Teen Outreach Program Strategic Plan Executive Summary Wyman will continue to expand direct delivery of TOP in St. Louis, both to help more youth and to serve as a test market for new approaches By 2014 Wyman expects to exceed 1,600 youth/year in greater St. Louis through direct delivery Wyman will pilot how to work with different partners, particularly school districts who have the potential to become a major distribution channel with low delivery costs While the funding needs are significant ($2.9M over five years of which $1.6M is for new in-school programs), there is minimal upfront investment needed these represent program delivery fees and costs are not incurred until funding is secured Given the unique ability of the program to affect so many needy youth, Wyman will concurrently pursue regional roll-out of TOP There are few evidence-based teen pregnancy prevention programs which use a comprehensive teenage development approach; TOP is approximately 1/10 th the cost of the alternative Governments (and foundations) are looking to fund evidence-based programs Local intermediaries (often government youth agencies) and regional nonprofits are promising channels to enable TOP to reach over 50,000 youth/year in 2014 These organizations are able to reach many youth, and they know where the local funding sources are They are large and cost-effective, and can pick up many of the functions required to ensure delivery with fidelity They should be able to pay Wyman s start-up and on-going fees 2 1
Executive Summary (cont d) To grow through these indirect partners Wyman will need $2.3M in growth capital 1 over the next five years. Fees from existing partners will more than cover costs after 3-4 years, demonstrating that when up and operating the network is economically sustainable Existing leadership, management and overhead costs are allocated into the growth capital, which also includes new upfront business development and management costs Growth capital could be covered by HHS and other sources of federal and state funding, potential levels of which have never before been seen for both growth and operating funding; initial feedback is encouraging given their strong interest in funding evidence-based programs Foundations are another likely source of funding for growth capital; given depressed endowment values this is more likely to be a source beyond 2010 To launch the network Wyman need growth capital of $737K 1 in 2010 of which $618K is incremental funding 2 for Wyman Wyman will know during in 2010 whether its scale-up plan will succeed Expected case: funding will be in place for new St. Louis sites, HHS funding will be awarded to Wyman and its partners, one or more national foundations will express interest in providing growth capital (probably for 2011), 6 major current and 6 new partners will join the network and agree to the fee structure These partners join as certified by Wyman because they provide TOP with fidelity, in turn making them more attractive to funders as evidence-based program providers If this doesn t happen, Wyman can scale back its growth efforts and costs 1. Growth capital needs represent fully loaded costs net of fees 2. Incremental investment is defined as costs incurred solely for TOP expansion. This does not include overhead costs allocated from Wyman 3 Contents Key decisions and TOP growth strategy Major tenants of strategy Defining the product offer: outline of the TOP model Going to market: economic scenarios and funding plan Next steps: First year milestones 4 2
Wyman s Intended Impact and Theory of Change sets ambitious impact goals For whom? How? To what end? Youth aged 11 to 18, in greater St. Louis and nationally, who are economically disadvantaged and whose circumstances create risk of lower life opportunities 1 Serve teens by providing highly effective programs that are rooted in youth development research and evidence-based approaches Deliver programs directly in St. Louis Build and manage a network of partners that deliver programs 2 As a learning organization, identify gaps in youth services and implement solutions to address them 3 Advocate for evidence-based, highly effective youth development programs to influence providers and policymakers By 2014, 55,000 youth exhibit: On-time HS graduation Ongoing & positive relationships with their peers Healthy choices Involvement in service Youth develop into young adults capable of selfsufficiency, building and maintaining diverse and healthy relationships and actively engaging in service to their communities = Key areas of focus over next three years 5 Three distinct components of Wyman s programs lead to outcomes Components Mediators