Strategic Plan Setting the standard of excellence in adult basic education.

Transcription

1 Strategic Plan Setting the standard of excellence in adult basic education.

2 ORGANIZATIONAL SUMMARY Literacy Action, Inc. is the oldest, largest, and leading nonprofit provider of adult literacy services in the Southeast. The organization operates dozens of classes in each of three 15-week semesters at its offices in the Robert W. Woodruff Volunteer Service Center in Downtown Atlanta and throughout the region. Each year, Literacy Action teaches hundreds of adults how to read, write, calculate, and learn other essential literacies necessary for a productive life. Since 1968, the organization has been on the leading edge of adult basic education in the Southeast. First by developing the classroom-based instructional model, disseminating literacy resources through long-distance learning at Georgia Institute of Technology, initiating the template for the Technical College System of Georgia s Certified Literate Community Program, and also founding the Georgia Adult Literacy Advocates and the Literacy Alliance for Metropolitan Atlanta two advocacy and knowledge-sharing coalitions. For decades, Literacy Action s programming has been evaluated, studied, and highlighted by Georgia State University and students from several other universities throughout the Southeast. future VISION To set the standard of excellence in the field of adult basic education and to ultimately eradicate low literacy, a root cause of poverty, in the Atlanta area. MISSION everyday To build better futures for undereducated adults by teaching literacy, life, and work skills that empower them to reach their highest potential. HISTORY Literacy Action was founded in 1968 by Mary Hammond a member of Central Presbyterian Church and operated for 17 years out of the church basement. That year was a particularly defining one for the City of Atlanta due to the assassination of its native son, Dr. Martin Luther King, Jr., Nobel Laureate in Peace and leader of the non-violent movement for civil rights in the United States. Literacy Action, operating in the shadow of Georgia s Capitol, was dedicated to ensuring that those citizens who had been denied an adequate education would now have a place to go to learn what they had missed and that low-literate residents of the city would be taught to read. Over its first 22 years, the organization grew from the founder and volunteers to a staff of more than 25 full- and part-time employees led by Mr. Vern Pulling ( ). Literacy Action pioneered a successful, cost-effective method of group learning based on whole language principles for teaching adults to read. Literacy Action was the first local agency to move from one-on-one tutoring to a classroom model for delivering basic academic skills as well as GED preparation. This cost-effective method of teaching benefited Literacy Action and its students, whose progress could be measured and tracked as in a traditional school. By the early 1990s, Literacy Action had emerged as a leader in the literacy field, locally and nationally, with programs designed to meet the needs of individual adult learners, families, community organizations, and corporations. Literacy Action currently employs the Orton-Gillingham approach, the Labuach method for reading, and other proven instructional methods. The organization has seen much success and impact in the 2010s: it is a finalist for The Community Foundation for Greater Atlanta s Managing for Excellence Award, a programmatic model for the Southeast, a grantee of the Technical College System of Georgia, and a sought-after training provider. In October, 2012, the organization hired Austin Dickson as its leader. Since that time, the organization has grown both in staff and in student body Strategic Plan Page 2

