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

1

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

2

3

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.

4

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

5

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.

6

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:

7

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

8

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:

9

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

10

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

11

tobeginincreasingourimpactinhigh-needcounties,FirstPlacewillenteranew

expansionterritoryeachyearforthenexttwoyearsoncekeymilestoneshavebeenmet.

Theproposedtimingoftheexpansionissummarizedbelow.

S t a t e m e n t o F n e e

12

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

13

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