FINAL PLAN FOR
EDNA McCONNELL
CLARK FOUNDATION
MY TURN, Inc.
Business Plan FY2007-09
July 2006
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group's prior written consent.
Executive Summary
•
Over 23 years, MY TURN has grown into one of the leading providers of vocational and
educational services in small, urban communities in Massachusetts and New Hampshire
•
Currently, we have 23 offices in 14 communities and serve over 1600 youth from 94 cities and
towns in two states. Yet, there are over 60,000 youth in Massachusetts alone who are in need
of the services MY TURN provides, because they are either living in poverty, unemployed, or
both
•
Three years ago, to better meet this demand, we completed an intensive strategic planning
process with assistance from the Edna McConnell Clark Foundation and the Bridgespan Group
•
As a result of this process, we determined a long-term vision for MY TURN, a rapid 3-year
regional growth plan, and a streamlined set of metrics to track our progress
•
While we had established ambitious three-year growth goals, we accomplished all of them in
two years:
-
•
During this period of growth, we also invested heavily in program improvement:
-
•
We strengthened our program quality by installing job developers and GED instructors at every site
We commissioned a thorough implementation evaluation by Brandeis University to ensure the quality of
our programs and the fidelity to our model across our sites
Now, we are embarking on another exciting three-year plan. This plan has two strategic
thrusts: continued rapid but controlled expansion, and increased efforts to find sustainable
funding sources
-
•
We expanded into 6 new communities and a new state
We added a new tier of management to our organization, giving us some much needed bench strength
We raised $6.4 million through private and public sources to fully fund our expansion
With respect to expansion, we are planning to add an additional ~800 youth served annually by 2009 by
deepening our presence in existing communities and selectively adding new ones
With respect to funding, we are embarking on an effort to raise significant dollars in the locales where our
programs are by targeting local foundations, corporations, and individuals
MY TURN’s goal is to expand throughout New England and, eventually, to extend the use of the
TBG 060725-MTR-Final business plan for Clark 2
model to other locations outside this region
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
Table of Contents
• History & background
• Vision
• Objective 1: Expand to full coverage
• Organizational & financial requirements
• Objective 2: Build sustainable funding model
• Metrics & evaluation
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
HISTORY & BACKGROUND
MY TURN’s programmatic work is guided by
our theory of change
For this population…
MY TURN uses these
strategies and services
…to help participants make a
successful transition to adulthood
• A many-pronged approach
Initial
to working with young
Outcomes
people that has at its core
sustained, strong
relationships with well • Increased
- high poverty
education/
qualified MY TURN staff
- high youth
employment
unemployment
who coordinate with
related
- poor educational
community partners
outcomes/ high drop
knowledge
• Direct service program
out rates
and
components include:
- core systems, such
awareness
- Ongoing case
as transportation, in
• Increased
management during
place
enrollment through direct
education/
• And have a substantial
service and brokered
employment
number of young
support services
related skills
people who have
- Curriculum delivered
barriers to post
through group workshops • Improved
self concept
and/or one-on-one
secondary
including
- Work-based learning
achievement in edu.
experiences
sense of
and employment,
- Career and college
belonging and
incl:
exploration and
competence
- Not enrolled in an
• Young people, ages
14-21 in small
urban communities
that have:
-
educational program
No HS diploma
No college
attendance in family
Limited or no work
experience
Limited capacity to
access resources
-
planning
Follow up for one year
after active participation
phase
• Other components:
-
Job development
Employer relations
GED
Interim
Outcomes
• Job
placement
-
Any job
Career
building job
And/or
• Reengaged
in education
And/or
• Post
secondary
education
enrollment
Longer term
Outcomes
• Six month
job
retention
-
in any
initial job
in career
building
job
And/or
• Acquisition
of credential
(GED,
training
certificate
etc.)
And/or
• Completion
of freshman
year of
college
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
HISTORY & BACKGROUND
MY TURN has achieved excellent results
and received recognition for its success
Results
Awards
• Out of School Youth Programs
• Received two PEPNet awards from
the United States Department of
- 85% of youth with employment as a
goal are placed in jobs
Labor (1998 and 2002)
- Similar percent of placement for
those whose goal is to receive a GED
• Selected by The PEW Partnership as
or return to school
a “Solution for America” (1999)
• Connecting to College Programs
- 94% of graduating students go on to • Received Excellence in Education
college
Award from the New England
- 91% of students going on to college
College Board (2005)
attend a 4-year school
• Transitioning to the World of Work
Programs
- 80% of students find employment
- Average wage: $8.10/hour
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
HISTORY & BACKGROUND
MY TURN has grown rapidly in the past 6
years
Programming begins
in Fall River &
Attleboro
MY TURN Youth Served Annually
2,000
Programming
begins in
Fitchburg,
Chelsea, &
Lynn
Programming
begins in
Wareham
HERO Program
begins
1,500
Youth Served
National STW
Urban/Rural
Opportunities
Grant
1,000
Programming begins
in New Hampshire
MY TURN STW
program
begins at
Brockton HS
SET Program
begins
500
First OSY Program
begins in New
Bedford
STEP Program
begins
0
1984
1986
1988
1990
Programming
begins in Quincy
& Plymouth
1992
1994
1996
1998
2000
2002
2004
2006
Note: STW=School-to-Work; STEP=Student Training Education Preparation; SET=South Eastern Regional Vocational
Technical High School; HERO=Higher Education Readiness and Opportunities; OSY=Out of School Youth TBG 060725-MTR-Final business plan for Clark 6
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
HISTORY & BACKGROUND
Over the last two years, MY TURN undertook
a concerted growth effort and added six
communities
New sites
2004-06 ACCOMPLISHMENTS
Manchester, NH
Nashua, NH
Fitchburg
Chelsea Lynn
Leominster
Brockton
Quincy
South Easton
Attleboro
Plymouth
Wareham
Fall River
New Bedford
Out-of-School Youth Programs
In-School Youth Programs
• Expansion into 6 new communities
and a new state
• Installation of job developers and
GED instructors at every site
• Addition of a new tier of
management that has provided much
needed bench strength to the
organization
• Commissioned a thorough
implementation evaluation by
Brandeis University to ensure the
quality of programs and the fidelity
to the model across sites
• Funding of $6.4 million dollars raised
through private and public sources to
fully fund expansion
Both In- and Out-of-School Youth Programs
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
HISTORY & BACKGROUND
However, there is still significant need for
MY TURN’s programs throughout New
England
Youth in poverty ages 16-21
100%
75,255
Youth not employed ages 16-21
377,156
100%
80
80
60
60
Youth 16-21 in
poverty not
served by WIA
contractor
40
Served by
other WIA
contractors
20
270,667
1,014,000
Youth 16-21
not employed
and not
served by
WIA
contractor
Served by
other WIA
contractors
Served by MY
TURN
40
20
Served by MY
TURN
0
MA & NH
RI, CT & NY
0
MA & NH RI, CT & NY
Note: All figures are 2004.