3 CONTEXT Literacy Action is the second oldest adult basic education nonprofit in the United States; the oldest being the Washington Literacy Center, founded three years prior, in the District of Columbia. Literacy Action is also the largest adult literacy nonprofit in the Southeast; its operational budget is larger than any similar organizations in Virginia, North Carolina, South Carolina, Tennessee, Georgia, Florida, Alabama, Mississippi, Louisiana, or Arkansas, and it serves more students (and has more paid staff members) than any organization in those states. It is no surprise that Literacy Action is the oldest and largest nonprofit provider of adult basic education in the Atlanta region and in the State of Georgia. There are few organizations that have a corresponding mission to Literacy Action, though there are countless organizations that have a complementary mission; that is, many organizations have similar service populations as Literacy Action and/or have some aspect of programming dedicated to adult literacy. In its history, Literacy Action has worked directly with over 500 different corporations private, public, nonprofit to design and execute literacy training for adults in need.... Literacy Action is the oldest and largest nonprofit provider of adult basic education in the Atlanta region and in the State of Georgia. Throughout the 1980s and early 1990s, Literacy Action created, in partnership with the Georgia Tech, a satellite literacy project that offered day and evening adult education throughout Georgia. Most classrooms were connected to the state s vocational and technical institutes, but there were others located in community centers, and, in one instance, a pool hall. In the mid-1990s, this project was absorbed into the then-named Department of Technical and Adult Education (now known as the Technical College System of Georgia) and administered as the Certified Literate Community Program (CLCP). There are CLCPs throughout Georgia that work to improve low literacy, raise funds and awareness, and build community support for the issue all very much like Literacy Action. In the 2010s, Literacy Action is not considered a CLCP, though it has a close relationship with many CLCPs as well as the statewide administrators and offers technical assistance, when appropriate. Classes offered by the state s technical colleges are the most equivalent type of programming to Literacy Action s work. These classes are fee-based and at higher levels, while Literacy Action s offerings are completely free-of-charge and offer a wide range of leveled classes. The adult basic education provided by the Technical College System of Georgia is funded by the State of Georgia and the U.S. Government, yet it still is insufficient to the low-literacy challenge: more than 1.25 million Georgians over age 25 do not have a high school credential (or its equivalent). Additionally, Literacy Action develops programs to work with young adults in care, families, and other specific populations in the community. It also tailors programming to outside entities like schools or companies when appropriate. Literacy Action also is a key voice in advocacy for adult basic education. The organization founded (and continues to be the fiscal agent of) the Literacy Alliance of Metro Atlanta as well as the Georgia Adult Literacy Advocates two advocacy coalitions that raise awareness of adult literacy in the Atlanta region and in Georgia. Literacy Action is affiliated with ProLiteracy, the Commission on Adult Basic Education, and the Literacy Information and Communication System of the U.S. Department of Education Strategic Plan Page 3

4 ABOUT THE PLAN The Board of Trustees of Literacy Action, in partnership with the agency s Executive Director and staff have engaged in a thorough review of the organization s programs, operations, and finances. The current Strategic Plan is the outcome of a thorough internal organizational assessment facilitated by Danielle Rutland, a volunteer resource from Southern Company, in collaboration with the Executive Director. Personal interviews with Board, staff members, students, charitable foundations, governmental agencies, and other key partners were included for additional context and insight. The objective of the assessment was to evaluate Literacy Action s current operational position, identify possible opportunities for further development and ensure Board Committee alignment in keeping with the organization s overall mission. Through the engagement of all stakeholders, this plan was developed in response to the important issues identified in the assessments conducted prior to the strategic planning retreat. With a fresh perspective on its mission, understanding what it does well, and the environment in which it operates, the following goals provide a directional roadmap for the Board and senior leadership in carrying out the mission of Literacy Action in new and improved ways to better serve students and improve overall community impact and results. This plan is effective from July 1, 2013, through June 30, It is reviewed at least annually by the Board of Trustees and is the foundation document for the Strategic Framework and individualized annual work plans Strategic Plan Page 4

