Case #B
Back on My Feet Baltimore
http://baltimore.backonmyfeet.org
Mission
Back on My Feet (BoMF) combats homelessness through the power of running, community
support, and essential employment and housing resources.
Back on My Feet seeks to revolutionize the way society approaches homelessness. BoMF‘s
unique running-based model demonstrates that if you first restore confidence, strength, and selfesteem, individuals are better equipped to tackle the road ahead and move toward jobs, homes,
and new lives.
For all those in need, i.e., the homeless, BoMF aims to provide:
 Practical training and employment resources for achieving independence
 An environment that promotes accountability
 A community that offers compassion and hope
For all with the capacity to serve—volunteers, donors, community and corporate partners— BoMF
seeks to engage the profound experience of empowering individuals to achieve what once
seemed impossible through the seemingly simple act of putting one foot in front of the other.
History and Background
In 2007, Back on My Feet Founder, Anne Mahlum, was 26 years old and living in Philadelphia.
She was at a crossroads in her life. For several months, the idea of her life’s purpose had been
all-consuming – she was willing to do anything to find it, she just didn’t know where to look. After
further reflection, she realized it was right beneath her feet.
Running was Anne’s staple. She became a runner when she was 16 to get through a turbulent
time for her family due to her dad’s gambling addiction. Anne found clarity and strength in
running. It helped her to understand to take things one step at a time. It also helped Anne to
realize that difficult roads lead to choices – you either persevere, or turn around and make
excuses. Running helped Anne discover who she was and what she loved about herself. Ten
years later, in May of 2007 at 5:30 a.m. on the streets of Philadelphia, Anne began to form
relationships with several men outside of Sunday Breakfast Rescue Mission. She realized
through her simple act of talking to these men that she could more effectively help if she stopped
running by them and started running with them.
Anne called the Mission, and with a little persistence, received permission to start an official
running club with nine men living in the shelter. Anne was able to acquire brand new running
shoes, clothing, and socks through donation. Before providing these items to the first nine
participants, she required that they sign an agreement that she called a “Dedication Contract”.
This inaugural group, by signing the agreement, committed to:
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Show up at the Mission every Monday, Wednesday, and Friday promptly at 6 a.m.
Respect themselves and the others in the group
Support their teammates
Each runner, including Anne, signed and dated the document and the first one-mile run took place
July 3, 2007. In a week, the group doubled with the addition of ten volunteers to support the
shelter resident members. The morning runs created a community that respected equality and
promoted and rewarded positive behavior. Anne began to realize this growing community could
be so much more than just a running club – this could be the core to changing people’s lives.
Shelter resident members were coming out every day (not just the three required days) on their
own volition. While recording how far people ran after the morning runs, each member (residents
and volunteers) waited anxiously to receive credit for their hard work. It was clear: no matter how
many differences there are between the homeless and those who function more normally within
society; similarities exist. All want to be noticed, appreciated, recognized, valued, cared for, and
loved.
The theoretical question Anne asked herself was, “If we can change the way people see
themselves, can we change the direction of their lives?” She felt very strongly that if people
experiencing homelessness could see themselves as deserving, capable, hardworking,
responsible, disciplined, focused, and reliable, it could be possible for them to move toward
independence.
The Program
Now operating chapters in each of 11 major cities coast-to-coast, BoMF uses running and
community to motivate and support individuals every step of the way from homelessness to
independence. Success is measured not only by the health impact of miles run, but also by how
many individuals obtain education, employment, and housing.
BoMF recruits residential members from homeless or residential facilities. The initial commitment
requires the resident members to run three days a week in the early morning. After 30 days in
the program, resident members with 90% attendance earn the opportunity to move into the
second phase of the program called Next Steps, which provides educational support, job training
programs, employment partnership referrals, and housing resources.
The Impact
Since launching in 2007, BoMF has served more than 5,500 individuals nationwide either
currently homeless or at risk of becoming homeless. They have also engaged more than 100,000
volunteers and supporters. At any given time, 80% of active resident members are participating
in the Next Steps program, working to secure employment and housing. Resident members have
run a collective 500,000 miles and obtained more than 3,500 jobs and homes. Within six months
of becoming a BoMF Alumnus, 90% of members have maintained their employment, 60% have
received wage increases, and 20% have achieved a promotion.
The Baltimore Chapter was launched in March 2009 as the first city of expansion from the
organization’s roots in Philadelphia. In March 2014, the Baltimore chapter reached 500 resident
members served.
In 2011, a National Board of Directors was formed to guide growth, efficiency and sustainability
for the organization as a whole.
Current Business Model
Back on My Feet partners with local facilities (emergency shelters, missions, halfway houses,
etc.) and holds orientation sessions to introduce the program to residents. To join, residents must
have lived at the facility for at least 30 days. Resident members joining the program complete a
Dedication Contract, a goals sheet, and an evaluation survey. A running team is then formed for
a specific facility consisting of resident members and community volunteers (referred to as nonresidents).
