Focus on the Future
2015 Strategic Plan
Board of Directors Meeting
May 11, 2011
Today we ask for your consensus on the 2015 strategic plan
Nov 18
Exec Committee meeting
strategy check-in, brainstorm
and discussion
November
Jan
Strategy team meeting and 2
educator focus groups
December
Aug - Dec
Strategy team meetings,
brainstorming, social
networking, and
educator workshops
Team
▪ JAC Senior staff
▪ Chip Hardt, Hardt Enterprises
▪ Charlie Martin, ACH
▪ Rob Vogel, Vulcan Materials
▪ Andrew Saad, Zurich
January
Jan 13
Board strategy
workshop
▪
▪
▪
▪
▪
▪
May 11 Board Mtg
Strategic plan
presented to board
(March Board mtgupdate provided)
Feb./April
May
Detailed
planning/
execution by
Committees
and JAC staff
underway
Feb 17/April 12
Exec Committee
presentations
and discussions
Brainstorming session (25 at McKinsey)
Social networking workshop (15 at JAC)
8 team workshops
2 Educator focus groups (city/burbs)
Educator Survey (700+ responses)
Board Meeting Breakout Groups
1
Completed
volunteer
focus groups
since last
meeting
McKinsey & Company
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Early review of volunteer survey data and focus groups
• Volunteer happiness generally in line with educator happiness, but…
• Retention low (~30%) across the area, though better than national average (27%)
• Still some gaps in self-reported activity completion in both JA in a Day and weekly channels
• Clearly felt need for more and better training, both for new and experienced volunteers—
particularly for JA in a Day
• Some concerns about shortness and ability to connect with students during JA in a Day
• Volunteers most motivated by a chance to have impact on and connect with kids—aligns
with educators’ desire for “inspiration” as opposed to “education”
• Opportunities to connect with volunteers using social networking (community, training,
preparation, etc.)
• Sponsoring firms missing big opportunity (48%) to recognize volunteers
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Proposed strategic goals (for approval)
Purpose
To inspire and prepare young people to succeed in a global
economy
Goals
Outreach
Impact
•
Serve 500,000 children in FY 2015
•
•
The education and inspiration we provide to our students
How do we measure impact?
 For education, we will rely on JA USA to conduct peer-reviewable,
longitudinal studies and local reviews of conformance to standards
 For inspiration, we will invest in educator and volunteer surveys and
assessments, as well as investigate “outcomes measures” for our
students over time
27% growth
(28.7% penetration)
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Strategic roadmap balances impact and bandwidth
FY2011
FY2012
FY2013
FY2014
FY2015
x
Focus on volunteer
performance and retention
Build social networking
platform for volunteers
Maximize Board’s
potential
Engage entrepreneurial
and financial firms
Optimize Whole School
and University models
Implement National
branding campaign
Refresh special events
Invest in impact
measurement
Where do you want to sign up?
Today
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Charters have been crafted for each staff-based team
Problem statement: How can JAC grow its Whole School
model 25% by 2015 while simultaneously increasing the
strategy’s impact on kids by improving execution?
• What really defines a “Whole School,” and why?
• What is the best design(s) for Whole Schools?
• How can JAC staff get better operating leverage?
• How can the relationship with the school, teachers, and
volunteers be improved (closer and easier for all)?
• Which schools should get JA in a Day, and which weekly?
• How can volunteers best be trained (when, by whom, etc.)?
• How can more companies be attracted to the model?
