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Management: Going National! Best Practices for Organizational Growth and Expansion
 

Management: Going National! Best Practices for Organizational Growth and Expansion

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This workshop discussed the national expansion planning and implementation of both Higher Achievement and Horizons National.

This workshop discussed the national expansion planning and implementation of both Higher Achievement and Horizons National.

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    Management: Going National! Best Practices for Organizational Growth and Expansion Management: Going National! Best Practices for Organizational Growth and Expansion Presentation Transcript

    • Going National!
      Best Practices for Organizational Growth and Expansion
      Presented by:
      Rachel Gwaltney
      Chief of Programs-Higher Achievement National
      Jose Oromi
      Deputy Director- Horizons National
    • Agenda
      Organizational History & Catalyst for Expansion
      Planning for Expansion
      Implementation and Lessons Learned
      Best Practices
    • History & Catalyst for Expansion
      • Founded in 1975 to address the disparity of academic opportunities among young people in Washington, DC’s Ward 1 neighborhood
      • Reorganized in 1999 as a results-driven program
      • Opened 3 more Centers in Washington, DC
      • Three-phase strategic plan to prepare for expansion
      • Launched longitudinal research evaluation of the program
    • History & Catalyst for ExpansionHorizons National
      • Founded in 1964 at New Canaan Country School (NCCS) in CT to serve low income families of lower Fairfield County
      • Formal evaluation by Dr. Edward Zigler from Yale showedHorizons made a significant and unique contribution to the lives of the children it served.  Dr. Zigler urged the expansion of Horizons.
      • 1995 – program replication begins with a small grant for seed funding, and Horizons National was established.
      • 2005 strategic planning efforts concluded the need to define a more cohesive and targeted approach to expansion, including strengthening the consistency of the Horizons model across affiliates.
    • Planning for Expansion
      Higher Achievement
      Horizons
      1995-2005: Initial expansion was organic. Reactive growth model supported by a small private grant.
      First 10 years of expansion resulted in 13 new programs, each with a high level of autonomy.
      2005: Horizons National strategic planning results in changes to organization and business model.
      2007: Began uniform evaluation across network of affiliates.
      2004: Conducted organizational assessment to determine readiness for growth
      Spent two years building internal capacity to prepare for growth
      Launched longitudinal research evaluation of the program
      2006: Opened pilot expansion site in Alexandria, VA
    • Implementation and Lessons Learned
      Transformed structure into a national organization with local programs
      Chose to remain a single 501(c)3
      Developed criteria for expansion cities
      Ranked potential cities against criteria
      Selected Baltimore for first new affiliate
      18 months of due diligence
      Hired Executive Director May 2008
      Opened two Centers June 2009
    • Implementation and Lessons Learned
      • Commitment to expansion needs to be well-defined and well-planned.
      • Nurturing the right local school partner for long-term success takes time and resources.
      • No Horizons program has ever closed.
      • New Horizons programs take 12-18 months of preparation.
      • Attracting national resourcesrequires strong evaluation, valid results, and participation in the national dialogue.
      • Organizational infrastructure, guidelines, procedures must remain flexible to allow for local identity.
    • Best Practices
      Higher Achievement
      Be realistic about internal capacity to support growth
      Do your homework: build advance partnerships that will support success
      Have a strong vision of what the expanded organization looks like, and how it fulfills your mission
      Be thoughtful and thorough about staff training; provide resources for program replication
      Develop a clear accountability process for maintaining fidelity to the model
      Horizons
      “The Slow Bake” (start small, develop buy-in and establish sustainability systems as you go)
      Commitment to long-term expansion approach (local programs must have vision to be K-8)
      Data-driven, evidence-based programs that maintain local identity and offer balance of academics and enrichment
      Let your stakeholders be your best marketers (children, their families, teachers and the board)