Source: Bureau of Labor, Bureau of the Census, state-level WIA reports
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
VISION
MY TURN’s vision for the next 10 years is to
serve an increasing number of these youth
and to provide a model for others
FY 2007-09
FY 2010-17
•MY TURN expands to
full coverage in its
six existing regions,
with expansion into
one new region
•MY TURN develops a
sustainable funding
model for program
costs
MY TURN
serves ~1,600
youth
annually
FY 2018+
•MY TURN expands to full
regional coverage
throughout New England,
including New York
•MY TURN explores
alternatives for spreading
the MY TURN model to new
regions and organizations
across the country
MY TURN
serves ~2,400
youth
annually
MY TURN is
considered a leading
New England youth
services provider,
and its model is
known and used
nationally with
thousands of youth
every year
MY TURN
serves
thousands of
youth
annually
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
VISION
For the next three years, the focus will be
on selective growth and new efforts to build
a sustainable funding base
Objective
• Expand to full
coverage in six
existing regions,
with expansion
into one new
region
3-year goals
• Go deeper in existing regions wherever possible
- Leverages fixed costs and pre-existing relationships
• Expand to one new region in New England, with RI as a priority
- Increases MY TURN’s presence in New England, enabling the
organization to better tap into the regional benefits of scale
- Broadens the number of WIBs to which MY TURN can apply
 Once MY TURN reaches ~3 case managers* in a given WIB, that WIB will
often not grant any additional funding, even if there are remaining youth
in need
• Develop a
• Tap into new sources of local and regional funds
sustainable
-Experiment with multiple approaches to a variety of sources
funding model for
• Involve MY TURN regional leadership in fundraising efforts
program costs
• Identify the funding model that will increase the future
sustainability of the overall MY TURN organization
This plan discusses these objectives in more detail
and lays out a concrete path to achieve them
*Case manager also refers to career specialist and higher education specialist,
depending on program type
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
For expansion, there are four ways MY
TURN can reach additional youth
MY TURN GROWTH
Deepen Existing Regions
Existing
Community
Existing
Program
(D) Expand to New Regions
(C) Enter New
Community
(B) Start New
Program
(A) Add a Case
Manager*
*Case manager also refers to career specialist and higher education specialist, depending on program type
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
MY TURN will use established criteria to
screen potential sites
• Two primary considerations inform MY TURN’s expansion plans:
- Which communities need MY TURN most?
- Which most resemble communities where MY TURN has already been successful?
• MY TURN will prioritize sensible geographic expansion by taking advantage of the existing base
in MA and NH and extending to neighbor states
• All possible growth opportunities will be evaluated on the basis of:
-
Demographic “fit” with MY TURN’s target population
Geographic clustering of targeted communities
Availability of funding (e.g. WIA or other location-specific funding)
Level of interest in/demand for MY TURN (e.g. underperforming WIBs, lack of good providers)
Presence of partners (e.g. career centers, educational and employment outlets, day care)
• Demographic fit will be assessed using the following criteria:
-
Population (20-300k)
# of individuals in MY TURN age group (15-19 and 20-24)
Urban (% of residents living in an urban area of the community)
Availability of public transportation (% of workers who commute by bus/trolley/streetcar)
Dropouts (% of ages 16-19 neither graduates nor in high school)
Youth unemployment (% of unemployed ages 16-19 and 20-24)
Education level of the community (% of ages 25+ who are not high school graduates)
Poverty (% of families with children under 18 below the poverty level)
While MY TURN will be proactive and careful about where it
expands, it will also be responsive to positive opportunities
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
MY TURN will add ~19 new line staff in the
next 3 years
New Line Staff (non-cumulative)
10
8
8
7
New Community
6
4
2
New Region
New Program
4
New Case Mgr*
Leominister ISY-STW
Fall River ISY-CC
Brockton or NH
0
FY2007
FY2008
FY2009
This pace and mix of growth will enable MY TURN to:
•Act on current opportunities to deepen MY TURN’s presence in
existing communities
•Selectively expand the program into two new communities and
one new region
*Case manager also refers to career specialist and higher
education specialist, depending on program type
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
Overall, MY TURN will seek to grow by
~50% over the next 3 years
MY TURN
youth served
MY TURN programs
3,000
30
29
26
2,448
22
2,088
2,000
1,633
1,758
Followup
1,000
20
20
STW
10
Active
0
CC
2006 2007 2008 2009
Fiscal Year Ending
OSY
0
2006 2007 2008 2009
Fiscal Year Ending
80% of this growth will be in
current regions while 20% will
be in a new region
Note: OSY= Out of School Youth program; STW = School to Work program; CC=Connecting
to College program
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Expansion will require investment in MY
TURN’s organization
Programmatic investments
Infrastructural investments
$2.6M over 3 years
$1.2M over 3 years
• Expansion Manager
• Incremental RC
• Incremental line staff (CMs, GED
Instructors, and Job Developers)
• Lead GED Instructor
• Curriculum Coordinator
• Personnel
-
Deputy Director
Part-time HR Manager
Full-time IT Manager
VP of Development
Development Administrative Assistant
Director of Individual Giving
Comptroller
Lobbyists in MA and DC
Marketing consultant in 2007
Current staff salary increases
• Non-personnel
- Improved telephone system
- Increased office space
The additional investments will provide strategic support for MY
TURN’s seasoned senior team, which has 39 collective years of MY
TURN experience
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
By FY 09, MY TURN will have additional staff
in each key area of operations
Executive
Director
Barb Duffy
Exec. Asst
Jen Connelly
VP of Program
Operations &
Internal
Infrastructure*
Craig Kennedy
VP of Program
Quality,
Curriculum &
Training*
Jill Conlon
VP of
Development
Sylvia Salas
VP of Finance
Jen Martin
Regional
Coordinators
(2)
Regional
Coordinators
(4)
Grantwriter
Martha Norton
Full-time IT
Manager
John Penney
Expansion
Manager
FY 07
Curriculum
Coordinator
FY 08
Commun Rltns
Officer
Margo McPhail
Comptroller
FY 08
Part-time HR
Manager
FY 08
Additional Regl
Coordinator
FY 08
Development
Admin. Asst.
