YSP Strategic Plan

Three-Year Strategic
Plan
April 1, 2012—March 31, 2015
Presented By: Bob Steere
2 March 2012

Acknowledgements
Our thanks to the following participants for their input in the development of the
Strategic Plan 2012- 2015 for the Young Social Pioneers program.
 Jan Owen (CEO, Foundation For Young Australians )
 Andrew Brough (Managing Director, Foundation For Young Australians)
 Reny Massoud (Senior Manager Partnerships, Foundation For Young Australians)
 Rhondah Whitaker (Program Director, Young Social Pioneers, Foundation For
Young Australians)
 Carlita Bevege (Communications Advisor, Foundation For Young Australians)
 Ashok Regmi (Program Director, Youth Action Net, International Youth Foundation)
 Katherine Kinzer (Program Manager, Youth Action Net, International Youth
Foundation)
 Karen Phillips (Program Manager, Youth Action Net, International Youth
Foundation)
 Joel Ariance (Program Manager, Youth Action Net, International Youth Foundation)
 Alissa Phillips (Change It Up, Foundation For Young Australians & YSP 2009 Alumni)
 Sylvia Guidara (Founder, Digimuve Digital Learning & Development Consultant)
 Bill Conn (Patron, Foundation For Young Australians & Chairman YSP Advisory
Board)
 Pete Baynard -Smith, (Foundation For Young Australians & member of YSP Advisory
Board)
 Kumari Middleton (Founder, Mayibuye, YSP 2010 Alumni & member of YSP
Advisory Board)
 Freeman Trebilcock (Founder, Interaction, YSP 2010 Alumni & member of YSP
Advisory Board)
 Chris Raine (CEO, Hello Sunday Morning, YSP 2010 Alumni & member of YSP
Advisory Board)
 Will Emmet (CEO, Left Right Think Tank)
 Aidan Thornton (Senior Manager, Business Services Consulting, Global Shared
Services, ANZ )

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Three Year Strategic Plan  Young Social Pioneers
Table of Contents
Acknowledgements................................................................................................................1
Introduction ..........................................................................................................................3
Mission Statement for YSP .....................................................................................................7
Core Values for YSP................................................................................................................7
Desired Outcomes..................................................................................................................7
SWOT Analysis.......................................................................................................................8
YSP’s Goals ............................................................................................................................9
1. Develop Young Leaders of Social Change in Australia & Asia Pacific.................................. 9
2. Promote Identity, Brand & Fundraising/Investment........................................................... 9
3. Increase Research & Evaluation.......................................................................................... 9
4. Leverage Partnerships......................................................................................................... 9
5. Benchmark Programming.................................................................................................... 9
6. Enhance Strategic Vision & Organisational Excellence ....................................................... 9
Action Plan ..........................................................................................................................10
1. Develop Young Leaders for Social Change in Australia & Asia Pacific............................... 10
2. Promote Identity, Brand & Fundraising/Investment......................................................... 11
3. Increase Research & Evaluation........................................................................................ 12
4. Leverage Partnerships....................................................................................................... 12
5. Benchmark Programming.................................................................................................. 14
6. Enhance YSP Strategic Vision & Organisational Excellence............................................... 15
Addendum 1: Timeline 2012 – 2015......................................................................................17
Addendum 2: Budget FY2009 – FY2015.................................................................................18

