Urban Youth Action, Youth Works, Inc, and Bethlehem Haven’s project employ
This special project was a collaboration between Urban Youth Action, Youth Works, and Project Employ – a life skills and job training program developed by Bethlehem Haven. PSVP brought the three organizations together and assisted with program development, acting as an intermediary between the collaboration.
Accomplishments with PSVP’s Support:
- Lead Partners assisted in developing the Transitions to Success program that included 36 weeks of classes, a 12-week internship and one-on-one coaching and personal development sessions with class instructors. 12 students completed the program, providing them with essential skills and experience as they enter life after high school.
A Child’s Place at Mercy
PSVP’s Grant Review Committee was impressed by A Child’s Place at Mercy’s (ACP) dedication to developing creative, effective solutions in their field, and the expertise and dedication of its staff to fulfill their goals. The mutual interest driving our partnership with ACP includes helping their organization set its strategic direction; increasing the development of, and access to, unrestricted funds, and improving and evaluating current programs, with the hope that the latter will prove viable models to replicate elsewhere.
Accomplishments with PSVP’s Support:
- PSVP Partners assisted ACP with the implementation of “The Cop Car Project” which gives police officers the tools they need to respond appropriately to cases of Child Abuse & Neglect. To read more about it, click here.
“We couldn’t have done it without PSVP’s help”
~ Joan Mills, ACP Program Manager in reference to the Cop Car Project.
Big Brothers Big Sisters of Greater Pittsburgh
PSVP’s efforts with BBBS were focused on improving the recruitment, retention and capability of BBBS’ volunteer mentors (the Bigs). To accomplish this, we assisted BBBS in the following areas:
Recruiting and Retaining Bigs
- Creation of an electronic bulletin board through which Bigs can communicate with one another about issues they face with their Littles
- Development, prioritization and implementation of global strategies aimed to improve volunteer retention
- Development of messaging that sets clear and realistic expectations about the role of the mentor (Big), including updating the Bigs’ Orientation Package and the Bigs’ Reference Manual
- Implementing tactical goals (aligned with the recently developed strategic plan) to dramatically increase and retain the number of Bigs participating in their programs. This includes: development of a regional support group for Bigs, training of Bigs, attaining corporate sponsorship, developing a recruitment magazine, and advertising.
Communications Infrastructure
- Created an e-newsletter format
- Implemented software that tracks the impact of various strategies on mentor retention and effectiveness
- Implemented a revised BBBS web site, improving visual, navigation, and content effectiveness
- Developed and implemented evaluation measurements to gauge web site effectiveness
Strategic Planning & Operating Procedures
- Worked with the Executive Director to review BBBS’ organizational structure and operating procedures to optimize the efficiency of the current approach
- Support the evolution to a performance-based internal work culture
Child Watch of Pittsburgh
The organization approached PSVP requesting the assistance of someone skilled in facilitating strategic planning. Primary issues the organization’s leadership wanted to address were: sustainability (creating a development plan that would not compete with the coalition’s members), marketing, and prioritization and evaluation of programs / issues the organization would tackle.
Accomplishments with PSVP’s Support:
- Developed a high-level strategic plan to the vision, mission, and organizational goals level
- Created of an operational (tactical) plan
- Assisted with hiring an executive director
- Financial Management Systems put into place
- Prepared the organization for its move out from under its former fiscal agent, put personnel standards and office procedures in place
- Developed a plan to ensure organizational financial sustainability
- Drafted a marketing plan with new logo and tag line
“We had no bones before PSVP, we were an invertebrate. Now we have structure.”
~ Judith Horgan, Founder of Child Watch
Gwen’s Girls, inc.
As currently there are no gender-specific programs aimed toward breaking the cycles of neglect, abuse, poverty, and poor education among girls, it is not surprising that Gwen’s Girls’s (GG) faces a long-waiting list (its capacity is approximately 50 girls). Excited by their unique approach, outstanding leadership, and attention to the latest research, policy, expert opinion and strong relationships with local direct service providers, PSVP has agreed to help develop, document and validate the application of their programmatic model, create the business model that supports the organization and its program, and distribute their model to other local communities. GG’s long-range plans are to establish a continuum of services, and develop a model that can service girls throughout the country, state and nation.
Accomplishments with PSVP’s Support:
- A Board Retreat focusing on their strategic plan for the next 3 years. PSVP has now begun assisting management with implementation of that plan.
