YAB Milestone Guide & Marker (SHARED)

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1		YOUTH ACTION BOARD MILESTONE GUIDE
2		YOUTH ACTION BOARD MILESTONE GUIDE
3		www.RindandReason.com ©2025 Lauren Leonardis, Rind and Reason Consulting, LLC. All Rights Reserved. Document may be reproduced with credit to the author. FOR INFORMATION ABOUT USE OF THIS DOCUMENT, SEE OVERVIEW HERE: The YAB Milestone Guide Overview
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5	Phase One: Foundations and Guardrails
6	Milestone	Best Practice	Could be improved	Must be improved	Needed
7	Capacity Mapping	The community has mapped out their capacity and has a clear understanding of the time (such as support staff hours) and money able to be invested into the YAB. The community is focused on creating a quality youth leadership and engagement experience, rather than on the quantity of young people they can get into the YAB, and as a result has set clear limits for the capacity they can commit. The community recognizes the need to be realistic, and is not trying to overcommit by squeezing more YAB members or YAB projects in where they don't have the ability to support. If there are existing YAB members, the community is transparent with them about the capacity even when it is difficult.	The community has discovered through capacity mapping that they need to cut back significantly on what they had planned the YAB. The community is working towards correcting structural problems related to capacity and has a clear plan to reach the best practice standard within the next 6 months. If there are existing YAB members, they are helping to plan the needed transitions in thoughtful and intentional ways.	The community has done only budgeting, and has not also looked at the capacity needed from support staff hours - OR the reverse. Community may have enough money for the existing YAB structure, but may not have enough time to support the existing YAB structure - OR the reverse. If there are existing YAB members, the community has not been transparent with them about capacity limitations (in part because the community doesnt even know them).	There is no capacity mapping done, OR the community is overcommitting both in time and money in ways that are detrimental to YAB members.
8	Support Staff	The community has identified or hired a full time person who can support the YAB and youth homelessness initiatives. This person understands important issues around youth homelessness, how to be a good advocate, and how to create a space that ensures YAB members feel welcomed to participate. This person has experience and is skilled in program management, supervision/support, project planning, and is capable of initiating work independently. Support staff have enough time to dedicate to supporting least 4 YAB members in leadership roles needs, and more if the community desired a larger YAB. YAB members feel well supported. The YAB gets along well with this person and trusts them.	The community has identified or hired a person who can dedicate at least 15-20 hours to support the YAB. This person is learning about important issues around youth homelessness, how to be a good advocate, and how to create a space that ensures YAB members feel welcomed to participate. This person has some experience in program management, supervision/support, project planning, and is usually capable of initiating work independently. They are being supported and trained in all areas they need to grow in, and the community has a clear plan in place for how to step in if this person seems unable to hold the responsibilities in their support staff role. Support staff has just enough time to dedicate to 4 YAB members in leadership roles needs, usually YAB members feel supported but there are occasional gaps. Support staff don't have time to support more than the 4 leadership roles. The YAB generally gets along well with this person and is building trust.	The community hired someone who does not have experience in progtram management, supervision/support, project planning, or initiating work. This person feels unsupported and does not know how to support the YAB because they still need support themselves. The community has no plan in place to provide training or support to help the YABs support person hold their responsibilities when they are unable to (likely due to a lack of capacity). The YAB does not trust the staff support. YAB members are unsupported, and often need to figure things out by themselves.	There is not a clear support or contact person for the YAB. OR The community has a point of contact for the YAB, but that person does not provide any supportive role due to a lack of hours availible, or to not seeing that as their role for the YAB.