Outcomes Community service Learning Peer experiences Adult resource network Change in students attitudes toward community engagement Change in students knowledge and skill in service learning Change in students sense of supportive relationships Change in students sense of physical and emotional safety Change in students interpersonal skills Change in students sense of purpose Change in students sense of autonomy and competence Change in positive social norms Change in students sexual and relational decisions Youth exhibit: On-time HS graduation Ongoing & positive relationships with their peers Healthy choices Involvement in service Youth develop into young adults capable of selfsufficiency, building and maintaining diverse and healthy relationships and actively engaging in service to their communities Change in youth knowledge and skill development 6 3
Teen Outreach Program (TOP) is a core component of Wyman s program offerings TOP is an evidenced based after school program TOP teens (grades 6 to 12) engage in curriculum guided discussion and community service throughout the school year TOP can be used in various settings that serve adolescents: After-school In-school (broadly aligns with many states educational standards) Community based organizations Communities which deliver TOP can tailor the program to meet local needs and concerns (maintaining minimum levels of participation in both the community service and curriculum components to ensure effectiveness) TOP has been delivered with success for over 20 years in communities around the US 7 TOP is one of a few programs proven to address teen pregnancy and academic delinquency Demonstrated results TOP value proposition Economic benefits outweighs cost Low cost Evidence-based: 2 52% reduction in suspension rate 60% reduction in course failure rate 53% reduction in pregnancy rate Observed: 60% reduction in school dropout rate 3 Benefits as result of pregnancy prevention 1 : $800 $1.29 for every $1.00 Gov t cost savings & increase in participant earnings Benefits Costs -$620 Brookings recommended a $7.7B national investment in TOP over five years Cost of ~$620 4 per youth compared to ~$5K - $11K per youth for the only other program with strong evidence of pregnancy reduction 1 1. Brookings institution Cost-Effective Investments in Children (2007) Costs & benefits per youth in 2003 dollars 2. Philliber Research, 2001. Who Benefits Most From A Broadly Targeted Prevention Program 3. Joe Allen, Escaping the Endless Adolescent 4. Cost per youth based on Wyman s St Louis direct delivery programs 8 4
Wyman developed the tenants of TOP s growth strategy Increase number of youth served by TOP Create a network of certified TOP providers who deliver the program with fidelity Wyman to approve partners who maintain strict program delivery guidelines Leverage the experience and reach of regional organizations to deliver TOP while maintaining a strong presence in St Louis Provide intensive training and ongoing technical support to partners who deliver or support TOP locally* Charge start-up and on-going fees for support Expand TOP in St Louis, with programs also serving as innovation laboratories for improving the TOP model * Target partners are large regional non-profits and/or government agencies. Partners may deliver programs within own sites or act as an intermediary managing fidelity of smaller providers in local area 9 The TOP strategy suggests some important changes in focus From To Focus on St. Louis, with multiple successful core programs rooted in evidencebased approaches Loose distribution for TOP Focus on outcomes in St. Louis Saturation in St. Louis, with high proportion of youth served and well-developed innovation capability Development and support of partner network acting as distribution channel for TOP and other Wyman programs Track, manage, and hold Wyman accountable for outcomes across network Become a powerful advocate over time for youth development (learn, share learnings, and influence policy makers and other providers) ~8,000 youth1 55,000 youth by 2014 1. Conservative estimate based on Hillside, Children Services of Broward, St. Louis, DHSS, NM DoH, MOAPPP, Toledo, etc. Includes sites that are implementing without fidelity 10 5
