Manna Girl’s Home
A Launch Ministries Inc. Development
Business Plan
Prepared By:
Ashley R. Walker
2 LAUNCH Ministries Inc. Mission
LAUNCH Ministries, Inc (LMI) is a faith-based, not-for-profit 501(c)(3) organization
established for the purpose of empowering and equipping today’s youth to become the
leaders of their generation. LMI’s mission is to give youth the tools and resources to
excel in every area of life. LMI focuses on developing youth intellectually, emotionally,
academically and spiritually.
LAUNCH Ministries Inc. Vision
LAUNCH Ministries, Inc (LMI) fully dedicates time and effort into encouraging,
empowering and supporting youth. Through the benefit of new relationships and
character building projects, the youth of LMI will learn important moral and leadership
qualities that will help them thrive in a positive environment. LMI projects are designed
to meet the needs of single mothers and their children, as well as, at risk youth who lack
healthy support systems, guidance, and encouragement.
Manna Girl’s Home. The Manna Girl’s Home will be a project of LAUNCH
Ministries Inc. This home will be established in the Tulsa area, specifically targeting
young ladies between the ages of 15-18. We will create an environment that will provide
safety, encouragement, support and healing. Each young lady will be partnered with a
volunteer mentor, which will assist in providing support and encouragement. The
Transitional Living Home will also provide life skills training and tutoring. LAUNCH
Ministries Inc. desires to also provide scholarships for the young ladies aging out, in
addition to giving the young ladies the opportunity to participate in international and
national mission trips upon completion of program.
Tulsa currently has roughly 8,046 children in DHS custody. According to the Mental
Health Association in Tulsa, “On average 200 youth turn 18 while in DHS custody (in
Tulsa County); 1 out 3 will experience homelessness; 50% will be jobless; and 95% of
the employed will have earned income below the poverty line.”
The main objectives include:
1. Providing a safe, healthy, and healing environment for DHS custody children.
2. Teach children valuable skills to build healthy habits and independent living.
3. Supply young ladies with the tools for academic success.
4. Provide life-skills training.
5. Provide academic scholarships for young ladies aging-out.
3 6. Give young ladies the opportunity to go on international and national mission
trips.
Target Group.
There are approximately 8,084 children in DHS with nearly 200 aging out ever year.
Among this group, there are several young ladies who have a difficult time transitioning
from DHS custody to adulthood. They can benefit from our Transitional Living Home,
by use not only providing stability, but encouragement, empowerment and support. Thus,
our target market for this home will be young ladies between the ages of 15-21 in/ or
transitioning out of DHS custody. We want to encourage young ladies to become
responsible and well prepared adults; therefore, we will implement a screening and
interviewing process, to assure that the young ladies entering the home are willing to
comply with the program guidelines.
Description
Program Description: By partnering with the Department of Human Services and
other community partners, we will have the ability to provide a transitional living home
for young ladies between the ages of 15-18. This home will allow ladies aging out, who
sign themselves back into custody to reside until the age of 21, while participating in an
educational program, or full time employment. Each young lady will be connected with a
mentor based on interest and compatibility, in addition to receiving one-on-one tutoring,
and life skills training. (See further description, (Program Strategy).
4 Project Organization and Management
Execu*ve Director Program Director Full-‐*me direct care staﬀ Mentors Other Volunteers Development Director Part-‐*me peer to peer staﬀ Support Staﬀ 5 Organizational Schedule
December 2011
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Develop a business plan that defines measurable goals, strategies, and objectives.
January 2012
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First Strategic Planning meeting.
Re-development of Website (Phase 1)
Meet with realtor Chris Brown.
Finalize business plan.
February 2012
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Solidify campaign strategy.
February 11, 2012 second strategic planning meeting.
March 2012
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March 17, 2012 third strategic planning
Contact potential partners and program affiliates.
o Bob Nelson (Nelson Mazda)
o Clark Millspaugh (Harvest Market)
o Bill Welch (West Tulsa Methodist Church)
o Gary Macintosh (Greenwood Christian Center)
o Youth Services of Tulsa
o DHS
o Teresa Knox (Clary Sage, Community Care, Oklahoma Tech)
o Steve Greene (Oral Roberts University)
o Oral Roberts University Missions dept
o Man to Man with Reclaim America
o Other community partners not yet known
April and May 2012
 Campaign Planning
June 2012
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Raise awareness of need for transitional living home.
