Passion Impact Strategic Plan

2019 - 2020 Theme: Connecting the Dots

Table of Contents

Definitions        3

Overall        3

Objective 1: Develop relevant programs        4

Objective 2: Build mechanisms to support expansion        6

Objective 3: Hire and integrate essential staff        6

Objective 4: Create meaningful engagement points        7

Objective 5: Develop and grow sustainable revenue        8

Quantitative Key Performance Indicators        9

Conclusion        9

Executive Summary

Since January 29, Passion Impact has followed our first 6-month Strategic Plan which guided our team to create functional databases to monitor our finances and the relationships we hold with donors, foundations, nonprofit partners, teachers and staff, and students. In addition, our focus was redirected by students to provide volunteer opportunities in an easily accessible manner to students. We built stronger relationships with our partners while intentionally adding new organizations that focus on serving the environment and children & youth.

Now that Passion Impact’s foundational structure is ready to be built upon, the 2019-20 year will be engaging students through the connection of a growing network of partners, their class curriculum, and the careers that students could shape to their passions. In order to grow sustainably taking into account a small and growing capacity, we have established a one-year Strategic Plan that is idealistic in nature and checked by the realistic perspective. 12 volunteers including students previously in programs, Board members, committee members, and staff spent an entire day revising our path for the next year. From this, we developed committee charters, volunteer needs, a development plan, and a realistic set of stepping stones, with opportunity for flexibility, to advance Passion Impact’s mission.

The following document will help guide you through our vision for the next year, the objectives that we are setting out to achieve, and how we plan to measure our success. The students that we serve and plan to serve over the next year are in need of our services more than ever with the immense lack of engagement in classrooms, in personal growth, and in self-empowerment. Passion Impact is determined to empower and engage students in ways that connect their classroom to careers through volunteerism and the reflections that tie their experiences back to actionable epiphanies.

Guiding Compass

Mission

To engage youth in a lifelong exploration of career development through volunteerism and education.

Passion Impact Values

Curiosity - Connections - Growth - Joy

Vision Statement

Passion Impact sees a world where youth claim community engagement as a tool of connectivity, curiosity, growth and joy. PI connects you to community-based organizations that need you as much as you need them.

2019-20 STRATEGIC IMPERATIVES

1. Develop relevant programs

2. Build mechanisms to support expansion

3. Hire and integrate essential staff

4. Create meaningful engagement points

5. Develop and grow sustainable revenue

2019-20 KEY OBJECTIVES

Engage students in effective and sustainable programs

Establish mutualistic partnerships for programs

Intentionally recruit effective and committed staff members

Design volunteering to be easy, fun, and accessible

Define diversified and sustainable revenue sources

Connect classroom curriculum with service learning and careers toward reciprocal relationships

Strengthen and integrate partnerships from all over Portland

Offer professional growth development opportunities

Define volunteering tiers for each committee

Create solidified development plan

Create and implement full evaluative measures for each program

Recognize each staff members' contribution throughout PI

Recognize students, community volunteers, donors, and partners for their impacts

Build scalable sponsorship plan

**Colors of the above Strategic Imperatives correlate to the text of each below.**

Definitions        

AVID        Advancement Via Individual Determination

CTE        Career technical education

CCE        Center for Credentialing and Education

ACE        Advocate for Community Engagement

MOU        Memorandum of Understanding

PPS        Portland Public Schools

PCC        Portland Community College

PTE        Part time employee
FHS        Franklin High School

MHS        Madison High School

RHS        Roosevelt High School

JHS        Jefferson High School

Overall

Who we serve

PI serves all youth between the ages of 14 and 24 in the Portland city limits. Serving students in high school and at community college are our first priorities, especially students of color and students who receive free or reduced lunch. We define serving as empowering and engaging students in our focus areas to become independent community contributors who earn living wages and are passionate about the gifts they offer their communities.

Where we work

We established our roots in Portland due to the myriad of nonprofits. It so happens that there is an incredible need for social justice reform which is echoed by a crumbling education system in need of classroom engagement. PI is focused on building our strongest relationships with partners in Portland Public Schools by serving the students in SUN and Title 1 schools. We aspire to serve students across the world in a collective action movement that inspires generations of community members to chase their passions through service.

What defines our success?

We envision students applying the skills they learn through service to chase educational paths that lead them to passionate careers. Over the long-term, we will prepare youth to be powerful community leaders who intentionally chase their passions to better the lives of those around them. We will measure success against the number of youth who see improvement in the following five outcomes:

Mission

We engage youth in a lifelong exploration of career development through volunteerism and education.

