, community center settings by adding up to 2 non-school sites each year.

GOAL: Maintain community based match length at least 30 months.

Current average match length for 2007 is 34.4 months 2008, 2009 and 2010 = at least 30 months

Objectives: 1) Enhance mentor training and orientation including a cultural competency component by 2008. Provide an additional layer of support to newly recruited mentors and their mentees by 2008. 2) Enhance and increase relevant mentor engagement to maintain length of match at 30 months for each of the next 3 years.

STRATEGIC FOCUS AREA: Sustainability

BBBSMD recognizes the importance of having a healthy mix of revenue to sustain and grow. Historically, the agency has benefited from tried and true fundraising efforts resulting in “promised” funding. Further, BBBSMD has received large government grants which translated to temporary revenue growth. It has become more crucial to have unrestricted revenue leading to BBBSMD’s sustainability. It is our goal to consistently develop new relationships that will lead to unrestricted dollars by focusing development activities in three areas: Bowl For Kids Sake, Corporate Giving and Major Gifts. These and other efforts will help to build a cash reserve fund of at least three months or $400,000.

GOAL: Increase revenue from $1,612,000 in 2008 to $1,964,107 by 2010

Objectives: 1) Significantly increase revenue from BFKS by at least $25,000 annually. 2008 $225,000 2009 $250,000

of 13 2010 $275,000

2) Launch Corporate Giving Campaign converting current corporate contribution from events focus to defined benefits for corporate gifts. 2008 $155,000 2009 $247,000 2010 $339,000

3) Emphasis will be to implement and launch major gift plan including case statement and identified prospects in 2008. Focus for other individual fundraising activities (e.g. ASK event, direct mail etc.) is on maintenance. 2008 $274,000 2009 $424,000 2010 $624,000

4) Sustain Foundations and United Way Funds with emphasis on United Way partnership efforts based on BBBSMD’s fit within the Agenda for Change. 2008 $794,985 2009 $575,092 2010 $575,092

5) Efforts for remaining revenue sources (government grants, Arby’s Charity Tour etc.) will focus on maintenance. 2008 $163,015 2009 $133,015 2010 $151,015

6) Task current and future board members with a percentage of revenue and expense reduction to be defined by the board retreat.

GOAL: Build a three month cash reserve fund of $400,000 by 2010

Objectives: 1) Expense Reduction Explore eliminating or greatly reducing occupancy expense. Funnel savings ($90,000 per year) into reserve fund. Identify company to donate space to BBBSMD by end of current lease in February 2009. Additional efficiencies coupled with increased revenue will funnel at total of $419,778* dollars to BBBSMD’s reserve fund by 2010. 2008 $0 2009 $62,545 2010 $357,233 *based on assumptions projected in key revenue line items

2) Program Impact

of 13 Streamline Service Delivery Model practices for additional economies. Annual completion of SDM Essential Checklist to ensure 100% of essential practices are in current service delivery and enhance quality growth.

GOAL: Explore collaborative efforts as a potential way to achieve sustainability, find efficiencies and/or increase program growth. Objectives: 1) Explore potential functional affiliations. 2) Explore potential strategic alliances. 3) Explore potential mergers/acquisitions.

STRATEGIC FOCUS AREA: Talent Development/Organizational Structure

BBBSMD believes in people first. We know that having the right talent displaying high and equal levels of competence and commitment is a key ingredient to our success. To that end, we will invest in our staff in a way that we believe will propel our efforts towards continued success. It is our intent to establish standards and manage a creative climate where people are self-motivated towards the attainment of the strategic goals set forth in this plan.

The non-profit sector has to become increasingly savvy at fund development. The need to have a multi-pronged, comprehensive fund development plan has become greater in this economy. To be successful, an agency’s Board of Directors must believe in the mission and wholeheartedly own its role in fund development. BBBSMD will have a Board of Directors that exhibits a high level of engagement and focus on taking the lead in major gift work.

GOAL: Create and implement a comprehensive talent development plan that leads to 80% employee satisfaction by 2010.

Objectives: 1) Implement Employee Satisfaction Survey in second half of 2008 and measure progress annually. Year 1= at least 65% staff satisfaction Year 2= at least 75% staff satisfaction Year 3= at least 80% staff satisfaction  Implement changes as necessary to increase staff satisfaction.