FY 08
Dir. Of
Individual Gifts
FY 09
Deputy Direc/
Addl sr hire
(exact role
TBD)
Middle FY 08
KEY
Existing staff (FY 06)
FY 07 new hire
FY 08 new hire
FY 09 new hire
Note: Exact titles TBD for positions marked with an asterisk (*). Does not include
line staff, who will be added each time an additional program is added. Also does not
include Evaluation, which would likely be overseen by the VP of Program Quality
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
MY TURN will also adjust its Board structure
for this upcoming phase of growth
Current structure
Central Board
of Directors
Future structure
National Board
Primary
roles
Regional Advisory Boards
• Provide oversight of the MY TURN • Support and assist Regional
organization
Coordinators with regional
leadership, fundraising and
• Support and assist the Executive
expansion
Director with leadership,
fundraising and expansion
• Serve as “feeders” for National
Board
The National Board will be expected to play an
enhanced role in fundraising for MY TURN
Regional Advisory Boards will provide regions with
enhanced guidance as well as fundraising support
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Collectively, the business plan will require
~$12.6M over the next 3 years
Total expenses
4.9
$5M
4.3
4
3
Reserve Fund
3.5
2.6
Expenses
2
1
0
2007
2008
2009
1,633
1,758
2,088
2,448
Cost per Youth $1,622
$1,795
$1,913
$1,897
# Youth
2006
Note: Cost per youth excludes reserve fund. No costs for a formal evaluation are included
in this calculation
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Of the projected $12.7M in total costs over the
next 3 years, WIA dollars plus committed funding
is expected to cover $6.6M
MY TURN Revenue
$4.9M
$5M
$4.3M
4
3
2
$3.5M
To be
raised
Clark
Smith
Other
Brockton School District
1
0
Gap
To be
raised
Smith
Brockton School District
DoE
To be
raised
Local/regional
individuals
Local/regional
businesses/corps
National
businesses/corps
Local/regional
foundations
Smith
National foundations
Brockton School District
Local/regional govt
DoE
WIA
WIA
WIA
2007
2008
2009
-$1.0M
-$2.2M
-$2.9M
Note: Committed funding includes only funds that are committed in writing as of July 1,
2006; WIA funds are based on the assumption that each case manager will receive $50,000
of WIA funding
Total to be
raised
$6.1M
State/federal govt
WIA
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
In order to fill the gap, MY TURN will rely
on an increasing amount of local/regional
funding
PROJECTED
SOURCES
MY TURN Revenue
$2.9M
$3M
Local/regional
individuals
Local/regional
businesses/corps
$2.2M
2
National
businesses/corps
Local/regional
foundations
1
National foundations
$1.0M
Local/regional govt
State/federal govt
WIA
0
Total
local/regional
2007
2008
2009
$0.0M
$0.3M
$0.8M
Note: Projected surplus funds in 2007 have been applied to 2008 and 2009
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Of this projected funding, MY TURN has
already identified highly likely sources for
over 70% of the gap
PROJECTED
MY TURN Revenue
$2.9M
$3M
$2.2M
2
1
0
% Highly
Likely
Likely =
Moderate
confidence
MY TURN
will receive
funds
$1.0M
Highly
Likely =
High
confidence
MY TURN
will receive
funds
2007
2008
2009
98%
80%
59%
Note: Highly likely includes WIA, local/regional foundations, ~$1M/year from national
foundations, and ~50% of projected local/regional individual funds
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
By FY10, MY TURN will aim for $2M of its
annual funding to be from local/regional
sources, a $1.3M/year increase from FY06
MY TURN Revenue
100%
$2.8M
$5.5M
Loc/reg indiv
2%
Loc/reg bus/corp
1%
0%
5%
2%
19%
18%
24%
4%
9%
3%
11%
14%
Natl corp
80
Local/regional
foundations
60
National foundations
Loc/reg govt
Other
state/fed govt
40
Percent of Total
FY 2006 FY 2010P
PROJECTED
9%
Local/regional
individuals
Local/regional
businesses/corps
National
businesses/corps
Local/regional
foundations
National foundations
Local/regional govt
20
WIA
39%
39%
State/federal govt
WIA
0
Local/regional
FY 2006
FY 2010P
Amount
$0.7M
$2.0M
Percent
26%
36%
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
MY TURN will investigate multiple sources
to raise these funds and build a more
sustainable funding mix
• Historically, MY TURN has relied largely on WIA funds and
support from national funders
• Going forward, MY TURN plans to diversify its funding sources
-In particular, increasing local and regional funds will be a major
effort over the next three years
• MY TURN will experiment with multiple approaches to
diversify its funding base
-In the short-term, as MY TURN tests different methods, the level
of effort expended towards a particular source may not correlate
directly to funds raised
-A learning agenda has been developed to help translate these
experiments into a plan for the future
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
MY TURN has set goals for this investigation
into different sources
Local/
regional
sources
State/
national
sources
Individual
Business/
Corporate
Foundation
Government
GOAL: Build relationships
with local individuals (who
have potential to donate)
through speaking, workbased learning experiences
mentoring, etc.