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Introduction
Launched in 2009, the Young Social Pioneers (YSP) has developed into a cutting edge program
for young leaders of social change with a growing national reputation. Now, after three years,
the program has asked the question: Where do we go from here?
Over the past few months, the Pioneers, alumni, staff, mentors, advisory board and other
volunteers have been asked to participate in the development of a SWOT analysis, to think
about the future success of YSP and alumni and engage in a high level strategic dialogue about
the program over the next three years from April 1, 2012 to March 31, 2015. This plan provides
strategic direction and framework for YSP in Australia and, ultimately, throughout the Asia
Pacific in order to advance the work of our Pioneers, volunteers, and various corporate sponsors
as advocates and participants for social change1
GLOBAL TRENDS IN YOUNG PEOPLE LEADING SOCIAL CHANGE
Worldwide, more than a billion young people are transitioning into adulthood. Half of the
world’s citizen’s today - more than 3.5 billion young people – are under the age of 30. This
creates enormous opportunities for youth. Appropriate policies and interventions are needed to
leverage this youth potential.
In this environment, young leaders in social change are making a difference in addressing social
problems and creating “significance” for change.
An International Youth Foundation Survey on barriers facing young leaders in social change/
entrepreneurs found four key challenges:
 Many young people are working in isolation without supportive networks and
professional mentors.
 Inadequate skills and gaps in knowledge in implementing their work to a sustainable
level.
 Skills and knowledge on how to leadership.
 Little access to peer to peer learning.
 Chronic gaps in finance.
Training and resources that do exist tend to ignore the role of their organizations or initiatives in
creating social change and in addressing scale, innovation or sustainability. They often ignore
1
Social change (or entrepreneurship): as defined by Wikipedia, social entrepreneurship is the work of
social entrepreneurs. A social entrepreneur recognizes a social problem and uses entrepreneurial
principles to organize, create and manage a venture to achieve social change (a social venture). While a
business entrepreneur typically measures performance in profit and return, a social entrepreneur focuses
on creating social capital. Thus, the main aim of social entrepreneurship is to further social and
environmental goals.

4
the fact the process for learning is as important as the learning itself and often requires both
off–site training and action-based experiential learning.
In 2004, a survey was carried out by the Schwab Foundation. Over 200 young leaders responded
to what they most needed:
 Access to working capital
 Organizational capacity building
 Networking opportunities
 Legitimacy
 Access to markets
 Leadership
“Ultimately, social entrepreneurship is aimed at transformational systems change that tackles
the root causes of poverty, marginalization, environmental deterioration and the accompanying
loss of human dignity. The key concepts of social entrepreneurship are innovation, market
orientation and systems change. Key concepts for which young people have both a skill set and a
driving passion“
- Cheryl Kernot, Director of Social Business, Centre for Social Impact Australia
Many young leaders in social change reveal their frustrations in the slow actions of government
processes and capacity to make timely, grassroots change. Social enterprises have grown as a
result of a need for change to take place in dynamic, responsive and efficient ways. These
efforts have supported the idea that youth could be capable, competent leaders, affecting real
and lasting social change became apparent. For example,
 Mission Australia recently released a report that shows that 60% of young people
volunteer in their spare time. A massive portion of these young people are involved in
running or working in youth-led organizations.
 It is estimated that $15.5 million worth of volunteer time is contributed to Australian
society by youth-led organizations each year.
“Young people in Australia, especially 18 to 29 year olds, are known for their audacity and risk –
taking but are rarely credited for the creative social change they drive in the community. [These]
young people are organized, insightful and creative in their approach to developing their
communities.”
- Rick Newnham - past CEO, Left Right Think Tank
AN AUSTRALIAN INITIATIVE: YOUNG SOCIAL PIONEERS
YSP began as a major programming initiative of the Foundation for Young Australians (FYA)
(www.fya.org.au). FYA provides a national platform of respect and opportunity for the best
ideas and actions that young Australians have to offer. In 2011, FYA launched its five-year
strategy and vision for change. We believe that all young people have the courage, imagination
and will to shape their education and create social change.
Internationally, FYA is a partner with the International Youth Foundation (www.iyfnet.org)
located in Baltimore, Maryland, USA. IYF invests in the extraordinary potential of young people.
Founded in 1990, IYF builds and maintains a worldwide community of business, governments,
and civil society organizations committed to empowering youth to be healthy, productive, and
engaged citizens.