5 ASPIRATIONS FOR THE NEXT THREE YEARS At its strategic planning retreat in September, 2013, the Board of Trustees committed to a combination of four aspirations. Continue to improve upon the execution of current programs and grow the student body while providing best-in-class service levels through our program/curriculum delivery, ongoing staff development, active Board involvement, social media marketing, fundraising, and cultivating partnerships and alliances with industry and public agencies. Increase community awareness of the agency and become a recognized leader in adult literacy by advocating for the adult learner at local and state levels and partnering with other adult literacy agencies and nonprofits. Attract and leverage the assistance of volunteer support more effectively. Develop internal strengths. Restructure the current Board committees into four newly defined committee groups with more specific roles and responsibilities. Strive to fully engage the Board of Trustees and ensure development of board and committee succession planning. Be successful in providing professional development that will ensure Literacy Action develops a stable, highly qualified, and motivated staff that actively fulfills the organization s mission. Increase revenue by 150% over the next three years by introducing program revenue generation, developing an endowment campaign, leveraging relationships through the Board of Trustees and Advisory Board members, and identifying at least 20 new professional organizations to increase the donor base and volunteer pools. STUDENTS To grow the student body by 500% GOAL 1 AWARENESS To quantifiably raise awareness of adult low literacy GOAL 2 GOAL ENVIRONMENT To create an exceptional place to work and serve 3 GOAL 4 RESOURCES To increase revenue by 150%, TIMELINE The Strategic Plan accommodates operational needs (programs, infrastructure, board development, finance and fundraising, and marketing/public relations) over not less than a 24-month period of time. This timeframe allows for adjustment and new planning in Year Three. The majority of the initiatives may be on-going because so much of the work is part of the organizational culture to strive for continued excellence. Literacy Action Strategic Plan Page 5

6 STRATEGIC GOALS The following strategic goals are those necessary to continue to improve the execution of the current programs as well as expand outreach, raise awareness, and impact major community change. 1 Strategic Goal: Students Increase the Student Body Literacy Action will continue to develop, refine, and implement student intake selection criteria. This process will determine which students will benefit most from programmatic offerings. Additionally, new programs such as: English as a Second Language, citizenship, GED, adult basic education in work and school and social service settings, as well as family literacy programming will be considered and crafted to help the organization achieve its strategic goals. Literacy Action will provide technical assistance to other literacy programs throughout the region and the State of Georgia. Action Plan Continue to improve curriculum to meet latest research standards and meet the evolving needs of students Conduct a cost-benefit analysis of program offerings and assess program effectiveness. Modify and expand program offerings where appropriate Define success and a tracking method for measuring it; implement that definition and methodology Update and creatively use technology to reach more students Increase student body through partnership Accountability The primary responsibility for accomplishing this goal falls to the executive leadership of the agency (Executive Director and Director of Programs) along with the Program Team, which includes Lead Teachers, the Academic Support Specialist, the Student Affairs Manager, and others. The staff will work in harmony with the board s Internal Committee to provide oversight, direction, and input on a regular basis. Rationale The student s experience and the student s outcome are the most fundamental drivers of the organization. Literacy Action has set the standard for student-centered adult basic education in the Southeast, and it will continue to build upon that legacy in the next three fiscal years. Ensuring that students receive a warm welcome, a clear and helpful registration and orientation process, a convenient course schedule, exceptional teaching, rigorous testing, diligent preparation, abundant encouragement, fair expectations, and direction on a transition towards employment or post-secondary education are each and in each case a large and important body of work for the organization to undertake. In addition, creating learning environments throughout the region, partnering with extant communities of potential students, maintaining the highest levels of learning technology, and creating new programs to meet varied student needs are all essential, day-to-day efforts of the organization. Ultimately, outcomes fund existence. Since 1968, Literacy Action has achieved results for both individual students and the community as a whole; these outcomes have allowed the organization to adapt and grow to meet the demands of the 21st century a very different context than the time of the organization s founding Strategic Plan Page 6

