Collaborating to accelerate social impact OASIS Strategic Planning: Board Working Session October 1, 2015 2 3 Our work to date has helped us develop a deeper understanding of OASIS 9 site visits 126 interviews with national and local staff, and board members 98 interviews with key external stakeholders and volunteers Detailed analyses of programs, finances and operations Working session with Business Planning Committee Review of learnings with local center EDs, staff and boards 4 Site visits and interviews have surfaced some important observations (1 of 2) OASIS programs in particular lifelong learning and intergenerational programs have a positive impact on older adults and children OASIS board members and staff (national and local) have a deep, and shared, passion for this work Divergent perspectives about OASISs scale and scope make it hard to get where OASIS fits within the landscape of organizations serving older Americans Lack of alignment around a specific target customer that OASIS serves OASIS faces challenges in communicating the value of the breadth of its portfolio and the differentiated value of its individual programs is unclear 5 Site visits and interviews have surfaced some important observations (2 of 2) The value of OASIS being a national network and the potential to leverage OASIS current network footprint effectively to support the mission, is unclear -Similarly, the pros and cons of building the network with supporting organizations vs. independent nonprofits must be better understood The approach to partnerships seems more opportunistic than strategic To enhance sustainability, OASIS likely has some near-term opportunities to optimize class fees and unlock more local funding opportunities (via local boards, pursuing joint funding opportunities with partners) Many stakeholders (internal and external) lack a deep understanding of OASIS including its history, mission, work, operating models, finances and impact -This lack of understanding limits the ability to make sound strategic decisions and maximize the value of OASIS strengths 6 Today, OASISs network of 9 centers and 29 partner sites covers 25 states (plus D.C.) and serves 53 cities Center Partner site 7 Centers are 501c3s, covered under Institute group exemption policy Centers are housed under administration of a separate organization Separate nonprofit organizations that deliver OASIS programs Multiple OASIS programs Recruit, train, manage participants and volunteers Manage local staff, partners, funders Board with Institute reps Pay Institute shared services fee ($8k in 2015) and other fees (e.g. acctg services) Albuquerque, Indianapolis, Los Angeles, San Antonio, San Diego Note: St. Louis is part of the OASIS Institute Multiple OASIS programs Recruit, train, manage participants and volunteers Manage local staff, partners, funders Council without Institute reps Pay Institute shared services fee ($8k in 2015) and other fees (e.g. acctg services) Reporting relationship to, and funding from, sponsoring org Rochester (LifeTime Care), Syracuse (Univ Hospital at SUNY/Upstate Medical Univ.), DC (Johns Hopkins Suburban Hospital) 1-2 OASIS programs Manage programs as part of ongoing operations Often pay licensing & materials fees to Institute, but no annual fees Some receive funding from Institute Examples: Broward Public Library (Ft. Lauderdale), Southern New Hampshire Services (Manchester), Greater Pittsburgh Literacy Council (Pittsburgh) OASISs network includes 3 types of local organizations that deliver programs with support from the Institute Builds OASIS brand/profile nationally Informs national conversation on healthy aging Provides services to centers and partner sites Fundraising, national partnerships, marketing & communications, technology, research & evaluation, program development & support OASIS INSTITUTE 5 SUPPORTING ORGANIZATIONS 3 SPONSORED ORGANIZATIONS 29 PARTNER SITES 8 OASIS has 5 business lines -Evidence-based health programs -Non evidence-based health programs (e.g., exercise & wellness classes) Core Lifelong Learning Intergenerational Tutoring Connections Technology CATCH Healthy Habits Health Programs 9 Program portfolio differs across the network; 6 out of 9 centers offered all 5 OASIS business lines in 2014 Core lifelong learning Connect- ions Tutoring CATCH Healthy Habits Health programs Evidence- based Non- evidence- based Albuquerque Indianapolis Los Angeles Rochester San Antonio San Diego St. Louis Syracuse Washington DC Partner sites (2014) 0 sites16 sites12 sites13 sites0 sites5 sites Center with all major programs 10 While OASISs membership is ~360K, actual adult participants number ~30K 11 Core lifelong learning accounts for nearly half of all participants 12 Overview of participants across the 9 centers 13 5 centers grew participants from , while 4 centers experienced declines 14 In aggregate, OASIS participants skew toward 65+, Caucasian, female, college-educated, and middle-class Los Angeles participants are majority African- American (56%) and more likely to live in poverty area zip codes (48%) San Antonios participants are more likely to be Hispanic (29%), live in poverty area zip codes (28%), and have no college degree (49%) Connections participants tend to skew younger (35% less than 60) and more ethnically diverse (42% non-white) KEY DIFFERENCES WITHIN