2009 – 2013 strategic plan - first place for youth...voice for alameda county foster youth,...
TRANSCRIPT
2009 – 2013
Strategic Plan
S t r a t e g i c P r i o r i t i e S
• Strengthenourcoreprogrammodel
• Advocatefortransitionagefosteryouth
• Expandourpresenceinhigh-needregionsofCalifornia
Acknowledgements
FirstPlacewouldliketoexpressitsgratitudetoeveryonewhoparticipatedinthe
creationoftheorganization’sfive-yearStrategicPlan,especiallystaffandBoard
members.Noneofthiswouldhavebeenpossiblewithoutthetremendoussupport
oftheBridgespanGroup,DavidHunterofHunterConsultingLLC,andthe
EdnaMcConnellClarkFoundation!WewouldalsoliketothanktheTippingPoint
CommunityandtheHarvardBusinessSchoolAlumniCommunityPartnersProgram
fortheirearlyeffortstohelpprepareFirstPlacetoundertakethisplan.
Board of Directors
TangerineBrigham,Chair
DeborahLeland,ViceChair
LisaKorwin,Secretary
BruceO’Neill,Treasurer
CassandraBenjamin
LianneCampodonico
MiaGreen
AlvinNelson
DanReid
AnyéSpivey
BarbaraWilliams
Strategic Planning committee
SamCobbs,ExecutiveDirector
RobertBenavidez,DirectorofFinanceandAdministration
ClaudiaMiller,GrantsManager
AndrewNiklaus,DirectorofPrograms
GabrielOrozco,ManagerofProgramEvaluation
DeannePearn,Co-FounderandDirectorofDevelopmentandCommunityRelations
ChristySaxton,AssociateDirectorofPrograms
ElizabethWright,HousingManager
S t a t e m e n t o F n e e D
It is the mission of First Place to support youth in their transition from foster care to successful adulthood by promoting choices and strengthening individual and community resources.
o U r m i S S i o n
taBLe oF contentS
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . 2
First Place for Youth History . . . . . . . . . . . . . . . . .4
Strategic Plan Process . . . . . . . . . . . . . . . . . . . . . . 6
Strategic Direction . . . . . . . . . . . . . . . . . . . . . . . . . 7
Financial Implications . . . . . . . . . . . . . . . . . . . . 12
Implementation Plan . . . . . . . . . . . . . . . . . . . . . . 13
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S t a t e m e n t o F n e e D
executive summAry
in2008,FirstPlacemarkedits10thanniversary.Wecelebratedourremarkable
accomplishmentofdevelopingasuccessfulnationalmodelthatchangesthetrajectory
ofyouth’slivesthroughinnovativehousing,employmentandeducationsupport.
Whilemarkingthecloseofanincredibledecade,wealsodedicatedmuchtimeand
efforttoimaginingthenextchapterofFirstPlace’sstory.Wearenowsettoembark
onanambitiousStrategicPlanfor2009-2013.Theplancallsforincreasingourimpact
withhighlyvulnerabletransitionagefosteryouthacrossCaliforniabymorethan
doublingthenumberofyouthinourhousingprogram.Atplan’send,wewillbe
changingthelivesof16percentoftheState’sfosteryouthwhowouldotherwiseexit
fostercarehomeless,unemployedandlackingastrongeducationalfoundation.
thecaseforstatewideexpansionisclear.Currently,thereareover513,000foster
childrenlivingintheUnitedStates,withthelion’sshare(80,000)residinginCalifornia.
Infact,CaliforniahasalmostasmanyyouthincareasNewYork,Florida,andTexas
combined.Oftheseyouth,approximately5,000ageouteachyearandforthem,
theoutlookisgrim.Studiesshowthat:
• Nearlytwo-thirdsoftransitioningfosteryouthinCaliforniaface
imminenthomelessness
• Forty-sixpercentofCalifornia’sfosteryouthdropoutofhighschool,
ascomparedto30percentofnon-fosteryouth
• ThreepercentofformerfosteryouthwillreceivetheirBachelor’sdegree,
ascomparedto27percentofthegeneralpopulation
• Fifty-onepercentofformerfosteryouthwillbeunemployeduponemancipation
• Byage17,youngwomeninfostercarearetwiceaslikelytobecome
pregnantastheirpeers
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ourdecadeofexperiencehasdemonstratedthatwiththerightsupport,transition
agefosteryouthcanmapadifferentpathfortheirlives.FirstPlaceparticipantsdefy
theoddsinahostofways.Forexample:
• 92percentofouryouthmaintainhousingafterexitingtheprogram
• 77percentexitourprogramwithahighschooldiplomaorGEDcertificate
• 87percentenrollinpostsecondaryeducation
• 72percentmaintainajoborincreasewageswhileinprogram
• 93percentofyoungmothersdelayhavinganadditionalchildwhileinprogram
Buildingontheseprovensuccesses,FirstPlaceworkedcloselywithkeystakeholders,
communitymembers,youth,staffandtheBoardofDirectorstochartaboldcourse
ofactionforthenextfiveyears.Theplanoutlinesthreestrategicgoals:
Help youth achieve and sustain higher measures of success. FirstPlacewillstrengthen
ourcoreprograms,expandeducationandemploymentservices;addnextgeneration
“alumni”services;ensurehighest-riskyouthreceivepriorityforservices;andconduct
anexternalevaluationtodemonstrateprogrameffectiveness.