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YSP is based on IYF’s global initiative, Youth Action Net® (YAN), which invests in the power and
promise of young social entrepreneurs around the globe. Launched in 2001, YAN strengthens,
supports and celebrates the role of young people in leading positive change in their
communities.
In the face of urgent global challenges - poverty, climate change, HIV/AIDS, hunger,
homelessness - young people are exercising their leadership potential like never before. Their
energy and idealism propel them to take risks, to look beyond obstacles, and to develop
innovative solutions. Youth leaders thrive in collaborative learning environments that emphasize
the knowledge, skills, and resources needed to maximize their contributions.
YAN supports aspiring and accomplished young leaders by providing skill-building, advocacy, and
networking opportunities. Established within individual countries, each country readapts the
YAN Learning Model to suit their specific needs. Each country institute's goal is to develop the
already existing skills and capacities of young people who are not just talking dreams but
implementing ideas. There are currently institutes in Mexico, Brazil, Jordan, Israel, Spain, Turkey,
Peru, Costa Rica and Australia (YSP), with additional institutes being planned for Africa and the
Asia Pacific.
In Australia, YSP invests in inspired young Australians to develop their leadership skills and
support their vision for social change. YSP brings 14 Pioneers together every year in a Learning
Program, creating a dynamic community, developing their skills while learning from and
inspiring each other. In other words, YSP asks the youth of Australia: Up to Something Great?
Today, as our nation and our region, not to mention the world, has grown in complexity with
new industries and diverse populations joining the global community—combined with the
impact of the increasingly flat, global economy2
—young leaders in social change with a shared,
national; not to mention an Asia Pacific or global perspective are few. We believe that our
future world requires a new generation, mentored and connected, to begin to assume the task
of leading the world into the middle and late 21st
Century. YSP creates a non-partisan, strategic-
oriented network of alumni with a shared vision for social change. They are challenged to work
within and outside various arenas to usher in positive change for Australia, the Asia Pacific and
the world. YSP prepares these current and future leaders in social change to:
 Identify national, regional and global common issues, opportunities and priorities.
 Seek solutions from a framework of social change.
 Understand each others’ individual challenges, priorities and concerns.
 Focus more on the greater good for all people of Australia and Asia Pacific, and less on
partisan priorities when acting on the local level.
 Resolve problems and discover wise public policy and visionary infrastructure that will
take the world into the future.
2
Thomas L Friedman, The World Is Flat: A Brief History of the Twenty-First Century (Farrar, Straus and
Giroux, 2007)

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The need to expand and enhance our connected and mentored young leaders in social change is
now. You might ask, “Why? “ To answer that question, we like to quote the social ecologist,
Peter Drucker:
“Leadership is not magnetic personality—that can just as well be a glib tongue. It is not "making
friends and influencing people"—that is flattery. Leadership is lifting a person's vision to higher
sights, the raising of a person's performance to a higher standard, the building of a personality
beyond its normal limitations.”

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Mission Statement for YSP
Young Social Pioneers invests in inspired young Australians to develop their leadership
skills and support their vision for social change.
Core Values for YSP
 To develop young leaders in social change throughout Australia and the Asia Pacific.
 To be an 18 – 29 years of age focused program.
 Engender respect among and for our Pioneers nationally and regionally.
 Provide opportunities in social change making for our Pioneers.
 Transparency in our decision-making.
 Commitment to inclusion and diversity reflecting our global culture.
 To create an alumni community of young leaders in social change throughout Australia
and the Asia Pacific who collaborate, network and learn from each other.
“The first Learning Retreat gave me confidence, I came face to face
with so much self doubt…just being exposed to other people and
other ideas have given me the impetus to implant new ideas which
has been awesome. I realize my work is serious, important.”
~Tim Kenworthy, YSP 2010
Desired Outcomes
By 2015, every young Australian participating in Young Social Pioneers:
 Will have access to a nationwide, 12 month learning program that focuses on their
personal and organisational capabilities.
 Will have the opportunity to attend an annual conference of committed alumni,
mentors, volunteers and other community social change makers coming together to
express ideas across borders, enhancing the network of Pioneers working to create and
develop their own future as well as ours.
 Will join and contribute to a regional network of alumni, creating a recognized force of
young leaders in social change that will in turn mentor other Pioneers.
 Will become an influential force on issues of social change in Australia and, eventually,
the Asia Pacific.
 Will discover concrete examples of work with, by and for our Pioneers that can be
emulated/exported to their communities.