NETWORK Average age of 71 15 In each of todays 9 centers, less than 3% of the mobile population aged 50+ are actively involved in OASIS =b3 16 In each of todays 9 centers, 5% or less of the mobile population aged are actively involved in OASIS 17 OASIS participants report a positive impact from their experience Theres something wonderful about having a place to go that feels like home Its like a family The bottom line is that it improves the quality of my life Ive developed so many strong relationships 18 As a network (i.e., the Institute and the centers), OASIS has run a deficit in each of the past three years 19 The financial picture is mixed across the network 20 Where there might be structural deficit concerns becomes clearer in a center by center view INSTITUTE & ST. LOUIS TODAYS CENTERS 21 Although centers pay the Institute for services, most receive much more in funding from the Institute Centers spent $748K in pass- through funding from the Institute in 2014, ~9x more than the $84K they paid in fees to the Institute that year 22 Philanthropic grants have accounted for ~54% of OASIS network operating revenue in recent years 23 In 2014, core lifelong learning programs were offered at 9 centers In-person classes of people Most are single, minute sessions Topics include history, arts, current events, travel, etc. Delivered by highly qualified professors or community members Delivered in OASIS centers and additional locations in each community (e.g., churches, senior centers, etc) Center 24 Core lifelong learning is primary way OASIS serves adults; reach is 14.5K, has risen modestly at centers enrollment has grown even faster (6% since 2012), with participants taking more classes per person Participation at todays centers has grown by 3% since 2012 25 Number of core lifelong learning participants varies by center 26 Core lifelong learning is supported primarily by a fee- for-service model Revenue determined by class fees, registration fees, and service volume: Class fees vary centers set fees based on different methodologies, e.g.: -Direct class cost -Direct class cost and associated overhead -Other market factors Some small philanthropic funding also supports core lifelong learning at center level (e.g., Wells Fargo Advisors, Albuquerque Community Foundation, Home Instead) Annual revenue # of participants # of classes per participant Weighted average price per class Processing fee # of participants per term xx x + () ( = ) # of terms x ILLUSTRATIVE 27 Unpacking the economics of lifelong learning 28 Class & processing fees for core lifelong learning vary considerably by center Washington DC15 Syracuse1020 St. Louis108 Albuquerque810 Indianapolis715 Rochester77 San Diego610 Los Angeles57 San Antonio30 MEDIAN FEE PER CLASS SESSION ($) PROCESSING FEE PER TERM ($) 29 Other national providers of lifelong learning In person programs for adults lifelong learning programs at universities in all 50 states Variety of tour types (e.g., educational cruises, outdoor adventures, service learning, etc.) lasting 3-30 days each 97K participants globally (2014) In addition, numerous local universities and senior centers offer classes of varying costs and quality 30 In 2014, Connections was offered at 8 centers and 16 partner sites In-person classes of ~8 people 6 classes per session Topics ranging from basic to advanced technology skills Detailed, regularly updated curriculum Delivered by trained instructors Delivered in OASIS centers and additional locations in each community (e.g., libraries, senior centers, etc.) Center Partner site 31 Connections classes serves ~6.3K adults; while reach is largely driven by partners, centers are growing faster Partner sites account for 60% of Connections participants 32 Number of Connections participants varies by location 33 Connections is primarily supported by AT&T grants and fee-for-service class revenue INSTITUTECENTERS AT&T Foundation supports Institutes major costs Institute generates additional income through partner licensing, training, and materials fees Centers receive AT&T Foundation pass-through grants Centers also generate class fee revenue (same fee-for- service model as lifelong learning) Some centers receive small local philanthropic support San Antonio receives significant local funding from City of San Antonio to offer most Connections classes for free in senior centers Also receives AT&T pass-through grants SAN ANTONIO MODEL 34 Unpacking the economics of Connections 35 Free classes 15K participants (2014) 17 US cities Fee-based classes 6K members, 3K volunteers 30+ US Learning Centers Free classes 1.8K facilities in 49 states and Canada Free classes 100+ affiliated sites in US, 150+ international affiliated sites Free classes 2K class participants 20 labs in New York City Other national providers of technology training to older adults IN PERSON CLASSES WITH ONLINE RESOURCES WEB-BASED CLASSES Free online classes 7.6M learners worldwide (2014) Free self-directed tutorials 14K courses completed by participants 123K libraries Free online tutorials ~32K+ website users worldwide (2015 YTD) 36 In 2014, intergenerational tutoring was offered in 9 centers and 12 partner sites One-on-one tutoring, focused on literacy minute, in-school sessions once or twice per week OASIS maintained curriculum and materials Delivered by trained