BBYO Five Year Plan 2011 -2016 BBYO s

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BBYO Five Year Plan: 2011 -2016

BBYO’s Five-Year Plan is … ▶ BASED ON RESEARCH We obtained our research from more than 3, 000 surveys, 40 focus groups, and 30 interviews with Jewish leaders. ▶ EMBRACING YESTERDAY, RESPONDING TO TODAY Our strategic plan maintains BBYO’s commitment to the youth leadership model of AZA and BBG, focusing it on strengthening the Jewish people and the world. ▶ COMMITTED TO MEASURING IMPACT We have designed a unique approach to determining a teen-byteen indication of the depth of the BBYO experience. ▶ FOCUSED ON TEENS FINDING MEANING We encourage teens to search for meaning through their own exploration of Jewish values, led by inspirational educators. ▶ ROOTED IN AFFORDABILITY We make participation in BBYO activities affordable for Jewish families and the philanthropic community. 2

Fun, Meaningful, Affordable VISION BBYO’s pluralistic movement of Jewish teens, alumni, parents, volunteers and philanthropists will serve as the Jewish community’s most valuable platform for delivering to the post Bar/Bat Mitzvah audience fun, meaningful and affordable experiences that inspire a lasting connection to the Jewish people. MISSION More Jewish teens, more meaningful Jewish experiences. 3

The Plan: Challenge, Opportunity, Outcome ▶ CHALLENGE “For many of the adolescents we studied, becoming Bar/Bat Mitzvah is an end, not a beginning. ” Being a Jewish Teen in America (Saxe, Kadushin, Kelner) 2000 ▶ OPPORTUNITY Establish the post Bar/Bat Mitzvah teen years as a powerful Jewish experience that engenders pride and permanence. ▶ OUTCOME More Jewish teens will exhibit positive attitudes and behaviors about being Jewish while maintaining the values and relationships that strengthen the Jewish people. 4

“Bar/Bat Mitzvah is an end, not a beginning. ” (Kadushin, Kelner, Saxe) Gender Differences in Feelings About Jewish Education % 47 of Jewish males & % 34 of Jewish females Wanted to get more involved in Jewish life Enjoyed my Jewish schooling Bar/Bat Mitzvah was graduation from Jewish life agree that a Bar/Bat Mitzvah is a graduation from Jewish life. 5

Teens want to find meaning, but don’t find it in Judaism 6

Track record of providing meaningful experiences “How important is being Jewish in your life? ” 2011 independent study of BBYO alumni by Groeneman Research & Consulting and Gerstein | Agne Strategic Communications 7

2005 to 2010: Strengthening the Foundation PLATFORM EXPERIENCES • Number of teen participants has doubled to nearly 30, 000 annually; 15, 000 AZA and BBG leaders reach out to their peer networks • AZA and BBG chapters and summer immersive programs offer high caliber leadership training • Through donations and increased participation, budget has grown from $11 to $18. 2 million (FYE 2010) • J-Serve mobilizes 8, 000 Jewish teens for a day of service • Panim Seminars and Summer Impact programs engage 900 teens in service and advocacy • Well trained local professionals, volunteer advisors and BBYO “FANs” (Friends & Alumni Network) raise over • Teen Connection reaches 6, 000 $1 million annually (FYE 2010) 7 th and 8 th graders • Enhanced technology and disciplined centralized operations keep administrative costs low TEEN IMPACT 40, 000 teens impacted during their high school years • Passport to the World offers 850 teens and families Israel and other international travel experiences 8

Strategic Priorities 1. Ensure continuity of the Jewish experience from adolescence into adulthood by impacting 70, 000 Jewish teens by 2016 through an array of fun, meaningful, and affordable experiences. 2. Create a community of leaders who are capable of and committed to strengthening the Jewish people, Israel, and the world around them. 3. Impact the attitudes and behaviors of Jewish teens by offering compelling programs and experiences in the areas of leadership, service and civic engagement, Israel education, and Jewish self-exploration. 4. Elevate the field of Jewish teen work through relationships that create synergies, expand access, and enhance quality. 5. Diversify and expand revenue streams to strengthen BBYO’s capacity and capabilities. 9