Vision

PI sees a world where youth claim community engagement as a tool of connectivity, curiosity, growth and joy. We connect youth to community-based organizations that need youth as much as youth need them.

Values

Curiosity

Search for ways to continuously make your community and yourself better.

Connections

Recognize inherent and possible ways to collaborate with others.

Growth

Understand how to feed your gift of giving that will make your impact more meaningful.

Joy

Sustained sense of satisfaction in knowing that your efforts are meant to better your community.

Strategic Objectives

In order to improve and grow our service in Portland over the next year, we have developed the following strategic objectives:

  1. Develop relevant programs
  2. Build mechanisms to support expansion
  3. Hire and integrate essential staff
  4. Create meaningful engagement points
  5. Develop and grow sustainable revenue

Objective 1: Develop relevant programs

Why this objective?

Youth of this generation find it hard to commit to a specific activity for an extended period of time unless it’s one in which they empirically believe - or if they are compelled to by an outside force. We believe students should lead the designing of our programs coupled with mentorship to provide a platform for their peers to adopt that takes into consideration a future about which they may not completely understand.

What would we like to achieve and how will it be accomplished?

We want to develop relevance in programs in three ways:

  1. Engage students in effective and sustainable programs - We will engage and empower students as leaders to make decisions where tangible benefits to their community can be felt. Students in high school will lead their HS Club and those at PCC will train ACEs that then connect high school to the next PI steps in college. Students will be asked to reflect on the effectiveness of their programs in order to improve them until they see consistency in their impact on their community.
  2. Connect classroom curriculum with service learning and careers toward reciprocal relationships - We will partner with AVID, CTE, and CCE classes to connect the curriculum in the classroom to volunteer events in the community during class. This intentional use of class time for service will be used to actively reflect on the experiences and how they relate to educational and career aspirations.
  3. Create and implement full evaluative measures for each program - We restructured our focus to providing and connecting students with volunteer events and will take this year to understand what students value about their experiences. We will establish a more comprehensive evaluation plan that incorporates the quantitative measures that we hope to achieve and also the qualitative measures that we discover this year. 

How will we measure success?


Objective 2: Build mechanisms to support expansion

Why this objective?

Of the plethora of Portland nonprofits, students have continually expressed their top issue areas interests to be: environment; children & youth; animals; and houselessness. But, not all students find value in giving their time to these causes. We want to expand our presence in Portland to reach students at other schools as well as the nonprofits close to those schools. Expansion will open up connections across the city for all Portland students to find a cause about which to be passionate despite it not being in their neighborhood.

What would we like to achieve and how will it be accomplished?

We want to build mechanisms to support expansion in three ways:

  1. Establish mutualistic partnerships for programs - We will continue to create and maintain relationships with nonprofit, business, and educational partners that are beneficial for all constituents. Inviting nonprofits to partner with students opens up a base of potentially passionate volunteers who can pour themselves into the nonprofit’s mission starting at an early age. Inviting business partners to volunteer alongside students to benefit our nonprofit partners builds connections with students that prompt them to reflect on their education and career aspirations. Furthermore, it gives businesses the chance to understand their communities and potentially recruit students employees. Strengthening our relationships with schools and classrooms establishes the benefit students in engaged application of the education which, in turn, has the potential to lead to better attendance and greater graduation rates.
  2. Strengthen and integrate partnerships from all over Portland - As we stretch our wings and begin to implement programs in other schools, it will be vital to have existing relationships in those areas. We hope to connect with nonprofits, businesses, teachers, and staff in areas of the city where students who we serve are more prone to live. This includes the neighborhoods where students feed into MHS, RHS, and JHS.

How will we measure success?


Objective 3: Hire and integrate essential staff

Why this objective?

PI’s internal capacity is all volunteer and can only last as long as those contributing are willing to invest their personal time into the mission. We are invested in growing our mission to serve students in a greater capacity. In order to accomplish this, we need staff whose complete focus on our mission supports them their professional and their personal goals.  

What would we like to achieve and how will it be accomplished?

