this information is confidential and was prepared by the bridgespan group solely for the use of our...

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.

MY TURN, Inc.Business Plan FY2007-09

July 2006

2060713-MTR-Final business plan (2)

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.

TBG

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 high-school dropouts, 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 goals, we accomplished all of them in two years:- We expanded into 6 new communities and a new state- We installed job developers and GED instructors at every site- 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

• 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- 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 model to other locations outside this region



TBG

MY TURN’s programmatic work is guided by our theory of change

• A many-pronged approach to working with young people that has at its core sustained, strong relationships with well qualified MY TURN staff who coordinate with community partners

• Direct service program components include:

- Ongoing case management during enrollment through direct service and brokered support services

- Curriculum delivered through group workshops and/or one-on-one

- Work-based learning experiences

- Career and college exploration and planning

- Follow up for one year after active participation phase

• Other components:- Job development- Employer relations- GED

InitialOutcomes

• Increased education/ employment related knowledge and awareness

• Increased education/ employment related skills

• Improved self concept including sense of belonging and competence

InterimOutcomes

• Job placement

- Any job- Career

building job

And/or• Reengaged

in education

And/or• Post

secondary education enrollment

Longer termOutcomes

• 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

• Young people, ages 14-21 in small urban communities that have:

- high poverty- high youth unemployment- poor educational

outcomes/ high drop out rates

- core systems, such as transportation, in place

• And have a substantial number of young people who have barriers to post secondary achievement in edu. and employment, incl:

- Not enrolled in an educational program

- No HS diploma- No college attendance in

family- Limited or no work

experience- Limited capacity to access

resources

MY TURN uses these strategies and services

…to help participants make a

successful transition to adulthood For this population…



TBG

MY TURN has achieved excellent results and received recognition for its success

• Out of School Youth Programs- 85% of youth with employment as a

goal are placed in jobs- Similar % of placement for those

whose goal is to receive a GED or return to school

• Connecting to College Programs- 94% of graduating students go on to

college- 91% of students going on to college

attend a 4-year school

• Transitioning to the World of Work- 80% of students find employment- Average wage: $8.10/hour

• Received two PEPNet awards from the United States Department of Labor (1998 and 2002)

• Selected by The PEW Partnership as a “Solution for America” (1999)

• Received Excellence in Education Award from the New England College Board (2005)

Results Awards



TBG

MY TURN has grown rapidly in the past 6 years

0

500

1,000

1,500

2,000

MY TURN Youth Served Annually

Youth Served

1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006

MY TURN STW program begins at

Brockton HS

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

STEP Program begins

National STW Urban/Rural

Opportunities Grant

SET Program begins

HERO Program begins

First OSY Program begins in New

Bedford

Programming begins in Wareham

Programming begins in Quincy

& Plymouth

Programming begins in Fall River &

Attleboro

Programming begins in New Hampshire

Programming begins in Fitchburg, Chelsea, &

Lynn



TBG

Over the last two years, MY TURN undertook a concerted growth effort and added six communities

2004-06 ACCOMPLISHMENTS

• 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

• Funding of $6.4 million dollars raised through private and public sources to fully fund expansion

New sites

Out-of-School Youth Programs

In-School Youth Programs

Both In- and Out-of-School Youth Programs

Manchester, NH

Nashua, NH

Brockton

South Easton

Leominster LynnChelsea

Quincy

Plymouth

New Bedford

Fall River

WarehamAttleboro

Fitchburg



TBG

However, there is still significant need for MY TURN’s programs throughout New England

0

20

40

60

80

100%

Youth in poverty ages 16-21

MA & NH

75,255

RI , CT & NY

377,156

Served by MYTURN

Served byother WIAcontractors

Youth 16-21 inpoverty

0

20

40

60

80

100%

MA & NH

270,667

RI , CT & NY

1,014,000

Youth not employed ages 16-21

Served by MYTURN

Served byother WIAcontractors

Youth 16-21not employed

Note: All figures are 2004.

