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Three-Year Strategic Plan: 2012-2014
Three-Year Strategic Plan: 2012-2014 Since 1965, Big Brothers Big Sisters of Greater Pittsburgh (BBBSPGH) has been recognized as the region’s premier mentoring organization. For the past several months, the organization has embarked on a comprehensive strategic planning process to map out its strategic vision for the next three years. Through this process, BBBSPGH affirmed its core values, established overarching goals and 3-year objectives, and created a first year action plan to begin to bring those goals and objectives to reality. In addition, the organization sought to align BBBSPGH with the new strategic priorities of Big Brothers Big Sisters of America while still addressing the specific needs of Bigs, Littles and their communities in the greater Pittsburgh area.
Strategic Planning Process The strategic planning process, which was led by Kate Sphar, Senior Consultant at Dewey & Kaye, had three phases. Phase I: Organizing and Taking Stock: To begin the project, BBBSPGH’s Strategic Planning Group collected vital information on the organization’s programs and financial health. Then, with the help of the consulting firm Dewey & Kaye, BBBSPGH surveyed its stakeholders regarding the organization’s mission and vision; its strengths, weaknesses, opportunities and threats; the effectiveness of its current programs; areas for improvement; Board governance and performance; and additional infrastructure needs. In addition to the survey, Dewey & Kaye conducted in-depth interviews of key partners. The results of the survey and the interviews were compiled in a Report of Initial Findings that formed foundation of the overall strategic planning effort. Phase II: Setting Vision and Objectives: After the initial research was completed, the strategic planning process included strategic planning sessions that engaged both Board and staff members in a discussion around BBBSPGH’s future vision and strategy. During those sessions, Board and staff members prioritized the issues or areas that they believed would most significantly affect the organization over the next three years and began the process of translating those issues into tangible goals and objectives. Phase III: Formulating Goals and Plans: Working closely with Dewey & Kaye, the Strategic Planning Group created a strategic planning framework that outlined BBBSPGH’s 3-year vision, strategy, goals and objectives and submitted the framework to the Board for approval. In addition, the Strategic Planning Group developed action plans incorporating specific tasks, timelines and responsibilities, a detailed organizational chart outlining the changes in structure required to create more efficient and effective programs and operations, and the performance metrics necessary to monitor BBBSPGH’s progress toward meeting its organizational objectives.
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
Strategic Planning Documents Operating Plan (Pages 3-8): The Operating Plan represents the steps BBBSPGH will take in meeting its strategic objectives beginning in the Second Quarter of 2012 and ending in the First Quarter of 2014. It establishes timelines and responsibilities for each of the action steps outlined in the Strategic Planning Framework. Performance Metrics (Page 9): The Performance Metrics provide a mechanism to assess BBBSPGH’s progress toward meeting its goals and objectives. Using data from previous years as a baseline, they provide quantifiable targets to measure BBBSPGH’s success. BBBSPGH Organizational Chart (Page 10): A solid organizational structure with clear lines of responsibility is essential to BBBSPGH’s success. The Organizational Chart provided in these strategic planning documents shows this structure as of October 1, 2011. Board of Directors and Strategic Planning Group (Page 11) BBBSPGH Strategic Planning Framework (Attachment): The Strategic Planning Framework printed in the center of this booklet communicates the core of the strategic planning effort at a glance. In addition to stating BBBSPGH’s mission, vision and core values, it establishes four overarching goals that will challenge the organization for the next three years. After translating those goals into objectives in five areas—Mentoring Programs; Recruitment (Bigs and Littles); Financial Sustainability & Fundraising; Branding & Awareness; Collaborative Strategies; and Board—it outlines concrete action steps that form the basis of the First Year Action Plan. BBBSPGH wishes to thank the many people who provided guidance, insight and hard work during our planning process. The following page lists the names of both the Board of Directors and the Strategic Planning Group who were instrumental in developing the plan.
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
MENTORING PROGRAMS YEAR 1 ACTION Conduct study of the feasibility of serving children with more severe diagnoses, including autism, mental health issues and other related problems. Develop a plan for more effectively transitioning Site-Based matches to the Community-Based program at the end of each school year.
Q2 FY 2012
Q3 FY 2012
Q4 FY 2012
Q1 FY 2013
RESPONSIBILITY
Program
●
●
Enhancement & Grants Associate Intern
●
Director of
Community Based Program Director of Site Based Programs
●
Develop plan to identify, research and engage new corporations for workplace mentoring – adding at least one new site per school year.