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SWOT Analysis
STRENGTHS WEAKNESSES
 Qualified leadership with high credibility and
history of success
 Only young leaders in social change (18-29
years of age) program in country and region
 Increasingly strong word of mouth
 Received over $600,000 in kind goods and
services last three years
 Strong pro bono corporate PR relationship:
Porter Novelli
 Committed alumni gain a shared community
throughout Australia
 High level of social capital
 Committed members of Advisory Board
 Strong community support
 Service with dedicated Pioneers and
volunteers
 Three years of operation
Strong backing of IYF
Initiative of FYA
 Advisory Board has no specified purpose or
role, no succession planning or committee
structure
 Little specific identity, marketing or brand
development
 Few YSP-specific corporate relationships or
partnerships, pro bono or otherwise
 Lack of shared vision and expectations
 One dedicated staff member
 Small pool of mentors
 Lack of fundable business model
 YSP still relatively small and alumni
relatively few
OPPORTUNITIES THREATS
 Strategic Partnering/Networking with like-
minded organisations in Australia and region
 Increase # of Pioneers in Australia and pilot
international expansion in Asia Pacific
 Strengthen event sponsorships and
partnerships
 Increase media/PR efforts, i.e., social media
 Brand Mentor/Protégé program sponsorship
 Scholarship/foundational angel fund
 Expand research in young social change
making
 Expand YSP learning digitally
 Model YSP on best youth social change
programming globally available
Create an International Advisory Board
 Global and national economic and budgetary
issues (GFC)
 Competition from other youth-oriented
NGOs for finite resources
 Competition from academic institutions with
business-oriented or youth leadership-
focused degree programs
 No specific proof or quantitatively-backed
research regarding ROI by sponsors or
grantees
 Lack of potential funding (angel fund/venture
capital) for Pioneer-launched projects

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“YSP has given me the skills and confidence I needed and…the
realisation that my cause is a worthwhile pursuit and that - I can
do it! “
~ Katherine Wills, YSP 2010
YSP’s Goals
April 1, 2012 – March 31, 2015
1. Develop Young Leaders of Social Change in Australia & Asia Pacific
YSP’s youth-led initiatives will result in the program becoming the catalyst or influencer for
facilitating young leaders of social change throughout the Asia Pacific.
2. Promote Identity, Brand & Fundraising/Investment
The public, as well as public officials, legislators, the business community and the media, will
be aware of the important role played by YSP in the lives of the youth of Australia and the
Asia Pacific. Fundraising/Investment in and for the Pioneers and their projects will become
increasingly important in the growth of the program and long term benefits for the
participants.
3. Increase Research & Evaluation
YSP’s connection with universities and other research-based organisations around the
region will provide the quality of research and knowledge base that supports its leadership
position in social change in the Asia Pacific.
4. Leverage Partnerships
Partnerships, pro bono and corporate, are not only beneficial but absolutely critical for YSP
to leverage all available resources going forward, to support the next generation of social
change-oriented leadership in Australia and the Asia Pacific.
5. Benchmark Programming
Going forward, the benchmarking of YSP against global, cutting edge social change (or
entrepreneurship) programming will be a key component to the continued success of the
program.
6. Enhance Strategic Vision & Organisational Excellence
YSP will be an effectively governed, fiscally sound program for FYA positioned to enhance
the quality of life for our Pioneers in Australia and the Asia Pacific.