GOAL: Build relationships
with local businesses (that
have potential to donate)
through speaking, industry
field trips, work-based
learning experiences, etc.
GOAL: Pursue smaller
foundations that are
currently unknown or lowprofile who have either a
programmatic interest or a
community interest
GOAL: Set expectations with
local school districts that
they will financially
contribute to a MY TURN
program that serves their
students
GOAL: Pursue funding from
individuals for site/regional
operations
GOAL: Pursue funding from
regional corporations with
formal “giving” departments
that may have apparent
interest in youth served by
MY TURN
GOAL: Determine which
elements of MY TURN model
are most likely to be
supported and tailor grant
applications accordingly
GOAL: Pursue funding from
national corporations with
youth as a giving priority
GOAL: Identify national
foundations that have a
vested interest in MY TURN’s
target population
GOAL: Maximize potential
WIA funding
GOAL: Seek earmark for MY
TURN in MA and NH
GOAL: Pursue additional
public funding streams (e.g.,
NH Vocational Rehab)
GOAL: Pursue possible
funding sources at Dept. of
Labor, Dept. of Health and
Human Services, Dept. of
Justice, Dept. of Education,
HUD
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
MY TURN’s priorities will include local and
regional sources, as well as the federal gov’t
Individual
Local/
regional
sources
Business/
Corporate
Foundation
Government
•Has historically been a very
small portion of MY TURN’s
funding
•Has historically been a very
•Has been a meaningful
•Has been a small portion of
small portion of MY TURN’s portion of MY TURN’s funding
MY TURN’s funding in
funding
in several communities,
Brockton in recent years
while non-existent in others.
•Is a significant source of
•Has the potential to be a
•Could be a modest but
Might be quite variable by
funds for many other CBOs steady source of communitystandard (and sustainable)
community
based funds for each MY
expectation for school
•Has the potential to be
TURN
site
•Has
the
potential
to
be
an
districts in future
among the more sustainable
ongoing
source
of
funds
in
long-term sources of funds
•Will require regional and
•Will require investment to
an increased number of MY
national
Board
support
convince existing district
•Will require regional and
TURN communities
partners
to provide funding
national Board support
•May be vulnerable to school
•Is not expected to pay off
budget cuts
immediately
State/
national
sources
KEY – Level of org’l investment
Minimal effort
Moderate targeted efforts
•Has historically been an
infrequent source of funds
for MY TURN – but has been
of meaningful magnitude
when received
•Is expected that 5-10
appeals could result in 1-2
significant grants over next
three years
•Has been a significant
portion of MY TURN’s funding
in recent years
•Has historically been a
significant portion of MY
TURN’s funding
•Is a valuable source of
potentially unrestricted
dollars
•WIA is expected to continue
as a major source
•Are only a relatively small
number of potentially
interested foundations
•Will require investment to
identify and pursue new
federal funding
opportunities, e.g. DOE, HHS
Steady effort by staff
Heavy effort by staff and Board
TBG 060725-MTR-Final business plan for Clark
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
One key player in these efforts will be the
Regional Coordinator – whose role is being
expanded to include regional fundraising
Continuing responsibilities
New responsibilities
Targets
• Oversee MY TURN operations in a • Work with MY TURN’s
• Raise a minimum of
given region
development staff to
$10K per year from
pursue local and regional
local and regional
• Liaise between the central office
funding sources
sources
and line staff
• Hire and manage all line staff
• Pursue regional expansion
opportunities
• Engage regional advisory
board in fundraising
efforts
- RCs in
“experimental”
areas will be
expected to raise
$25K/year
Two regions – NH Border and South Coastal – will be given
particular focus over the next 3 years as MY TURN seeks to
develop the model for sustainable local/regional funding
In these two regions, MY TURN will experiment with
providing the RCs with additional support and expecting
them to raise more funds ($25K vs. $10K annually)
TBG 060725-MTR-Final business plan for Clark
26
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
MY TURN has created a learning agenda to
help develop its sustainable funding model
GENERAL
• How much funding is it possible to raise through each source, and what effort is required? Which
members of the MY TURN staff and/or Board need to be involved?
• How can MY TURN think creatively about presenting its model, or elements of its model, in a way that
will appeal to a wider range of funders?
• Are there additional funding streams that are relevant to part or all of the MY TURN model?
SOURCE-SPECIFIC
Individual
Local/
regional
sources
Business/
Corporate
• How can MY TURN develop relationships with
individuals/ businesses/corporations that will
result in willingness to fund MY TURN?
• How can regional advisory boards be utilized
effectively to assist with fundraising?
Foundation
Government
• Which elements of the • How can local school
MY TURN model are
districts be
local and regional
encouraged to provide
foundations most
funding for MY TURN?
likely to support?