Key Tactics PROGRAM AND GROWTH 1. Launch and brand a values-based curriculum, aligned with a new educational design framework that offers powerful Judaic and leadership experiences delivered through a broad menu of fun, interconnected activities. 2. Place dynamic highly trained senior experiential educators in each hub to work with teens, advisors, and professionals to deliver high quality programs in a Jewish context. 3. Selectively establish strategic partnerships and alliances around key program areas, initially including service, Israel, and global experiences, to galvanize potential partners. 4. Strengthen BBYO entry and transition points. OPERATIONAL EXCELLENCE 5. Establish a metrics-based performance management system focused on participant, community, donor, professional and advisor impact. 6. Develop broad-based fundraising, fee for service opportunities and potentially mergers and acquisitions of other organizations that strengthen BBYO’s capabilities. 7. Build “BBYO” as the organization’s master brand while developing and repositioning sub-brands accordingly. 10

Research Drove Key Tactics – Program Growth KEY TACTIC 1. Launch and brand a values-based curriculum, aligned with a new educational design framework that offers powerful Judaic and leadership experiences delivered through a broad menu of fun, interconnected activities. SUPPORTING DATA • • • 2. Place dynamic highly • trained senior experiential educators in • each hub to work with teens, • advisors, and professionals to deliver high quality programs in a Jewish context. 3. Selectively establish strategic partnerships and alliances around key program areas, initially including service, Israel and global experiences, to galvanize potential partners. 4. Strengthen BBYO entry and transition points. • • • Strengths/Opportunities ‘Leadership Development’ is a key strength. (SWOT) ‘Leadership Opportunities’ is the second best reason teens stay involved. (Member Survey [MS]) 3/4 prospects want more ‘Leadership Training. ’ (Prospect Survey [PS]) Teens’ biggest desire for more programming is ‘Community Service. ’ (MS, PS) **New curriculum will connect service and leadership. Weaknesses/Threats ‘Local Leadership Training’ and ‘Community Service’ on the lower end of the quality spectrum. (MS) Strengths/Opportunities Teens generally don’t want less programming. (MS, PS) Weaknesses/Threats Inconsistent local program quality is a key weakness. (SWOT, SI) Staff have high turnover, unclear expectations, lack of motivation, poor supervision & training. (SWOT) Advisors are low in number, of mixed quality, lack training and clear expectations. (SWOT) ‘Teens are over-programmed’ is a key threat. (SWOT, SI, Parent Surveys) **Educators will raise quality in competitive market. Strengths/Opportunities AIPAC interested in tracking teens with Israel/political interest. (SI) Partnerships present key opportunities. (SWOT) Globalization is a key opportunity. (SWOT) ** Gap year, JDC Fellows Prospects want more Israel Travel and Israel Education. (PS) Growing expertise in service is a potential strength. (SWOT) 80% of stakeholders perceive BBYO as a leader in teen field ‘to a great extent. ’ (SI) Opportunities Hillel interested in facilitating transitions for BBYO teens into college. (Stakeholder Interviews [SI]) Partnerships present key opportunities. (SWOT) **Hilllel and FJC. Teens want more college preparation. (MS, PS) **Exposing teens to Jewish experiences available in college increases the likelihood these teens will seek them out. 11

Research Drove Key Tactics – Operational Excellence KEY TACTIC 5. Establish a metricsbased performance management system focused on participant, community, donor, professional and advisor impact. 6. Develop broad-based fundraising, fee for service opportunities and potentially mergers and acquisitions of other organizations that strengthen BBYO’s capabilities. 7. Build “BBYO” as the organization’s master brand while developing and repositioning subbrands accordingly. SUPPORTING DATA Strengths/Weaknesses • Internal communication is a key weakness. (SWOT) **Standard performance expectations will provide clarity and transparency. • Advisors are low in number, of mixed quality, lack training and clear expectations. (SWOT) • • • Strengths/Opportunities Partnerships present key opportunities. (SWOT) Non-Funders view BBYO as more effective than Funders do. (SI) Alumni fundraising opportunities. (SWOT) Weaknesses/Threats BBYO is too dependent on a few major donors. (Dev. Dept. report to Task Force) Economic climate. (SWOT) Strengths/Opportunities • History and tradition of providing meaningful Jewish experiences. (SWOT) • New media a key opportunity. (SWOT) Weaknesses/Threats • Internal and external communication are key weaknesses. (SWOT) • ‘BBYO under the radar’ is a key threat. (SWOT) 12