Begin petition signing
Send corporate letters June 2nd
Perfect website
Meet with the Bair Foundation
Attend Habitat for Humanity interest meeting
6 July 2012
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Continue raising money through the LAUNCH The Vision Campaign.
Acquire additional project donors and sponsors
Begin public marketing strategies (Social Media, Fliers, Radio, Website,
Partnerships etc.)
August 2012
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Begin verbal mobilization strategy (Presentations to churches and other potential
community sponsors, PowerPoint)
Continue public marketing strategy (Social Media, Fliers, Radio, Website,
Partnerships etc.)
Penetrate community agencies with the Transitional Living Home project.
September 2012-September 2013
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Continue verbal mobilization strategy (Presentations to churches and other
potential community sponsors, PowerPoint)
Continue public marketing strategies (Social Media, Fliers, Radio, Website,
Partnerships etc.)
Penetrate community agencies with the Transitional Living Home project.
September 2013, wrap up the LAUNCH The Vision Campaign.
Our goal is to open the home to residence by the Fall of 2013.
7 Measurable Goals
1. Provide Stability and Safety.
a. Provide stability and safety for approximately 12 young ladies in DHS
custody between the ages of 15-21.
2. Equip Youth
a. Provide the following:
i. Mentorship.
ii. Tutoring.
iii. Life skills training.
iv. Leadership training.
3. Empower Youth
a. Provide scholarships
b. Opportunities to participate in international and national missions trips.
c. Offer Biblical knowledge.
d. Maintain staff the can encourage, support and empower youth at all times.
4. Sustainability
a. Empower LAUNCH Ministries Inc. to sustain this effort and its
community partnerships.
b. Fully engage the community in the LAUNCH The Vision Campaign.
c. Meet DHS requirements for funding opportunities.
d. Through relationships, we will build credibility amongst DHS, and other
community agencies, insuring that our vision and mission is invested in
and implemented.
5. Long Term.
a. Establish a viable model for future projects.
i. Boys home
ii. Home for Single mothers
b. Partner with local and international projects.
6. Domino Effect
a. Prepare residents to educate peers on life skills. (i.e. cooking, resume
building, interviewing etc.)
8 Program Strategy.
LAUNCH Ministries Inc has the ability to fulfill and sustain the following:
Manna Girl’s Home. By meeting DHS requirements, LAUNCH Ministries Inc. will
have the ability to provide a safe and stable home for 9-12 young ladies.
Life Skills Teaching: We plan to teach all residents basic life skills including but not
limited to:
 Resume building
 Interviewing skills
 Etiquette
 Cooking
 Budgeting and Money Management (i.e. filing taxes, paying bills, paying interest
etc.)
 Daily living
 Communication skills
 Relationship building
 Anger management
We will use the Ansell- Casey assessment tool to measure the process of all young ladies.
Domino Effect: The domino effect is a chain reaction that occurs when a small change
causes a similar change nearby, which then will cause another similar change, and so on
in linear sequence. We will prepare our youth and enable them to empower their peers.
Through allowing our youth their peers life skills and leadership skills, we will not only
be empowering youth, but giving youth the tools to empower others.
Leadership Training: While residing in the home, each young lady will be challenged to
exercise leadership abilities. We will engage young ladies in leadership activities to help
develop their leadership abilities and increase confidence.
Mentorship: Each resident will be connected with a mentor based on interest and
compatibility. All volunteer mentors will be trained and equipped to challenge the young
ladies in their morals, and values, in addition to providing encouragement and guidance.
Scholarships: LAUNCH Ministries Inc. will seek partnership and financial support to
provide all residents aging out that will be pursuing higher education with a scholarship.
We will also educate our residents on other scholarship opportunities available.
9 Summer missions projects: We will dedicates time and efforts in international projects.
We firmly believe in serving not just the youth in our country, but allowing our youth to
serve through short-term missions. We are directly connected with an orphanage in
Brazil, and continue to seek opportunities to connect and establish relationships with
similar projects are the world.
Aging Out Case Management: Upon aging out of custody all residents will be assisted
with obtaining housing, employment, higher education and any other services the youth
may need at the time of transition.
