Social Impact Exchange Contribution Center. Include a multi-year plan (minimum 2-3 year projections) that shows the following:

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1 The organization's growth plan/business plan/scaling plan: Include a multi-year plan (minimum 2-3 year projections) that shows the following: 1) Growth and outcome targets and strategies Growth Targets: Increasing the number of girls served annually Increasing the number of local councils nationally Strengthening existing councils to enhance organizational growth Growth Strategies: Hire professional staff to oversee program development and evaluation o Director of Professional Development; for council ED s ongoing leadership development o Director of Programming; to expand curriculum o VP of Council Operations; to oversee the formal growth strategy i.e. metrics, milestones, guideposts for councils, proactive development Develop and implement communications strategy that elevates connectedness between GOTRI and councils o Investing in technology o Develop toolkits and resources that support marketing, fundraising and public relations for councils Create and communicate growth model that educates and prepares councils for scalability of program delivery 2) Interim goals # of Girls Served: % of Growth: # of Councils: % of Growth: ,572 15% 214 8% ,358 15% 231 8% ,262 15% 250 8%

2 3) Operational plans Strategic Priorities Advance Operational Excellence Key Objective 1: Implement process improvement initiatives Assess data collection requirements to simplify the process Utilize Sphere more effectively in reporting Improve transparency of GOTRI collected data and distribution of data to councils Standardize forms and council identification system to be clear and consistent Develop formal plan to best communicate process improvements Assign champions for all projects with action items, deadlines and documentation to ensure leadership, communication and accountability Implement efficient and effective procedures and processes that are informed by relevant policies that reflect our goal to serve councils in a responsive and respectful way Ensure connectedness between content of Operations Manual and Council Resource Page Develop council metrics system and establish criteria to define and measure council success Key Objective 2: Develop Proactive Risk Management Strategies Differentiate between Recommendations vs. Requirements Ensure enhanced auditing and proactive oversight of GOTRI Membership Agreement requirements and policies (specifically regarding group size, coach CPR certifications and background checks) Elevate proactive oversight of trademark and copyright infringements Develop and disseminate council board policies Develop formal GOTRI procedures for staff transitions Create proactive project plan to implement risk management policies as a result of specific situations Key Objective 3: Enhance Communication Tools to Ensure Brand Integrity Revise logo guidelines and brand identity standards to ensure consistency with long term branding goals Develop media kit that showcases GOTR brand Engage councils in emphasizing the bigger picture of what the GOTR brand represents Enhance communication of the breadth and depth of national organization and our collective unity Develop oversight plan to audit council marketing materials and websites Key Objective 4: Utilize and Leverage Technology Assets to Enhance Outcomes Assess data to determine best practices that ensure council scalability and sustainability Establish IT protocols and implement formal training plan

3 Explore IT products and cloud computing opportunities to determine most viable solution Formalize data storage requirements of GOTRI Utilize data and technology to enhance project management in key areas (i.e. council growth, organizational goals and objectives, Summit, training, fundraising events) Key Objective 5: Research, Document and Initiate Financial Management Best Practices Secure most advantageous preferred vendor relationships to benefit collective organization Conduct analysis of financial management products that effectively integrate with Sphere Develop and disseminate council wide financial templates Document formal financial policies and procedures for councils Key Objective 6: Create and Implement board development strategy that elevates engagement of volunteer members Determine and establish relevant board task forces and/or committees that can support staff efforts in key areas Develop policies and procedures to ensure board is functioning at highest level Create a culture of philanthropy within the Board Refine Fundraising Strategy to Increase Contributed Income Key Objective 1: Elevate national outcomes by building a nuanced case for support and refining benefits Elevate national sponsor relationships through improved tracking, activation, formal communications, and increased council input Identify, cultivate and engage GOTRI board members to further support corporate sponsorships and national grants Improve prospective sponsor cultivation collateral to better illustrate Return on Investment (ROI) Compile creative activation ideas to further engage sponsors at the local level Identify new and expanded opportunities for special promotions (i.e. social media, one time promotions, non profit charitable partnerships) Create and market multiple opportunities for sponsorship (i.e. Summit, 5k sampling, event sponsorships) Customize and individualize national sponsor appreciation Enhance opportunities for interactions between national sponsors (i.e. sponsor town hall meeting at Summit) Key Objective 2: Apply for national grants with a focus on corporate foundations and federal initiatives around women, health and fitness Conduct research with an emphasis on women's initiatives, health and wellness Apply for national grants that provide operational funding for GOTRI or pass through funding/support for councils Build national partnerships (i.e. sororities, women's clubs) that provide support for councils through volunteerism and fundraising

4 Key Objective 3: Formalize local and national sponsorship policies and develop structured incentive for councils who initiate national sponsor relationships Formalize national and local sponsorship categories and parameters to provide clear and concise guidelines Ensure councils that cultivate national sponsorships receive elevated sponsor benefits at the local level Key Objective 4: Invest resources to marketing and social media campaigns to enhance fundraising awareness Utilize social media to build "heartfelt connectors" for both GOTRI and councils Strengthen GOTRI case for support document Develop engaging and meaningful content in fundraising collateral materials for both GOTRI and councils Provide "fundraising in a box" kit for councils with focus on individual donors and local grants to boost council contributed income Create and distribute quarterly inspirational newsletter for GOTRI/council donors, sponsors and volunteers Key Objective 5: Seek relevant certifications and endorsements that acknowledge our efficacy and credibility Research and secure relevant certifications and endorsements to document sound organizational fundraising practices Utilize evaluation results to communicate program efficacy to potential contributors Strengthen Program Development and Evaluation Key Objective 1: Hire professional staff to oversee program development and evaluation Develop, pilot and release additional 3rd 5th grade curricula Develop and pilot 3rd 5th grade summer program Formalize 5k policies to ensure the focus remains on celebrating the girls and that the 5k remains an integral part of the curriculum and in alignment with core values Key Objective 2: Develop program progression plan to keep girls engaged throughout life Enhance communication between spring and fall seasons with girls, parents and coaches Poll councils to determine ways to engage alumni Formally track first time and repeat participant data Key Objective 3: Conduct assessment of "Girls on Track" to determine viability for middle school delivery Determine solution to brand confusion surrounding 'Girls on Track' name Assess councils and participants to determine if updated program structure needs to be created for middle school Key Objective 4: Formalize Junior Coach Program/Service Project Model for High School Girls Assess existing best practices to formalize future opportunities for 9th 12th grade girls