effectively advocate for transitioning foster youth. FirstPlacewillsupportpolicychanges
atthefederallevel;worktosustainfundingatthestatelevel;andincreaseknowledgein
thefieldoftransitioningfosteryouthbydisseminatingFirstPlace’sbestpracticesmodel.
expand our presence to fill more need across the state.FirstPlacewillrefineand
expandourprogramservicesasneededinourfourcoreBayAreacounties.However,
aseachofthesecountiesisnearingsaturation,wewillconcentrateourgrowthinhigh-
needregionsacrossCalifornia,suchasLosAngelesandSacramentocounties.
thesegoalsarebold,butachievable.Wecouldneverhavecomethisfarwithoutthehelp
ofcountlesspartnersandsupporterswhobelievedinourmissionoverthelasttenyears.
Ifwecontinuetoworktogether,wecanmoveevenclosertoourgoalofbringinganend
tothehomelessnessandpovertyfacingtransitionagefosteryouth.
S t a t e m e n t o F n e e D
our History
tenyearsago,FirstPlacewasfoundedasagrassrootsorganizationtoprovidehope
andopportunitytoyouthagingoutoffostercare.Theorganizationcreatedafirstofits
kindsupportivehousingprogramthatcouplesaccesstosafe,permanenthousingwith
criticalemotionalandlifeskillssupport.Theprogrammodelhasbeenrefinedoverthe
yearstoaddseveralkeycomponents,includingacommunityresourcecenterindown-
townOakland,aprogramdesignedspecificallytomeettheneedsofhigh-riskyouth
livingingrouphomes,andservicestailoredforyoungparents.Today,FirstPlaceenjoys
anationalreputationforexcellenceinhelpingformerfosteryouthfundamentallychange
theirlivesthroughaccesstohousing,educationaladvancementandgainfulemployment.
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Summer 1998 FirstPlacewasfoundedbyAmyLemleyandDeannePearn,graduatestudentsattheUCBerkeleyGoldmanSchoolofPublicPolicy.
Spring 2000 FirstPlacereceivesfirstgovernmentgrantfromtheOaklandFundforChildrenandYouth.
Spring 1999 FirstPlacelaunchestheAlamedaCountyFosterYouthAlliance,a12-membercollaborativedesignedtocreateacollectiveadvocacyvoiceforAlamedaCountyfosteryouth,improveservicecoordinationamongproviders,andraisefundstofillcriticalservicegaps.
2002 FirstPlacehoused30youthandserved350youthaltogether.
Fall 1998 FirstfundraiserforFirstPlaceishostedbyEugeneSmolensky,formerDeanoftheGoldmanSchoolofPublicPolicy.Theevent,heldinSmolensky’sbackyard,raises$7,000forFirstPlace.FoundationgrantsfromtheRichardandRhodaGoldmanFundandtheEvelynandWalterHaas,Jr.Fundquicklyfollow.
Summer 2000 FirstPlaceinitiatesathirdprogram,theEmancipationTrainingCenter(FirstSteps).
Summer 2001 FirstPlaceisakeyparticipantinthedevelopmentofCalifornia’ssustainablepublicfundingsource,theTransitionalHousingProgram-Plus,forhousingtransitionageyouth.
Summer 1999 InitialwaveofformerfosteryouthfromAlamedaCountymoveintonewlyconstructedEastOaklandapartments.
Fall 1999 FirstPlacelaunchestheEmancipationSpecialistProgram(FirstFoundation)toworkwithhigh-riskyouthlivinginAlamedaCountygrouphomes.