Key Tactic One Launch and brand a values curriculum, aligned with a new educational design framework that offers powerful Judaic and leadership experiences delivered through a broad menu of fun, interconnected activities. A new educational design framework will be created, establishing program outcomes and success indicators (values, behaviors and skills) by age group, from 6 th-12 th grade. The framework will set benchmarks for Jewish knowledge and leadership skills that prepare teens to live meaningful Jewish lives and will align program experiences across the organization. It will facilitate teens’ character, Jewish values and skills development. Specific tools and technology will be established to measure program impact and participation on a teen-by-teen basis, allowing BBYO to gauge its effectiveness against the program outcomes and success indicators and determine progress toward goals outlined in its strategic plan. Teens will be tracked, rewarded and offered additional experiences that contribute to their development. This educational resource will be implemented across BBYO through a series of curricular units with content for teens at different ages (members/non-members), and will be accessible both through direct experiences and online. ACTIVITIES RESOURCES • Create scope of work document outlining parameters for establishing the educational design. (1) • Educational design team to develop curriculum, measurement tools and impact statements. (2011) • Recruit team of education specialists to create educational design. (1, 2) • Technology upgrade to incorporate tracking and measurement. (2012) • Engage educator or university partner to create 15 -20 modular units. (2, 3) • Design and launch technology that will be used to track involvement and measure impact. (2, 3) • Branding and marketing the leadership experience. (2012) • Program design and dissemination. (2013 and 2014) • Develop new initiatives through which the • Launch new initiatives utilizing curriculum can be deployed via partnerships, the educational design curriculum. (2015 online efforts, etc. (3, 4) and 2016) IMPACT/METRICS • 80% of teens who participate in at least 15 BBYO experiences over their high school years consider themselves transformed by their experiences in BBYO, and will exhibit attitudes, behaviors and values attributable to that impact category. • By 2016, 20, 000 teens annually have completed at least 75% of the leadership curriculum with another 20, 000 enrolled in portions of the curriculum as they work toward completion. • Once established, participation goals for each impact category met. 13

Key Tactic Two Place dynamic highly trained senior experiential educators in each hub to work with teens, advisors, and professionals to deliver high quality programs in a Jewish context. Dynamic senior experiential educators spread throughout the country will work together to implement the educational design plan and design and deliver curricula/key programming initiatives to ensure program quality at the local level. As they work closely with advisors/program staff, they will focus on the leadership and values outcomes from the design and key program priorities, including Israel education and service. ACTIVITIES • Establish educational design team to create curriculum, data collection requirements, and impact metrics. (See KT 1) (1, 2) • Secure funding partners. (1) • Create educator job description and positioning in the organization structure. (2) • Establish recruitment plan and orientation program. (2) RESOURCES IMPACT/METRICS • Hire three educators. (FY 2012) • See KT 1 • Hire four educators. (FY 2013 to FY 2016) • Local program satisfaction scores from teens and parents increase. • Program support, travel and training. (FY 2012) • Program support, travel and training. (FY 2013 to FY 2016) • Advisor retention and job satisfaction rates increase. • BBYO’s image as a provider of powerful Jewish experiences increases. • Establish collaborative work plan for educators that enables them to meet their priorities which will focus on implementing the organization's curriculum, strengthening the advisor network, and offering professional development. (3, 4, 5, 6) 14

Key Tactic Three Selectively establish strategic partnerships and alliances around key program areas, initially including service, Israel and global experiences, to galvanize potential partners. Strategic partnerships can be an effective way to leverage resources, increase market share, enhance content and build the BBYO brand. Successful partnerships have been established with varying models, such as joint-venture, acquisition, program and marketing collaboration. BBYO will update the criteria and systems through which future partnerships are established and sustained to determine shared outcomes and ensure alignment with strategic priorities. BBYO will create a ‘wish list’ of desired partnerships, focused initially on universities and Hillel. ACTIVITIES • Strengthen existing partnerships. (1, 2, 3) • • JDC (BBYO overseas) Repair the World (teen/college service ) Rock the Vote (service/civic engagement) AIPAC (teen/college Israel advocacy) Tzameret (Israeli teens) Passport to the World (international travel) Brandeis (service, college experience) Foundation for Jewish Camp (build Teen Connection entry point) • Establish partnership with Hillel and universities to expand Summer of Impact. (1) • Develop partnerships in-the-works: (1, 2) • Young Judaea (Gap year) • Jewish Teen Council to engage NFTY, NCSY, USY, YJ, and JSU in service/J-Serve RESOURCES • Prepare partnership agreements and assess risk. (2012) IMPACT/METRICS • Partner ‘wish list’ created, with 50% of partners successfully engaged. • Professional staff (1 FTE) to coordinate • Partners rate BBYO highly on NPS. partnership agenda and strategy system-wide. • BBYO teen leaders feel that their global (2012 to 2016) interests are being met through the JDC Service Fellows program. • BBYO and RTW reach 10, 000 teens through J-Serve and immersive experiences. • Jewish Teen Council coordinates two campaigns annually on issues of common concern between movements. • BBYO launches or partners on Gap Year program that involves 500 participants by 2016. • Convene Task Force on Partnerships & M/A to establish wish list of top strategic prospects, new partner models, and outcomes. (2, 3) • Develop outreach strategy and ‘pitch’ to top prospects. (4) 15