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“Working with the Young Social Pioneers is the most effective way I
have found to give back to the community. I am using my business
skills to help an extraordinary young person to build an
organisation that makes a difference.”
~Lindsay Bevege, Managing Director
Business Outlook & Evaluation & YSP Mentor
Action Plan
April 1, 2012 – March 31, 2015
1. Develop Young Leaders for Social Change in Australia & Asia Pacific
YSP’s youth-led initiatives will result in the program becoming the catalyst or influencer
for facilitating young leaders for social change throughout the Asia Pacific.
Strategies:
a) Develop opportunities for Pioneers to enhance their skills and abilities; including
strong, on-going engagement in the program as alumni.
b) Enhance our public relations outreach with Porter Novelli to recognize and attract
young leaders in social change.
c) Develop community outreach to include a speaker series and public events which
acknowledge the leadership inherent in our youth and attract and support efforts in
social change.
Tactics:
 Hold bi-annual off-site Staff, Mentor, Alumni and Council retreat.
 Have Alumni create, manage and staff one Learning Weekend annually.
 Invite a senior member of Porter Novelli and the media at large to join the Advisory
Board.
 Build a social change-oriented Speaker’s Bureau with a corporate (or other) sponsor.
 Launch the corporate-sponsored Speaker Series on Leadership in Social Change.
o Begin with one sponsored speaker event in 2013.

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2. Promote Identity, Brand & Fundraising/Investment
The public, as well as public officials, legislators, the business community and the media,
will be aware of the important role played by YSP in the lives of the youth of Australia and
the Asia Pacific. Fundraising/Investment in and for the Pioneers and their projects will
become increasingly important in the growth of the program and long term benefits for
the participants.
Strategies:
a) Product-ise the various programs and initiatives of YSP to enhance the marketing of
the program.
b) Enhance the marketing of YSP through the website and social media.
c) Create and market the FYA/YSP Angel Fund.
Tactics:
 Engage Porter Novelli (FYA’s pro bono PR firm) in developing a marketing plan for
YSP products.
 Create a (Corporate/Private Sponsor) Pioneers Award for Youth Leadership in Social
Change to annually recognize a member of the community who exemplifies
leadership in social change affecting/influencing the youth of Australia.
 Launch the (Corporate/Private Sponsor) Mentor & Protégé Youth Leadership in
Social Change Initiative highlighting the mentors and protégés annually involved in
YSP. (Note: see The Rolex Mentor and Protégé Arts Initiative
(www.rolexmentorprotege.com) as a model.)
o Vision: The (Corporate/Private Sponsor) Mentor and Protégé Young Social
Change Initiative is a national philanthropic program. The program should be
managed by the sponsor partner (TBD). It will match the highly talented
Pioneers from all over Australia (initially) with mentors from various disciplines
for a year of collaboration in a one-to-one mentoring relationship. Its objective
is to develop the next generation of youth leaders in social change for Australia
and the Asia Pacific.
 Develop a separate, enhanced, revamped website for YSP.
o Create a website with a more professional (trading)/NGO look and feel, i.e.
Unreasonable Institute (www.unreasonableinstitute.org) website in the USA is a
possible model.
o Site should highlight each Pioneer as a young expert in their field.
o Promote Alumni networking success stories on site.
o Showcase all sponsors of YSP (in kind and otherwise).
 Increase the number of corporate submissions annually.