- A business plan for developing the infrastructure and capacity needed to support programmatic and geographic expansion aligned with Gwen’s Girls vision
Every Child, inc.
Most child welfare services are offered to clients independently of one another (i.e. think silos). This lack of coordination leads to a waste of resources (multiple intake staff, administrators, individual / non-integrated budgets, etc.) Often staff members from various programs have little or no idea about what else is offered by their agency, or what other services the client may be receiving. Consequently, the stability and health of families in our community is not improving. Given this community issue and EC’s unique, holistic approach, the overarching goal of PSVP’s work with EC is to replicate the organization’s integrated model of service delivery.
Accomplishments with PSVP’s Support:
- Documented all of Every Child’s (EC) business processes, services provided and workflow (i.e. the model)
- Identified areas where EC could improve its business processes for a more efficient and/or effective service delivery model
- Created a document that accurately describes the Every Child, Inc. philosophy and model of child welfare service delivery
- Led overhaul of financial reporting system & implemented financial measures
“PSVP partners ask questions and want to know the the details of what we’re doing.
They are dedicated to improving the efficiency & effectiveness of our organization.”
~ Susan Davis, Executive Director of Every Child
YouthPlaces
Youth Places (YP) has in place the essential infrastructure and platform, as well as the target audience, to make a big impact on improving life outcomes for a high percentage of youth most at-risk in Pittsburgh. Recognizing this opportunity, PSVP and YP decided to collaborate on a paradigm-transforming project whereby YP would significantly impact life outcomes for these youth, as well as ultimately reduce the number of at-risk youth in our community. PSVP’s objective is to help YP realize the opportunities for improving their Academics, Life Skills and Career Development (ALSC) Program design and delivery.
Accomplishments with PSVP’s Support:
- Developed a needs assessment by reviewing the current YP curriculum and conducting feedback sessions with YP site coordination teams
- Developed a pilot program to prepare 16-18 year old participants for job readiness after aging our of YouthPlaces
“PSVP is a catalyst for our organization”
~ Lori Schaller, Executive Director of YouthPlaces
KidsVoice
The decision was made to work with KidsVoice in December 2001 to help the organization through a management transition. The hire of a new Executive Director gave KidsVoice a new goal to create an environment where attorneys could have the resources they need to be able to understand and advocate the best possible solution for their clients. We provided the organization with a $50,000 grant, and partners worked with the organization’s staff on the following:
Accomplishments with PSVP’s Support:
- Completed a development audit, 3-year development plan and Development Director job description
- Human Resource policy development
- Information Management infrastructure audit and recommendations
Youth Enrichment Services, inc.
PSVP invested in Youth Enrichment Services (YES) primarily due to the dual impact of its MP (mentoring partner) Program – Mentees receive a source of stability with whom they can confide while Mentors learn leadership and responsibility through direct experience. The overarching goal of PSVP’s involvement was to document the MP Program and its impact, then package their model for replication.
YES’s initial challenge was its own sustainability. PSVP first focused on creating a solid, efficient infrastructure for the organization so that it could focus on running its programs. Together we have:
Accomplishments with PSVP’s Support:
- Created a new annual budget
- Oversaw staff restructuring (including hiring the new program director)
- Reviewed and provided feedback on the organization’s financial management systems
- Developed documentation of the Mentoring Partner Program (how it works, how many kids it serves, and what its measures of effectiveness are)
- Assisted with data reporting issues
- Developed a strategic plan and a 3-year business plan
- The mentoring Partnership Program has been documented so that everyone understands the parameters of the program; this document is also a necessary communications piece for franchising the program to other non-profit agencies, on of the main objectives of the strategic plan.
- A Logic Model was used to identify the activities and outcomes that are expected to result from the successful implementation of the MP Program. These activities and outcomes will be measured and tracked to determine the success of the program.
- Assisted YES in identifying future facilities requirements, and developed a plan to proceed with a search for a new facility
- Developed a fundraising program
Pittsburgh Social Venture Partners will launch it’s 2008 Grant Cycle on April 30, 2008. We invite all interested agencies to review the following grant guidelines and criteria and submit a letter of inquiry by May 23, 2008 at 5:00 PM. To learn more, we invite you to attend our Community Launch Information Session on April 30, 2008 at 100 Technology Drive.