9	Funding	The community has enough funding to support a minimum of 4 active YAB members in leadership roles sustainably for at least 2 years. They have outlined an actionable plan to expand membership (if they'd like to) when additional funding is secured, to secure funding beyond 2 years, and to increase funding for non-HUD funded YAB selected projects. The host program of the YAB has set up a way for the YAB to be able to accept donations through fundraising, and the YAB has the ability to plan fundraising events with support from community partners. The local government (CoC, city departments, etc) partners are proactive in seeking additional funding opportunities for the YAB, and are providing support in grant writing. YAB members are trained in how to identify applicable grants, and how to write grant applications effectively.	The community has enough funding to support 4 active YAB members in leadership roles for 1 - 2 years. They have a plan outlined to secure additional funding but it may need to be revised to be more actionable, or they may need to gain more community partners.	The community does not have enough money to support a minimum of 4 active YAB members in leadership roles sustainibly for 1 year. They have a vague idea about how to secure additional funding but have not organized themselves around taking action.	Community has not prioritized YAB funding. Community has set aside some money, but the amount is insignificant. Community does not have an understanding of how how much funding is an adequate amount. No long term funding established or identified.
10	Budget & Fiscal Management	Support staff and funders are transparent about where funding comes from, what restrictions or limitations there may be, and are clear about who has the final say over decisions. When possible, support staff collaborate on budget decision making with the YAB. There is a clearly outlined process for how and when YAB can participate in budget decisions. Support staff, funders, and YAB are comfortable enough with each other that it does not create tension when partners need to say "no" to YAB's budget related requests, because YAB members understand fully where the decision came from and why. YAB members also feel comfortable and supported in making requests and collaborating on ideas. Support staff has identified and provided workshops or training sessions to educate YAB members about budgeting, financial management, and the organization's funding sources. They are consistently empowering youth to understand the budget process and make informed decisions. The YAB budget is clearly outlined in writing, and is accessible to the YAB. The budget includes an itemized breakdown of all YAB expenses, including compensation, food, supplies, technology, transportation, and coverage for conference travel or other events, and more. The cap for YAB membership, and all other line items, is set at a sustainable number that the budget can support. The YAB does not plan to do work outside of its budget. The community has outlined an "ideal wishlist budget" to use to ask for funders support, this wishlist budget outlines how much funding would be needed to better support the YABs goals, projects, and membership.	The best practice standard for the budget is mostly met, except: Support staff are still working to identify and provided workshops or training sessions to educate YAB members about budgeting, financial management, and the organization's funding sources. Support staff, funders, and YAB are actively working towards and making progress in feeling comfortable enough with each other to be transparent and understanding in budget decisions, requests, and collaboration. There is not yet an "ideal wishlist budget" to use to ask for funders support.	The budget does not include all the expenses nessesary to functionally support a YAB. Documents related to budget and fiscal management are not written in a way that is youth friendly, and/or YAB members were not even aware that they existed. There is tension stemming from past or recent events and a lack of trust between YAB and partners related to budget and fiscal management. Community has (with the best intentions) told the YAB to manage the budget themselves. The YAB is expected to create their own budget without support. YAB has not had sufficient training or access to transparent information.	The organization has not outline or specified the budget to support YAB. The budget is not in writing and the YAB is not aware of the expenses and gaps. Community is not collaborating with YAB to review and monitor the funding.
11	Compensation	YAB members who are being asked to hold any responsibilities: Are hired on as staff with w2’s. They are receiving an appropriate rate that is in alignment with local living/thriving wages. OR If the community chooses to work with YAB as consultants/1099s, they meet the local legal definition of contract workers. They are receiving appropriate fully loaded rates for contract workers of at minimum $75/hr. https://www.irs.gov/newsroom/worker-classification-101-employee-or-independent-contractor YAB members or other young people who act only in an advisory capacity: Receive adequate stipend payments that value their time Are making under $600/year Are not being asked to hold any leadership responsibilities that would require training or support In all cases, YAB members have the ability to inform the compensation process to the extent that it's still within legal regulations. They have received training to better understand different income types and tax implications, and have transparent access to information about how to file a claim with the IRS if they believe they have been improperly classified. Additionally, the community has a plan in place for how to involve young people who cannot participate as staff or as consultants for any reasons (such as gathering input through surveys or focus groups outside of YAB membership). Compensation guidelines are clearly written and accessible to YAB members, and partners ensure that young people fully understand and consent to the compensation method before moving forward with YAB participation.	Compensation guidelines meet all best practice standards, except: Community may not have the budget or capacity to compensate a larger amount of YAB members if they desired to. Community may not have a plan in place to engage young people who can not be paid as employees or contractors due to capacity restraints.	YAB compensation guidelines may be in writing but are outdated. YAB members are recieving compensation, but it is not a clear consistent process. YAB members have not been trained to understand different payment types and tax implications, and therefore have not given informed consent to the payment type they are recieving. Compensation rates are not appropriate, whether that is because the whole YAB is being underpaid or because there are major discrepencies in the rate of payment between YAB members or something else.	YAB is not getting paid, or is going long gaps without consistent payment. The compensation method violates local or federal tax laws. No compensation guidelines have been written. YAB has recieved no training related to compensation.
