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STRATEGIC PLAN 2012 2016

E xecutive S ummary

INSIDE:

Harlem RBI and DREAM Charter School’s vision for future growth and greater impact in East Harlem and beyond.

• CONTEXT AND RESEARCH PRoCESS • KEY TOPICS AND FINDINGS • LONG-TERM VISION • READINESS REQUIREMENTS FOR EXPANSION • FINANCIALS AND FUNDRAISING


LONG-TERM VISION Harlem RBI is a model sports-based youth development and education organization with a national portfolio of high quality, high impact sites. The East Harlem headquarters of this national organization serves as a learning lab, incubating innovative program strategies, producing exceptional results and developing the next generation of leadership for a growing organization.

The table below illustrates the timeline for implementing Harlem RBI’s 5 objectives. The one-page insert included with this brochure details the corresponding initiatives that will ensure each objective is achieved.

STRATEGIC OBJECTIVES

FY 2012 JULY 2011

FY 2013 JULY 2012

FY 2014 JULY 2013

FY 2015 JULY 2014

FY 2016 JULY 2015

JULY 2016

Successfully conclude current major projects Consider DREAM high school

Strengthen infrastructure

Conduct due diligence in preparation for growth*

Local

National

* Local and national

Grow impact and learning through local expansion Local pilot

Seek national impact National pilot Formal Board and staff review required for next-stage growth

Focal Period

Activities ongoing

The 2012–2016 Strategic Plan envisions three overlapping phases in order to ensure preparedness at each stage of growth. PHASE 1

PHASE 2

PHASE 3

Strengthen base, prepare for growth

Launch NYC expansion

Pilot national replication

READINESS REQUIREMENTS FOR EXPANSION The launch of Phases 2 and 3 will take place once the Harlem RBI Board of Directors has assessed and approved of the organization’s readiness for expansion in each of the six categories below:

• Capable Leadership and Management

• High-Potential Program Site

Strong talent management systems are in place across the organization and leadership is identified for expansion sites.

• Financial Viability

Funding base for existing operations is stable and start-up costs and future financial prospects are identified for expansion.

• Community Readiness

Key relationships are established in pilot sites.

Market and competitive research indicates fit in target neighborhoods.

• Program Quality and Portability

Programs are highly codified to enable portability and a robust external evaluation has provided compelling data for new communities to recognize the model’s impact.

• Effective Governance

Board of Directors develops a national orientation and establishes a local advisory and/or governing board for the first national pilot.


STRATEGIC PLAN 2012

2016 EXECUTIVE SUMMARY

In January 2011, Harlem RBI and Wellspring Consulting, LLC assembled a Strategic Planning Team consisting of members from Harlem RBI’s Board Directors, senior staff and a senior management consultant to determine the long-term vision for Harlem RBI and DREAM Charter School. This document

provides a summary of the Strategic Plan developed from their efforts. Special thanks is due to the members of the Harlem RBI Board, youth, parents, staff, partners and volunteers who not only offered their time and talent to ensure the success of this effort, but contributed to the advancement of Harlem RBI’s work.

CONTEXT AND RESEARCH PROCESS Harlem RBI’s 2012–2016 Strategic Plan represents an important shift in how the organization views itself; up to this point, Harlem RBI has been an organization of and for youth from the East Harlem community. While Harlem RBI will continue to deliver high quality programming to East Harlem in a manner that evolves with the needs of the community, it will also begin to share its proven program model with youth in other neighborhoods and other cities.

Analysis of 13 analogous non-profits

Internal financial, organizational and programmatic data review

Research of youth need and available services in East Harlem and other New York City geographies

8 interviews regarding talent management, including with 2 human resource professionals in for-profit firms

In creating the 2012–2016 Strategic Plan, the following research was undertaken:

East Harlem children and family surveys (278 Harlem RBI participants and 144 non-Harlem RBI respondents)

Review of East Harlem demographic data and trends

53 interviews with board members, staff, community leaders and institutional funders, as well as 5 staff focus groups

KEY TOPICS AND FINDINGS The following questions were addressed during the research process regarding Harlem RBI’s vision for growth and how it should be realized:

In addition, the path for best developing and managing talent was discussed, including: •

Which human resource requirements should be in place to support growth?

Are there more opportunities to expand Harlem RBI’s model?

How can Harlem RBI strengthen the hiring process to attract the best people and to ensure fit?

Should the organization pursue national expansion?

What is the optimal way for Harlem RBI to demonstrate effectiveness?

How can the organization increase retention and provide opportunities for professional development?

Is there more that can and should be done in East Harlem?