●
●
●
CEO Director of Site
Based Programs
Chief Community Affairs Officer
Establish a Quality Assurance Team (to start in 10/11) that will meet monthly to review program scorecard, identify trends, proactively address programmatic concerns and enhance success.
Director of Quality
●
●
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Assurance and Special Services
YEAR 2 ACTION
Q2 FY 2013
●
Plan for and begin implementing new national Standards of Practice.
●
Revise Volunteer Orientation Training.
Q4 FY 2013
Q1 FY 2014
RESPONSIBILITY
Director of Site-
Identify, research, and engage new corporations for workplace mentoring – adding at least one new site per school year.
Develop Special Services programming for new matches.
Q3 FY 2013
●
●
●
Based Programs
Program &
Development Associate
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CEO Program Directors Director of Quality
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Assurance and Special Services
Chief Community
●
Affairs Officer
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Director of Quality Assurance and Special Services
Quality Assurance Team will continue meeting monthly.
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Director of Quality Assurance and Special Services
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
RECRUITMENT (BIGS AND LITTLES) YEAR 1 ACTION
Q2 FY 2012
Q3 FY 2012
Q4 FY 2012
Q1 FY 2013
Customer
Assess follow-up process for enrolling potential new Bigs.
Develop a formalized plan to recruit and enroll children facing adversity.
RESPONSIBILITY
●
●
●
●
●
Relations Specialist
Director of
Community Based Program
●
TBD Committee
YEAR 2 ACTION Develop partnerships with childserving organizations to increase number of children served in Hazelwood and Homewood. Develop partnerships with girlserving organizations to increase number of girls served.
Develop Outreach Policy, follow-up procedures, and tracking tools to assess and enhance the effectiveness of recruitment efforts.
Q2 FY 2013
Q3 FY 2013
Q4 FY 2013
●
●
●
Q1 FY 2014
RESPONSIBILITY
Chief Community Affairs Officer
Executive
●
●
●
Operations Manager Chief Community Affairs Officer
Director of Quality
●
Assurance and Special Services Program Enhancement & Grants Associate
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
FINANCIAL SUSTAINABILITY & FUNDRAISING YEAR 1 Q2 FY 2012
Q3 FY 2012
Q4 FY 2012
Q1 FY 2013
Meet with 5-10 Pittsburgh-based companies to solicit new corporate support.
●
●
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●
Cultivate lapsed and existing supporters a minimum of once per quarter.
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Distribute “event menu” to corporate prospects.
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Implement Moves Management Strategy.
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●
●
●
●
●
●
●
●
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ACTION
Create system to track employee time (ROI) on special events. Encourage participation of public officials through meetings, events and social media.
●
Restructure Fund Development team with emphasis on improving Individual and Corporate giving.
RESPONSIBILITY
Development Officer
CEO Development
Development
CEO Development Officer
Chief Financial Officer
Chief Community Affairs Officer
CEO Development
YEAR 2 ACTION
Q2 FY 2013
Q3 FY 2013
Restructure Fund Development team with emphasis on improving Individual and Corporate giving.
●
Create formalized Fund Development Plan with specific goals, objectives, and action plans.
●
●
Launch new initiative to engage startup companies in the agency’s mission.
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●
Q1 FY 2014
RESPONSIBILITY
CEO Development
Develop new initiative to engage female business leaders in the agency’s mission. Encourage participation of public officials through meetings, events and social media.
Q4 FY 2013
●
CEO Development Program
Enhancement & Grants Associate
●
●
●
●
Executive
Operations Manager
Chief Community Affairs Officer
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
BRANDING & AWARENESS YEAR 1 ACTION Create consistent messaging, terminology and talking points for staff and board.
Q2 FY 2012
Update media contact list and develop an overarching media relations strategy.
Q4 FY 2012
Q1 FY 2013
RESPONSIBILITY
CEO Chief Community
●
Affairs Officer
Chief Community
Require each coalition group to develop outreach objectives and goals based on the overall strategic plan. Participate in high quality social media training.
Q3 FY 2012
●
●
●
Affairs Officer
Development Associate
●
Development
●
Officer
●
Chief Community Affairs Officer
Consult with professional media writer to draft press releases.
●
CEO Chief Community Affairs Officer
YEAR 2 ACTION Consult with professional media writer to draft press releases.
