+ Strategic Plan Overview May 21, 2015. + Process Full Board Retreat – Vision, Values, SWOT and Strategic Issue Area Identification – January Strategic

+

Strategic Plan OverviewMay 21, 2015

+Process

Full Board Retreat – Vision, Values, SWOT and Strategic Issue Area Identification – January

Strategic Planning Committee – Strategic Issue Analysis, Goals, Objectives, Strategies, Action Planning – March to May

Staff/Board – Strategies, Action Planning – May

+Vision

Community

Participants

Organization

• Youth Development Reform

• Youth Leadership• Inclusive Decision-

Making

• Love of Learning• Academic Excellence• Community Service

• Program Expansion• Impact Validation• Leadership• Visibility

+Values

Financially

Sustainable

Achievement

Oriented

Community Minded

Respectful

Collaborative

Continuous

Improvement

5+SWOT Analysis

STRENGTHS• Program longevity &

track record• Partnerships• Market niche• Program content• Program scalability• Staff competency &

passion

PROBLEMS• Minimal financial

sustainability• Limited funding for

marketing• Lack of strategic

plan for expansion• Inadequate board

engagement

OPPORTUNITIES• Pool of untapped

grants• Pool of untapped

partnerships• Parental support for

HS students• Pool of schools and

districts aligned with AH focus

• Community polarization

THREATS• Competing interests

of all involved.• Community

perceptions & awareness

• Funding competition

6+Strategic Focus Areas

Board Leadersh

ip

Branding &

Marketing

Financial Sustainabil

ity

Program Expansion & Impact

7+

• Sporadic board and event participation

• Lack of succession strategy

• Focus on survival, but expansion and growth

• Miscommunication about board’s role and function

• Strong board engagement that advances organizational effectiveness, growth and impact

• Diverse board membership that deepens constituency connections and stakeholder engagement

Eliminate:Problem

issues that must be

addressed and resolved

Achieve:Desired

outcomes AH should work

towards


8+

• Over dependence on too few funding sources

• Year-end deficit• Funding focus

fragmentation

• Increased diversity and magnitude of funding through expanded government, corporate and philanthropic support

• Continually funded endowment

Eliminate:Problem

issues that must be


Achieve:Desired


towards

Financial Sustainability

9+

• Sporadic board and event participation

• Focus on survival, but expansion and growth

• Miscommunication about board’s role and function

• Strong board engagement that advances organizational effectiveness, growth and impact

• Diverse board membership that deepens constituency connections and stakeholder engagement

Eliminate:Problem

issues that must be


Achieve:Desired


towards

Board Leadership

10+

• Lack of awareness• Misperception of AH’s

intent, impact and value• Inability of stakeholders to

tell the AH story• Brand confusion

• Greater visibility, influence and community awareness that increase program participation and financial support

• Effective branding and messaging that tells the story of Aim High’s impacts across all communications platforms and collateral

• Recognition as the official summer program for participating school districts

Eliminate:Problem

issues that must be


Achieve:Desired


towards

Branding & Marketing

11+PEI Goals & Objectives Goal I: Undertake

horizontal program expansion Obj. A: Maximize program capacity at

existing school sites (5)

Ex: Assess program yields at existing sites to determine expansion capacity

Obj. B: Expand the number of school districts served (2)

Ex: Develop criteria, assess districts and create target list

Obj. C: Consider increasing the number of host site schools (3) Ex: Assess VD expansion and revise host site

expansion model

* Number indicates number of accompanying strategies


(32)

Financial Sustainabilit

y

Board Leadership


12+PEI Goals & Objectives Goal II: Initiate vertical

program expansion Obj. A: Formalize alliances with CCR

orgs.(2) Ex: Develop criteria, screen and identify to

performing CCR orgs.

Obj. B : Explore prospect of mission/model expansion (5) Ex: Formally meet with College Bound to

investigate franchise challenges and advantages

Obj. C : Intensify parent engagement to enhance relationships with graduates (4) Ex: Create and administer parent survey to

understand needs and desires beyond AH

Obj. D: Intensify alumni engagement to enhance Aim High’s relationships with its graduates (4) Ex: Form an alumni advisory board of older

graduates* Number indicates number of accompanying strategies


(32)


y

Board Leadership


13+PEI Goals & Objectives

Goal III: Strengthen evaluation and documentation of impacts Obj. A: Enhance the rigor of

existing program evaluation efforts (4)

Ex: Identify avenues to collect third party verified data. Form partnerships with appropriate parties



(32)


y

Board Leadership


14+


(32)


y (9)

Board Leadership

& Engagement


FS Goals & Objectives Goal I: Increase the diversity

and amount of AH funding

Obj. A: Strengthen donor relations to deepen connections to the organization and increase (4)

Ex: Analyze three to five years of giving (individual, corporate and philanthropic) and share findings with Dev. Comm.

Obj. B: Secure additional funding from local and national corporate and philanthropic grantors (2)

Ex: Conduct analysis of national, state and local philanthropic opportunities; incorporate findings into strategic fund raising plan

Obj. C: Increase Aim High’s endowment (3)


15+


(32)


y (9)

Board Leadership

& Engageme

nt (7)


BLE Goals & Objectives Goal I: Strengthen board

engagement to enhance effectiveness growth and impact Obj. A: Create a culture that supports

and encourages participation, engagement and organizational improvement (5) Ex: Train existing board members on how to

welcome, engage and mentor new board members

Goal II: Diversity board composition to deepen community connections and engagement Obj. A: Strengthen board recruitment

process to ensure Aim High has the needed skills, talents and community connections (2) Ex: Identify upcoming board leadership needs

after assessing existing skills and talents* Number indicates number of accompanying strategies

16+


(32)


y (9)

Board Leadership

& Engagement

(7)

Branding &

Marketing (3)

BM Goals & Objectives

Goal I: Greater visibility, influence and community awareness Obj. A: Execute a strategic marketing

plan and program (3) Ex: Develop a strategic marketing plan and

program

Ex: Update logo to reflect 25th anniversary


+Strategic Timetable

Roughly six of ten strategies are scheduled for implementation during first year of plan

Time sensitive implementation Funding sources are needed for marketing plan and

program and financial feasibility study (if contracted) Onboarding of new members 25th anniversary Villa expansion

Board committee involvement is critical to successful execution

+

Additional Questions

Documents

+ Strategic Plan Overview May 21, 2015. + Process Full Board Retreat – Vision, Values, SWOT and Strategic Issue Area Identification – January Strategic