Wyman will expand TOP by forming partnerships with youth organizations to deliver the program* Partnership model Wyman Wyman role: Provides start-up and on-going support to partners Re-certifies every two years controlling fidelity and monitoring outcomes Certified partners get visibility with funders Intermediaries & Regional networks Intermediary role: Trains facilitators who deliver TOP Monitors quality of TOP clubs Pays TOP fees Provider Provider Provider Provider (nonprofit or site) role: Delivers program Reports outcomes *Not all growth will come through partnerships, as Wyman will continue to directly operate and expand TOP programs in St Louis 11 Three pathways for expansion will be pursued over the next five years Three pathways for growth Greater St. Louis & MO Expand TOP through both direct delivery and partnerships Pilot in-school model by working with districts Current partners Identify highest-potential current providers to support growth of program with fidelity Phase-out support to current partners who can not meet fidelity requirements New partners Actively seek and partner with large regional non-profits and intermediaries Focus on key geographies 12 6
All three pathways are critical for achieving the goal of 55K youth by 2014 Youth reached by TOP 55,000 New partners in St. Louis & nationally drive reach in outer years 55K Youth reached by 2014 St Louis 13,000 40,000 Growth initially driven by expanding current partner programs 27K 39K Current partners 12,000 20,000 8K 16K New partners 30,000 0 2010 2011 2012 2013 2014 13 Contents Key decisions and TOP growth strategy Major tenants of strategy Defining the product offer: outline of the TOP model Going to market: economic scenarios and funding plan Next steps: First year milestones 14 7
TOP partners will join the TOP network TOP network benefits A Ongoing strengthening of TOP delivery and youth outcomes B Potentially higher likelihood of receiving funding C Connections with other partners and best practices D Certification as TOP provider Access to training and support from youth development experts Ongoing coaching and feedback, including site visits in first year and every other year there after Aggregated reporting of outcomes comparing your program s performance to others Tools to monitor quality at your program sites Access to curriculum updates as produced Promotion to key funders as an certified TOP provider Opportunity for joint applications to major funders Grant application toolkit including standard language on TOP Access to an online learning community of TOP providers Linkages to other local TOP providers to promote local collaboration and sharing Certification as an official TOP program based on quality visits and program performance 15 Wyman will look for specific qualities in partners Required Recommended Capabilities and philosophy Reach Sustainability Commit to ensure all TOP nonnegotiables are upheld Identify a TOP champion, ideally a senior team member Able to roll out TOP with necessary capabilities Willing to sign a contract Reach at least 100 youth (~5 clubs) in year 1 with potential to reach 500 (~25 clubs) over 3 to 5 years Agree to pay program fees and have secured first year operating costs Have experience overseeing or delivering evidence based youth programs and/or programs with a service learning component Have similar asset building youth development philosophies to TOP program Intend to involve 1000 or more youth (~50 clubs) Secured a sustainable funding source (Three years or more) 16 8
Certified partners will be required to track outcomes and implement the program with fidelity Process Metrics Youth outcomes Students take survey at beginning and end of program Wyman stores results in central database, and aggregates and reports results # of youth served % pass classes % do not drop out of school % are not suspended % do not skip classes % do not become pregnant or cause a pregnancy % have a baby or father a child % reporting positive supports & opportunities For all metrics, both the percentages and the change in percentages over the year will be measured Quantitative examples Providers perform Attendance self-assessment Community service hours completed Coordinator visits each club and reviews Qualitative examples Program program quality Key aspects of program in place (e.g. curriculum implementation Wyman visits and used, maximum of 25 kids per club, etc.) ensures quality at each Quality of instruction partner Atmosphere in classroom Quality of service opportunities 17 Note: final metrics will be confirmed after discussion with research advisory committee Partners will pay upfront and on-going fees Start up package Ongoing support Fee-forservice Services Fees 1 TOP License and Curriculum (up to 10 sets) $26,000 (One Training of 1 trainer at the Wyman Institute time) First year s service fee Certification as official TOP provider/intermediary and re-certification every two years Visit to confirm certification and provide coaching and feedback (first $6,000 year + every two years afterwards) (On-going for Curriculum updates as produced partners with Technical support (~8 hours) <50 clubs) Aggregated reporting of outcomes compared to national TOP network Additional $1,000 for every Access to online community of TOP providers for knowledge sharing incremental 25 Tools to monitor quality (surveys, checklists, etc.) clubs Potential for grants from national network* Publicizing and sharing certified TOP member list with key funders Additional technical assistance $600 /day Training of 1 additional trainer $6,000 Training of facilitators $750 Curriculum (1 set) $500 Public affairs and fund-raising assistance (starting in 2011) TBD 1. Fees will be adjusted every two years to reflect increase in CPI over period 18 9