Teams run Monday, Wednesday, and Friday mornings at 5:30 a.m. with longer optional runs on
Saturdays for those training for longer races. Resident and non-resident members also attend
monthly social events and local races. Attendance, mileage, and attitude are tracked on every
run in the organization’s proprietary Footprints database.
After maintaining a 90% attendance during the first 30 days in the program, resident members
work with BoMF staff in the “Next Steps” phase to build a roadmap toward self-sufficiency
including financial literacy and skill building classes with for-profit and nonprofit partners. After
training, resident members are provided job interview training which result in employment
opportunities with business partners which include such businesses as Marriott and White
Lodging. Resident members are also offered financial assistance to overcome barriers to selfsufficiency such as education, certifications, tools for a job, and security deposits for more
permanent housing.
Resident members who achieve employment and housing become Alumni members. Many
continue to run with their original teams, providing encouragement, support, and motivation to
teammates.
BoMF’s National Headquarters is responsible for defining the overall growth and program
strategy for the current 11 chapters. They also provide shared services to chapters across the
following centralized functions which allows chapters to focus on the chapters building local
relationships and expanding their local program goals.
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Human Resources
Finance
Operations
Communications
Program Analysis
Self-Sufficient Chapters:
The overall goal of self-sufficiency for the BoMF resident members is also the strategy
employed at every level of the organization. BoMF is privately funded with a national operating
budget of $5.7 million for 2014. Each chapter is responsible for raising its share of funds to
support local operations and has an independent Advisory Board to provide support for local
fundraising and programs.
BoMF has one National Board of Directors, which is the legal governing body of the
organization and nearly 50 employees nationwide with three to five local employees in each
market. Chapters are built to be self-sufficient programmatically and financially, resulting in high
chapter ownership and the ability for BoMF to expand without constraints from each city. The
Baltimore chapter has an approximate budget of $ 387,000 and four local employees.
Financials:
BoMF has two defining revenue generating strategies:
 BoMF utilizes creative engagement practices to attract individuals, foundations, and
corporate investors to provide needed resources for the communities served. One of the
practices employed allows runners to participate in “sold out” races if they run for BoMF
and commit to raising a set amount of money that will go directly to the program.
Participants to this method of revenue generation receive quality running gear
depending on the level of monetary commitment.
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Diversified funding is a priority. The goal is for no more than 50% of revenue (locally or
nationally) to originate from one source.
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Revenues and support for December 31, 2014 came from the following sources:
o Event revenues
$1,862,300
33%
o Corporate cash contributions
1,854,500
33%
o Individual and foundations
1,058,100
19%
o Contributed goods and services
787,400
14%
o United Way
77,024
1%
o Other
57,876
1%
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For December 31, 2014, expenses included:
o Program services
$3,293,500
o Direct benefits to donors
666,600
o Fundraising
1,220,300
o Administrative
487,000
58%
12%
22%
8%
Client Issue
BoMF Baltimore is seeking to increase volunteer recruitment, retention, and monetary
participation in order to provide more support for the local resident members and the BoMF
program as a whole.
BoMF is fueled in large part by volunteer participation. Their presence at the weekly runs provide
support, motivation, and a sense of community for the resident members. It is because of their
leadership that the program is able to track resident and non-resident member mileage and
attendance, bring resident members to monthly races, and host monthly social events. They are
essential to the function of the overall program. BoMF Baltimore has the largest volunteer base
in the 11 BoMF markets. They would like to build a sustainable program so that their pipeline of
volunteers can continue the legacy of BoMF’s founder.
Strengths, Weaknesses, Opportunities, Threats (SWOT)
Strengths
 The powerful mission of Back on My Feet provides an outlet and plentiful opportunities for
those struggling with addiction and homelessness. BoMF has a proven track record of
providing training, employment, and housing resources for the resident members.
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Relationships between resident members and volunteers are valued by all involved with
BoMF and are critical to the positive program outcomes experienced by BoMF.
The Baltimore chapter of BoMF was the first expansion of the organization outside of
Philadelphia and has consistently been one of the largest chapters since its founding in
2009
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Baltimore has an active and large running community, which encompasses across all age
groups. This provides for the Baltimore chapter to be afforded a much larger pool of
potential volunteers, some of whom have disposable resources to donate.
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Resident member attendance rate has averaged 93.1% - exceeding the 90% contractual
requirement for the morning runs
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A significant percentage of dedicated alumni members that have been involved almost
from start of the Baltimore chapter. The alumni members serve as very effective mentors
for those currently in the program.
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Administrative support at the national level allows the Baltimore chapter to focus on local
goals and program events
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National BoMF has strong relationships with corporate sponsors including: Ernst & Young,
Accenture, Morgan Lewis and AT&T.
Weaknesses/Challenges/Threats
 Homelessness and addiction are significant problems on a national and local level.