Key Tactic Four (Entry Points) Strengthen BBYO entry and transition points. Strengthen points of entry into BBYO for 6 th, 7 th and 8 th graders, achieving b’nai mitzvah retention through a dynamic middle school program that engages teens and their families, sustains a positive connection to the Jewish community, and establishes a smooth transition to continued Jewish involvement in high school. ACTIVITIES • Re-brand market Teen Connection to appeal to the widest range of tweens and their parents and to create a natural transition to continued BBYO participation in high school. (2, 3) • Activate existing networks of BBYO teen leaders (AZA/BBG) and members’ siblings and parents (FAN) to engage the tween audience through ‘transition to high school’ series, mentoring, BBYO Shabbat, assistance with Bar Mitzvah service projects and other programmatic opportunities. (1, 2) RESOURCES IMPACT/METRICS • Design new tween branding campaign, including templates. (2012) • 15, 000 tweens involved in BBYO activities annually by 2016. • Develop tween programs and resources, including a web platform for bar mitzvah service projects, ‘transition to high school’ series, mentor training, and other program opportunities. (2012) • 3, 000 tweens in high school transition program. • PANIM Horizons attracts 20 schools annually, reaching 1, 500 teens while creating net revenue by 2016. • Reassign existing staff to focus exclusively on • 90% of BBYO regions have active tweens. programs, led by older teens. • Develop Tween Fellows training materials • Assist 3, 000 pre-b’nai mitzvah tweens and to support local programs. (2012 to 2016) with service projects. • Expand partnership with Foundation for Jewish Camp to have BBYO staff visit camps for programming and building relationships and to offer year-round experience for tweens, connecting campers to TC during the year. (2) • Implement PANIM Horizons Jewish civics/history travel experience in the US (e. g. , DC, LA, NY) for 7 th-8 th graders. (1) • Create Tween Fellows program, engaging and training part-time staff (teachers, parents, grad students in the community) to coordinate local TC activities. (3) 16

Key Tactic Four (Transition Points) Strengthen BBYO entry and transition points. Create a seamless transition from high school to college by enhancing collaboration with Hillel, developing FAN programmatically for BBYO alumni in college and launching a GAP year experience. These efforts will complete the cycle of ensuring continuity of the Jewish experience from b’nai mitzvah to young adulthood and will deepen BBYO’s connection with its stakeholders through a lifetime of involvement with FAN. ACTIVITIES • Partner with Hillel to: • Implement BBYO reunions and FAN clubs on campuses (3) • Develop FAN-sponsored ‘A Taste of College Life’ events (speakers, overnights) for Jewish teens and their families (5) • Build Summer of Impact program on leading campuses as ‘Taste of College Life’ (3, 4, 5) • Develop College Welcome Kit for graduating seniors from Hillel, BBYO/FAN (4) • Use Facebook to network BBYO seniors by college campus they will be attending. (1) RESOURCES IMPACT/METRICS • 10 cities annually for “A Taste of College Life. ” (2013 to 2016) • Summer of Impact on 10 campuses by 2016. • FAN campus welcome kits, reunions on campus and advisor/staff recruitment programs (2012 to 2016). • 25 campuses with largest Jewish populations have FAN programs with at least three BBYO alumni events per year. • 10% of graduating BBYO members who consider themselves to be transformed make a financial contribution during their college years. • See KT 1. • Partner with AIPAC and Repair the World to identify/train college students to staff BBYO Israel and IMPACT programs. (2, 4) • Develop GAP year Israel experience with YJ or other partner. (1, 2) • Strengthen “hand-off” to Hillel, focusing on connecting teens with strong leadership potential who will likely be influencers on campus. 17