7 2 Strategic Goal: Awareness Raise Awareness of Adult Low Literacy To achieve maximum community impact, we must continue to raise awareness of functional adult literacy within both public and private sectors. We must continue to advocate for adult literacy at the local, state, and national levels, among elected officials, business leaders, and the general public and cultivate strategic alliances with partner agencies. Action Plan Craft compelling elevator speeches to all stakeholders ensuring consistent messaging Measure and proactively communicate program successes to donors/potential donors on a regular basis Identify and target 20 new professional groups for financial and volunteer support Submit editorials to print publications, seek speaking engagement opportunities Intensify social media efforts and overall web presence Participate, support, and promote public events for gained community exposure Compile a cache of testimonials and PSAs for public relations purposes Execute events that generate measurable awareness Accountability The primary responsibility for accomplishing Goal #2 falls to the executive leadership of the agency (Executive Director and Director of Marketing & Communications) with the proactive support of the External Committee of the Board of Trustees. Rationale One of the major challenges in the field of adult literacy is awareness. The idea that someone cannot read or has trouble learning is not a foreign concept, yet the majority of people take the ability to read and write, the ability to do basic computation, for granted. Literacy and numeracy is very much like the ability to breathe; no one really thinks about what life might be like without air in very much the same way that most people don t consider what life would be like without the ability to read. Raising awareness of the issues related to adult low literacy in the Atlanta region, Georgia, and the United States more broadly is a chief concern of the organization. Proper awareness-building will result in legislative momentum, fundraising success, goodwill, growth in student enrollment, and more people joining in a movement to offer every adult the chance at an education and a fulfilling life. Opportunities for radio, TV, film, Internet, and in-person communication about Literacy Action and its work are essential to awareness-building. The next three years will focus on not only producing exceptional hard-copy and digital material, but it will also focus on earned media opportunities and the training of staff, volunteers, and board leadership in how best to represent Literacy Action and the literacy issues in the community Strategic Plan Page 7

8 3 Strategic Goal: Environment Create an Exceptional Place to Work and Serve Staff members who feel recognized and compensated for their efforts are more productive and efficient in performing the roles necessary to the successful operation of Literacy Action. A proactive and fully engaged Board of Trustees who exercises good governance, maintains fiduciary responsibility, and serves as public ambassadors for Literacy Action are integral to the overall success of the organizational mission. Volunteers who feel helpful, valued, and appreciated are also essential. Equipped, trained, and appreciated volunteers are essential for program effectiveness as well as positive morale. Action Plan Research and develop ways to tie staff performance to compensation Implement a new Board committee structure to enhance governance and streamline the work activities tied to the strategic plan Develop an enhanced volunteer program Raise staff morale in specific and measurable ways Develop a retirement package for all eligible staff Rationale Literacy Action would be nothing without people. It s individuals who teach, lead, administrate, fundraise, orient, counsel, console, encourage, delegate, and inspire co-workers, volunteers, and students to be and do better. To that end, the creation of an exceptional environment is a top priority in this strategic plan. Clear performance goals and regular communication will bias the organization towards results. Merit-based pay increases, competitive compensation packages, proper technology, and a welcoming, supportive, inclusive workplace are all hallmarks of the strategic plan s goals in the next three fiscal years. The organization also insists on environmental stewardship in its spaces always reusing, repurposing, and recycling basic materials for something new. Literacy Action is also energy-conscious, and, whenever possible, it insists on minimal use of electricity, water, and natural gas. The beautification and maintenance of a clean, beautiful learning and working space is a key goal, too. The Board of Trustees contribute greatly to the Environment strategic goal, and the body has many short- and long-term goals it must diligently work on to make sure its efforts are effective and results-oriented as well. Accountability The primary responsibility for accomplishing Goal #3 is shared by the Executive Director, the Board s Internal Committee, the Controller, and outside consultants and contractors, as needed Strategic Plan Page 8