Contents Key decisions and TOP growth strategy Major tenants of strategy Defining the product offer: outline of the TOP model Going to market: economic scenarios and funding plan Next steps: First year milestones 19 To meet direct delivery goals in St. Louis, Wyman needs $2.9M over 5 years ($1.6M for new programs) Total cost $800K 600 400 200 0 #youthinnew in-school clubs* #youthin existing programs $380K Incremental program costs Existing program costs $469K $591K $700K $723K 2010 2011 2012 2013 2014 125 375 750 1,000 1,125 475 475 475 475 475 Cost drivers: Support cost includes fundraising support and varying amounts of senior staff time for business development Program execution includes facilitator salaries and training, community service transportation and technical assistance For new direct delivery sites there is minimal upfront investment; programs are added only when funding is secured *2010 includes 400 youth currently served with fully allocated funds at hand plus 200 additional youth that begin to be served in September funded by dedicated tax funds or other new contracts. Growth 2011-2014 fueled by federal $ and/or local dedicated tax funds and includes a mix of after school and in-school programming. Per club costs in school are significantly lower as we can staff whole buildings and not require daily transportation. After school at multiple sites is more labor and transportation intensive, increasing cost of delivery. Note: Assumes 1 in school program in 2010, 2 in 2012 and 3 in 2013-2014; All clubs start with 5 and scale up to 15 clubs with 25 youth each. Source: Wyman interviews; Bridgespan analysis 20 10
An investment of ~$2.3M is required to support growth through partnerships $1.5M Phase I: Investing to grow Focus on growth through current partners, 3-4 new geographies and St Louis Costs and fee revenue for growth through partnerships (New and current) 1.0 0.5 $1.0M Network & business dev't Funding gap $1.2M ~$2.3M funding need Phase II: Fueling expansion Reach sustainability in established geographies and enter 3-4 new areas Fee revenues $1.3M $1.3M $1.4M Base case for expansion 0.0 Program support # partners # youth 2010 14 7K *Breakeven does not include business development resources 2011 38 15K 2012 64 25K 2013 86 38K 2014 108 53K Wyman reaches breakeven at ~65 partners* if growth related investments are stopped 21 Additionally, Wyman will need $1M-$2M to complete an evaluation agenda Evaluation initiatives Track TOP outcomes on ongoing basis Strengthen evidence base Key activities Support partners in evaluating TOP s effectiveness Participate in 8-year HHSsponsored Mathematica study on teen pregnancy and sexually transmitted diseases Maintain status as an evidencebased program in pregnancy prevention and dropout prevention Launch research advisory committee to prioritize research agenda Conduct new evaluation studies to test additional benefits of TOP - Youth behaviors - Variance of program dosage Funding needs $35-50K annually for Wyman resources* ~$1-2M over four years *$35K-$50K also covers cost of Research Advisory Committee; Costs dependent on decisions to be made by Advisory Committee and other new opportunities identified 22 11
Summary of funding needs to achieve targets In thousands 2010 2011 2012 2013 2014 TOTAL Direct Delivery Existing direct delivery $245 $245 $245 $245 $245 $1,225 New direct delivery $135 $224 $347 $455 $478 $1,639 St. Louis Direct Delivery TOTAL $380 $469 $592 $700 $723 $2,864 Indirect delivery Network development $200 $150 $125 $125 $100 $700 Business development $553 $581 $581 $576 $576 $2,867 Program support $272 $463 $610 $624 $684 $2,653 Fees $288 $639 $926 $969 $1,101 $3,923 TOTAL TOPnet GROWTH $737 $555 $390 $356 $259 $2,297 INVESTMENT Evaluation Evaluation* $40 $415 $415 $415 $415 $1,700 Total $1,157 $1,439 $1,397 $1,471 $1,397 $6,861 Mean of projections for evaluation needs shown; Source: Wyman interviews; Bridgespan analysis 23 Wyman is pursuing different funding sources for specific needs Potential funding sources Greater St. Louis & MO Current partners New partners Current grants (United Way, Arches) Children s Services Funds Other state and local funding Growth capital sources: Discussions with national foundations; local foundations in target geographies could also be a source of growth capital Children s Services Funds: Pursuing funding to enable Wyman to support partners in St. Louis Federal funds (HHS): Initial discussions held to test both certification idea and Wyman applying directly for money for growth purposes Evaluation Partner with research institutions that will seek funding Foundations Federal funds: HHS (Mathematica study) 24 12