• Is there potential for raising funds through
direct mail? Special events?
State/
national
sources
• How can MY TURN
best identify
companies that have
the potential to make
significant donations?
• What other national
• Can MA and DC-based
funders could
lobbyists increase
potentially support MY
access to government
TURN, and how can
funds?
MY TURN attract their • How can MY TURN
support? Who can
sites maximize their
help to broker these
WIA dollars?
relationships?
TBG 060725-MTR-Final business plan for Clark
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
METRICS & EVALUATION
MY TURN’s staff and Board carefully
monitor several metrics to ensure the
organization is on track to achieve its goals
Programmatic metrics
Organizational metrics
• Total youth served
• Total programs
• % of youth served ages 15-21
• Total regions
• % successfully completing program
• Total front-line staff
• Average length of participation
• Total communities
• % positive placements (total)
• Job placement rate
• % reenrolled in H.S.
• % who graduate H.S.
• % who attain GED or diploma while
enrolled in the OSY program
• % enrolled in any college
• % employed in any job continuously for 6
mos.
• % employed participants continuously
employed after 1 year
• Wage gain
• All WIA benchmarks
• Cash reserves
• % of total budget raised
• % fundraising from non-public sources
• % of site funds raised locally (average of
sites and variance across sites)
• % of funding Board has achieved versus
goal
• Open management positions filled
• Open staff positions filled
• Open Board positions filled
TBG 060725-MTR-Final business plan for Clark
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
A vision of MY TURN in 2009:
• 25 years of experience helping youth prepare for the
future
• Over 25,000 youth served since 1984
• 2,450 youth working with MY TURN annually
• A sustainable local fundraising model
• 72 employees working in 15 communities across 3
states
TBG 060725-MTR-Final business plan for Clark
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This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
Backup for MY TURN’s internal use
TBG 060725-MTR-Final business plan for Clark
30
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
MY TURN has identified possible
opportunities for each method of expansion
Method
A. New case
manager*
B. New
program
C. New
community
Capacity in
current regions
to deepen in
this way
8
7
• Brockton CC
• Fall River CC
• Brockton OSY
• Quincy OSY
• Lynn OSY
• Quincy STW/CC
• Fitchburg OSY
• Plymouth STW/CC
• Brockton STW
• Lynn STW
• Nashua CC & OSY
• Leominster CC
• Manchester CC & OSY
12
• Lowell (NH Border
region)
• Revere (North Shore)
• Lawrence (NH Border)
• Taunton (South Eastern)
• Methuen (NH Border)
• Haverhill (NH Border)
• Everett (North Shore)
• Salem (North Shore)
D. New
region
Goals for
growth
Opportunities
N/A
• Gardner (North Central)
• 1 in 2007
• 2 in 2008
& 2009
• 1 in 2007
• 2 in 2008
& 2009
• 1 in 2007
& 2009
• Swansea (South Eastern)
• Somerset (South Eastern)
• Weymouth (South Costal)
•Massachusetts
•New York
•Rhode Island
•Connecticut
*Case manager also refers to career specialist and higher education specialist, depending on program type
• 1 in 2008
TBG 060725-MTR-Final business plan for Clark
31
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
For expansion purposes, a full potential MY
TURN region would serve over 400 youth
Full Potential Region
• Communities: 3
Community A
Community B
Community C
• Programs: 5
- OSY: 2
- ISY-STW: 2
- ISY-CC: 1
Program
Program
Program
Program
Program
CM
CM
CM
• Total Line Staff:8
- Case Manager*: 6
- GED Instructor: 1
- Job Developer: 1
CM
CM
CM
Youth Served: 410
(240 Active, 170 Follow-up)
*Case manager also refers to career specialist and higher education specialist, depending on program type
TBG 060725-MTR-Final business plan for Clark
32
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
To reach a full potential region, MY TURN would
plan to ramp up over 4 years, but could grow more
aggressively if opportunities exist
Year 1
Aggressive
Growth
Planned
Growth
• Additions to a
region
Year 2
Year 3
Year 4
• Start region with 2
communities, 1
program in each
community, 1 case
manager* in each
program (D)
• Add 1 new program to • Add 1 new case
an existing
manager* to an
community (B)
existing program (A)
• Add 1 new community
with 1 new program
(C)
• Communities
2
2
2
3
• Programs
2
3
3
5
• Case
Managers*
2
3
4
6
• Additions to a
region
• Start region with 2
communities, 1
program in each
community, 1 case
manager* in each
program (D)
• Add 1 new program to • Add 1 new community • None
an existing
with 1 new program
community (B)
(C)
• Add 1 new case
• Add 1 new program to
manager* to an
an existing
existing program (A)
community (B)
• Communities
2
2
3
3
• Programs
2
3
5
5
• Case
Managers*
2
4
6
6
• Add 1 new program to
an existing
community (B)
*Case manager also refers to career specialist and higher education specialist, depending on program type TBG 060725-MTR-Final business plan for Clark 33
Note: Assumes a new program has 1 case manager
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 1: EXPAND TO FULL COVERAGE
MY TURN has conducted an initial screen to
identify the most high potential region for
expansion in FY08
• Regions evaluated
preliminarily on the
basis of:
- Demographic “fit”
- Geographic clustering of
targeted communities
- Availability of WIA
funding
- Performance of local
WIBs
• Rules for growth:
- New region will not be
entered if less than two
sites possible and/or if
there is not room for
additional growth
KEY
Red circles indicate
current regions
Blue circles indicate
opportunities for
expansion
Each region will be further
assessed against MY TURN’s
site selection criteria
TBG 060725-MTR-Final business plan for Clark
34
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Time allocations – the objectives detailed in
this plan will require significant time
investment from MY TURN’s leadership
PRELIMINARY
Hours/wk now
Hours/wk for
additional
growth
Hours/wk for
sustainable
fundraising mix
?Hours/wk for
evaluation
study?