5 Assess viability of building a Girls on the Run High School Community Service Program Key Objective 5: Elevate volunteers' and parents' awareness of core values and program goals Improve national coach training resources, policies and auditing Heighten communication of GOTR purpose and values with coaches Formalize running buddy program and policies Monitor effectiveness of Grown up Guide to determine if more in depth communication is needed to convey mission and vision Determine most cost effective method for distribution of the Grown up Guide to councils Key Objective 6: Invest resources and provide templates to ensure national and local research is conducted Develop local evaluation guidelines and revised application process for councils interested in conducting research Develop resources for councils to obtain academic consulting support when conducting local research Seek National Institute for Health (NIH) funding for national program evaluation Determine viability of conducting longitudinal evaluation of former participants Develop system to review, compile and disseminate relevant data to all councils Enhance Council Support Key Objective 1: Expand and enhance professional development opportunities and resources Design and conduct resource analysis to assess existing council expertise and available resources within the organization Restructure and implement national council director training program Enhance and develop onsite and web based training to provide interactive opportunities for councils Elevate professional development opportunities at Summit that address the needs of all councils in their life cycle Create informative best practice guides for councils to operate more efficiently and effectively Key Objective 2: Develop and implement communications strategy that elevates connectedness between GOTRI and councils Improve council resource page to provide a well structured tool for councils to access relevant and current information, templates and best practices Communicate long term organizational objectives with key stakeholders in a timely manner Assess potential development of council management system that delineates GOTRI staff to structure support for councils Develop formal system to facilitate councils' communication with one another Research and initiate online communication platform for councils moderated by GOTRI Develop council mentoring strategy to connect councils based on life cycle or a specified council need

6 Provide enhanced legal consultation to councils Utilize customer relationship management system and other smart tools to enhance communication Engage councils to assess value of information sent from GOTRI to prioritize and simplify distribution Key Objective 3: Create and communicate growth model that educates and prepares councils for scalability of program delivery Cultivate connectedness through marketing and public relations to recognize and celebrate brand identity Develop marketing and public relations tool kits for councils Engage experts in product licensing to develop a merchandise strategy that protects the brand and maximizes revenue and awareness for both GOTRI and councils Provide council website and social media guidance and support Key Objective 4: Refine and expand templates that reflect best practices and heighten brand identity Establish process to effectively connect councils based on specific criteria (i.e. geography, size, demographics, council type) Develop council growth strategy with 1/3/5 year models Identify relevant benchmarks for council operational milestones (i.e. best practices in adding staff, addressing salaries, obtaining office space, expansion) Develop resources and tools that strategically align councils in close geographical proximity to one another Develop growth action plan for underperforming councils Key Objective 5: Develop initiatives that recognize council excellence in order to collect, showcase and disseminate best practices Create additional recognition vehicles and awards to celebrate exceptional council work while collecting best practices throughout the year Develop diverse support plan that acknowledges council needs at various stages of organizational development Engage high performing councils to pilot new initiatives

7 4) Current sources of revenues (include percentages and amount by source type)

8 5) Projected Revenue/Costs INCOME Earned Income: Projected Operational Budget July 1, 2012 June 30, GOTRI 767, GOTRI 882, GOTRI 1,014,928 Program fees Training and professional development events 134, , ,338 Merchandise sales 348, , ,362 Total earned income 1,250,382 1,437,939 1,653,628 Contributed Income: Sponsorships 492, , ,925 Contributions and donations 260, , ,600 Total contributed income 752, , ,525 Total Income 2,002,882 2,265,689 2,564,153 EXPENSES Salaries and benefits 991,264 1,139,953 1,310,947 Office expense 37,558 40,000 43,000 Occupancy expense 56,267 60,000 65,000 Technology 52,970 55,000 58,000 Operations 105, , ,859 Professional services 156, , ,743

9 Insurance 23,761 26,137 28,750 Travel and entertainment 81,500 85,000 90,000 Summit 139, , ,000 Council program services 76,860 80,000 85,000 Grants and scholarships 110, , ,939 Council program materials 248, , ,760 Fundraising 7,500 8,500 10,000 Contingency 10,000 12,000 15,000 Total expenses 2,097,286 2,315,421 2,567,998 Operating profit (loss) (94,404) (49,732) (3,845) 6) Capital Requirements: 400,000 Capacity Building and Scaling; hire two key staff Expanded office requirements to accommodate additional staffing which will facilitate strategic plan fulfillment 7) Risk factors and contingency plans for the organization's growth plan, if capital is not fully raised Risk Factors: National economic downturn Councils can t sustain program growth Loss of appropriate control of program delivery from councils Contingency Plan: Capital expenditures will be phased in as revenue increases

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