Contents Key decisions and TOP growth strategy Major tenants of strategy Defining the product offer: outline of the TOP model Going to market: economic scenarios and funding plan Next steps: First year milestones 25 Wyman plans to focus on preparation, then transition to a broader public launch later in year Q1-Q2 Get network off the ground Q3-Q4 Formal public launch Focus on individual meetings with high potential prospects to secure initial partners and funders Release a few simple, informational marketing materials to clarify business model and facilitate relationship development Prepare network services (e.g. online learning community and data tracking) and launch materials Publicize network through an official TOPNet launch Publicize partnerships that have been confirmed with funders and broadly in youth services community Continue individual meetings with high potential partners and funders 26 13
Wyman will track progress against 2010 goals (1 of 2) Metric Q1 Q2 Q3 Q4 2010 Actual Actual Actual Actual Target Reach St. Louis/MO direct delivery - Districts 1 -Youth 600 St. Louis/MO indirect - Partners 4 -Youth 550 National current partners - Partners 6 -Youth 6,180 National new partners - Partners 4 -Youth 700 Total - Partners 14 -Youth 8,030 St. Louis/MO pipeline Potential partners entering pipeline Total number of partners in pipeline 6 -Early leads (initial conversation to pre-proposal) -Significant interest (proposal delivered to contract signing) -Contract signed National pipeline Potential partners entering pipeline Total number of partners in pipeline 17 -Early leads (initial conversation to pre-proposal) -Significant interest (proposal delivered to contract signing) -Contract signed Note: Quarterly results will be reported on a school year basis if/when financial year changes. Quarterly goals will be established in 2011 and after. 27 Wyman will track progress against 2010 goals (2 of 2) Metric Q1 Q2 Q3 Q4 2010 Actual Actual Actual Actual Target Customer support # of co-ordinators trained 13 First year reviews: % of first year partners Note: metrics for reviews & (100%) retention not relevant in 2010. Reviews: % of partners (after first year) Expected future targets are (50%) Partner retention included in parentheses. (95%) Financial Funding committed for St. Louis direct delivery of TOP 1 $849K St. Louis direct delivery TOP costs $380K Fees received (indirect delivery) $288K TOP costs (indirect delivery) $1,025K Growth capital committed 1 $1.3M Status is illustrative Other milestones Quarter 1 Quarter 2 Quarter 3 Quarter 4 Communicate new strategy on website Build-out Customer Relations Management software Develop contracts Define outcomes Pursue 2-3 foundations for growth capital Complete detailed plan Develop IT infrastructure for TOPNet Develop surveys Create all performance assessment tools Develop evaluation agenda Submit Children s Service proposals 2 Submit HHS proposal 2 Approach Social Innovation Complete training trainers for 2010 fall cohort Launch online TOPnet Public launch of TOP Set targets and milestones for 2011 for STL 2010 cohort Create funding toolkit for partners funds intermediaries Note: Q3 and Q4 milestones to be revisited later in year 1. Goals based on funding requirements for 2010 and 2011 2. Depends on timing that RFPs are released Target earmarks Reassess geographic priorities Complete training for 2010 winter cohort Confirm 2011 partner support processes 28 14