12	Purpose	The community has clearly defined the purpose of the YAB and its work. This statement includes why community partners initially started the YAB, what role it is intended to serve in the community, and what the goal impact/outcomes are. The community has considered goals and impact both for the community overall and for the individual young people participating as YAB members, and has defined positive outcomes for both. The purpose statement is clearly different and separate from the YABs own mission, vision, and values - the purpose statement defines what the container is that the YAB lives within. YAB staff are informed of the purpose, and are able to be transparent with the YAB about what is and is not within their scope. YAB members understand the intended purpose of the YAB, and feel good about it. When the YAB is interested in projects outside of its purpose and scope, support staff are able to provide clear and intentional answers about what the YAB currently can or cant do, and when possible are capable of helping the YAB identify ways to reach goals outside the current scope.	The community meets the best bractice standard for the YAB purpose statement, except: YAB support staff do not always have the capacity to support YAB in meeting desired goals outside the YABs intended purpose.	The community may not have the purpose written down, but is able to verbally explain it. Community partners, YAB members, and support staff do not have one shared understanding of the YABs purpose. Community has only considered goals and impacts for the community, and not for individual YAB members. Community may have a purpose written down, but the support staff and YAB have not been informed of this purpose - and therefore are not able to align the YABs work within the intended purpose. The support staff are not transparent that the YAB has an intended purpose or what it is, and so the YAB is misinformed about what it can do - and often comes up with big exciting ideas only to be told no.	The community is unsure of what the YABs purpose is, and/or does not see a value or purpose in having a YAB.
13	Roles, Rights, & Responsibilities (YAB Governance Structure)	The Roles Rights & Responsibilities (RRR) document includes the roles, rights, and responsibilities for all of the following: YAB members (including any distinctions between types of member roles, such as “general” and “leadership or core” members), YAB support staff (adult supporters or staff who work directly with the YAB) and for the system structure connected to the YAB (YABs host and funders, & other community partners). YAB members and partners have a clear, shared understanding of everyone’s role in supporting the YABs function. The eligibility requirements for YAB membership are based on the YABs and communitys values and mission, as well as any funding regulations or host program requirements. The membership requirements are in writing and are consistently reviewed and updated to make sure that the YAB is engaging an accurate representation of the community's population experiencing homelessness. The YAB membership requirements are outlined in the Roles Rights and Responsibilities document, or separately with additional details - in either case the two documents are aligned.	The RRR document meets the definition in best practice, except: If no YAB members exist yet, the support staff has drafted a roles rights responsibilities document that can be refined if needed when YAB members join.	The RRR document is missing many important details, or what is written is not how the YAB is operating in practice. The structure is clearly written with all of the details, but is unsustainable or ineffective. YAB members do not understand their role, or their understanding might be different than their partners.	There are no clearly defined roles or responsibilities, or they have only ever been shared verbally. Nothing is in writting. YAB members and partners do not understand their roles.