Key Tactic Five Establish a metrics-based performance management system focused on participant, community, donor, professional and advisor impact. BBYO’s new approach to measuring its impact on teens requires the design and implementation of new tools and techniques that will drive organizational behavior. Key measures and the tools to track them will be developed in partnership with all stakeholders. Frequency of reporting for each key measure will also be established (monthly, quarterly, annually); board meetings will serve as a key point for six month review. All staff and advisors will have a significant portion of their annual performance review tied directly into the key measures which apply to their specific area. ACTIVITIES • Create a task force to revise organizational key measures and ensure that each metric is aligned with strategic priorities. (1) • Further develop education design for the program impact matrix. (1, 2, 3) • Determine technical implications for calculating and delivering metrics to stakeholders. (2) • Revamp staff performance review to include section on key metrics by portfolio. (3, 4) RESOURCES • Staff time to develop impact matrix. (see KT 1) • Staff time to develop and launch new key metric system. • Technology investment to allow for efficient and standardized reports to easily capture required information. (2012) • Technology upgrades. (2013) IMPACT/METRICS • Provide key stakeholders better indication of BBYO’s growth, impact, financial health and strength of staff/advisors. • Provide quantifiable feedback on program quality by program type, region and hub. • Provide a better indicator of what constitutes a “meaningful experience. ” • Establish a more objective measure of staff performance to better determine merit/advancement opportunities. • Better drive organizational performance as a result of having clear metrics tied to outcomes. 18

Key Tactic Five – Key Measures KEY MEASURE TOOL • Stakeholder Satisfaction (teens, parents, advisors, parents) • Target Ratios from Impact Matrix Programmatic • Net Promoter Score • Intake/Exit Surveys • Individual and Community Impact Scores • Dashboard • Annual number of involved teens including AZA/BBG membership, etc. • Program Evaluation Survey • Participation in Immersion programs • Individual Program Quality Score • Net Income • Development Analytics • Development Report • Cash • Program Profit and Loss • Program Profitability/Return on Investment • Independent Audit • Expense Management Financial • Financial Statements • Market Analysis • Audit • Program Price Comparisons • Position Fill Time • Turnover Rate – “Unplanned” Personnel • Employee Performance Ratings • Workplace Satisfaction • Advisor and Volunteer Satisfaction/Retention • HR Data Management Tool (Advisors included) • Personnel Evaluations • Workplace Satisfaction Survey • Advisor/Volunteer Satisfaction Survey 19

Key Tactic Six Develop broad-based fundraising, fee for service opportunities and potentially mergers and acquisitions of other organizations that strengthen BBYO ’s capabilities. Highlighting the transformative power of a BBYO experience on the lives of tens of thousands of Jewish adolescents and their families, BBYO will launch a multifaceted Campaign for a Vibrant Jewish Future that will reinvigorate the Jewish philanthropic community with renewed promise for a new, inspired generation of Jewish teens. Along with this fundraising effort, BBYO will seek to develop non-fundraising revenue streams. ACTIVITIES RESOURCES • Launch a four tiered, multi-faceted campaign • Place three senior development professionals focused on core operating support, new in the field to implement various campaigns initiatives identified through the strategic over five years. One of the three is budgeted plan, local programs via FAN and a planned for 2011. (2012 to 2016) giving effort to create permanent support. • Development grant writer/copy editor. (2012 (1, 2, 3) to 2016) • Establish a lay and professional committee • Marketing strategy and materials. (2011) to refine and develop strategies and marketing plan for each of the four • Outside expertise in planned giving. (2012 to campaigns aimed at selective target 2016) audience(s). (1, 2, 3) • Prospect research tool(s). (2012 to 2016) • Create a detailed, five-year campaign plan, • Increased operational activity. (2012 to 2016) including marketing materials. (1, 2) • Business development specialist. (2013 to • Solicit lead prospects for transformational 2016) campaign. (1, 2) IMPACT/METRICS • Achieve Leadership, Transformation, FAN and legacy fundraising goals annually. • 75 new gifts of $25, 000 or more are secured for CVJF purposes over five years with a renewal rate of 75% per year. • Meet with 24 potential $100, 000 or more (new or net increase over current giving) prospective donors, resulting in full funding for transformational initiatives. • Identify 70 and meet with 35 prospective donors for planned giving campaign annually. • Increase “net” profit on immersion programs through volume while maintaining competitive price. • Identify programs and partnerships which could lead to revenue opportunities for BBYO and create pitch materials. (1, 2) 20