Wyman will also track impact metrics each year (1 of 2) Reach Program implemen -tation St. Louis/MO direct delivery School year: Metric 10-11 10-11 11-12 12-13 13-14 14-15 Actual Target Target Target Target Target - Districts 1 2 3 3 3 - Youth 600 850 1,225 1,475 1,600 St. Louis/MO - Partners 4 12 24 24 24 - Youth 550 2,200 5,500 8,660 11,336 National current partners - Partners 6 12 12 12 12 - Youth 6,180 9,370 11,766 12,263 12,576 National new partners - Partners 4 14 28 50 72 - Youth 700 3,150 8,050 16,800 28,980 Total - Partners 14 38 64 86 108 - Youth 8,030 15,570 26,541 39,198 54,492 Average area median income of club locations 1 $30K $30K $30K $30K $30K Visit year: % partners implementing with fidelity 2 : - Full fidelity 100% 100% 100% 100% 100% - Some gaps, but plan in place to address - Significant gaps with no plan to address Average attendance (out of school / in school programs) 70/90% 70/90% 70/90% 70/90% 70/90% % of clubs implement service component 100% 100% 100% 100% 100% 1. Area median income based on median income in zip code where club is located, averaged over all clubs 2. Only includes partners reviewed that year. Partner full fidelity indicates partner has a Wyman trained co-ordinator, is supporting and reviewing clubs, and all clubs have key club non-negotiables in place (service program in place, service is youth-driven, 9-month program, meet at least once per week, at least one trained consistent facilitator per club, maximum of 25 kids) 29 Wyman will also track impact metrics each year (2 of 2) Youth indicators School year: Metric 10-11 10-11 11-12 12-13 13-14 14-15 Actual Target Target Target Target Target % reporting positive supports & opportunities (avg) 1 90% 90% 90% 90% 90% - Supportive relationship with facilitator 90% 90% 90% 90% 90% - Safe and supportive environment 90% 90% 90% 90% 90% - Opportunity to build skills and help community through service 90% 90% 90% 90% 90% - Opportunity to influence service project 90% 90% 90% 90% 90% - Opportunity to engage with community 90% 90% 90% 90% 90% Change in % youth that report risk behaviors: - become pregnant /cause pregnancy - are suspended Metrics and target-setting - fail classes process to be discussed and confirmed by research advisory - skip classes committee - drop out of school 2 - not on track academically 3 Metrics in italics are under development - are not arrested - do not use illegal substances TOP Committee will also be updated on formal evaluation studies 1. % of youth that chose somewhat or very much when asked if they identify with positive statements about TOP. Targets may be revised based on additional data in first year. 2. Data on school drop-outs has some limitations due to difficulty in tracking 3. C or better in core classes 30 15
Appendix 31 Indirect delivery incurs high development costs before reaching sustainability via fees Base case for expansion St. Louis/MO, current partners and 3-4 other geographies only Total cost $1.5M $1M $.5M 0 No. of partners No. of youth Business development costs to start a market far exceed the fees Growth capital: As is the case with most nonprofits, the upfront investment to grow is not fully recovered through service fees Network & business dev't Program support 2010 14 7K Growth capital 1. Excluding network development costs Source: Wyman interviews; Bridgespan analysis Phase I: Investing to grow 2011 38 15K Growth capital 2012 64 25K Growth capital Year 4: Reaching sustainability (no growth in existing markets) Annual fees cover on-going operating costs in existing markets Business development time and costs shifted to new markets 2013 64 34K Fee revenue 2014 64 41K 32 16
Increasing Scale Steady State 2012 2013 2014 2015 Technology 50,000 50,000 50,000 Partner Development 541,100 540,600 540,600 Regional Partner Development 95,000 95,000 95,000 Travel and food 44,000 44,000 44,000 Legal and contract 20,400 20,400 20,400 Marketing / Brand / Communication 50,000 100,000 100,000 Government affairs 84,000 84,000 84,000 TOTAL: 884,500 934,000 934,000 Building Capacity of Partners and Providers *Retention Training 100,020 170,740 199,558 77,450 Curriculum 19,200 33,750 48,750 10,000 Partner services 50,000 50,000 50,000 50,000 Site visits 90,000 135,000 195,000 195,000 Reporting 36,750 56,791 68,250 68,250 Technical Assistance 18,076 25,200 36,400 36,400 TOTAL: 314,046 471,481 597,958 437,100 Support and Other Website hosting/maintenance (3 year upgrade due 2013) 25,000 100,000 50,000 50,000 Network administration 115,000 Admin support 40,000 40,000 40,000 40,000 Audits and field observations 50,000 50,000 50,000 50,000 Office supplies and misc 14,900 14,900 14,900 14,900 Management of external evaluators and data 100,000 100,000 TOTAL: 129,900 304,900 254,900 269,900 TOTAL COST: 1,328,446 1,710,381 1,786,858 707,000 Fees (start up and on going) 960,000 1,418,700 1,295,830 764,000 Fully loaded funding gap (cost - fees) 368,446 291,681 491,028 (57,000) Notes: 1) Activity budget includes combination of salaries for staff, just-in-time labor (independent contractors), & contract services through outside vendors. 2) 2015 represents a scenario of steady state where all growth initiatives and associated costs would cease - for modeling purposes only