1998
First Place is the largest provider of housing for former foster youth in California. Since 1998, First Place has served more than 3,500 youth.
i m P a c t o F F i r S t P L a c e
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2002 FirstPlacehoused30youthandserved350youthaltogether.
Summer 2003 TheUSDepartmentofHealthandHumanServicesselectstheEmancipationSpecialistProgramasoneof20bestpracticeprograms.FirstPlacebeginshousingyouthfromSanFranciscoCounty.
Spring 2005FirstPlacebeginshousingformerfosteryouthinContraCostaCounty.
2006FirstPlacehoused122youthandserved593youthaltogether.
Spring 2007 FirstPlaceimplementsaninnovativehousingprogramknownasPATH,whichbuildsuponpositive,permanentrelationshipsalreadyexistinginthelivesofyoungpeople.
Spring 2008 FirstPlacehostsits10thAnniversarycelebrationdinnerandbenefitconcert,raisingmorethan$150,000.
Spring 2008 FirstPlaceandAffordableHousingAssociatesopentheMadisonApartmentslocatedindowntownOakland.
Summer 2007 SamCobbstestifiesbeforeCongressinsupportofformerfosteryouth.
Fall 2007 FirstPlaceopensastandalonecenterinSolanoCountyandbeginshousing30youth.
Winter 2005TheBoardofDirectorschoosesSamCobbsasnewExecutiveDirector.
2004 FirstPlacehoused50youthandserved450youthaltogether.
Summer 2008 FirstPlaceservedmoreyouththaneverbefore:239youthand97childrenwerehousedinFY07-08andoverall,morethan900youthreceivedservicesacrossfourcounties.
2008
strAtegic PlAn Process
aftersuccessfullycompletingthegoalsfromourpreviousfive-yearstrategicplan
aheadofschedule,FirstPlacebegantheprocessofformulatinganewplanearlyin2008.
Theintensiveprocess,supportedbytheEdnaMcConnellClarkFoundation,spannedsix
monthsandincorporatedinputfromawiderangeofstakeholders,includingcommunity
members,board,staffandyouth.
asaprecursortothebusinessplan,FirstPlaceengagedinafour-dayTheoryofChange
workshopledbyDavidHunterofHunterConsulting,LLC.Overthecourseofthework-
shop,stakeholderswrestledwithcriticalquestionsfacingFirstPlaceandre-examined
ourmission,visionanddirection.Amongthequestionsweconsideredwere:
• Whoisourtargetpopulation?WillFirstPlacecontinuetoserveonlyformer
fosteryouthorlow-incomeyouthingeneral?Willtheorganizationserveall
formerfosteryouthoronlythosewiththehighestriskfactors?
• Whichprogramservicesarevitaltoouryouth?Whichonesarecriticalto
thefuturesuccessoftheorganization?
• ShouldFirstPlacegrowourprogramoutsidetheBayArea?ShouldFirstPlace
expandourreachdeeperintoexistingcommunities?
attheconclusionoftheTheoryofChangework,FirstPlacere-confirmedourcommitment
tosupportingfosteryouthages16-24inmakingasuccessfultransitiontoadulthood.
Wealsoclarifiedthatweachievegreatestimpactwithyouthbya)providingourinnova-
tivebrandofcasemanagement,supportivehousing,andeducationalandemployment
servicesandb)leveragingouruniquepositionandreputationasahighqualityservice
providertoaffectsystems’levelchangeonbehalfoffosteryouth.Finally,wereaffirmed
ourcommitmenttomeasuringandevaluatingouroutcomes.
armedwithaclearTheoryofChange,theStrategicPlanningCommitteebegana
rigorousprocesstoformulateafive-yearplan.LedbyTheBridgespanGroup,the
committeeworkeddiligentlytoassess:
• Theefficacyofourprogrammodel
• Theneedandopportunitiestoincreaseourimpactwithtransitioningfosteryouth
• Ourorganizationalstrengthandcapacitytoexpandourreach
• Thelikelihoodoffiscalsupportforexpansion
theworkculminatedinthisambitiousplanthatlaysoutadisciplinedstrategyfor
increasingourimpactwithhighrisktransitionagefosteryouththroughoutCalifornia.
