Teen Center Qualitative Outcome Goals:

Increased Self-Efficacy: Participants will develop a sense of confidence and belief in their abilities to succeed academically and professionally, demonstrated through improved self-esteem, self-advocacy, and goal-setting skills.

Expanded Career Awareness: Participants will gain a broader understanding of various career options and industries, allowing them to make informed decisions about their future paths and explore previously unconsidered opportunities.

Strengthened Social Skills: Participants will enhance their communication, teamwork, and interpersonal skills, enabling them to effectively navigate professional environments and build positive relationships with peers, mentors, and employers.

Improved Educational Attainment: Set a target for the percentage of participants who successfully complete high school or obtain their GED, demonstrating increased academic engagement and persistence.

Increased Employment or Higher Education Placement: Set a goal for the percentage of participants who secure employment in their desired field or gain admission to post-secondary education, indicating successful transition to meaningful career pathways.

Higher Earnings and Financial Stability: Set a target for the average increase in participants' income or the percentage of participants who achieve economic self-sufficiency, illustrating the program's impact on breaking the cycle of poverty and promoting financial well-being.

The Organizational Alignment Scope will consist of seven stages-

MARKET AWARENESS (position and strategy analysis)

Market position and strategy analysis is useful when there is a need to . . .

Increase awareness of how an organization compares to its competitors

Increase awareness of current and future market trends and their impact on the Club o

Understand the potential impact of a change in scope or strategy on the organizations position in this market and determine if such a change is needed

Determine whether a change in strategy is needed

Regular time is allocated at staff and board meetings to engage in discussions of competitors

Staff and board members are aware of the organizations position in the market

Staff and board members proactively bring information to the organization about competitors and trends; the organization is aware of changes in the market before they are old news

Staff is acknowledged for bringing this information to the organization

The Real-Time tool (or a related process) is used by staff and board to identify and evaluate potential changes in scope or strategy

Focus Groups will be useful to:

Assess community needs, particularly if the organization is considering expanding to a new geographic area

Better understand the services currently being provided to meet the communitys needs

Seek input regarding services it is considering offering

Get input regarding a problem and ideas about how to solve it

Inform the community of the Clubs presence if it is not well-known in the community

Indicators and measures of outcomes:

A better understanding of the communitys needs

Increased knowledge of existing services and how well these serve the community; identification of gaps in services and potential partner organizations

More in-depth understanding of the communitys needs and the viability of the proposed services

Ideas about how to address a community need or problem

Increased visibility in the community, increased use of services, greater impact

As the name implies, this group is made up of people from a variety of levels in the organizationboth board and staffwho are generally considered to be strategic thinkers. These are the people you would describe as big-picture, out-of-the-box thinkers, creative, and innovative. This is not an expanded management team nor is it a decision-making group. Rather, its role is to meet periodically to discuss strategic questions such as What is the next big innovation in our field. Are we having the impact we want. and What might we do differently if we could start over again, These discussions enable the organization to practice strategic thinking on an ongoing basis and spark creativity and innovation at all levels of the organization. Membership in the team can change every six months if you have enough great thinkers to accommodate an evolving group.

Indicators and measures of outcomes:

Organizational decision makers demonstrate increased awareness of the external environment, resulting in increased customer focus

Higher morale, increased interaction across organizational boundaries, improved teamwork, greater investment in organizations success

Better sense of the root causes of the market challenges; new perspectives and ideas

Better understanding of the market and enhanced sense of shared responsibility for the organizations destiny

Your Clubs competitive advantage is one of the most importantif not the most importantcomponents of its strategy. Competitive advantage is the ability to produce social value (have an impact, make a difference) by:

Using a unique asset (such as a strength that no other similar organization in your geographic area has) and/or

Having outstanding execution (such as being faster or less expensive, or having better service, than other similar organizations in your geographic area.)

The Strategy Screen is a tool for determining, in advance, the criteria for adopting any new strategy to answer the Big Question facing your organization. Its useful when there is a need to determine the values-based criteria that will guide future strategic decisions before the critical moment of decision arrives.

Indicators and measures of outcomes:

Greater awareness of what is important to the nonprofit and of how well various options line up with its values

Greater consistency and intentionality in strategic decision making

Big Questions are designed to move you toward consensus on your understanding of a major opportunity or challenge facing the organization prior to developing a strategy to address it.

Indicators and measures of outcomes:

Agreement by all participants on the nature of the Big Questions we identify.

This is a work plan for the activities that need to be accomplished following a Real-Time Strategic Planning session. It will consist of two components: activities to address the Big Questions we identified, and activities that the Club will engage in to build its capacity for ongoing strategic thinking and acting.

Tools will be facilitated to . . .

Make sure that everyone knows what needs to be done following the Real-Time Strategic Planning kick-off session

Identify whether the activities being pursued are having their intended outcomes

Develop the Clubs capacity for strategic thinking and acting.

Indicators and measures of outcomes:

Improved ability of the nonprofit to achieve its desired outcomes by monitoring progress of completed activities and lead measures.

Increased awareness of the Clubs situation, its environment, trends, competitors

Increased ability to proactively spot trends and understand how they may impact the Club

More rapid formation of more creative and innovative ideas.

Solution-Focused Coaching

The consultant will devote a minimum of 90 minutes each week to engage in collaboration and coaching with the Chief Operating Officer to

Expand the size and engagement of the board.

Define the organizations theory of change.

Provide input on the Clubs Organizational Chart.

Coach process to change the organizations name.