14	Phase Two: Identity and Roots
15	Milestone	Best Practice Met	Could be improved	Must be improved	Needed
16	Outreach Strategy	The outreach & recruitment strategy is in writing, and clearly states what the purpose of outreach is, who the target is for outreach, and what the call to action is. There is an extensive contact list of local partner organizations who the support staff and YAB can continue to reach out to to recruit from regularly. Outreach plan is intentionally crafted to ensure a broad range of community organizations and populations are being reached. The outreach strategy includes methods for educating and connecting to the community, and for recruiting new YAB members when nessesary. The YAB and support staff do not conduct outreach when there is no clear purpose.	The outreach & recruitment strategy meets the best practice standard, except: The support staff and YAB are working on growing a contat list of local partners.	YAB is attempting to recruit when the YAB is already at it's maximum capacity (according to the budget & staff capacity to provide support). There is some outreach happening, but it is unclear to outsiders what the purpose of the YAB is or what they are being asked to join/do. Outreach is not reaching a representitive group of young people. YAB does not have a solid connection to partner organizations to support outreach and recruitment efforts. The outreach strategy does not include methods for educating and connecting to the community, and/or for recruiting new YAB members when nessesary. It may include one but not the other.	Nothing in writing or documented detailing an outreach strategy. YAB and support staff do not have any local contacts to be conducting outreach to. Outreach is not taking place.
17	Engagement	There is at least a core group of 4 or more young people who have leadership responsibilities, receive all the support, training, compensation, etc. needed to fully participate, and are consistently involved in YAB. YAB members in leadership roles meet as a full group at least once a week, but frequently more often. Additionally, the YAB seeks input and feedback from a broader group of younng people within the community to better act as representatives on their behalf by EITHER: Engaging an additional broader group of YAB members who participate whenever they’re able(“general” YAB members). These members are not asked to hold additional responsibilities, but can provide insights and contribute to YAB discussions. General YAB meetings take place at least once a month. YAB members are trained and supported in gathering broader imput from young people in the community through surveys, focus groups, and research.	Best practice standard for engagement is met, except: There is not a general YAB membership, or specific written plan for gathering other youth input. OR There is a core group of only 2 or 3 young people who have leadership responsibilities, but there is additionally a group of general YAB members.	There are some consistent members, but they are not being given enough support to sustainably engage long term or they may need to prioritize other jobs or school. There are no leadership roles, the YAB has only a "general" membership model. OR There are some consistent YAB members in leadership roles who are not recieving appropriate compensation or support for the roles they are holding, these members continue to engage because they are passionate - but the dynamic is unsustainible so members may frequently need to disengage or become burnt out and frudtrated.	There are no YAB members, or the members come so infrequently that they are entirely disconnected and have no idea what’s happening.
18	Accessibility supports (such as transportation, wifi, childcare, etc)	The budget includes money set aside specifically to support the unique needs of the YAB, including transportation, wifi, childcare, access to computers, accessible meeting spaces, and more. There is a document outlining what accessibility needs are readily available to the YAB, and clear instructions for how to request them. Support staff are consistent and transparent around what can and can not be provided. Community has set realistic expectations about what accessibility support can be offered within the limitations that exist around the budget and program regulations. Support staff find creative ways when necessary to support YAB members in being able to participate in events, meetings, or other relevant things.	Accessibility support best practice standards have been met, except: Support staff do not always have the flexibility to find creative ways to support YAB members.	Accessibility needs are provided to some YAB members but not all, it feels unfair or inconsistent. YAB members know that some accessibility supports are offered, but they are not sure how to request them, the process is unclear, or they are not given enough time beforehand to request them. The community has not been clear and transparent about the budget limitations to provide accessibility supports, or the community has not intentionally considered their limits. Community has not set clear expectations for the YAB in what they can and can not provide.	Accessibility needs are not being considered, or there is no budget to support them
19	Mission, Vision, and Values	YAB has a separate mission, vision, and values that meet the below definitions: Mission statement describes what the YAB needs to do now to achieve the vision. A vision statement is a statement of an YAB’s overarching aspirations of what it hopes to achieve or to become. The values statement defines what the YAB believes in. Current YAB members have participated in either creating, or had the opportunity to update the existing mission, vision, and values.	YAB has mission, vision, and values that meet the best practice definitions, except: The documents may be merged as one statement (A single mission and vision statement for example) that is not clearly defined as 3 separate things.	YAB has at least one of either the mission, vision, or values but the document is unclear or missing key components, or do not meet the definitions outlined in best practice. The version in existence was created before any current YAB members. The current YAB members do not agree with the mission, vision or values and want to start from scratch.	The mission, vision, and values do not yet exist.