Remaining
hours/wk
Barb
40
15
15
?2
8
Jill
40
5
2
5
28
Craig
40
5
5
?10
20
Expansion Mgr
n/a
40
-
-
0
Cameron
40
10
15
?2
13
Eric
40
5
15
?2
18
Lorraine
40
8
5
?2
25
Other RCs
40
15
8
?2
15
TBG 060725-MTR-Final business plan for Clark
35
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Most regions will focus primarily on one
objective or the other; the NH Border
region will focus on both
FOR DISCUSSION
Regional efforts
Additional growth/deepening
Sustainable fundraising mix
NH Border
North Shore
North Central
South Eastern
South Coastal
Brockton
TBG 060725-MTR-Final business plan for Clark
36
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Roles and responsibilities for new positions
Position
Role
• Deputy Director / • Supports Executive Director
Additional senior
with leadership of the
hire
organization
Responsibilities
• Assist with policy and management of MY TURN
• Assist with program support and expansion through the brokering of key
relationships with key stakeholders
• Support and expand the Board of Directors
• Support and assist the development department with the fund development plan
• VP of
Development
• Oversees Development
Dept. and all fundraising
• Lead organizational fundraising and experiments to pursue sustainability
• Expansion
Manager
• Leads day-to-day growth
efforts
• Coordinate and support efforts to deepen and expand MY TURN offerings in
existing and new regions
• Manage all Development staff
• Lead start-up efforts in new region, including due diligence, recruitment of new
staff, identification of office space, etc.
• Research funding for new region
• Curriculum
Coordinator
• Insures quality of curriculum
for all programs through ongoing modifications and
improvements
• Map in-school curriculums to the applicable state frameworks
• Cultivates and brokers
relationships with major
donors for the purpose of
regional sustainability
• Lead regional and “national” work to research, broker and cultivate individual gifts
program
• Lead GED
Instructor
(selected from
existing staff)
• Oversees GED instruction
• Coordinate and systematize all GED instruction so that operations and outcomes
are better aligned
• Part-time HR
Manager
• Assists with hiring and
professional development
• Oversee and coordinate the hiring of all Regional Coordinators and line staff
• Full-time IT
Manager
• Oversees and maintains IT
infrastructure and training
• Maintain network and servers
• Comptroller
• Assists VP of Finance with
• Work to support the VP of Finance by TBG
coordinating
and facilitating both grant
060725-MTR-Final business plan for Clark 37
grants management & AP/AR
spend down activity and accounts payable and receivable work
• Director of
Individual Gifts
• Facilitate focus groups with appropriate stakeholders to review and improve
program curriculum for all MY TURN employment skills trainings
• Research best practice programs to integrate into curriculum improvements
• Lead Board efforts on soliciting major donors
• Coordinate annual appeal
• Help facilitate staff attainment of professional development goals
• Provide support to end-users
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Details on revised Board structure
Current structure
Central Board
of Directors
Future structure
National Board
Primary
roles
• Provide oversight of the MY TURN
organization
• Support and assist the Executive
Director with leadership, fundraising
and expansion
Details
• Fundraise for MY TURN, including:
Regional Advisory Boards
• Support and assist Regional
Coordinators with regional leadership,
fundraising and expansion
• Serve as “feeders” for National Board
• Fundraise for MY TURN, including:
- Brokering individual, corporate and
foundation relationships
- Participating in annual Board appeal as
dictated by the “give or get” policy
- Brokering regional individual, business
and foundation relationships
- Assisting with regional annual appeals
- Organizing special events
• Approve the annual operating budget
and financial statements
• Assist with development of
employment and work-based learning
opportunities
• Advise on program operations and
modifications
• Meet four times per year
• Advise on regional program operations
and modifications
TBG 060725-MTR-Final business plan for Clark
38
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Milestones for staff and Board changes
FY 2007
Programs
• Improvements
• Codification
•
•
•
•
•
FY 2008
Create STC curriculum advisory
board
Meet with Higher Education
Advisory Board 2x/year to review
curriculum and program model
Map STC curriculum to NH
frameworks
Codify GED curriculum
Create industry pathways for
participants
•
•
•
•
FY 2009
Meet with both Higher Ed and STC
advisory boards 2x/year
Create an advisory board for MY
TURN OSY program and curriculum
Finish codifying GED curriculum
Map CC curriculum to NH
frameworks
•
Meet with both Higher Ed, STC,
and GED advisory boards 2x/year
New Staff Hires
• Management
•
1.0 (Expansion Manager)
•
2.0 (Deputy Director Jan 08,
Comptroller)
•
0
• Development
•
0.75 (Sylvia)
•
1.0 (Dev. Adm. Asst.)
•
1.0 (Dir. of Indiv. Giv.)
• Program (incl. line staff)
•
4.0 (line staff)
•
10.0 (1 RC, 1 Curr. Coord, 8 line
staff)
•
7.0 (line staff)
• Admin
•
•
0.5 (John Penney goes FT)
0.5 (PT HR)
•
0
•
0
Board Governance
•
Develop 4 Regional Advisory
Boards
Add 3 members to National Board
Restructure current Board
•
Add 2-4 new board members to
National Board
Undertake Board development &
training
Hold Board retreat
Fully integrate succession plan
•
•
•
Hold quarterly Board meetings
Replace & recruit Board members
Add Regional Advisory Boards as
needed
•
•
-
Organization
Systems
Some will go to Regional
Advisory Boards, some to
National
•
Create slate of new officers
•
Incorporate new positions –
Expansion Manager & VP of Devpt.