2) Create and implement individual development plans in conjunction with annual performance review process.

of 13 3) Define leadership qualities/competencies required to advance within the organization.  Identify a competency model to be adopted and used as foundation for both recruitment and development of leaders. Introduce competency model to leadership team; use in developmental conversations (2008).  Conduct 360 degree feedback linked to competency model (2009)  Introduce Succession Planning process in 2009.  Define organizational core values and incorporate demonstration of core values into performance evaluation process (2008).

4) Research and implement “Best Place to Work” practices.  Research and case study local best places to work throughout 2008.  Define and implement appropriate practices to implement in 2009 and 2010.

5) Create effective and efficient Human Resource practices to achieve strategic goals (2009).

GOAL: Increase Board member commitment to resource acquisition that leads to 100% of Board members actively supporting fundraising efforts.

Objectives: 1) Interview/assess current Board members to determine level and type of commitment. Codify interest in focusing on the following areas:  Fund development  Public awareness/Media outreach  Volunteer (Big) recruitment  Organizational planning  Hosting “Parlor Parties”

2) Create Board Member commitment form including expectations for fund development, meeting attendance, performance of fiduciary responsibilities, event attendance, etc.

 Revisit commitment form individually on an annual basis.  Annual Board self-assessment process implemented by Governance committee.

3) Target recruitment of Board members in areas of influence and affluence beginning March 2008 and ongoing.

of 13 From BBBS of Puget Sound Business Plan 2008 – 2010 Here is a sample of a summary of the key goals that was included after the Executive Summary of their plan. ______

2008-2010 Summary of Individual Strategic Goals and 2008 Operational Action Items:

Strategic Goal #1: – Match BIG Serve 5000 youth by the end of 2010 (irrespective of acquisitions) with an increase in quality of matches (measure by increase in retention, decrease in closures, strength of match, and proper targeting of matches).

Strategic Goal #2 – Grow BIG Develop and Implement a Branch Structure that will: a) increase/expand quality, diversity and retention of local matches; b) increase/expand local support for local activities and matches (fundraising, volunteer recruitment, Board recruitment, visibility, and business partnership); c) prove a successful established framework for acquisitions; d) increase contact time, training opportunities and retention of volunteers, as well as utilize “non-match” volunteers effectively; e) Effectively manage local area goals and staff resources.

Strategic Goal #3 – Give BIG Sustain organizational growth with Diversified Fund Development Growth sufficient to support 5000 matches by 2010 (approximately $5 million): a) analyze donor base and donor giving in key fund areas – major gifts, events, direct mail, telefund, on-line, workplace giving, grants, corporate/business; b) develop and implement donor communication, cultivation, growth and “moves” targets to increase overall number of donors, size of average gift and donor retention (in conjunction with targeted marketing efforts); c) develop and implement branch fundraising targets; d) diversify funding streams to reduce dependence upon special events in future budgets.

Strategic Goal #4: – Invest BIG Invest in HR Training, Development and Performance Management a) revise individual performance review and management systems; b) implement training and development plans for all job levels; c) review compensation structure; d) set and meet retention goals for staff at all levels;

of 13 e) Revise agency dashboard and performance management tools.

Strategic Goal #5: – Lead BIG Become an acknowledged Washington State Leader in Mentoring Advocacy and Mentoring resources a) expand targeted business and community awareness of current agency expertise and goals; b) develop mentoring training programs that can be utilized in conjunction with business partners for staff development as those individuals become engaged as volunteers with BBBSPS; c) add advocacy to our role as an agency, and engage federal, state and local governments accordingly; d) Develop on-line tools that reflect our ability to serve as a leader and mentoring resource.

Strategic Goal #6 – Connect BIG Focus on Partnership Development targeting regional/local corporate and business community for key partnerships (agency as a whole and branches); a) target federal and local government, community based-agencies (esp. communities of color) for key partnerships, contracts and advocacy roles; b) target other local BBBS agencies for possible consolidations; c) target local and national mentoring agencies and resources for key partnerships; d) Revamp view of donors, and volunteers – including “non-Big” volunteers – as agency partners.