End products expected/goals:
• A coherent definition of what qualifies as a “Whole School,”
and a clear description of optimal designs for each
proposed type, along with 2015 Whole School goals
• An improved operating model that lets JAC staff manage
25% more relationships with 25% less work
• A program to improve relationships among the 3
stakeholder groups (JAC, volunteer companies, schools)
• Strategy for training in the Whole School context
• Proposal for JA in a Day vs. Weekly channel optimization
• Practical ideas to meet outreach goals, with a description of
resources and a timeline required to implement all ideas
Team members: TBD; list a chair or co-chairs and all
members in alpha order
Other resources:
• Access to JAC leadership team
• Access to Chip Hardt for advice
• Access to Drew Saad for analytical advice (but not to
do all the work)
Sponsor and reviewers: Peter; Senior leadership team
as reviewer
Scope:
What’s in:
What’s out:
Creative redesign of Whole
School model, including all
resource creation strategy,
budget, and operating
elements
Eliminating the model,
developing the new core
training materials
themselves, eliminating JA
in a Day or weekly
channels
By when:
Complete by TBD (June 30th), with an update due in 4 weeks
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Proposed outreach and funding goals build on long history of success,
but implies an $8 million organization
Projected JAC Student and revenue growth – Fiscal 2011-15
Number of students
Revenue1
Millions
450,000
475,000
500,000
• Great goal for 75th
year—PR value
• 28% penetration—best
for any big city
• Incremental, nominal
investment of
7%/student over 5
years
• Cost per student will
remain $6 better than
next best big area
410,000
425,000
2011
12
13
14
2015
$6.16
$6.40
$6.80
$7.40
$8.00
1 Assumes a ramp-up cost structure of $16 per student annually by 2015
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Appendix
•
Strategy descriptions
•
Tactical development plans
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Prioritized list of strategies (what to do, in order of importance) (1/5)
Strategy
Approach
Impact/success measure
Focus on
volunteer
performance and
retention
Create a comprehensive program to attract,
match, train, evaluate, recognize, and retain
volunteers. Leverage social networking
approach, teacher-volunteer relationships, and
expert company resources to develop materials
and tactics, with a focus on retention. Complete
focus groups to generate ideas.
• Increase volunteer retention from ~30% to
>40% over four years, creating ~1,500
“new” volunteer FTEs
• Recruit 1,000 volunteers from new (nonuniversity, non-current corporate) sources
• Drive volunteer satisfaction measure to
above 90% in four years
Build social
networking
platform
Build an innovative social networking platform
that focuses on volunteer performance and
satisfaction, builds relationships with educators,
and then opens up new fund raising
opportunities. Focus early modules on training,
onboarding, preparation, and back office support.
• Use platform as tool to meet 50% of “new”
volunteer recruiting goal (above)
• Create a platform for volunteer
performance improvement successful
enough to be recognized and used
nationally in four years
• Achieve 80% community information
gathering compliance from volunteers,
donors, and educators by 2015
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Prioritized list of strategies (what to do, in order of importance) (2/5)
Strategy
Approach
Impact/success measure
Maximize Board
potential
Continue the rejuvenation of the broader Board
by changing the role of meetings, committees,
and value proposition, particularly for newer
Board members; attract and retain new Board
members to increase fund raising and volunteer
resources; focus on increasing Board member
personal support and volunteer recruitment.
• Fill current Board openings and attract 1015 new members over next two years
• Improve Board attendance at critical
meetings and events by at least 25%
• Add 500 new volunteers from new Board
sources
• Increase median giving level by 25% over
next four years
• Achieve 100% personal giving rate
Engage
entrepreneurial
and financial firms
Create a new business model that will be
attractive to startup and/or growth stage
business leaders and companies; build on
existing relationships to make JAC the premier
Board/non-profit for Chicago’s venture, PE, and
hedge fund communities by creating new roles,
alternative funding/volunteer strategies, and
activities.
• Raise $1 million/year in new money from
this audience by 2015 (~50% of financial
increase needed)
• Attract 30 startup/growth stage
companies to the organization as active
members
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Prioritized list of strategies (what to do, in order of importance) (3/5)
Strategy
Approach
Impact/success measure
Optimize Whole
School and
University models
Build on the history of success of each of these
two models by developing more clear definitions
and standards, getting better operating leverage
for JA staff members, developing channelspecific training tactics, and identifying new
sources for whole school and university model
resources.
• Grow Whole School model 25% by 2015
• Achieve 75% compliance to new definition
of “Whole School Model”
• Create 1,000 new university volunteers by
2015
Invest in impact
measurement
Use existing impact research and reports as a
tool for marketing and recruitment; refresh
existing evaluation and compliance surveys to
ensure conformance with program standards and
quality; lobby JAWW to invest in further impact
reviews with a focus on outcomes; partner with
CPS and other organizations to determine longterm outcome measurement strategies, if
possible
• New tools for conformance and quality
measurement in time for evaluation of
spring semester
• Program growth supported by existing
impact-focused marketing materials
• Long-term outcomes measurement
approach in place by 2014, as feasible
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Prioritized list of strategies (what to do, in order of importance) (4/5)
Strategy
Approach
Impact/success measure
Refresh special
events strategy
Update and enhance JAC Hall of Fame event
over the next two years, but do so in the context
of evaluating, pruning, and refreshing the
overarching special events approach with a
focus on increased fund raising, improved staff
leverage, and a better value proposition for
potential new Board members.