Key Tactic Six Campaign for a Vibrant Jewish Future Highlighting the transformative power of a BBYO experience on the lives of tens of thousands of Jewish adolescents and their families, BBYO’s professionals and volunteers will launch four simultaneous campaigns to secure and stabilize BBYO’s financial and strategic future. Playing on the success of the FAN Campaign’s clarity of purpose and broad base of enthusiasm, BBYO will implement three other campaigns that collectively will seek to engage major philanthropists in funding specific initiatives that align with our strategic priorities, reach out to our closest leaders to build our capacity, and secure a more permanent base of support through a planned giving effort. TRANSFORMATION CAMPAIGN LEADERSHIP CAMPAIGN BBYO will focus on partnering with leading philanthropists on initiatives identified in the strategic plan as being critical to BBYO’s ability to reach and inspire Jewish teens. Multi-year solicitations will be made aligning with the time frame of the strategic plan (five years), with discussions taking place about renewal grants based on performance. Grants over that fiveyear period will likely be in the sevenfigure range. BBYO’s core leaders will participate in a capacity-building campaign to ensure that operational needs are met to support all new initiatives. This campaign will grow BBYO’s unrestricted revenue base from 2012 to 2016. BBYO board members will play a leadership role in implementing this campaign and seeking support from individuals, foundations and Federations in local communities. • Develop list of prospective funders. • Execute stewardship plan to (Block One – Ongoing) • Review and determine renewal and alignment strategy of existing grants. (Block One) • Engage leadership in road-show to visit all major prospects. (Blocks One, Two, Three) • Concretize strategy for perpetuating relationship with the Jim Joseph Foundation. (Blocks One & Two) safeguard existing donations and secure multi-year commitments. (Block One – Ongoing) • Create clear case for supporting the BBYO enterprise. (Blocks One and Two) • Create community around giving circles at $50 K, $25 K, $18 K, $10 K levels as a foundation for the campaign. (Blocks One and Two) FAN CAMPAIGN LEGACY CAMPAIGN As the fastest growing of BBYO’s campaign efforts, FAN is positioned to generate new, broad based sources of revenue and leadership. Capturing the attention of BBYO alumni and parent constituencies, this campaign will grow from $1. 2 M to $2. 7 M over a five -year period with aggressive growth of over 20% in the first three years to more organic growth of 9% for the final two years. This growth will result in financial self-sufficiency for BBYO field units. With the height of BBYO involvement being in the 1950’s and 1960’s, it is an opportune time to launch a planned giving initiative as alumni from that generation are now preparing to transition significant assets. Through a targeted marketing campaign, BBYO alumni, parents and grandparents who are likely to leave estate gifts will be solicited. Revenue generated from this effort will be applied to capacitybuilding needs currently being met by a few large gifts from individual donors. • Deepen development practice/methodology in all 35 FAN communities. (Ongoing) • Build infrastructure for increased lay engagement in all aspects of FAN. (Ongoing) • Connect FAN prospects and donors to local program through consistent communications and invitations. (Ongoing) • Develop legacy marketing campaign with prospect identification strategy pilot in communities with strong FAN. (Blocks Three, Four and Five) • Integrate ask for a legacy gift into general solicitations. (Blocks Three, Four, and Five) • Develop internal capabilities and policies for accepting and managing planned gifts. (Blocks Three, Four, Five) 21