volunteers Delivered in public, charter and parochial schools Center Partner site 37 OASIS tutoring involves 4.8K adults; declining largely due to centers & partner sites closed since 2012 Centers accounted for ~80% of tutors in 2014 38 Number of tutoring participants varies by location The Institute administered 9 out of 11 partner locations in 2014 39 OASIS tutors each work with ~2 children per year; 9.6K kids were tutored in 2014 40 Intergenerational tutoring is primarily grant-funded INSTITUTECENTERS Grant funding from a variety of sources supports the Institutes costs to deliver tutoring across the network -A few large funders and many smaller funders Grant funding from a variety of local sources helps support tutoring at the centers Centers also receive some pass-through from Institute tutoring grants New fee-for service model in which districts and schools pay a fee for OASIS tutors EDUCATION PLUS PILOT 41 Unpacking the economics of intergenerational tutoring 42 EducationPlus pilot in St. Louis is providing opportunity to unlock earned revenue streams in tutoring New fee-for service model in which districts and schools pay a fee when they sign up to have OASIS tutors in their elementary schools -EducationPlus includes OASIS literacy tutoring on its menu of contracted service options for its member districts -OASIS receives 95% of tutoring fee (with 5% administrative fee to EducationPlus) In school year, pilot is projected to yield ~$89.5K in revenue: EDUCATION PLUS PILOT =+ $1,500 per district 24 districts x() $350 per school 228 schools x() $94,200 Revenue: $89,500 x $94,200 95% (less 5% EdPlus admin fee) = 43 Other national intergenerational tutoring providers Volunteers serve hours per week Volunteers receive extensive training, some receive small stipend also possible 189K children and 25K volunteers in 50 states Volunteer network for people 55+, including opportunities for tutoring Similar training and benefits as Foster Grandparents 78K children and 232K volunteers in 50 states Volunteers receive hours of training Standard training materials but no curriculum 31.6K students and 2K volunteers in 211 schools, 22 cities There are numerous additional national tutoring programs focused on literacy that are not intergenerational; the programs most frequently mentioned during interviews were Reading Partners and Minnesota Reading Corps 44 In 2014, CATCH Healthy Habits was offered in 6 centers and 13 program sites Group classes, focused on exercise and nutrition 25 one-hour, after-school (or summer) sessions Evidence-based curriculum developed by University of Texas Delivered by trained volunteers Center Partner site 45 Over 1.3K adult CATCH volunteers in ; reach has grown by 51%, driven mostly partner sites Centers accounted for 55% of reach, partner sites for 45% 46 Number of CATCH participants varies by location SUM( 47 CATCH volunteers worked with ~9.2K kids during , up 55% since 48 Anthem Foundation is the sole funder for CATCH Healthy Habits at all levels of the OASIS network ANTHEMS MAJOR GRANTEES 49 Unpacking the economics of CATCH 50 In 2014, Health programs were offered in 9 centers and 5 partner sites Stanford Chronic Disease Self- Management Program Stanford Diabetes Self- Management Program Active Start Matter of Balance Evidence-based exercise (e.g., Evidence-based Taiji and Qigong) ExerciseHealth / wellness info In early stages of developing evidence In-person exercise classes ranging from Zumba to yoga In-person health information classes on nutrition, medical benefits, etc. CATCH Healthy Habits for adults Peers for Productive Aging KEY EVIDENCE-BASED PROGRAMS NON-EVIDENCE-BASED PROGRAMS Center w/evidence & non-evidence-based pgms Partner site w/non-evidence-based pgms Center w/only non-evidence-based pgms 51 Evidence-based health programs reach ~1.7K people and have grown rapidly, almost doubling since 2012 52 Number of participants in evidence-based health programs varies by center 53 Non-evidence-based programs reach ~5.9K adults; growth driven by centers, early stage evidence programs CATCH for adults, P2P discussion groups 54 Number of participants in non-evidence-based health programs varies by location 55 Health programs are supported by both grant revenue and class fees INSTITUTECENTERS Grant funding from a variety of sources -Some funding is specific to evidence-based programs, e.g.,: Missouri Foundation for Health funded PEARLS Bristol Myers Squibb / NCOA funded Diabetes Self-Management -Other funding supports broader package of health programs, e.g.,: AstraZeneca Foundation is funding heart health programs including Chronic Disease / Diabetes Self- Management, ExerStart, and other non-evidence-based programs BJC Health Care, BJH Foundation fund health programs generally Fee-for-service revenue is the largest funding source for health programs at most centers -Follows same fee-for-service model as core lifelong learning -Most of this revenue for non- evidence-based classes (evidence- based class fees tend to be lower) Centers receive pass-through grants from Institute Centers also receive support from local funders (e.g., CVS Caremark, Baptist Health Foundation, LA Dept of Aging) -Typically general funding rather than specific to evidence-based programs 56 Unpacking the economics of health programs 57 Center example: Indianapolis