Source: Bureau of Labor, Bureau of the Census, state-level WIA reports



TBG

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 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 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 ~1,600

youth annually

MY TURN serves ~2,400

youth annually

MY TURN serves

thousands of youth

annually

FY 2018+



TBG

For the next three years, the focus will be on selective growth and new efforts to build a sustainable funding base

• Expand to full coverage in six existing regions, with expansion into one new region

• Go deeper in existing regions wherever possible- Leverages fixed costs and pre-existing relationships

• Expand to one new region in New England- 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 sustainable funding model for program costs

• Tap into new sources of local and regional funds-Experiment with multiple approaches to a variety of sources

• Involve MY TURN regional leadership in fundraising efforts

• Identify the funding model that will increase the future sustainability of the overall MY TURN organization

Objective 3-year goals

*Case manager also refers to career specialist and higher education specialist, depending on program type

This plan discusses these objectives in more detail and lays out a concrete plan to achieve

them



TBG

MY TURN GROWTH

Deepen Existing Regions (D) Expand to New Regions

For expansion, there are four ways MY TURN can reach additional youth

Existing Community

(C) Enter New Community

ExistingProgram

(B) Start NewProgram

(A) Add a Case Manager*


OBJECTIVE 1: EXPAND TO FULL COVERAGE



TBG

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




TBG

MY TURN will add ~19 new line staff in the next 3 years

0

2

4

6

8

10

New Line Staff (non-cumulative)

FY2007

Brockton or NH

Fall River ISY-CC

Leominister ISY-STW

4

FY2008

8

FY2009

7

PRELIMINARY

New Region

New Community

New Program

New Case Mgr*


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




TBG

Overall, MY TURN will seek to grow by ~50% over the next 3 years

0

1,000

2,000

3,000

MY TURNyouth served

2006

1,633

2007

1,758

2008

2,088

2009

Active

Follow-up

2,448

Fiscal Year Ending

0

10

20

30

MY TURN programs

2006

20

2007

22

2008

26

2009

CC

STW

OSY

29

Fiscal Year Ending

80% of this growth will be in current regions while 20% will

be in a new region

PRELIMINARY

Note: OSY= Out of School Youth program; STW = School to Work program; CC=Connecting to College program




TBG

Expansion will require investment in MY TURN’s organization

• 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

Programmatic investments$2.6M over 3 years

Infrastructural investments$1.2M over 3 years



TBG

By FY 09, MY TURN will have additional staff in each key area of operations

Executive Director

Barb Duffy

VP of FinanceJen Martin

VP of Program Quality,

Curriculum & Training*Jill Conlon

VP of Program Operations &

Internal Infrastructure*Craig Kennedy

VP of DevelopmentSylvia Salas

Deputy Direc/ Addl sr hire (exact role

TBD)Middle FY 08

Expansion Manager

FY 07

Full-time IT Manager

John Penney

Part-time HR Manager

FY 08

Dir. Of Individual Gifts

FY 09

FY 07 new hire

Existing staff (FY 06)

FY 08 new hire

KEY

FY 09 new hire

Additional Regl Coordinator

FY 08

Development Admin. Asst.

FY 08

ComptrollerFY 08

Curriculum Coordinator

FY 08

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

Exec. AsstJen Connelly

Regional Coordinators

(4)

GrantwriterMartha Norton

Commun Rltns Officer

Margo McPhail

Regional Coordinators

(2)



TBG

MY TURN will also adjust its Board structure for this upcoming phase of growth

Central Board of Directors

Primary roles

• Provide oversight of the MY TURN organization

• Support and assist the Executive Director with leadership, fundraising and expansion

• Support and assist Regional Coordinators with regional leadership, fundraising and expansion

• Serve as “feeders” for National Board

Current structure

National Board Regional Advisory BoardsFuture structure

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



TBG

Collectively, the business plan will require ~$12.6M over the next 3 years

0

1

2

3

4

$5M

Total expenses

2007

3.4

2008

4.3

2009

Expenses

Reserve Fund

4.9

1,758 2,088 2,448# Youth

$1,773 $1,907 $1,893Cost per Youth

PRELIMINARY

Note: Cost per youth excludes reserve fund. No costs for a formal evaluation are included in this calculation



TBG

Of the projected $12.6M in total costs over the next 3 years, WIA dollars plus committed funding is expected to cover $6M

Total to be raised$6.6M

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

0

1

2

3

4

$5M

MY TURN Revenue

2007

Brockton School District

DoE

WIA

To beraised

SmithOther

$3.4M

2008

DoE

WIA


To beraised

Smith

$4.3M

2009


WIA

To beraised

Smith

$4.9M

-$1.5M -$2.2M -$2.9MGap

WIA

State/federal govt

Local/regional govt

National foundations

Local/regional foundations

Local/regional businesses/corps

National businesses/corps

Local/regional individuals



TBG

In order to fill the gap, MY TURN will rely on an increasing amount of local/regional funding