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o Ernst & Young (EY): Submission has already been made. EY has expressed an
interest in making a substantial funding to FYA for the YSP program in the
second half of 2012.
 Brand each retreat weekend. With the new brand - find a sponsorship for each
weekend.
 Create the YSP Road Show: To increase the national awareness of YSP and heighten
the experience for the Pioneers, move each retreat weekend to a different location
in Australia.
 Build media relationships throughout Australia.
o Invite media to all FYA/YSP events.
o Invite a media representative to sit on the Advisory Board.
3. Increase Research & Evaluation
YSP’s partnership with universities and colleges will provide the research and knowledge
base that our organization needs to make a difference in the field of social change making.
Strategies:
a) Coordinate with institutions of higher education to emphasize research into youth-
oriented social change.
Tactics:
 Publish an annual report/white paper focusing on “State of Youth Leadership in
Social Change”
o Partner with a research-oriented partner, i.e. Melbourne Business School,
University of Melbourne (www.mbs.edu.).
o Seek corporate sponsorship for white paper.
4. Leverage Partnerships
Partnerships, pro bono and corporate, are not only beneficial but absolutely critical for YSP
to leverage all available resources, to create a generation of young leaders in social
change in Australia and the Asia Pacific.
Current core partnerships include the following organisations:
 International Youth Foundation: As an initiative of FYA, YSP acts as a key influencer
with IYF moving into the Asia Pacific.
o Benefit to FYA: The international reach and growth and successful history of
IYF gives FYA a platform to access the Asia Pacific.
o Benefit to IYF: FYA/YSP provides a future hub to the Asia Pacific and a
model/template for future expansion globally.

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 Porter Novelli (www.porternovelli.com): Porter Novelli is a global public relations
firm with offices in 60 countries. The company works in crisis management, health
care, technology, corporate affairs and consumer marketing. It has a reputation as a
leading agency in using the social media space to promote their clients, and earned
PRWeek's 2009 Innovation of the Year for its use of Flickr, Facebook, Twitter and
YouTube to promote fashion designers during Fashion Week.
o Benefit to FYA: The partnership comes through the IYF/FYA relationship.
Porter Novelli donates $30,000 dollars expertise (in kind) to FYA annually.
To date, YSP has benefited from this relationship through the marketing of
our Pioneers. We plan to expand the relationship as we implement our
strategic plan.
o Benefit to Porter Novelli: FYA offers Porter Novelli a unique opportunity to
interact with 18- 29 year olds on a personal and professional level and to
“give back” to Australia in an interactive manner.
 Echoing Green (www.echoinggreen.org): To accelerate social change, Echoing Green
(EG) invests in and supports outstanding emerging social entrepreneurs to launch
new organizations that deliver bold, high-impact solutions.
Echoing Green Fellowship: Through a two-year fellowship program, EG helps their
network of visionaries develop new solutions to society’s most difficult problems.
These social entrepreneurs and their organizations work to solve deeply-rooted
social, environmental, economic, and political inequities to ensure equal access and
to help all individuals reach their potential.
EG’s two-year Fellowship program provides more than $2 million in seed funding to
a diverse group of the world’s most promising social entrepreneurs. 3
From thousands of applicants, less than one percent are selected as Echoing Green
Fellows. Those selected receive up to $90,000 in funding to launch new
organizations; access to EG’s robust network; leadership development
opportunities, and; one-to-one support and counseling. Their newly launched
Alumni Initiative builds community among 500+ Fellows dating back to 1987 in
order to foster peer learning, shared access to useful resources, and a lifetime
commitment to positive social change.
o Benefit to FYA: EG fastracks our Pioneer applications to the semi-final level
in the Fellowship selection process. In other words, the Pioneers don’t need
to jump through as many hoops.
3
To date, Echoing Green has invested over $30 million in seed funding to 500 social
entrepreneurs and their innovative organizations.