Outreach- The home will provide and encourage all residents to participate in church
activities, community outreaches, church services etc.
Counseling: We will contract with community agencies to provide counseling for all
residents.
Education: In order to provide some stability, we will encourage residents to stay at the
school they attend upon admission into the home. Those who may have disciplinary or
other issues will be placed in an alternative school or a program such as Tulsa Hope
Academy, which allows youth a variety of ways to obtain their diploma, in addition to
providing tutoring services and test preparation.
10 Transitional Phases
Phase I: Self- Awareness
During these phases, the young ladies will be help responsible for the following:
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Personal hygiene
Household responsibilities
Participation with Transitions mentor.
Weekly journaling/reflections.
Actively involved in Individualized treatment plan.
11 Phase 2: Peer Leadership
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Journaling twice a week/reflections.
Participating in weekly life skills training.
Illustrating self-control in conflict.
Assisting phase one residents with their responsibility, illustrating leadership and
healthy peer involvement.
Phase 3: Community Leadership
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Journaling three times weekly/reflections.
Active participation in community outreaches.
Partnering with residential staff to teach weekly life skills.
Involved in at least one extra curricular activity at school.
When each young lady completes all phases, she will be partnered with a Phase 1
resident to provide peer-to-peer support through her phases.
Evaluation
We will focus several efforts on measuring and evaluating the progress of all residents.
By implementing the Ansell Casey Life Skills Assessment, we can easily conduct a
baseline life skills assessment, develop a Life Plan, and measure progress. Before any
youth phases up, there will be a staffing held that will require the attendance of the youth,
the program director, the mentor and the child welfare worker. At this time the youth’s
progress will be evaluated and the youth will either phase up or be held in their current
phase. In addition, every three months, each youth, mentor and the program director will
do assessments that will evaluate the youth’s life skills, behavior and other areas of
progression.
Event Strategy/Plan (LAUNCH The Vision
Campaign)
LAUNCH The Vision Campaign. Our major fundraising initiative will be
launched April 2012. The LAUNCH The Vision Campaign will be the official fundraiser
for the development of the Manna Girl’s Home. This campaign will begin March 2012
and run until September 2013. This campaign will pull on community partners, individual
donors, churches, and other means of support to raise money for the development and
initial operation of the home.
During this campaign, we will highlight the imperative need of more transitional services
for DHS custody youth and we will host a fashion show with two local designers to raise
awareness and funds for the project.
12 Description
Launch Ministries, Inc. will begin an 18-month long fundraising campaign, Launch
Ministries Campaign, towards the latter of April 2012. As stated, this campaign will
conclude during the month of September 2013. The fundraising campaign will consist of
three separate phases. Each phase includes a target donor population that will be directly
contacted by either the Launch Ministries, Inc. (LMI) team or the CEO, Ashley Walker.
The first phase will cause the LMI and CEO to be in direct contact with INDIVIDUALS.
The second phase includes direct interactions with GROUPS OF INDIVIDUALS AND
THE GENERAL PUBLIC. And, lastly, the third phase requires direct interaction with
BUSINESSES AND CORPORATIONS.
The target donation amount is $600,000. This amount will cover the operating fees for
two years plus the necessary one-time start-up fees for the group home.
13 One-Time Expenses
Item
Amount
Quantity
Total
Appliances
Refrigerator
$450.00
1
$450.00
Dishwasher
$300.00
1
$300.00
Washer
$400.00
1
$400.00
Dryer
$400.00
1
$400.00
Stove
$475.00
1
$475.00
Couch (2)
$700.00
2
$1,400.00
TV (2)
$300.00
2
$600.00
Coffee Table
$50.00
1
$50.00
TV Stand
$50.00
2
$100.00
$150.00
2
$300.00
Desk Chair
$30.00
2
$60.00
Client Chair (2)
$30.00
2
$60.00
Computer
$500.00
1
$500.00
Printer/Copier Combo
$150.00
1
$150.00
$40.00
1
$40.00
Dishes/Utensils
$100.00
1
$100.00
Cookware
$200.00
1
$200.00
Kitchen Table and Chairs for 15
$700.00
1
$700.00
Common Area
Office
Desk (2)
Kitchen
Microwave
14 Bedroom
Bed (12)
$125.00
12
$1,500.00
Nightstands (12)
$20.00
12
$240.00
Comforter/Sheet Sets (15)
$30.00
15
$450.00
$200.00
6
$1,200.00
$300.00
2
$600.00
Printer for Girls
$50.00
1
$50.00
Window Treatment (9 windows)
$25.00
9
$225.00
Home Décor
$300.00
1
$300.00
Lamps (17)
$10.00
17
$170.00
Stereo (2)
$25.00
2
$50.00
File Cabinets (2)
$65.00
2
$130.00
Bookshelves
$20.00
5
$100.00
Smoke Alarms
$10.00
6
$60.00
Starting Office Supplies
$300.00
1
$300.00
Deposit for Utilities
$150.00
1
$150.00
Miscellaneous
$500.00
1
$500.00
Total
$12,310.00
Dresser (6)
Miscellaneous
Computer for Girls (2)
*This is with no renovations or repairs.