PSVP’s grantmaking focuses on providing support to nonprofit organizations serving at-risk youth in Allegheny county. We do this through monetary grants of up to $15,000 in addition to hands-on strategic assistance in the areas of financial sustainability and improved capacity. Similar to Venture Capital investors, PSVP Partners invest in the management team of an organization and the future potential we see in that organization. Through a collaborative effort, PSVP partners can provide assistance in:
- Strategic Planning
- Marketing/Communications
- Information Management
- Executive Coaching
- Technology Infrastructure
- Project Management
- Board Development
To determine if your organization meets our full criteria for investment based on the 2007 guidelines, download the Complete 2008 Grant Cycle Guidelines. This package includes required forms and evaluation criteria.
Application Materials
Note: Application Materials will only be accepted electronically (emailed to info@psvp.org) in MS Word or PDF formats.
Organizational Eligibility Tool
2008 Grant Cycle Critical Dates
| April 30 4:30PM to 6:30PM |
Community Launch Information Session Location: TBD |
| May 23 5:00PM |
Letter of Inquiry (LOI) submissions due to PSVP offices: info@psvp.org |
| July 7 | Applicants notified of LOI review decision |
| July 14-18 | Elevator Pitch Training for all finalists |
| July 31 5:30PM – 8:00PM |
Elevator Pitch Session |
| August 7 | Applicants notified about Site Visit Round decision |
| September 5 | Final proposals due |
| September 17- October 8 | Site Visits |
| October 22 | Funding decision contingent on due diligence |
| October 31 | Final funding decision announced |
The Morino Institute – http://www.morino.org/index.asp
Venture Philanthropy Partners – http://venturephilanthropypartners.org/
The Rensselaerville Institute – http://www.rinstitute.org/
For a listing of nationwide organizations who are social entepreneurs and/or use the venture philanthropy model, follow this link to SVPI’s website.
What is Venture Philanthropy?
(Taken from the 2001 report “Venture Philanthropy” The Changing Landscape” published by the Morino Institute with Venture Philanthropy Partners. )
There is a wide difference of opinion about when and where the term “venture philanthropy” deserves to be applied. As the Edna McConnell Clark Foundation explained in replying to our survey, “The term (venture philanthropy) has lacked definition from the beginning, and it seems only to be getting more confusing. An overly precise sounding lexicon appears to be masking an enormous degree of ambiguity and need for learning. This has resulted in a great degree of uncertainty as to what comprises the field.”
Rather than engaging in the unproductive task of judging competing claims, it might be more fruitful to acknowledge that venture philanthropy has developed across a wide spectrum with a variety of different models. These range from multi-donor funds that adhere closely to the philosophies and practices of venture capitalists, to the foundations of wealthy individuals that, while new, actually operate in a fashion more similar to traditional grant-makers. They range from hands-off grant making to high levels of donor engagement that include, in a few instances, taking seats on the board of the nonprofit being funded. Essentially the models fall into three broad categories:
Venture-generated philanthropic funds. In this model, the resources being distributed from various funds or foundations were contributed from successful venture capital efforts. However, these philanthropic funds are not necessarily being disbursed or invested according to the principles that a venture capitalist would follow, which include a primary focus on strong leadership and commitment to providing strategic management assistance.
Venture-influenced philanthropic funds. This philanthropy is influenced by the success of venture capital practices and reflects at least some of the characteristics of venture capital. These include taking risk, measuring outcomes, and paying extra attention to organizational leadership. But these funds typically lack a significant strategic management assistance effort as well as the staff capacity to provide one.
Venture-parallel philanthropic funds. These are funds whose approach to philanthropy most closely parallels the behavior of venture capitalists, especially the high level of engagement reflected in matching financial investment with strategic management assistance. As in the case of Robin HOod Foundation, Entrepreneurs Fund, Roberts Enterprise Development Fund and Venture Philanthropy Partners, these fund anticipate making relatively fewer but larger investments and usually have larger staffs available to provide management assistance and capacity building.
This spectrum also suggests that there may be opportunities for more partnerships between venture philanthropy organizations, as well as between venture philanthropy and foundations – partnerships in which the venture philanthropy organization works with non profits to build their capacity, but a foundation steps in to fund the expanded programs and works to maintain funding for the enhanced capacity.
Watch a video about Venture Philanthropy
For more information about the SVP Movement and it’s role in venture philanthropy, click on the icon below to be redirected to our national affiliate site.
Current PSVP News
All Media inquiries should be directed toward:
Terry Beggy
412-394-2614
terry@psvp.org