Research conducted on the above issues revealed the following key findings:

1

Overall, Harlem RBI is well positioned for continued impact and growth

2

There is a need to strengthen infrastructure—evaluation, talent management and program codification—before growth

3

East Harlem offers significant growth potential

4

Opportunity exists to serve more children in other New York City neighborhoods

5

There is likely revenue potential to support New York City and national growth

6

Experiences of analogous organizations point to various paths for growth beyond New York City


Financials and Fundraising

16%

HARLEM RBI AND DREAM EXPENSE PROJECTIONS in millions of dollars $10M

AVERAGE ANNUAL GROWTH IN BUDGET REQUIRED TO SUPPORT PLAN.1

Harlem RBI

DREAM Charter School

NYC Pilot

National Pilot

$8M

Harlem RBI and DREAM’s combined budget is expected to grow from

$9.9M to $20.4M

$6M

Over 70% of all expenses will be personnel including the addition of 7 key leadership roles.2

$4M

between FY2011 and FY2016.

1 2

16% represents CAGR (Compound Annual Growth Rate) Harlem RBI will also add new front line staff and managers to accommodate growth

$2M

$0 FY 2011 Actual

13%

FY 2014 Projected

FY 2015 Projected

FY 2016 Projected

in millions of dollars $24M $22M $20M $18M $16M

The programmatic and geographic expansion will require a significant increase in fundraising. Harlem RBI and DREAM expects to increase revenue funds from

$12,M

$10.4M to $21M

$10M

between FY2011 and FY2016. The combined consolidated revenue summary shows a growth rate of 13% over the course of the plan compared to the recent historical revenue growth rate of 11%.

4

FY 2013 Projected

HARLEM RBI AND DREAM REVENUE PROJECTIONS

AVERAGE ANNUAL GROWTH OF FUNDRAISING REQUIRED TO SUPPORT PLAN.3

3

FY 2012 Budget

13% represents CAGR (Compound Annual Growth Rate) DREAM Charter School receives per-pupil funds from the New York State Department of Education based on annual enrollment that are not raised by Harlem RBI and DREAM.

$14M

Harlem RBI and DREAM Funds To Be Raised (shown in blue) DREAM Non Per Pupil General Contributions Special Events Public and Private Grants DREAM - NY State Funding (shown in gray) Per Pupil and Entitlement Funds4

$8M $6M $4M $2M $0 FY 2011 Actual

FY 2012 Budget

FY 2013 Projected

FY 2014 Projected

FY 2015 Projected

FY 2016 Projected

REVENUE Growth assumptions While Harlem RBI is confident that many current funders will grow their investment over time, the expectation is that the majority of fund growth will come through: •

An expansion in the total number of private individuals who will invest in Harlem RBI

An expansion in the number of philanthropic foundations—particularly those who focus on alternative geographies and greater organizational scale

An expansion in the number of corporate funders—particularly those who will be attracted by scale and an opportunity to invest from a cause-related marketing perspective


INITIATIVE HIGHLIGHT INVESTING IN TALENT Harlem RBI’s belief in the power of potential extends far beyond that of the youth it serves. In order to strengthen its infrastructure, and to uphold its organizational values of promise and integrity, Harlem RBI will invest in its most prized resource—its people. Recruiting and Hiring

Onboarding

Support

Professional Development

• Standardize hiring practices across Harlem RBI

• Employ transitional coaching during early months of Harlem RBI employment to ensure regular feedback on skills and performance

• Upgrade competencies and standards of excellence

• Enhance professional development opportunities to ensure high performance and preparation for the next level of responsibility

• Improve the interview process to ensure fit • Enhance recruitment strategies to attract candidates who match the demographic profile of service recipients

• Develop teams for each group of new hires to help ease transition and build relationships

• Strengthen support of midlevel management • Build clarity around roles and responsibilities into every staff member’s job description

• Support career advancement

IF WE BUILD IT, THEY WILL COME… In its 20-year history, the fertile ground at Harlem RBI’s Field of Dreams has not only produced great baseball and softball players— it has grown a strong, healthy community with infinite possibility. Each expansion location will require funds for its own Field of Dreams in order to: •

Provide a sense of place and pride for youth

Provide a powerful brand symbol

Show communities that “we’re here to stay”

Establish a core, dedicated cadre of volunteers

Present an early tangible result that will build excitement with funders and stakeholders

Serve as an ideal recruitment “tool”

Increase control over program delivery

Provide a signature funding opportunity for donors


HARLEM RBI BOARD OF DIRECTORS Chairman

Kenneth Rosh Meghan Bracken Todd Builione David Cohen Peter Daneker Katherine DeFoyd Ramon Dominguez Stuart A. Fraser Maria Guadalupe-Sharp Sarah Haga Michele Joerg Chris Leonard