• Refreshed CBHF by 2013, with Board
attendance up 50%
• Increased special events fund raising 25%
by 2015
Build JAC bench
strength
Create a comprehensive approach to attract and
retain talent capable of building higher-level
relationships and generating more resources
deeper into the organization; refine and codify
career progression standards; create leadership
opportunities for mid-level staff
• Increase retention and performance of
mid-level staff determined to be critical to
success.
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Prioritized list of strategies (what to do, in order of importance) (5/5)
Strategy
Approach
Impact/success measure
Localize and
implement new
JAWW brand
campaign
Evaluate, localize for Chicago, and complete
implementation of new national brand standards
over the next two years; achieve heightened
awareness levels without substantially increasing
marketing expenditures primarily by leveraging
social networking platform.
• Increase unaided awareness levels of JA
USA by 100%
• Ensure conformance with national
standards
• Minimize expenditure on paid marketing
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Plan for moving from strategy to tactic and program (How?)
Strategy
End product
Approach
Who?
By
when?
Focus on
volunteer
performance
Program to define and assess
performance, and tactics/ resources to
train, prepare, evaluate, and support
volunteers and retention
Board-led task force that includes pro
bono experts in training, educators,
and senior JAC staff, also linked to
social networking team
Steve
Strobel
and Mike
Tower
End of
CY 2011
Build social
networking
platform
An implemented platform, focused first
on creating a volunteer community,
along with a roadmap for broader
engagement including fund raising
Board-led task force that includes pro
bono experts in social networking,
mobile, web design, and related skills;
must also include funding vehicle
Alex
Campbell
End of
FY 2012
Maximize
Board’s
potential
A revitalized Board that creates more
volunteers, lowers concentration risk,
and attracts top talent from new firms
Staff-led task force working with
interested Board members, building on
focus groups inside the Board
Sandy
End of
CY2012
Engage
entrepreneurs
and financial
firms
An additional model that attracts
resources and membership from
entrepreneurial firms, and stronger
financial support from PE/VC
Board-led team that includes existing
entrepreneurs and financial firms, and
talks to current non-participants and
their organizations
TBD
End of
FY2012
Refresh
special events
Refresh JAC Hall of Fame, and take
examine other special events for
opportunistic improvement
Focused Board-led task force for HoF;
Board support of internal review of
special events strategy
Tom
Charlie
End of
FY 2012
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Plan for moving from strategy to tactic and program (How?)
Strategy
End product
Approach
Who?
By when?
Optimize
Whole School
and University
models
Improved models that improve
outreach, improve quality and
impact, and increase staff
leverage
Two separate staff-led teams, reporting to
and supported by senior leadership and
strategy committee
Peter
Maria
+ TBD
Next 4
months
Invest in
impact
measurement
A short-term review/refresh of
survey-based evaluation
materials; advice to National on
education-focused impact
measurement; in long term, a
strategy for outcomes-based
measurement
Staff-led team that works in two phases:
first to re-write existing volunteer and
educator end-of year surveys and
optimize model, and second, to work with
CPS and/or others as a laboratory for
measuring long-term student life
outcomes
Derek
End of
FY2011 for
phase 1;
End of FY
2013 for
phase 2
Build bench
strength
Staff development plan and new
performance
standards/accountabilities
Staff-led team that interviews existing
team, gets support from Board expert
firms, and crafts new approach
Sandy
End of
August
Implement
JAWW
branding
campaign
An effective branding campaign,
based on earned marketing and
social networking, that
substantially increases JA/JAC
brand awareness
Staff-led team supported by Board
branding committee that implements
latest version of national branding, and
links to social networking team. Two
phases—first on implementation, second
on social networking
New
JA USA
SVP Mktg;
JAC
Marketing
Manager
End of CY
2012
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