To decide what directions to move in over the next five years, we consulted with our staff, volunteers, clients, board members, advisors and partners. We asked them about what Springboard means to them, and where we should go next. We emerged with a set of new objectives and goals expressed in our Strategic Plan. We are working hard to remain accountable to those with whom we consulted, and make our new vision for the organization a daily reality.

A note from the Strategic Planning Committee Chair:

I am very pleased to present Springboard's Strategic Plan that will guide our work for 2005-2010.  In determining our four strategic directions, we undertook the most comprehensive planning process in our 35- year history and consulted with over 200 individuals and groups that included:

• External Stakeholders: diverse agencies and organizations, three levels of governmental funders, foundation and private donors and business partners.

• Internal Stakeholders: Board of Directors, Advisory Members, Patrons, staff, clients, parents, volunteers, students, employers and Steering Committee Members.

The process also entailed a thorough analysis of environmental trends and issues impacting our programs and service delivery to at risk youth and adults.  With rapidly changing demographics, governmental changes at all levels, and increased competition for funds to meet service demands, planning is always a challenge.  However, we believe that our plan reflects sound assumptions to chart directions for the next five years.

Many thanks to my fellow Board of Directors, led by a remarkable President, Bonnie Foster, and to Executive Director, Marg Stanowski and her dedicated and expert team of staff and volunteers. My sincerest appreciation to everyone who gave of their time in visioning how Springboard can make our communities even safer and better places to live.

Fran Grant
Chair, Strategic Planning Committee

Springboard's Four Strategic Directions:

1. Evaluate

1. Review the effectiveness and currency of existing programs.
2. Implement changes and adjustments.
   
   
2. Grow & Innovate

1. Establish criteria for expanding existing programs and establishing new and innovate ones. Criteria for consideration include expansion costs, organizational capacity, return on investment and revenue generating opportunities.
2. Prioritize programs for expansion and those with innovative potential
3. Implement strategies for expansion and new programs based on need, geographic focus, location, funding, opportunity, outcome and impact.
   
   
3. Communicate & Engage

1. Reassess Springboard’s partnership criteria and quality standards.
   
2. Assess the impact of increasing collaborations and partnerships between non-profit organizations.
   
3. Explore new partnerships and means to engage more diverse people in our work.
   
4. Formulate a partnership strategy for 2005-2010.
   
   
4. Strengthen the Organization
   
   

A.  Financial Strategy

1. Assess the intellectual property value of Springboard’s programs and innovations.
2. Maximize the financial potential of Springboard’s intellectual property.
3. Identify long-term revenue generators and return on investments.
4. Formulate an earned income and fund development strategy to diversify and increase revenue.

B.  Infrastructure Strategy

1. Assess infrastructure needs.
2. Prioritize infrastructure needs.
3. Implement priorities in harmony with financial strategy.