Key Tactic Seven Build “BBYO” as the organization’s master brand while developing and repositioning sub-brands accordingly. The BBYO Inc. master brand has been in play for over 80 years, but has not yet expanded its identity to properly emphasize AZA and BBG, capture the diversity of the new programs being offered, transition from a youth group to a movement or fully position itself as an independent organization from BBI. The master brand sub-brands – existing, newly developed and acquired -- will be repositioned to better engage target audiences and provide distinction between other offerings within the BBYO Inc. portfolio and from other competing brands in the teen sector. ACTIVITIES RESOURCES • Revise the existing BBYO Inc. brand portfolio to reflect strategic priorities. (1, 2) • Support initial design work for new advertising campaign. (2011) • Review and revise logos and key collateral accordingly. (2, 3) • Personnel resources to appoint a media relations manager and marketing project manager. (2012 to 2016) • Develop new brand standards manual and guidelines around developing new products. • Support reprinting of branding and marketing (4) collateral. (2012) • Launch a BBYO Inc. PR and marketing • Ongoing material production needs. (2013 to campaign that reflects a multi-faceted 2016) development campaign and elevates the role of prominent partners. (2, 3) • Adjust and monitor all communications to stakeholders to better assert brand positions. IMPACT/METRICS • Position BBYO as the most significant force in North America for creating a Jewishly passionate community of teens. • Increase number of immediate post bar/bat mitzvah teens engaging in BBYO activities through heightened brand recognition. • Assistance in meeting all development and program registration goals. • Alumni feel a strong connection to the organization, are aware of its independence from BBO and recognize the organization’s need for their support. 22

BBYO will measure its impact ▶ Criteria established to measure impact on the organization, the participants, and the community. ▶ Changes in participants’ attitudes, behaviors, values, and relationships will be measured over time. ▶ Key metrics (program, financial, and personnel) established to guide professionals and volunteers. ▶ An independent impact study (completion, Spring 2011) will serve as a baseline for measurement over the life of the plan. 23

Impact Criteria ORGANIZATION BBYO will: • Reach 70, 000 young Jews • Offer a platform of fun, affordable, meaningful experience • Be the leading teen provider of Israel travel experiences • Be the best philanthropic investment for those who want to impact Jewish teens/future • Attract the best professional/ volunteer talent PARTICIPANT COMMUNITY Teens involved with BBYO will: BBYO participants will: • Maintain a Jewish social circle • Lead Jewish organizations and initiatives • Gain leadership skills and a desire to use them • Celebrate holidays and use Jewish traditions to enrich their lives • Feel strongly about being a part of the Jewish community • Visit and connect with Israel • Engage in social causes • Build a strong Jewish and pro-Israel presence in their communities • Maintain a network of informed and caring Jews who engage in Jewish activities and practices • Perpetuate BBYO and impact other causes and organizations through their own charitable giving 24

BBYO Involvement and Impact Matrix 25

BBYO Involvement and Impact Matrix Cumulative Teen Impact 80, 000 21, 500 teens 70, 000 Number of Teens 60, 000 in Transforming and Deep categories by 2016 (+72%v) 50, 000 40, 000 20, 000 Cumulative Teen involvement projected to increase 10, 000 from 30, 000 40, 000 to 70, 000 0 FYE 2010 Transforming FYE 2016 Deep Moderate Initial BBYO will now measure its impact cumulatively—over the life of an individual ’s high school experience. If measured annually, the strategic plan would result in 48, 800 teens being reached in 2016 versus 29, 000 in FY 2010. 26