Q2 FY 2013
Q3 FY 2013
Q4 FY 2013
Q1 FY 2014
●
●
●
●
RESPONSIBILITY
CEO Chief Community Affairs Officer
Develop “community impact” messaging through stories, infographics, and statistics.
●
●
Develop and send bimonthly ENewsletter to all constituents and contacts.
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CEO
●
●
Development Associate
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
COLLABORATIVE STRATEGIES YEAR 1 ACTION
Q2 FY 2012
Q3 FY 2012
●
Plan Mentoring Summit for FY 20122013.
Meet with correctional system, Department of Public Welfare and Juvenile Probation in support of BBBS’s strategic goals.
Q1 FY 2013
RESPONSIBILITY
CEO
Meet semiannually with BBBS agencies in SW Pennsylvania to discuss potential for increased collaboration.
Hold 5-7 meetings with major AME Churches.
Q4 FY 2012
●
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●
●
●
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Staff Development Officer
Program
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Host “Summer Shindig” in collaboration with Young Professional Outreach Board.
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Enhancement & Grants Associate Chief Community Affairs Officer
Chief Community
●
Affairs Officer
Chief Community
Develop Youth Outcomes Advisory Board – a coalition of professionals in education, youth services, justice, etc.
●
●
●
Affairs Officer
Program
Enhancement & Grants Associate
YEAR 2 ACTION
Q2 FY 2013
Host “Summer Shindig” in collaboration with Young Professional Outreach Board. Grow Youth Outcomes Advisory Board by 3-5 members. Institute annual one-to-one meetings with members.
Q4 FY 2013
Q1 FY 2014
RESPONSIBILITY
Chief Community
●
Affairs Officer
Chief Community Affairs Officer
●
Program
Enhancement & Grants Associate
Program &
Develop formal descriptions and responsibilities for all collaborative advisory boards.
Host “BIG Community Leaders” breakfasts in Allegheny and Washington counties
Q3 FY 2013
Development Associate Chief Community Affairs Officer
●
Chief Community
●
●
Affairs Officer
Program Manager – Washington & Greene Counties
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
BOARD YEAR 1 ACTION Create ad hoc committee to develop and implement an outreach plan to the African American community. Examine current committee structure and meeting schedule to ensure that they meet organizational needs.
Q2 FY 2012
Q3 FY 2012
Q4 FY 2012
Q1 FY 2013
RESPONSIBILITY
Board
Development Committee (Steve Irwin)
●
Board President
● Committee Heads
Create annual goals and objectives for each committee in support of BBBS’s strategic goals.
● Governance
Develop a Board orientation plan to mentor new Board members.
●
Committee
●
Board President
Develop a Board appreciation plan.
● YEAR 2 ACTION
Q2 FY 2013
Q3 FY 2013
Q4 FY 2013
Q1 FY 2014
RESPONSIBILITY
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
Performance Metrics Benchmarks Programs
Targets
2009
2010
2011
2012
2013
2014
CB Total Children Served
550
582
586
609
634
659
CB 12-Month Match Retention Rate (%)
75.7
79.7
81.5
82.5
TBD
TBD
CB Average Match Length (months)
30.8
37.3
36
36
TBD
TBD
CB Match Closure Rate (%)
23.1
22
20.5
20.5
TBD
TBD
-
35
70
75
TBD
TBD
CB YOS Follow-up Administration (%) CB Rate of 2+ Positive Outcomes on YOS (%)
-
-
BASELINE
TBD
TBD
TBD
SB Total Children Served
566
584
600
624
649
675
SB 12-Month Match Retention Rate (%)
39.7
45.1
40
TBD
TBD
TBD
SB Average Match Length (months)
11.4
14.2
12
TBD
TBD
TBD
SB Match Closure Rate (%)
39.9
44.3
34
TBD
TBD
TBD
SB YOS Follow-up Administration (%)
-
68.1
70
75
TBD
TBD
SB Rate of 2+ Positive Outcomes on YOS (%)
-
80
80
80
TBD
TBD
Financial Sustainability and Fundraising
FY 2010
FY 2011
FY 2012
FY 2013
FY 2014
Rate of Surplus over Cash Expenses (%)
14.5
9.4
12
TBD
TBD
Number of Corporations with Monetary Donations
-
76
83
92
100