Into organization
•
Develop job descriptions (for new
mgmt roles, RC role)
•
Hold officers’ training
•
Implement new Efforts To
Outcomes database
Upgrade phone system at
headquarters
•
•
•
•
•
Assess strength of development
department regarding new
fundraising objectives
•
Automate key HR functions
TBG 060725-MTR-Final business plan for Clark
39
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Timetable and responsibility for key hires
(planned)
Key Hires
Suggested
responsibility
FY 2007
FY 2008
FY 2009
Management
• Deputy Director
• Barb/Craig
• Expansion Manager
• Barb/Jill/Craig
• Comptroller
• Jen/Craig
• 1.0
• 1.0
• 1.0
Development
• VP Development
• Barb
• Administrative Assistant
• Sylvia/Craig
• Director of Individual Giving / Annual
Appeal / Special Events
• Sylvia/Craig
• 0.75
• 1.0
• 1.0
Program
• Regional Coordinators (RCs)
• Craig/Jill
• 1.0
• Case Managers
• RC/Craig
• 3.0
• 6.0
• 5.0
• GED Instructors
• RC/Craig
• 0.5
• 1.0
• 1.0
• Job Developers
• RC/Craig
• 0.5
• 1.0
• 1.0
• Curriculum Coordinator
• Jill/Craig
• 1.0
Admin
• PT HR Manager
• Craig
• 0.5
• IT Manager (transition to FT)
• Craig
• 0.5
TBG 060725-MTR-Final business plan for Clark
40
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
MY TURN would consider licensing only
under very specific circumstances
To be considered for licensing, a potential partner would need to:
- Have sufficient funds to cover three years of program operations and
pay a fee to MY TURN
 Fee would need to be sufficient to cover senior management time
and hire any additional staff needed to manage licensing
- Demonstrate a commitment to MY TURN’s philosophy and the ability to
implement the model with fidelity
- Be able to fully integrate one of MY TURN’s programs into its existing
operations
- Not be the only organization of its kind to express interest in licensing
MY TURN’s program
- Not be in the Northeast region where MY TURN has wholly-owned sites
Even if these criteria were met, MY TURN would not
consider licensing if it would be too significant a
distraction from other senior leadership priorities
TBG 060725-MTR-Final business plan for Clark
41
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Detailed look at total MY TURN expenses
Total Expenses
4.9
$5M
4.3
4
3
Reserve
Central Office
SG&A
Central
Office
Personnel
3.5
2.6
RC
2
Direct
Site
Costs
1
0
2006
2007
2008
2009
TBG 060725-MTR-Final business plan for Clark
42
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
Costs in a new region grow most between
years 3 and 4, when 2 programs are added
Regional Expenses
492
$500K
492
400
321
300
279
238
Central Office SG&A
RC Salary & Benefits
Site Facilities/SG&A
Line Staff Salaries &
Benefits
Start-up Costs
200
100
0
Year 1
Programs
Active Youth
Follow-up Youth
Year 2
Year 3
Year 4
Year 5
2
3
3
5
5
75
125
165
240
240
60
80
110
170
Note: Assumes add 1 OSY and 1 STW program in Year 1; Add 1 CC program in Year 2; Add a
case manager at a STW program in Year 3; Add 1 OSY and 1 STW program in Year 4
TBG 060725-MTR-Final business plan for Clark
43
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
ORGANIZATIONAL & FINANCIAL REQUIREMENTS
For a typical site with one case manager,
direct costs will range from $90K to $46K
based on the type of site
Site Expenses
$100K
80
90
Site
Facilities/SG&A
57
60
40
46
Line Staff
Salaries &
Benefits
20
0
OSY
ISY-STW
ISY-CC
Active Youth
35
40
50
Follow-up Youth
30
30
20
TBG 060725-MTR-Final business plan for Clark
44
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
Each of the funding efforts will have its own
PRELIMINARY
action plan (1/3)
Source
Local/
regional
individuals
Specifics
• Build relationships with local
individuals (who have potential to
donate) through speaking, workbased learning experiences
mentoring, etc.
• Pursue funding from individuals for
site/regional operations
Local/
regional
businesses/
corporations
• Build relationships with local
businesses (that have potential to
donate) through speaking,
industry field trips, work-based
learning experiences, etc.