BBYO Five Year Case Model OPPORTUNITY RATIONALE Establish the post bar/bat mitzvah teen years as a powerful Jewish experience that engenders pride and permanence. Over the past five years BBYO has launched innovative programs and strategies to engage close to 40, 000 Jewish teens in meaningful Jewish experiences during their high school years. With greater investment, BBYO can further develop strategies to reach 70, 000 teens in five years, ultimately sending a more passionate generation of young Jews to campus and young adulthood. ASSETS STRATEGIC PRIORITIES KEY TACTICS Proven growth strategies • Group of teen activists led by AZA/BBG • Professional talent has been hired • Capable board willing to take risks • Solid philanthropic investors • Fiscal controls and transparency in place • Strong platform built for program delivery • Ensure continuity of the Jewish experience • Create a community of leaders • Impact the attitudes and behaviors of • • ORGANIZATION PARTICIPANT COMMUNITY BBYO will: • Reach 70, 000 young Jews • Offer a platform of fun, affordable, meaningful experiences • Be the leading teen provider of Israel/travel experiences • Be the best philanthropic investment for those who want to impact Jewish teens/future • Attract best professional /volunteer talent Teens involved with BBYO will: • Maintain a Jewish social circle • Gain leadership skills and desire to use them • Celebrate holidays and use Jewish traditions to enrich their lives • Feel strongly about being a part of the Jewish community • Visit and connect with Israel • Engage in social causes BBYO participants will: • Lead Jewish organizations and initiatives • Build a strong Jewish and pro-Israel presence in their communities • Maintain a network of informed and caring Jews who engage in Jewish activities and practices • Perpetuate BBYO and impact other causes and organizations through their own charitable giving VISION MISSION BBYO’s pluralistic movement of Jewish teens, alumni, parents, volunteers and philanthropists will serve as the Jewish community’s most valuable platform for delivering to the post Bar/Bat Mitzvah audience fun, meaningful and affordable experiences that inspire a lasting connection to the Jewish people. More Jewish teens, more meaningful Jewish experiences. OUTCOME CHALLENGE “For many of the adolescents we studied, becoming Bar/Bat Mitzvah is an end, not a beginning. ” IMPACT PLAN Being a Jewish Teen in America (Saxe, Kadushin, Kelner) 2000 Jewish teens • Elevate the field of Jewish teen work • Diversify and expand revenue streams Launch and brand a values-based curriculum Place dynamic senior educators in each hub Selectively establish partnerships and alliances Strengthen BBYO entry and transition points Establish metrics based performance management system Develop fundraising, fee for service opportunities Build BBYO as the organization ’s master brand More Jewish teens will exhibit positive attitudes and behaviors about being Jewish while maintaining the values and relationships that strengthen the Jewish people. 27

BBYO 2016 Projected Platform 2005 to 2010 PLATFORM • Number of teen participants has doubled to nearly 30, 000 annually; 15, 000 AZA and BBG leaders reach out to their peer networks • Through donations and increased program participation, budget has grown from $11 to $22 million (FYE 2011) • Well-trained local professionals, volunteer advisors and BBYO “FANs” (Friend & Alumni Network) raise over $1. 5 million annually • Enhanced technology and disciplined centralized operations, keep operating costs low experiences EXPERIENCES • AZA and BBG chapters and summer immersive programs offer high caliber leadership training • J-Serve mobilizes 8, 000 Jewish teens for a day of service • Panim Seminars and Summer Impact programs engage 900 teens in service and advocacy • Teen Connection reaches 6, 000 7 th • Passport to the World offers 850 teens and 2011 to 2016 • Educational design and educators enhance quality of experiences • New and enhanced programs available for immediate post Bar/Bat Mitzvah teens • New measurement tools determine impact • New GAP Year program offer post-high school year in Israel • Global outreach efforts connect teens and promote a sense of people hood • Branding strategy communicates an exciting portfolio of products and experiences • New development campaigns provide further financial security 40, 000 teens impacted during their high school years and 8 th graders families Israel and other international travel • Partnerships bring new connections and leverage opportunities TEEN IMPACT • Two week summer Impact programs franchised to college campuses • College transition program to segue teens to campus life and fellow BBYO alumni • Israel advocacy and service leadership tracks carry teens through high school and into college 70, 000 teens impacted during their high school AN years ADDITIONAL 30, 000 TEENS 28

BBYO provides great value BBYO’S STRATEGIC PLAN LOWERS THE PHILANTHROPIC DOLLAR INVESTED PER TEEN INVOLVED ANNUALLY • In 2010, BBYO averaged $288 of contributions spent per teen involved • In 2016, BBYO’s projections call for $194 to be spent per teen involved VS • Day School averages $4, 667 and Birthright $3, 000 per participant BBYO OFFERS BROAD REACH • BBYO reached 29, 177 North American teens in academic year 2010 VS • 10, 901 7 th to 12 th graders enrolled in Non-Orthodox Day Schools (Avi Chai, 2009) • 27, 368 12 - to 17 -year-olds went to Non-Orthodox Jewish summer camps in 2009 (Foundation for Jewish Camp) • 18, 147 18 - to 26 -year-olds North Americans participated in Birthright in the 2009 calendar year (Birthright Israel) BBYO IS AFFORDABLE • Membership is $75 a year (or $149 for four years); average weekend convention is $200; participants can have a deep, year-round experience for under $1, 000 VS • Including scholarships, the average student in Non-Orthodox Day School costs the family $15, 198 (Avi Chai, 2009) • The average cost for summer camp (before scholarship) is $1, 000 per week • Birthright costs the participant nothing because $70 million is invested each year by Jewish Federations and philanthropists (Birthright Israel) 29

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