We want to hire and integrate staff in three ways:

  1. Intentionally recruit effective and committed staff members - Prior experience will be necessary to understand if a new hire is a good fit for the job. However, the relative ability to build relationships with the organizations with whom PI currently partners and wants to partner is more important. Committed staff members are extremely important and sought after due to the high cost and resource attention to the constant turnover. The Hiring Committee will research ways to appropriately publicize positions, recruit individuals, and promote a healthy and fun internal culture.
  2. Offer professional growth development opportunities - Produce a professional development plan at the date of hiring with personal and professional goals. Actively inquire about research updates that have resulted in additional professional development opportunities. Check in quarterly on how professional development activities have influenced their personal and professional goals. 
  3. Recognize each staff members' contribution throughout PI - Specify the small and large successes of each staff member in meetings, emails, and on social media when appropriate.

How will we measure success?


Objective 4: Create meaningful engagement points

Why this objective?

Each volunteer, whether directly serving students, or indirectly supporting the mission through capacity building deserves to feel that their time and efforts and meaningful.

What would we like to achieve and how will it be accomplished?

We want to create meaningful engagement points in three ways:

  1. Design volunteering to be easy, fun, and accessible - We want to keep “designing for the fringes” in perspective by focusing on designing all volunteer opportunities to be intriguing to youth. This means that they need to be easy to locate and attend, have fun activities attached or are inherently fun, and to be challenging enough to where volunteers are not discouraged from attending.
  2. Define volunteering tiers for each committee - The leveling of commitment to volunteer opportunities will make it easier for larger swaths of individuals and groups to join in volunteering with PI. This guide will be helpful for the committee to use as they discover and pinpoint their volunteer needs.
  3. Recognize students, community volunteers, donors, and partners for their impacts - Produce consistent methods of recognizing each constituent for their service in a way that praises them in public.

How will we measure success?


Objective 5: Develop and grow sustainable revenue

Why this objective?

Sustainable revenue will support the effectiveness of our first objective - develop relevant programs. We will be able to hire the right people to support and grow the organization in a way where their agency provides capacity and inspiration for others to live the PI mission. The more ways that PI can source funds, the better chances there are of acquiring new volunteers who can help connect students to their educational and career aspirations.

What would we like to achieve and how will it be accomplished?

  1. Define diversified and sustainable revenue sources - By producing a list of revenue sources, we will build our reservoir of support for as well as relationships in areas that hold long-term mutual benefits.
  2. Create solidified development plan - A development plan that supports the organization this year will provide a basic form of sustainability on which to build for 2020-2021. This will require using multiple revenue sources and constructing a calendar that will guide a growing team of volunteers.
  3. Build scalable sponsorship plan - Our main partners will be with schools and businesses who desire to accept and hire the students we serve, so we will build an avenue for them to support our programs and to highlight them.

How will we measure success?


Quantitative Key Performance Indicators

KPIs 2019-20

October 1, 2019

January 1, 2020

March 3, 2020

June 30, 2020

#

Overall KPI

Sub-KPI

Current

Goal

Actual

Goal

Actual

Goal

Actual

Goal

Actual

1a

# of Members in GivePulse Groups

Passion Impact

143

200

225

250

275

1b

PI: Franklin High School

94

200

300

400

500

1c

Volunteers

8

20

30

40

50

1d

PI: Madison

0

20

30

40

50

1e

PI: PCC

9

25

40

60

100

1f

Catalyst

12

50

100

150

200

2

# of students who submit at least 1 impact on GP within the fiscal year

35

25

70

100

150

3a

Average # of hours volunteering per volunteer on GivePulse per year

Student

11

2.5

5

7.5

10

3b

Adult

73

10

20

30

40

4

# of Overall Hours on PI GivePulse

6278

2500

5000

7500

10000

5

# of non-student volunteers onboarded per year

20

10

20

30

40

6

# of ACEs

2

7

7

12

12

7

# of blogs written by students

4

15

20

30

40

8

# of companies volunteering with PI

2

4

8

12

15

9

# of total annual interns

0

5

5

5

12

10a

# of Nonprofit partners on GivePulse

High School

10

15

19

22

25

10b

Overall

18

25

26

28

30

11

Annual # of total Nonprofit events on GivePulse

24

30

75

110

150

12

# of classroom partners

4

4

6

8

10

Conclusion

Five years of service performed by over 200 volunteers has provided us the opportunity to restructure PI. This Strategic Plan is approved by volunteers who are actively working to make its vision a reality and will be printed, posted, and distributed. We are excited to take on this challenge of 2019-20 and to prove to the youth we serve that their education, careers, and passions are important to our global community.

Thank you for reading. Please direct any questions or comments to connect@passionimpact.org or (503) 912-4241.

Your Passion Impact Friends!

Passion Impact

5106 SE Powell Blvd. Portland, OR 97206

www.passionimpact.org