9 4 Strategic Goal: Resources Rationale Increase Revenue by 150% Over the next three years, Literacy Action will continue to identify and target additional revenue sources. Evaluate and develop metrics to determine donor retention rates and work to improve those rates. Action Plan Design an endowment campaign Board members to Get Five introduction meetings with executives, foundation colleagues, public groups, etc. Secure additional funding commitments Identify sustainable revenue (i.e. grants, government funding, etc.) that can be counted on annually Accountability The primary responsibility for accomplishing Goal #4 falls to the executive leadership of the agency (Executive Director and Director of Development) supported by both the External and Internal committees of the board. The staff will work in harmony with the Internal Committee to provide regular oversight. If there is no money, then there is no mission. To support and enhance growth of the organization, Literacy Action requires a specific level of financial commitment from the community. At present, the organization has no revenue-generating activities though those will be explored in depth during the course of this strategic plan and therefore must continually remind the community of its critical work and impact. Investment in Literacy Action is an active process of daily communication and relationshipbuilding. Proper reporting on the community s investments is also essential. A resource development plan the annual work plan of this specific strategic goal most closely resembles a patchwork quilt: there are many diverse pieces that, when woven together, make a whole far greater than the sum of its parts. Literacy Action doesn t depend on one donor or substantial governmental support, but donations of $25, $100, even $5,000 and $10,000, to make up the budget that supports the day-to-day work. Generosity fuels our efforts. Engaging the Board of Trustees in the regular cultivation, solicitation, and stewardship is necessary, as is hiring and training the proper staff to do this challenging work. Fundraising is very much a sales job, and Literacy Action will continue to share its story and communicate its results everyone is confident that, with stories and quantifiable results, the sales-job will be simpler and more compelling Strategic Plan Page 9

10 SEQUENCING The strategic plan calls for more than 30 major tasks to be accomplished in order to reach aspirational goals. Some tasks come first, others later, some are on-going. The importance of sequencing cannot be understated. The below sequencing is a brief outline of the order of some important tasks; the sequence is also organized by agreed-upon themes for the organization. Strategic Theme Strengthen Strategic Theme Grow Strategic Theme Sustain Forge partnerships Expand headquarters Hire right staff and more teachers Upgrade communications Strengthen finances Improve staff training, development, and benefits New program areas Increase revenue 38% Scale current programming New partnerships Enhanced media presence Signature event Endowment campaign Evaluate new efforts Establish sustainable revenue streams Begin new strategic planning process Increase revenue 28% Conclude endowment campaign Implement an ESL program Strategic Plan Page 10

11 STRATEGIC PLANNING TEAM Dr. Christopher Miller Southern Company - VP Employee Relations & Associate General Counsel Melanee Haywood Delta Air Lines, Inc. - Managing Director, Information Technology James Rodgers J.O. Rodgers & Associates, Inc. - Owner E. Lee Morris, III Stevens & Wilkinson - General Counsel & CFO Jennifer Bennecke Junior League of Atlanta - President Althea Broughton Arnall Golden Gregory, LLP - Partner Ray Cirone Deloitte Tax, LLP - Senior Manager, Global Transfer Pricing Austin Dickson Literacy Action - Executive Director Lawrence Gardner Human Resource Dimensions, Inc. - Vice President Olivia Greene Literacy Action - Development Associate Ryan Hall Literacy Action - Director of Programs David Hooker First Congregational Church, Atlanta - Associate Pastor Donna Krache Turner Broadcasting System, Inc. - Executive Producer, CNN Student News Brian Lay Ernst & Young - Executive Director, Advisory Services Group Brandon Marzo Troutman Sanders, LLP - Partner Addison Meriwether Cushman & Wakefield of Georgia - Director Kara Miller Walmart - Talent Management, Eastern Business Unit Dr. Ruth Parker Emory University - Professor of Medicine David Peterson The North Highland Company - Chairman Emeritus June Rich Gwinnett Medical Center - Records Management Director John Riordan KPMG - Partner, Audit Practice JaKathryn Ross Georgia-Pacific, LLC - Director, Community Affairs Danielle Rutland Southern Company Human Resources Consultant Sumeet Sanghani Xerox Corporation - Supply Chain Director Lesley Solomon Alston & Bird, LLP - Partner Peter Stewart BNY Mellon - Senior Business Development Associate Leon J. Trum, III PwC - Director and Market Sales & Marketing Leader Calvin Wright ThyssenKrupp Elevator - Executive Vice President for Human Resources Strategic Plan Page 11

12 100 Edgewood Avenue, NE, Suite 650 Atlanta, Georgia Thanks to PwC LLP for its generous contribution to this plan.