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All emancipated foster youth have the ability and the opportunity to become self-sufficient and make a successful transition to independent adulthood.
o U r V i S i o n
strAtegic direction
Withthegoalofincreasingourimpactonformerfosteryouth,FirstPlacehasidentified
threestrategicprioritiesforthe2009-2013plan:
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Expand our presence to fill
more need across California
Effectively advocate and influence
policy for transitioning foster youth
Increased
Impact
Help youth achieve and sustain
higher measures of success
Help youth achieve and sustain higher measures of success.
inorderforanyonetosucceedinoursociety,theymusthaveasolidfoundationfor
housing,educationandemployment.Expectationscanbenolessfortransition-age
fosteryouth.Therefore,FirstPlacewillcontinuetosethighstandardsforouryouth
andwillsupportthemindevelopingaplantoachievethebuildingblocksnecessaryto
ultimatelylivesuccessful,independentlives.Tothatend,ourworkwithyoungpeople
willfocusonhelpingthemachievesuccessinthefourareasoutlinedbelow.
Housing Permanency
•Youthwillobtainpermanent,affordablehousing
Education
•YouthwhoenterourprogramwithoutadegreewillachievetheirhighschooldiplomaorGEDcertificate
•Youthwithahighschooldiplomawillcompletetwoyearsofpost-secondaryeducationorcareertraining
Employment
•Youthwillbeworkingandearningalivingwage
•YouthunabletoworkwillreceiveSupplementalSecurityIncomebenefits
Healthy Living
•Avoidriskybehavior
•Deferparenthoodwhileinprogram
•Refrainfrominvolvementinthecriminaljusticesystem
•Develophealthypeerandfamilyrelationships
Proposed Measures of Success for Our Youth
S t a t e m e n t o F n e e
strAtegic direction
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toensurethatparticipantsachievesuccessalongallmeasures,FirstPlacewillalso
enhanceeducationandemploymentsupportforyouthbybothexpandingourmenu
ofservicesandofferingthemforlongerperiodsoftime.Serviceenhancementswill
includejobdevelopment,careerandeducationcounseling,andindividualcase
managementspecificallytargetedtotheattainmentofeducationandemploymentgoals.
Inaddition,youthwillaccessservicesbeforetheyenterhousing,duringtheirtwoyears
inourhousingprogram,andwillcontinueasneededafterexitinghousing.Thesenew
services,knownasAlumniServices,willextendforuntiltheageof24.
inanefforttoensurethatthecommunity’sresourcesaredeployedtoaffectthe
greatestchange,FirstPlacewillalsotargetourservicestothehighestriskyouth
inourcommunity,asmeasuredbythefourkeyindicatorsoutlinedbelow.
Factor
Housing
Employment
Education
Community Connection
Low Risk
•Housed
•Employedwithlivingwage
•Highschoolgraduate
•Connectedtoacaringadult,friends,family,socialworker,therapist,casemanager,orprobationofficer
Medium Risk
•Unstablelivingenvironment
•Employee,earningbelowthepovertyline
•GEDrecipient
•Oneormorecommunityconnections
High Risk
•Homeless
•Unemployed
•Highschooldropout
•Nocommunityconnections
First Place will ensure that it serves the highest-risk youth in the community by assessing youth on a set of risk factors:
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afinalstrategyforstrengtheningtheprogrammodelistoundergoacomprehensive
externalevaluation.Bytheendofthefive-yearPlan,FirstPlacewillhavestrongexternal
validationoftheprogrammodel.Thisdatawillbecriticaltocontinuingtobuildthe
fieldoftransitionageyouthservicesandpersuadingpolicymakerstomakeimportant
investmentsinthispopulation.
effectively advocate and influence policy for transition age foster youth.
Buildingonourprogramsuccesses,FirstPlacewillcontinuetofocusadvocacyeffortson
ensuringthatallyouthexitingfostercarehavetheopportunitytomakeasafeandsuccessful
transitiontoadulthood.FirstPlacewillworkatthefederal,stateandlocallevelstoimprove
thesysteminwhichouryouthliveandtopromotethemosteffectiveuseofpublicresources.
FEDERAL Policy Creation and Sustainable Funding
•Partnerwithsupportiveadvocacy-focusedorganizations
•Workthroughpartners’voicestocommunicateoutcomedatatoshapepolicyandtoensurethatfostercareexpendituresforolderyouthareinvestedinbestpracticesmodels
STATE Policy Interpretation and Sustainable Funding
•Partnerwithadvocacyorganizationsatthestatelevel
•Participateinhigh-leveldiscussionsshapinglegislationandpolicyregulationsaffectingtransitioningfosteryouth.Usedataandprogramexpertisetoinformdiscussions
•Promoteevaluationandaccountabilityforpublicinvestments
LOCAL/REGIONAL Policy Enactment, Program Implementation, Communications and Fund Development
• InformHeadquarters’policyworkwithlocalperspectiveanddata
•Conductcounty-levelandregionalcommunications,communityrelationsandfundraising
•Participateincounty-levelplanningandservicecoordinationbodies
•Contributebestpracticesandlessonslearnedtohelpsupportlocalcapacitybuildingefforts
Inform policy creation around foster care and emancipated foster youth.