Kirk McKeown Colbert Narcisse

HARLEM RBI Home Run Leadership Council HONORARY Chairman

Marc Jaffe

Jeff Samberg

Daniel M. Healy

vik sawhney

Bill Bartholomay

Robert Sheehan

Keith Hernandez

David Sobotka

Michael Buckley

Jamie B.W. Stecher

Jeff Idelson

Mark Teixeira

Ken Burns

Don Truesdale

Bob Kerrey

Gregg Walker

Charlie Butler

DREAM CHARTER SCHOOL BOARD OF TRUSTEES

Omar Minaya

RICHARD BERLIN

AndrĂŠs Satizabal

Sharon Robinson

Josh Goldstein

Natashia Veras

Robert Costas

Michele Joerg

Eric Weingartner

John Scotti

Brad Mak

Claudia Zeldin

Francis X. Farrell

Elizabeth Pawlson

Arleen West Jim Flanigan

Claudia Zeldin Executive Director

Richard Berlin

Gilbert Liu

HARLEM RBI OFFICE & FIELD OF DREAMS 333 East 100th Street New York, NY 10029 tel 212 722 1608 fax 212 722 1862 info@harlemrbi.org www.harlemrbi.org


15 strategic initiatives TO ACHIEVE Harlem RBI’s 5 objectives SUCCESSFULLY CONCLUDE CURRENT MAJOR PROJECTS INITIATIVE

Desired results

1

• DREAM Charter School enrolls 450 students in grades K–8

Scale DREAM Charter School to full K–8 model

2 Conclude Capital Campaign and

• New Harlem RBI and DREAM home built and occupied

Capital Project 3 Support continued integration of

charter school and after-school

• Harlem RBI after-school and summer programming available to all

DREAM students in grades K–8 • Social services and family support fully integrated across Harlem RBI

and DREAM 4 Evaluate and initiate DREAM high

• Charter, public and private options are assessed and decision implemented

school options

Strengthen infrastructure INITIATIVE

Desired results

5 Build and enhance evaluation practices

• Enhanced repertoire of output and outcome data demonstrates efficacy of

to ensure ongoing program quality and impact 6 Strengthen Talent

Management practices

program and supports improvement efforts • Improved staff use of data to drive changes in work • Alignment of professional development, staff evaluation and career

advancement activities to help ensure a high performing staff • Hiring and on-boarding practices ensure fit and integration of new staff • A strong upper and middle management cadre is developed and has

the ability to support staff, solve complex problems and serve as a future leadership pipeline 7 Codify practices and procedures across

Harlem RBI work areas

• Increased efficiency and consistency in programming • Strong and accessible foundation of practices and procedures support

growth efforts

CONDUCT DUE DILIGENCE IN PREPARATION FOR GROWTH (LOCAL AND NATIONAL) INITIATIVE

Desired results

8 Explore viability of Major League

• Harlem RBI is engaged in a relationship with Major League Baseball that

Baseball partnership 9 Undertake market research to

determine high-potential local and national neighborhoods 10 Cultivate key relationships locally and

nationally to communicate vision and lay a foundation for growth 11 Amend brand identity to position

the organization for entrance into new markets

supports expansion (if desired) • Harlem RBI has a clear picture of which local and national neighborhoods

provide the most fertile environment for success • Key stakeholders are involved in new geographies • Key individuals for advancing local and national growth understand

Harlem RBI and are supportive of its expansion plans • Potential new name resonates well in new geographies and allows for

local ownership • Marketing materials and other communications reflect brand identity • Current supporters continue to support Harlem RBI regardless of name and potential rebranding

Continues on other side.

H arlem R B I and dream charter school

Strategic PLAN 2012 - 2016

EXECUTI V E S U M M A RY


15 strategic initiatives TO ACHIEVE Harlem RBI’s 5 objectives Continued from other side.

GROW IMPACT AND LEARNING THROUGH LOCAL EXPANSION INITIATIVE

Desired results

12 Launch additional program site within

• A successful “Harlem RBI” site established in another New York

New York City to pilot growth model

City neighborhood • Knowledge base drives mid-course corrections, supports additional local

sites and advances approach to national expansion 13 Report on best practices and high-

• Harlem RBI ensures model learning community extends to all sites

impact innovation across sites and develop protocol for sharing

Seek national impact INITIATIVE

Desired results

14 Pilot national expansion in first location

• Successful site(s) established outside of New York City

outside of New York City

• Knowledge base drives mid-course corrections and supports additional

national sites 15 Pursue technical assistance opportunities • Other youth development organizations employ Harlem RBI strategies

to support promising organizations

H arlem R B I and dream charter school

Strategic PLAN 2012 - 2016

EXECUTI V E S U M M A RY


2012 Strategic Plan Executive Summary