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o Benefit to Echoing Green: FYA offers EG a perspective into Australia and the
Asia Pacific and what is going on with young leaders in social change.
Strategies:
a) Leverage all partnerships to the fullest extent for FYA/YSP. All partnerships should
be viewed through the lens of ensuring the success of each partner.
Tactics:
 Highlight all partnerships on the YSP website, including pro bono.
 Add 1-3 core partnerships in next 12-18 months.
 Invite all partners to every YSP function.
 Invite all partners in YSP social media and development efforts.
 Calibrate with each partner though the year regarding successes, failures and
measuring of desired outcomes.
5. Benchmark Programming
Going forward, the benchmarking of YSP programming against global, cutting edge,
youth-oriented social change (or entrepreneurship) programming will be a key component
to the continued success and growth of the program.
Strategies:
a) Benchmark YSP against national and internationals partners and competitors
seeking to deliver a “world class” program.
Tactics:
 Research other successful leadership and social change programs in the United
States of America, i.e. Lead Virginia (www.leadva.org) and in other countries, i.e.
Common Purpose (www.commonpurpose.co.uk) in Great Britain for best practices,
etc.
 Invite the leaders of those programs to deliver podcasts, Skype, etc. to the Pioneers.
 Develop an International Mentors program to supplement the current mentors
program for the Pioneers
 Again, a university partner could be engaged to lead a case study, etc.

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6. Enhance YSP Strategic Vision & Organisational Excellence
YSP will be an effectively governed, fiscally sound program for FYA positioned to enhance
the quality of life for our Pioneers in Australia.
Strategies & Tactics:
a) Evolve and strengthen the structure, leadership and overall performance of YSP’s
governance.
 Create the Executive Director position for YSP with full accountability.
 Expand volunteer roles to assist expansion of program
 Increase Advisory Board to 12 members in next 12 to 18 months. Enhance the
relative youth and diversity on the Advisory Board. The enhancement of the
Board should include the following:
o Board job descriptions
o Board accountabilities
o Going forward, FYA should have a minimum of one permanent board
position on the YSP Advisory Board. Note: Position should be held by a
FYA executive staff member.
o Written board leadership succession plan
b) National Expansion of YSP:
 Expand current nationwide program of 14 Pioneers to 18 by 2012.
c) Asia Pacific Initiative: Become the Asia Pacific hub for IYF4
by 2015.
 Position with FYA/ YSP as the program of influence to grow YAN in the region for
IYF.
 Invite two members of potential regional partner, i.e., the Social Leadership
Singapore5
(www.nvpc.org.sg) to attend the August Celebration Event. (Note:
this is solely an information gathering exercise.)
 Invite/enroll two additional Asia Pacific-based Pioneers (if qualified) as a pilot
program. (Note: this would increase the total # of potential Pioneers in 2013 to
20)
d) Create a culture of continual assessment and improvement within YSP.
4
Note: This strategic initiative is done within the global framework of IYF.
5
Social Leadership Singapore is an experiential and intense programme aimed at generating
breakthroughs for the non profit sector that can improve the well-being and quality of life of
Singaporeans, and at transforming participants that attend. Dr. Dean Williams, professor of leadership at
Harvard University’s Kennedy School of Government, designed and leads the program.

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 Hold bi-annual off-site Staff, Mentor, Pioneer, Alumni and Board retreat. (See
Strategy #1)
o Note: this is not meant to be solely a public relations effort. As the
retreat goes forward on an annual basis, it should showcase the
progress of YSP alumni, offer cutting edge programming in social
change, etc. In other words, a value-based exercise for all parties.
 Expand evaluation and measurement of YSP.
o This is an opportunity for YSP/FYA to differentiate itself from other
youth development programs in Australia and the region. Literally, this
effort would measure ROI for all participants concerned: Pioneers,
corporate sponsors, etc.
e) Ensure continued fiscal stability and growth through development-focused planning
and initiatives.
 Position of Executive Director is accountable for leading/managing fundraising
initiatives.
f) Establish the YSP Angel Fund
 Potential models for this fund include the Nonprofit Finance Fund
(www.nonprofitfinancefund.org) located in the US and the Wellcome Trust
(www.wellcometrust.ac.uk) located in Great Britain. Also, known in the USA as
community development financial institutions, such funds make loans to
nonprofits and push for fundamental improvement in how money is given and
used in the sector. Basically, they provide the opportunity to connect money to
mission effectively so social enterprises can keep doing what they do well. In the
case of YSP, a concept would be to launch an annual competition among the
Pioneers for a monetary award given to the top 2-3 Pioneers and their projects.