Work to remove barriers to providing quality support to transition age youth
Work to secure and expand public funding for transition age foster youth
ADVOCACY AGENDA
POLICY AND DEVELOPMENT ACTIVITIES
S t a t e m e n t o F n e e
expand presence to fill more need across california.
oneofthekeyquestionsexploredduringtheplanningprocesswaswhetherFirstPlace
shouldincreaseourimpactbydeepeningourpresenceinthefourcurrentcounties
orexpandourreachtoyouthinotherregions.Anextensiveanalysisdemonstratedthat
thehousingneedsofyoungpeopleinthefourBayAreacountieswhereweoperate
(Alameda,ContraCosta,SanFrancisco,andSolano)areclosetobeingmetbyFirstPlace
andotherlocalproviders.However,thereisashortageofservicesinotherregions,
suchasSouthernCaliforniawherethemajorityofCaliforniafosteryouthreside.
Thus,whileFirstPlacewillcontinuetobethepredominantproviderofservicesto
transitionagefosteryouthinourfourcurrentBayAreacountiesandwillcertainly
seektotakeonadditionalyouthineachcountyshouldtheneedarise,theorganization
willalsolookforopportunitiestoserveyouthinotherhigh-needcounties.
inevaluatingpotentialexpansionsites,FirstPlaceweighedanumberofcriteria,including:
• ThepotentialimpactofFirstPlace’shousingmodel(demandforservices)
• Opportunitiesandresources(availabilityofpublicfunding,unmethousingneeds,
presenceofprivatefundersandindividualdonors)
• FirstPlacemodelviability(iscountysupportiveofscatteredsitehousingmodel?)
• Advocacypotential(countyisactiveinlocalandstatepolicyefforts)
• Infrastructure(FirstPlace’sinternalcapacityforexpansion)
theevaluationdemonstratedthattheneedandfeasibilityforexpansionishighestin
LosAngelesCountywhereover25percentofthestate’stransitionagefosteryouth
inneedofsupportareliving,yetwherelimitedresourcesareavailabletosupportthose
youth.TheanalysisalsoidentifiedpotentialunmetneedinSacramentoCountywhere
thesecondlargestnumberoftransitionagefosteryouthneedingsupportcanbefound.
strAtegic direction
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Start-Up
LosAngelesFirstArea
Further
LAExpansionand/or
Sacramento
Growth
Solano
LosAngelesFirstArea
Further
LAExpansionand/or
Sacramento
Steady-State2008-09Alameda
SanFranciscoContraCosta
2009-10Alameda
SanFranciscoContraCostaSolano
2010-11Alameda
SanFranciscoContraCostaSolano
2011-12Alameda
SanFranciscoContraCostaSolano
LosAngeles
2012-13Alameda
SanFranciscoContraCostaSolano
LosAngelesSacramento
Ramp
LosAngelesFirstArea
Further
LAExpansionand/or
Sacramento
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tobeginincreasingourimpactinhigh-needcounties,FirstPlacewillenteranew
expansionterritoryeachyearforthenexttwoyearsoncekeymilestoneshavebeenmet.
Theproposedtimingoftheexpansionissummarizedbelow.
S t a t e m e n t o F n e e
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FirstPlacehasidentifiedthreeoptionstoexpandourservicestootherregionsinthestate:
Scenario 1: ExpansiontoonelocationinLosAngeles,followedbyexpansiontoSacramentoScenario 2: ExpansiontotwolocationsinLosAngelesScenario 3: ExpansiontotwolocationsinLosAngelesandfollowedbySacramento
Forthemostaggressivescenario,FirstPlace’sannualbudgetisexpectedtogrowto$13.1millionby2013.Weanticipatethatapproximately72percentoftherevenuewillcomefromsustainablepublicsources.Privatesources,includingfoundationandindividualdonors,willsupplementtheremainder.Privatedollarswillcoverstart-upcostsforexpansionsites,evaluation,infrastructureinvestments,headquartercosts,andoperatingreserve.Someofthefinancialandprogrammilestonesthatwewillachieveatplan’sendaresummarizedbelow.