Individual Giving as Percentage of Total Revenue (%)
6
6
8
11
15
Minimum Return on Investment from Special Events
-
-
BASELINE
TBD
TBD
Government Officials at Meetings or Speaking Engagements
-
12
24
32
36
FY 2010
FY 2011
FY 2012
FY 2013
FY 2014
Coalition Groups with Self-appointed Officers
0
1
2
3
4
Coalition Groups with Strategic Goals
0
0
3
3
3
"Likes" on Facebook
-
137
400
700
1,000
"Followers" on Twitter
-
812
1,000
1,250
1,500
Positive Newspaper Coverage (P-G, Trib, Courier, O-R)
-
-
4
6
8
Meetings with SWPA BBBS Chapters
-
0
2
2
2
Meetings with AME Churches
0
1
5
6
7
FY 2010
FY 2011
FY 2012
FY 2013
FY 2014
Number of A-A Board Members
1
1
Percentage of Committees with Strategic Goals
0
0
Rate of New Board Members Comfortable with Role
-
-
Rate of Board Satisfaction
-
-
Branding & Awareness/Collaborative Strategies
Board of Directors
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
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Big Brothers Big Sisters of Greater Pittsburgh 2012-2014 Strategic Plan
EXECUTIVE BOARD Seth I. Corbin, Esq., President Attorney, Fox Rothschild LLP John J. Richardson, Vice President Attorney, Dinsmore & Shohl, LLP David Beavais, 2nd Vice President Vice President of Purchasing, Eat’n Park Hospitality Group, Inc.
Edward W. Schano, Secretary Communications Director, Senator John Heinz History Center Karen Hanlon, Treasurer Senior Vice President, Financial Planning & Analysis, Highmark
BOARD OF DIRECTORS Rita Baranwal, Director, Core Engineering, Fuel Engineering, Nuclear Fuel, Westinghouse Electric Company Steven C. Breuner, SOLA Salon Studios Greg Burd, Director, Wealth Management, Keystone Investment Advisors Jerome Dioguardi, Chief Operating Officer, Health America Jody Doherty, Community Investment Vice President, Comcast Cable – Pittsburgh Brad Fako, Assurance Partner, PricewaterhouseCoopers Joseph A. Gregorini, Vice President Rates & Regulatory Affairs, Peoples Natural Gas John Hagan, Esq., Lawyer, K & L Gates The Honorable Thomas M. Hardiman, Judge, US Court of Appeals Arthur F. Hazen, Jr., Vice President/Retirement Plan Director, BPU Investment Management, Inc. Steven D. Irwin, Esq., Partner, Leech, Tishman, Fuscaldo, Lampl, LLC Daniel K. Jenkins, Principal/President, Jenkins Financial Michael Jennings, Senior Financial Analyst, AEO, Inc.
Mark A. Jones, Senior Community Affairs Specialist, Highmark, Inc. Patrick J. Lucas, Director of Sales, Show Clix Brett C. Moraski, Vice President of Transformation, WellPoint Stanley D. Polivka, Director of Business Sales, Enterprise Holdings Aaron C. Morris, Sr. Product Manager – Realty Capture, IPG, Autodesk, Inc. Diana Riggins, President & CEO, Riggins Enterprises Matthew Rimer, Talent Acquisition Director, UPMC – Corporate Headquarters James L. Ross, President, Chairman, Kenny Ross Automotive Group Kate Srigley, Director of Sponsorship, PromoWest Productions/Stage AE Jean-Pierre Stephan, Partner, Accenture James D. Wells, III, Personal Financial Consultant, Three Rivers Wealth Management James C. Woll, Principal, Kerrwood Advisors, LLC
EMERITUS DIRECTORS J. Brooks Broadhurst, Vice President Purchasing & Distribution, Eat’n Park Hospitality Group, Inc. Kenneth M. Ross, Founding Board Member
Laura A. Candris, Esq, Senior Counsel, Meyer Unkovich & Scott LLP Nancy Zappala, Community Volunteer
STRATEGIC PLANNING GROUP Jan Glick, MS, Chief Executive Officer Stephanie Adamczyk, MBA, Director of Giving/Operations Manager Tom Baker, MA, Chief Community Affairs Officer
Mark Heinbockel, MSW, Strategic Initiatives & Grants Manager Cheryl Jones, M.Ed., Director of Quality Assurance and Special Services Sharon Southlea, Chief Financial Officer
MISSION: To provide children facing adversity with strong and enduring, professionally supported one-toone relationships that change their lives for the better, forever.