15 Monthly Expenses
Expense
Amount
Mortgage
$2,000/month
Utilities
$1,000/month
Salaries
Director-$40,000/year/12 months= $3,333
Full-Time- $32,000*4 persons=$128,000/year/12
months= $10,666
Part-Time- $9.00*20 hours per week*4
persons=$2,880/month
$16,879/month
Food (12 girls)
$1,000/month
Transportation
$700/month
Miscellaneous
$1000/month
TOTAL
$22,579/monthly
16 STRENGTHS
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 LAUNCH has its 501c3 status.
 Explored other programs.
 Relationship built with orphanage in
Brazil.
 Great board and supporters.
 Program development visions clear.
 Active website that can be used for
fundraising.
 LAUNCH the Vision Campaign
 Significant need for services.
OPPORTUNITIES
 January 2, 2011 there were 8,046
children in DHS custody.
 About 464 foster children age out of
the system per year.
 There is a lack of transitional group
homes in Tulsa.
 Grant opportunities
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WEAKNESS
New organization without
established credibility.
Limited resources and funding.
Lack of committed volunteers.
Funding
THREATS
 Teens aging out of custody are
usually tired of services.
 Competing with other credible
agencies for funding.
17 Competitive Review.
LAUNCH Ministries Inc. does not have any direct threats to the LAUNCH The Vision
Campaign nor to the establishment of the Transitional Living Home. There are several
Tulsa group homes and agencies that provide limited transitional services; however, our
plan is to not compete with these endeavors, but to partner with them, giving our youth
more available resources. Once element that makes our Transitional Living Home
different is that we begin working with young ladies before the actual age of transition.
Youth Services of Tulsa. Youth Services of Tulsa currently has a Transitional
Living Program that serves homeless youth between the ages 17-22 in preparation for
independence and adult living. It does this by providing a stable, safe place to live while
enhancing the necessary personal, social, educational and occupational skills to live on
their own. Our strategy is to prepare our residents for the Youth Services of Tulsa
Transitional Living Program by serving the girls starting at the age of 15.
Oklahoma Independent Living Program. The University of Oklahoma
National Resource Center for Youth Services (NRCYS) works under a contract with the
Oklahoma Department of Human Services (OKDHS), Children & Family Services
Division (CFSD) to provide technical assistance and training to youth, resource parents,
care providers, and child welfare workers around the state in the area of Independent
Living (IL). The program focuses on the teen population and seeks to promote the
importance of early planning for one's future; to develop each individual's innate
strengths; to ensure transition of young people ages 16 - 21 from state custody to selfsufficiency and successful adult living; to support youth by encouraging a multidisciplinary approach through training of field staff, and other appropriate adults; and to
develop teen targeted resources and community partnerships.
Each resident will participate with the Oklahoma Independent Living Program at the age
of 16. We will work with the OKIL to provide maximum support and resources for our
residents. They do not serve as a competitor because they do not provide residential
services.
18 Potential Partners
Department of Human Services
Stand in the Gap/Life Launch
Tulsa Hope Academy
West Tulsa Harvest Market
Youth Services of Tulsa
Margaret Hudson
Big Brother Big Sister
Greenwood Christian Center
Tulsa Boys Home
Reclaim America/ Man to Man
Tulsa Shock
Habitat for Humanity
Adoption agencies
Tyson’s Beauty Salon
19 The Problem
According to Atkinson at Harvard Law School, youth aging out of custody face eight
significant challenges.