Tactics
Milestones
• Assess all possible small to
mid-sized businesses in each
MY TURN community
• Number of individuals
identified in a given
city
• Access mailing lists of
philanthropists in MY TURN
communities
• Number of work-based
learning experiences
generated
• Funds generated
• Continue to identify
corporations that may
support part, if not all, of MY
TURN’s model
• Pursue funding from corporations
with formal “giving” departments
that may have apparent interest in
youth served by MY TURN
National
corporations
• Pursue funding from national
corporations with youth as a giving
priority
• Number of local
businesses/ regional
corporations identified
• Number of
businesses/
corporations met with
• Funds generated
• Search national philanthropy
sources for companies with a
commitment to funding
youth programs
• Number of
corporations identified
with youth priority
• Number of proposals
submitted
• Funds generated
TBG 060725-MTR-Final business plan for Clark
45
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
Each of the funding efforts will have its own
PRELIMINARY
action plan (2/3)
Source
Local /
regional
foundations
Specifics
• Pursue smaller foundations that
are currently unknown or lowprofile who have either a
programmatic interest or a
community interest
• Determine which elements of MY
TURN model are most likely to be
supported and tailor grant
applications accordingly
National
foundations
• Identify national foundations that
have a vested interest in MY
TURN’s target population and/or
expansion plans
Tactics
Milestones
• Continue to identify relevant
foundations (e.g., Greater
Worcester Community
Charity) that may support
part, if not all, of MY TURN’s
model
• Number of potential
grantmakers identified
and profiled
• Strategize with current
national funders who can
assist MY TURN in cultivating
interest and/or relationships
• Number of national
funders added during
the life of the plan
who support MY
TURN’s business plan
through multi-year
investments (goal of 2
or more)
• Speak at national
conferences to expand MY
TURN’s national visibility
• Number of proposals
submitted
• Funds generated
• Funds generated
TBG 060725-MTR-Final business plan for Clark
46
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
Each of the funding efforts will have its own
PRELIMINARY
action plan (3/3)
Source
Local/
regional
government
State/federal
government
Specifics
Tactics
Milestones
• Set expectations with local school
districts that they will financially
contribute to a MY TURN program
that serves their students
• Build financial support into
agreements with school
districts
• Maximize potential WIA funding
• Determine best practices for
tailoring WIB proposals to
maximize the potential WIA
funding in any given region
• Seek earmark for MY TURN in MA
and NH
• Pursue additional public funding
streams (e.g., NH Vocational
Rehab)
• Pursue possible funding sources at
Dept. of Labor, Dept. of Health and
Human Services, Dept. of Justice,
Dept. of Education, HUD
• Number of school
districts contributing
to operating costs
• Funds generated
- Each WIB is different, so
different tactics will apply in
different regions
• Secure MA and DC-based
lobbyists to assist efforts
• Key meetings between
lobbyist and potential
funders
• Number of funding
streams identified and
applied for
• Funds generated
• Continue to identify funding
streams that may support
part of MY TURN’s model
• Speak at national
conferences to expand MY
TURN’s visibility
TBG 060725-MTR-Final business plan for Clark
47
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
MY TURN will focus central office, regional
and Board resources on pursuing these
funds
BOLD = Primary Development staff member working on funding sources
Local/
regional
sources
Individual
Business/
Corporate
Foundation
Government
Central office
Central office
Central office
Central office
•Community Relations
Officer
•Community Relations
Officer
•Grantwriter
•Grantwriter
•Director of Individual Gifts
(will lead in FY 09)
•VP of Development
•VP of Development
•VP of Development
Regional
•Expansion Manager
•VP of Development
•Regional Coordinators
•Regional Coordinators
•VP of Programs
•Executive Director
Regional
•Regional Coordinators
Board
Regional
Regional
Board
•Regional Coordinators
•Regional Advisory Boards
•National Board
•Regional Advisory Boards
•National Board
State/
national
sources
Central office
Central office
Central office
•VP of Development
•VP of Development
•Grantwriter
Board
•Executive Director
•VP of Development
•National Board
•Expansion Manager
•VP of Programs
•Executive Director
TBG 060725-MTR-Final business plan for Clark
48
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
Targets have been established for each of
these funding areas
Local/
regional
sources
Individual
Business/
Corporate
Foundation
Government
$80K
$270K
$600K
$180K
Details
Details
Details
Details
FY07: $15K
$180K: 6 RCs*10K/yr*3 yrs
$200K annually
$100K MA/NH lobbyist**
FY08: $25K
$90K: 2 RCs focused on
funding*$15K more*3 yrs
FY09: $40K
State/
national
sources
$80K Local school districts
$100K
$4M
$200K
Details
Details
Details
One gift of $100K from one
large corporate supporter
$4M from one or more
national foundations
$200K DC lobbyist**
Remainder: ~$700K
TBG 060725-MTR-Final business plan for Clark
**Lobbyist amounts listed are minimum required to cover costs of their contracts
49
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL
The funding gap is likely going to be funded
by foundations over the next 3 years
MY TURN Revenue
$8M
6
$6.1M
Local/regional businesses/corporations
Local/regional foundations
Local/regional individuals
National corporate sponsor
Local/regional
individuals
Local/regional
businesses/corps
National
businesses/corps
4
Local/regional
foundations
National foundations
National foundations
Local/regional govt
2
State/federal govt
Local school districts
0
Other National Govt
MA/NH Lobbyist
WIA
Lobbyists in DC
Fiscal Year 2007-2009
Note: Includes only firmly committed revenue plus $200K from Stoneman in 2007,
TBG 060725-MTR-Final business plan for Clark 50
and $4.5M from EMCF, divided equally across all three years ($4.5 from EMCF
includes
$0.5M
in 2007and
from
This
information
is confidential
was previous
prepared bycommitment)
The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.
METRICS & EVALUATION
General learning agenda for next 36
months
Programmatic
Organizational
Financial
• How can MY TURN ensure its • What is the right
• What does it take to build a
various programs maintain
organizational structure for
diversified and sustainable
fidelity to the model, even as
MY TURN as it expands in size
mix of local and regional
the sites become more
and geographical spread?
funding sources?
plentiful and more dispersed?
- How effective are the new
• Is it possible to access public
positions of Expansion
• Are there any potential
funds for the Connecting to
Manager, Curriculum
partners who would be a
College model?
Coordinator, etc. in meeting
strong fit with MY TURN and
the organization’s needs?
• Who can assist – staff, Board,
who might license the model
stakeholders, etc. – in
• What is the best Board
in the future?
brokering relationships with
structure for MY TURN as it
- If so, what would be the
new funders?
evolves?
necessary commitments, for
how long, who would assist
with technical support and
how would the central office
support this endeavor?
- What elements of the local
advisory board/ National
board structure work well,
and what could be adjusted?
• How can MY TURN empower
its Regional Coordinators and
maximize local ownership of
its programs?
• How can MY TURN plan for a
successful E.D. transition in
the next 3-5 years?
TBG 060725-MTR-Final business plan for Clark
51
This information is confidential and was prepared by The Bridgespan Group solely for the use of our client; it is not to be relied on by any 3rd party without The Bridgespan Group’s prior written consent.