CORE VALUES: Diversity and Inclusion
VISION:
Integrity
All children achieve success in life.
Quality OVERARCHING GOALS: 1. 2. 3. 4.
Mentoring Programs
Recruitment (Bigs and Littles)
2014 Objective: Littles Assess how to respond to the changing needs of youth in our communities.
2014 Objective: Bigs Always have an appropriate Big to match with any eligible, ready-tobe-matched child.
2014 Objective: Schools Develop a reciprocally beneficial relationship with Pittsburgh Public Schools.
2014 Objective: Littles Identify and maintain a manageable pool of children who are ready to be matched.
2014 Objective: Workplace Increase the number of workplace mentoring sites. 2014 Objective: Community-Based Evaluate and enhance service delivery functions to maximize program efficiency, growth, and effectiveness.
FY 2012 Action Plan
Conduct study of the feasibility of serving children with more severe diagnoses, including autism, mental health issues and other related problems. Develop a plan for more effectively transitioning sitebased matches to the community-based program at the end of each school year. Develop plan to identify, research and engage new corporations for workplace mentoring sites. Establish a Quality Assurance Team (to start in 10/11) that will meet monthly to review program scorecard, identify trends, proactively address programmatic concerns and enhance success.
FY 2012 Action Plan Assess follow-up process for enrolling potential new Bigs. Develop a formalized plan to recruit and enroll children facing adversity.
Customer Service
Establish BBBS as the known regional leader in mentoring. Be a trusted community resource for keeping children in school and out of the juvenile justice system. Serve more children with high-quality programs, achieving more strong, positive outcomes. Ensure financial sustainability to support and maximize strategic growth.
Financial Sustainability & Fundraising 2014 Objective: Corporate Relations Broaden corporate relationships through existing national and local networks/contacts. 2014 Objective: Capital Campaign Assess the feasibility for a capital campaign in FY 2015. (Endowment and/or maintenance fund.) 2014 Objective: Individual Giving Increase individual giving. 2014 Objective: Special Events Analyze ROI for all current/ potential special events. 2014 Objective: Government Develop a plan to foster and maintain relationships with local, state and federal government.
FY 2012 Action Plan
Meet with 5-10 Pittsburgh
based companies to solicit new corporate support. “Touch” lapsed and existing supporters a minimum of once per quarter. Distribute “event menu” to corporate prospects. Implement Moves Management Strategy. Create system to track employee time (ROI) on special events. Encourage participation of public officials through meetings, events and social media.
Branding & Awareness
2014 Objective: Messaging Develop consistent messaging across all audiences. 2014 Objective: Outreach Groups Grow and strengthen coalition groups (e.g., Young Professional, Male Recruitment and Washington County). 2014 Objective: Social Media Build social media and online presence to deliver national messaging (donate, volunteer & advocate). 2014 Objective: Media Relations Increase free and earned media.
Collaborative Strategies
Board
2014 Objective: BBBS Chapters Strengthen alliances or partnerships with BBBS agencies in other counties.
2014 Objective: Recruitment Recruit and retain a diverse, skilled and connected Board.
2014 Objective: “Place at the Community Table” Secure a “place at the community table” as a leader in mentoring and youth development. 2014 Objective: Community Relations Enhance relationships with community-based, faith-based and relevant civic and social service organizations.
2014 Objective: Committee Structure Develop an effective, active committee structure that helps to achieve BBBS’s strategic goals. 2014 Objective: Engagement and Satisfaction Improve inclusion, camaraderie and working relationships among board members.
FY 2012 Action Plan FY 2012 Action Plan
Meet semiannually with BBBS FY 2012 Action Plan Create consistent messaging, terminology and talking points for staff and board. Require each coalition group to develop outreach objectives and goals based on the overall strategic plan. Participate in high quality social media training. Update media contact list and develop an overarching media relations strategy.
Collaboration
Chapters in SW Pennsylvania to discuss potential for increased collaboration. Plan Mentoring Summit for FY 2012-2013. Hold 5-7 meetings with major AME Churches. Meet with correctional system, Department of Public Welfare and Juvenile Probation in support of BBBS’s strategic goals.
Create ad hoc committee to
develop and implement an outreach plan to the African American community. Examine current committee structure and meeting schedule to ensure that they meet organizational needs. Create annual goals and objectives for each committee in support of BBBS’s strategic goals. Develop a Board orientation plan to mentor new Board members. Develop a Board appreciation plan.