1.
2.
3.
4.
5.
6.
7.
8.
Homelessness and lack of stable housing.
High rates of criminal activities.
Lack of educational achievement.
Failure to achieve and maintain employment.
High rates of poverty.
Family challenges in adulthood.
Lack of healthcare and Mental Health Services.
Lack of basic life skills.
“Group homes, where older youths are often placed, often hinder the development of
relationships with members of the community and give youths fewer opportunities to
become adopted or develop adult mentors.45 Congregate care facilities are generally
staffed with young workers and sustain high employee turnover rates, preventing youths
from developing “lasting relation- ships with responsible adults,” one of the key factors
typically associated with aging out successfully.”
According to one former foster care youth who now works at a mentoring program,
which he founded:
“Mentors provide consistency through times of transition. They believe in
the youth with whom they work and are sometimes the only people in the
children’s lives who are saying positive things about them. They help
youth regain trust in relationships and improve social skills. We could
require all youth to have one identified consistent adult through all
transitions, as a bare minimum. My real vision would be to preserve and
foster all relationships that children want to preserve, throughout foster
care and adoption.”
20 Statistics and Facts
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A study found that “13 per- cent of the [female participants] reported having
been sexually assaulted and/or raped within twelve to eighteen months of
discharge from care.
One study found that 45% of former foster care youth had “trouble with the law”
after exiting the foster care system: 41% spent time in jail, and 26% were
formally charged with criminal activity.
The Midwest Study found that, at age nineteen, more than one-third of former
foster care youths lacked a high school diploma or general equivalency degree
(GED).
Only 5% of foster care youths complete a post- secondary educational degree,
compared with 20% of their peers.
55% of the youths had been fired from a job at least once since leaving foster
care.
One troubling study found that many former foster care youths obtained money
through illegal means: 24% supported themselves by dealing drugs and 11%
engaged in prostitution.
The Midwest Study found that only 46% of the former foster care youths studied
possessed a savings or checking account, compared with 82% of their peers.
A study found that 46% of parents who were formerly in foster care reported
having children with health, educational, or parenting problems.
One troubling statistic is that 19% of former foster care parents reported having
a child removed from their custody, restarting a painful cycle with the foster care
system.
A study found that 30% of foster care youths experienced serious health
problems after leaving foster care.
Due to a life marked by traumatic experiences, foster care youths frequently lack
the basic skills necessary for successful independence such as keeping
appointments, managing a bank account, finding housing, shopping for
groceries, cooking meals, driving a car, and taking public transportation.
21 Why Give?
Although we are dedicated to provide safe and stable housing to young ladies in custody,
we are even more determined to teach life skills, and provide opportunities that will assist
these young ladies in achieving their goals, ultimately breaking the cycle of unequipped
youth aging out of custody. We need your help for the development and sustainability of
the project.
Fundraising Strategy 1: LAUNCH The Vision Campaign
LAUNCH The Vision Campaign
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Encourage donors to pledge during the 18 months of the campaign.
Raise $600,000 in 18 months for two years of operation.
Campaign newsletters and flyers will be distributed.
Fundraising Strategy 2: Corporate sponsors
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With this strategy, we will pursue major corporate sponsorship to make
contributes to the development of the home. This strategy will be contingent upon
our ability to present the topic well, and effectively illustrate the needs of the
home.
Fundraising Strategy 3: Media advertisement
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With this strategy, we will use Facebook, twitter, and our website, to highlight the
needs of the home and ways to contribute.
We will purchase a Facebook ad to run 2 weeks.
Fundraising Strategy 4: Fashion Show
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We will partner with local designers for a fashion show that will inform the
community about the needs and the project.
22 Staff
Board Members
Wayne Vaden, Chair of the Board
Ruth Jeremiah, Treasurer
Ashley Walker, Secretary
David Taylor, Director
Brandy Taylor, Director
Advisors
Brie Crites
Arienne Wilson
Brittany Fierson
Tamrah Alexander
Dexter Sullivan
Ramond Walker
Ana Fullington
Miesha Dinkins
Trey Thaxton
Mike Quinn
Pastor LaBryant Friend
Alisha Wilkerson