20	Group Agreements, Conflict Resolution, and Accountability	The YAB and support staff have collaborated on creating a clearly outlined document detailing their group agreements, going beyond the typical "be respectful, one mic, etc.", including how they will address conflict and accountability as a group. The conflict resolution and accountability processes have clear steps that can be consistently followed so that all situations are handled fairly and consistently. The agreements ensure that all members are able to participate fully. Support staff readily help YAB in accountability and conflict resolution, ensuring YAB members are not left to figure it out by themselves. YAB members and support staff have been trained on conflict resolution and accountability. Accountability goes both ways, YAB members are able to hold support staff accountable - and support staff are able to hold YAB members accountable. Any consequences or steps taken related to accountability are not arbitrary or punitive, and have been intentionally planned and discussed before actions have been taken.	The best practice standard has been met, except: The YAB and support staff need a refresher or more support in navigating a new accountability problem they have not encountered before.	YAB may have some portion of group agreements, conflict resolition, or accountability in writting but it lacks a lot of detail. Support staff lacks experience in addressing conflict and navigating accountability. YAB members and support staff have not had training on accoutnability and conflict resolution. Not all YAB members or staff are held to the same standards or rules are applied inconsistently, causing conflict and interpersonal challenges. Accountability measures are not followed through on.	There is no consistent group agreements, or accountability and conflict resolution process. Accountability is held punitively.
21	Voting Structure	YAB has outlined a consensus based voting structure for internal YAB decisions. There is a process for how YAB will vote on decisions with outside partners (like local government boards and committees). The process uses measures such as weighted voting, veto power, or other methods that ensure the youth homelessness population is appropriately represented.	YAB has outlined a clear and fair voting structure for internal YAB decisions that may be majority vote, or some other form of fair voting that is not necessarily a consensus model. There is a clear, fair process for how YAB will vote on decisions with outside partners.	The YAB has not explored different voting structures, and has defaulted to whatever the partners in the community have recommended (which may or may not be a suitible structure). There is not a process for how YAB will vote on decisions with outside partners.	The YAB does not have a structure in place for decision making OR Outside partners are requiring or decide, without YAB, how input and voting should happen in the YAB.
22	Partnership agreement	The YAB has a partnership agreement that outlines how they will work with the local government, the YABs host organization, and other community partners. These are separate agreements between the YAB and each partner. This partnership was created in collaboration between the YAB and the partner, and both parties were able to clearly outline all of the following: how they will work together, what support each party needs, how they will communicate effectively, and what accountability looks like. The partnership is two-directional, it addresses both partners needs and responsibilities to each other not just YAB to partner or partner to YAB. Both parties have signed the agreement. Reguardless of whether revisions are needed, YAB and partners review the agreement, with the opportunity to update when nessesary, on at least a yearly basis.	The best practice standard has been met, except: The partnership agreement is a year or more old and needs to be reviewed and possibly updated.	There is a YAB partnership agreement written as a statement(i.e. a letter declaring that they are partners), but it doesnt outline details related to how partners and YAB will work together, support needs, communication, and accountability. It may contain some aspects, but not all. Either YAB or their partner did not co-create the document and did not have sufficient opportunity to provide feedback. Either the YAB or their partners are not upholding the agreement fully as it was written.	A partnership agreement does not exist.