0

1

2

$3M

MY TURN Revenue

2007

$1.5M

2008

$2.2M

2009

$2.9M

$0.0M $0.3M $0.8MTotallocal/regional

WIA

State/federal govt

Local/regional govt

National foundations

Local/regional foundations

Local/regional businesses/corps

National businesses/corps

Local/regional individuals

PROJECTED SOURCES

Note: Projected surplus funds in 2007 have been applied to 2008 and 2009



TBG

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

OBJECTIVE 2: BUILD SUSTAINABLE FUNDING MODEL



TBG

MY TURN has set goals for this investigation into different sources

Local/ regional sources

GOAL: Build relationships with local individuals (who have potential to donate) through speaking, work-

based learning experiences mentoring, etc.

GOAL: Pursue funding from individuals for site/regional

operations

GOAL: Build relationships with local businesses (that have potential to donate)

through speaking, industry field trips, work-based

learning experiences, etc.

GOAL: Pursue funding from regional corporations with

formal “giving” departments that may have apparent

interest in youth served by MY TURN

GOAL: Pursue smaller foundations that are

currently unknown or low-profile who have either a

programmatic interest or a community interest

GOAL: Determine which elements of MY TURN model

are most likely to be supported and tailor grant applications accordingly

GOAL: Set expectations with

local school districts that they will financially

contribute to a MY TURN program that serves their

students

State/ national sources

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

IndividualBusiness/ Corporate

Foundation Government




TBG

MY TURN’s priorities will include local and regional sources, as well as the federal gov’t


•Has historically been a very small portion of MY TURN’s

funding

•Is a significant source of funds for many other CBOs

•Has the potential to be among the more sustainable long-term sources of funds

•Will require regional and national Board support

•Is not expected to pay off immediately

•Has historically been a very small portion of MY TURN’s

funding

•Has the potential to be a steady source of community-

based funds for each MY TURN site

•Will require regional and national Board support

•Has been a meaningful

portion of MY TURN’s funding in several communities,

while non-existent in others. Might be quite variable by

community

•Has the potential to be an ongoing source of funds in an increased number of MY

TURN communities

•Has been a small portion of

MY TURN’s funding in Brockton in recent years

•Could be a modest but standard (and sustainable)

expectation for school districts in future

•Will require investment to convince existing district

partners to provide funding

•May be vulnerable to school budget cuts


•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

•Is a valuable source of potentially unrestricted

dollars

•Are only a relatively small number of potentially interested foundations

•Has historically been a significant portion of MY

TURN’s funding

•WIA is expected to continue as a major source

•Will require investment to identify and pursue new

federal funding opportunities, e.g. DOE, HHS




KEY – Level of org’l investment

Minimal effort

Heavy effort by staff and Board

Moderate targeted efforts

Steady effort by staff

New slide to be inserted between 21 and 22 in b-plan



TBG

One key player in these efforts will be the Regional Coordinator – whose role is being expanded to include regional fundraising

• Oversee MY TURN operations in a given region

• Liaise between the central office and line staff

• Hire and manage all line staff

• Pursue regional expansion opportunities

• Work with MY TURN’s development staff to pursue local and regional funding sources

• Engage regional advisory board in fundraising efforts

• Raise a minimum of $10K per year from local and regional sources

- RCs in “experimental” areas will be expected to raise $25K/year

Continuing responsibilities New responsibilities Targets

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

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


• 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?

• Is there potential for raising funds through direct mail? Special events?

• Which elements of the MY TURN model are local and regional foundations most likely to support?

• How can local school districts be encouraged to provide funding for MY TURN?


• How can MY TURN best identify companies that have the potential to make significant donations?

• What other national funders could potentially support MY TURN, and how can MY TURN attract their support? Who can help to broker these relationships?

• Can MA and DC-based lobbyists increase access to government funds?

• How can MY TURN sites maximize their WIA dollars?






TBG

MY TURN’s staff and Board carefully monitor several metrics to ensure the organization is on track to achieve its goals

• Total youth served

• % of youth served ages 15-21

• % successfully completing program

• Average length of participation

• % 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

Organizational metrics

• Total programs

• Total regions

• Total front-line staff

• Total communities

• 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

Programmatic metrics



TBG

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

this information is confidential and was prepared by the bridgespan group solely for the use of our...

Documents

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