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“YSP provides skill-based, hands-on practical experience and
training. The program focuses on building networks, promoting
the Pioneers’ work and providing practical assistance for growing
our enterprises.”
~Kumari Middleton, YSP 2010
Addendum 1: Timeline 2012 – 2015
2012
 Expand current program from 14 to 18 Pioneers.
 Increase Advisory Board from eight to twelve members.
 Add 1-3 core partnerships
 Invite potential regional partners to August Celebration Event
 Launch YSP Road Show.
 Launch Mentor Protégé Initiative.
 Launch new YSP website.
2013
 Launch research/evaluation partnership with university program(s).
 Recruit two Pioneers from Asia Pacific, if qualified. (Total # of Pioneers = 20)
 Alumni will plan, manage and staff Learning Retreat Weekend in February.
 Publish annual white paper on “State of Youth Leadership in Social Change”.
 Research strategic scoping doc for Asia Pacific with IYF support.
 Develop International Mentors Program.
 Launch Social Change Speaker’s Bureau.
 Create Pioneers Award.
 Establish YSP Angel Fund.
2014
 Investigate potential partners for FYA/IYF Asia Pacific Strategy.
 Fund two Pioneer projects from Angel Fund.
2015
 Launch FYA as the Asia Pacific Hub for IYF.

18
Addendum 2: Budget FY2009 – FY2015
This fiscal year YSP expenses have been divided between current YSP program (total budget
$92,349) and YSP continuation (total budget $90,139), i.e. Total for YSP = $182K. Projected
budgets for fiscal years 2013-2015 are included.
YSP
continuation
Total YSP
2012
Projected
Total YSP
2013
Projected
Total YSP
2014
Projected
Total YSP
2015
Employment costs 31,389 94,000 99,000 104,000 110,000
Communications 14,300 15,300 16,000 17,000 18,000
Professional services 1,200 2,000 2,500 3,000 3,500
Travel expenses 25,510 41,000 55,000 60,000 65,000
Office overheads 6,740 19,000 20,000 21,000 22,000
Other program expenses 11,000 11,000 12,000 12,000 13,000
Total Expenses $90,139 $182,000 204,500 217,000 229,500
Pro Bono Expenses
YSP
Pro Bono
2012
YSP
Pro Bono
2013
YSP
Pro Bono
2014
YSP
Pro Bono
2015
Advisory Board 36,000 64,000 72,000 72,000
Mentors 90,000 120,000 120,000 130,000
Porter Novelli 30,000 30,000 30,000 30,000
August Workshops 6,000 7,000 7,000 8,000
November Workshops 9,000 10,000 12,000 14,000
February Workshops 15,000 18,000 18,000 18,000
May Workshops 6,000 9,000 10,000 10,000
Final August Workshops 6,000 8,000 10,000 12,000
Total Pro Bono Expenses $198,000 $266,000 $279,000 $294,000
Total Combined Expenses $380,000 $470,500 $496,000 $523,500
Note: Since the inception of YSP in 2009, the program has been the recipient of approximately
$600,000 of pro bono work.
Assumptions:
1. Estimated budget increase of 10% annually.
2. Advisory Board: Meets 4x annually.
3. Mentors: Each mentor gives two hours minimum monthly for one year.
4. Workshops: All workshops include pro bono facilitator fees.
5. # of Pioneers will rise from 14 to 18 in 2012 and to 20 in 2013.
6. YSP Road Show begins in 2012 with weekends in cities around Australia.
7. Expenses are projected to increase 5% annually (rounded up to the next $1K) with no
major programming changes assumed for this projected budget other than those listed
here.

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