Depending on what study is employed, those experiencing homelessness ranges from
over 600,000 to close to 5 million individuals.
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No matter how invested and passionate a non-resident member is about the organization,
waking up at 5:30 a.m. to run is challenging.
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The organization’s model is based on the buy-in of the facilities serving the homeless
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Given that the model revolves around running, the Organization suffers under the
perception that it is not an ideal volunteer opportunity for non-runners. This one issue
could limit the Baltimore chapter to only attracting runners when it has a need for all sorts
of qualified non-resident members
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Recent unrest in the West Baltimore area has created a potential atmosphere of perceived
personal risk to early morning runners. This risk runs to both volunteers and resident
members
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As noted, the Baltimore chapter has been fortunate to have many of the same volunteers
for years but this comes with its own set of challenges. Having been in operation since
2009, BoMF Baltimore may begin to face volunteer fatigue.
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Currently, non-resident members gather attendance and mileage information from the
resident members manually. This information is then input to the software-tracking
program upon return to the office. Chapter employees perceive that critical information
could be lost or misreported due to this process. Given the model of BoMF is predicated
on attendance, correct information is critical for program outcomes.
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Event notification and volunteer scheduling relies on email or access to the organization
web site. Given the mobility of the non-resident members and the lack of easy access to
the Internet for the resident members, this method of communication is less than ideal for
programs that require communication from mobile locations. Young professionals, who
currently make up most of the volunteer base, are accustomed to mobile access to such
functions. Resident members need to be communicated in ways that are not necessarily
tied to Internet means.
Opportunities
 The quantifiable success rate of the program outcome of the BoMF model is compelling
to volunteers who want to know their efforts make a difference. This track record provides
an opportunity to reach out to potential volunteers and assure their impact through
expansion of advertising, marketing and branding, specifically for the Baltimore chapter.
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Using the Professional and Young Professional Boards to ease some of the pressure from
the staff at Back on My Feet and bring fresh ideas to the table.
o Multiple college communities in the greater Baltimore area
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Women’s BoMF Team - more of a walking team
Promoting diverse participation from the entire Baltimore area
Speaking opportunities at groups/clubs/campaigns/forums around the city
Data is already being gathered into a database for monitoring and assessment, this
provides an opportunity to create additional communication channels for data input without
burdening the limited staff.
Call for Proposals
As a result of Back on My Feet’s desire to increase volunteer retention and participation and as a
means to support the core responsibilities of staff and volunteers, the client has issued an RFP
for consulting services. You are one of the 6 “firms” that have been asked to provide them a
viable path for creating a successful, sustainable and cost effective Mobile App for the
organization.
BoMF - Baltimore believes that they will be better able to engage a larger, younger, more diverse
demographic of volunteers, making the duties of core volunteers easier to facilitate and streamline
communications (schedules, push notifications, etc.) with the use of a mobile app.
They further believe that it will be possible to obtain a grant for the expected cost of development
for this resource and have established a budget of approximately $35,000 for the development of
the app with some flexibility to reduce some functionality if less funding is received.
The parameters of the RFP are as follows:
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The App must include
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A function to track member mileage (GPS) and to enter data electronically into the
Footprint database.
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Calendar of events with push notifications of upcoming events or alerts
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Push notifications for race day events, packet pickups, parking, inclement weather,
etc. currently provided through Facebook.
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Different interface for volunteers and resident members based on type of login with emphasis
on services for volunteers who can share that information with members on their team. It is
anticipated that primary communication with residential members would remain with email
since many homeless people do not have mobile phones but can access community
computers.
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All logins should have functionality for registering a race with BoMFB, making donations, and
other functions currently accessible through the BoMFB web site.
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The current budget is approximately $35,000 for the development of a Mobile App. In the
event that full budget is not obtainable, the app design should identify core features and those
that could be held back for a later upgrade when additional funding might be available
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Other possible inclusions suggested for Volunteer recruitment and participation either within
or outside of the Mobile App would be welcomed:
o
Incentive tracking for Member milestones
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Birthday recognition
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Team competitions (mileage/attendance)
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Social media plug-ins
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Team portals
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Training functionality for Non BoMF teammates to also use
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Race registration
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Donation capabilities
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FundRacing capabilities
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Communication with Salesforce/Footprints & Rallybound
Information to be provided in June 2016
Various documents will be made available to the consulting “firms” by June 2016. These will
include, but not necessarily be limited to:
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2013-14 990s
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2014 Audited Financials
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BoMF Program Brochures
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Details for data entry to proprietary database and any other interfaces needed
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BoMFB web site is currently accessible to view functions handled there
Judging Criteria
Each proposal will be judged on the following criteria:
a. Creativity of program/mobile application ideas
b. Flexibility of implementation in case of funding cuts
c. Aesthetics and efficiency of mobile screen usage
d. User friendliness
e. How strongly app functionality correlates with ROI (volunteers, engagement, $$)