theannualbudgetforeachyearoftheplanisprojectedasfollows:
thankstoanexpansivecommunityofsupporters,FirstPlacehasdemonstratedahistoryofleveraginganaverageof$1.5millioninprivateresourcesannually.Wewillneedtobuildonthistraditiontorealizeourplan,andhaveidentifiedamixoflocal,regional,andnationalfoundationprospectstotarget.Wewillalsoexpandourbaseofindividualcontributors.Weareconfidentthatonceourprogramshavebecomepartofthelocalcommunity,wewillengendersupportfromarobustpooloflocalindividualdonors.Donorswillfeelgoodabouttheirinvestmentforthreekeyreasons:
• Theywillhaveassurancethattheyareinvestinginamodelthatischanginglivesandaffectingcriticalsystemslevelchange
• Everydollarinvestedwillleverageanadditional$3inpublicresources
• Aswereachsteadystate,wewillachievegreaterefficienciesandouradministrativecostswillbereducedto11%ofourtotalbudget.Inotherwords,89¢ofeverydollarwillgodirectlytoyouth.
Key Metrics by End of Year 5 Los Angeles (2 locations) and Sacramento
AnnualbudgetinFY2012-2013 $13.1million
AnnualHousingCapacity 383
CumulativeYouthHoused 1,269
StaffingLevels 76(program)and21(headquarters)
FinAnciAl imPlicAtions
FY08-09 FY09-10 FY10-11 FY11-12 FY12-13
Total Budget $7.3M $8.3M $10.7M $12.9M $13.1M
Public Support Dollars $5.3M $5.6M $7.4M $9.6M $9.8MPercent 71% 67% 69% 74% 75%
Private Support Dollars $2.2M $2.7M $3.3M $3.3M $3.3MPercent 29% 33% 31% 26% 25%
Total Annual Budget Increase — 14% 29% 21% 2%
toensuresuccessfulimplementationoftheStrategicPlan,FirstPlacewillundergomanycriticalupgradesneededtosupportourprogramchanges,advocacyworkandexpansion.Theorganizationhascreatedatimelinewithseveral“Go/NoGo”decision-makingpoints.Ateachpoint,wewillassessthestrengthofourgovernance,keystaff,financialmanagementandevaluationsystemstodetermineiftheorganizationcancontinuetomoveforwardwithvariouspiecesofthePlan.
Program
2008-09 Fiscal Year
• ImplementTheoryofChangeprogrammodelincurrentcounties
• ImplementEfforts-to-Outcomessystem
2009-10 Fiscal Year
•Quarterlyreviewofeducation/employmentprogramchanges
•Quarterlyreviewofdataquality
•ReviewLAprogramfidelity
2010-11 Fiscal Year
•Selectevaluationvendor
•Reviewearlyfindingsofevaluation
•Developcriteriaforsummativeevaluation
2011-12 Fiscal Year
•Selectvendorforsummativeevaluation
2012-13 Fiscal Year
•Reviewfindingsofsummativeevaluation
Advocacy
2008-09 Fiscal Year
•DevelopLACountyrelationships
•Fostergoodcountyrelationships
2009-10 Fiscal Year
•GrowLAcountyrelationships
•Expandinvolvementinstatepolicy
2010-11 Fiscal Year
•DevelopcountyrelationshipsforSacramentoifrequired
•Worktobecomeinformerforpolicy
2011-12 Fiscal Year
•Provideoutcomesresultsasinputtoinformanddeveloppolicyandprogramsatstateandcountylevels
2012-13 Fiscal Year
•Provideevaluationresultsasinputtoinformanddeveloppolicyandprogramsatstateandcountylevels
Growth
2008-09 Fiscal Year
•RaiseprivatefundsforLAexpansion
•Analyzelandscape
•MakeGo/NoGodecision
•HireRegionalDirector
2009-10 Fiscal Year
•RampLAbasedonsuccessfulGo/NoGodecisions
•LeverageAlamedaCountystaff
•Hirekeystaffperplan
2010-11 Fiscal Year
•DecideonfurtherLAexpansionorSacramentoentry
•RaiseprivatefundsforeitherfurtherLAexpansionorSacramentoentry
•RampbasedonsuccessfulGo/NoGodecisions
2011-12 Fiscal Year
•Steadystateinallnewgrowthcounties
•Planningforfuturegrowth
2012-13 Fiscal Year
•Futuregrowth
imPlementAtion PlAn
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Photos:©2008JMosesCeaser|EnlightStoryworksDesign:MASCreative,Oakland,CA
www.firstplaceforyouth.org51917thStreetSuite600•Oakland,CA94612