23	Phase Three: Established and Connected
24	Milestone	Best Practice Met	Could be improved	Must be improved	Needed
25	Representation	YAB representatives are invited to all youth homelessness meetings that it makes sense for them to attend, as well as other community meetings the YAB would like to be involved in. They are consistently able to attend because their community partners have intentionally scheduled the meeting at times they can join, and have worked to reduce barriers to ensure their attendance. YAB members being asked to act as a representative are well supported and prepared by the support staff. When YAB members are invited to attend meetings or events, it is very clear what the purpose of them joining is and there is space made for them at the meetings on the agenda to provide updates and recieve feedback on YAB projects. If there is not a clear purpose for YAB members attendance, this is transparently communicated to the YAB to decide whether it is relevant and makes sense for them to attend. young people with lived experience have at least 2 voting seats on the local government board, one of them is dedicated specifically to a YAB member.	Best practice standards for representation have been met, except: When YAB members are invited to attend meetings there may not always be a specific space made for them on the agenda, though they are included in the conversation throughout. Young people with lived experience have at least 2 voting seats on the local government board, but neither are specifically dedicated to a YAB member. A seat may or may not currrently be held by a YAB member.	YAB representatives are only invited to some youth homelessness meetings with local government. They are often not able to attend the ones they are invited to because the meetings have not been scheduled with their jobs and life in mind. It is unclear what role or purpose YAB members are being asked to hold when invited to meetings. Community partners see YAB members inconsistent attendance as the YAB members fault, rather than that YAB members schedules were not considered or that YAB members may not have recieved enough support to attend. There are no designated seats for young people with lived experience on the local government boards, though young people may occupy one of the lived experience seats not designated for young people.	YAB representatives are not invited to most meetings. There are no designated seats for young people with lived experience on the local government boards. OR When YAB members have been invited, community partners see YAB members inconsistent attendance as the YAB members fault, rather than that YAB members schedules were not considered or that YAB members may not have recieved enough support to attend.
26	Professional Development	Training includes a range of topics from foundational to advanced, tailored to individual skill levels and career aspirations. There's a clear structure for progression within the YAB, with frequent leadership opportunities that encourage members to step into roles of greater responsibility. There is external exposure, YAB members are encouraged to attend relevant conferences, workshops, and events to expand their networks and gain real-world experience. YAB members have opportunities to lead projects, facilitate meetings, and develop products with ample support from support staff. When YAB members make a mistake, it's treated as a learning opportunity. Community sees leadership development as an important function of the YAB, and know it is their responsibility to support the development of important leadership and professional skills so that YAB members can complete tasks and hold leadership responsibilities. Support staff work with each individual YAB member to create growth plans with clear goals, milestones, and opportunities aligned with their interests, and support staff are capable of helping them reach their personal goals.	Professional development best practice standards are met, except: Training exists and covers most topics, but it may not fully address specific member interests, strengths, or long-term goals.	YAB members have chances to lead projects or facilitate meetings, but these opportunities aren't frequent or they are not provided enough support to succeed. If/when YAB members make a mistake in the process, community sees it as a reason not to allow YAB members to hold that responsibility again in the future rather than providing propper support. Members are provided some preparation support but not as much as is needed. Some onboarding or training exists, but it's not standardized, lacks depth, or doesn't cover all essential skills. Training is limited to foundational skills, with little attention to ongoing or advanced skill-building. YAB members are blamed for their "lack of initiative" or inability to complete tasks that they have not been trained or supported to do.	New YAB members receive no orientation, onboarding, or training. YAB members are blamed for their "lack of initiative" or inability to complete tasks that they have not been trained or supported to do.
27	Goals & Projects	The YAB has clear, achievable goals with measurable criteria to track progress. All projects and goals are in full alignment with the YABs purpose, mission, vision, & values. YAB was able to determine and create its own projects outside of specific requirements from funders, host, and local government. YAB and partners feel good about progress being made on any required projects and goals, all tasks are moving forward according to the agreed upon timeline. Support staff know how to support YAB in meeting all goals (both required and optional), and support YAB in developing skills around project management to achieve their goals.	The best practice standard for goals and projects has been met, except: YAB may not be able to determine and create its own projects outside of specific requirements due to funding, but they are working on a way to achieve this. YAB and partners mostly feel good about progress being made on any required projects and goals, with only occasional minor setbacks.	The YAB believes there are goals but they are not written down, and they are too broad/vague or are unrealistic/unachievable. There is no measurable criteria and no way to trach progress. YAB has only participated in goals or projects determined by their funders, host, or local government. Goals exist, but they do not align with all of the YABs Purpose, Mission, Vision, or Values.	Goals or projects have not been identified or developed by YAB. YAB members and YAB support staff are all unsure what the YAB could or shpuld be doing.
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