GROWING the covenant STRATEGIC PLAN 2021 - 2025 - MENTOR Maryland | DC
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GROWING the
covenant
STRATEGIC PLAN
2021 - 2025
GROWING the covenant STRATEGIC PLAN 2021 - 2025 CONTENT GUIDE
02 INTRODUCTION & OVERVIEW
06 MENTOR MARYLAND | DC’S STORY & IDENTITY
08 MISSION, VISION, & STRATEGIES
09 VALUES & COMMITMENTS
10 VALUE PROPOSITION STATEMENT
12 EXPANSION INTO DC METRO AREA
14 PROCESS FOR SETTING THE FIVE-YEAR PLAN
16 STRATEGIC PLANNING RETREAT
18 MENTOR MARYLAND | DC’S FIVE-YEAR PLAN
19 BIG GOAL
20 STRATEGIC PRIORITIES
21 SUB-PRIORITIES
24 NEXT STEPS & RECOMMENDATIONS
25 NEXT STEPS FOR DC EXPANSION
26 INTERNAL GROWTH
1
Introduction &
Overview of Strategic
Planning Process
Who MENTOR Maryland | DC is as an organization,
from its history and mission to the values
that guide its work
2
OUR PLANNING PROCESS
In the summer of 2020, Maryland Upholding The Covenant report
MENTOR partnered with Equivolve findings and recommendations, and
to facilitate a strategic planning the many voices that contributed to
process to guide its work moving that process and report. Maryland
forward. The engagement offered MENTOR has approached the
Maryland MENTOR the opportunity planning process with considerable
to: thought, intention, and input so
that our immediate path forward is
• Reflect on Maryland both responsive and proactive. A
MENTOR’s growth, plan is only effective if it is utilized,
accomplishments, and implemented, revisited, and revised
learnings since its founding; as needed – so MENTOR Maryland |
• Assess what has worked DC’s intention is not to treat what is
well and where Maryland in this plan as static, but rather as a
MENTOR needs and wants road map.
to grow;
• Set a clear and shared Maryland MENTOR was established
vision for the future of through the hard work, vision,
Maryland MENTOR’s work; and support of many different
and stakeholders who believed in the
• Articulate how Maryland need and opportunity for such
MENTOR intends to reach an organization to exist. In this
the goal it set through this important moment of reflection
process. and growth, we want to honor
and thank those who have helped
the organization get to where it
The process was designed to be is. Now, in 2021, the organization
inclusive and engage the range of is expanding its footprint to more
stakeholders that interact with and formally serve the DC Metro Area as
are impacted by Maryland MENTOR, MENTOR Maryland | DC. MENTOR
including mentoring program Maryland | DC cannot do this work
providers, young adults engaged alone and it is our hope that our
in mentoring, board members, community and partners will re-
partners, funders, staff, and technical commit with us as we move on the
assistance consultants. Additionally, path set forward by this process.
this strategic plan continues to
build on Maryland MENTOR’s 2018
3
OUR PLANNING PROCESS:
KEY ACTIVITIES & TIMELINE
Equivolve led MENTOR Maryland | DC through a process
to clarify its values, set a five-year goal, and identify key
priorities in support of that goal. It included steps to explore
a more formal expansion into the District of Columbia metro
area, including an opportunity to join forces with a DC based
non-profit, MentorPrize.
The planning process included extensive data collection and
review, including the MENTOR 2020 Affiliate Assessment
which captures input from 26 internal and external partners,
a statewide mentoring program survey conducted in
the summer of 2020 which received 126 responses, and
interviews with 25 stakeholders conducted by Equivolve
between October and November 2020. The findings from
these efforts were utilized to design a strategic planning
retreat with the MENTOR Maryland | DC board and staff
in February 2021 in addition to being utilized to create the
strategy captured in this document.
4
Strategic Planning:
JUNE 2020 - APRIL 2021
JUN | JUL Maryland State Mentoring Survey
2020 MENTOR MD | DC Affiliate Assessment
Board sets decision-making
SEPT | OCT criteria for expansion into DMV
2020 Equivolve conducts interviews w/ MD
& DC Metro Area stakeholders
NOV | DEC
2020 Equivolve analyzes interview data and produces
internal findings report
Findings reviewed related to expansion into DMV
Board makes decision about moving forward
w/ expansion
JAN | APR Two-day planning retreat w/ MENTOR
MD | DC Board & Staff
2021 MENTOR MD | DC & MentorPrize boards
vote to merge
Equivolve synthesizes the themes from
the retreat and creates strategic plan
5
MENTOR Maryland | DC’s
Story & Identity
Who MENTOR Maryland | DC is as an organization,
from its history and mission to the values
that guide its work
6
A BRIEF REFLECTION
ON OUR JOURNEY
I
n 2018 Maryland MENTOR them. Through the leadership
became the Maryland affiliate of Executive Director, Sadiq Ali,
of MENTOR: The National Maryland MENTOR is represented
Mentoring Partnership. That year, in critical conversations in the
it engaged in a statewide listening youth development sector and
tour to better understand the field are viewed as thought leaders
– it included 15 town hall meetings and trusted voices advocating for
that were attended by over 200 youth. It has created opportunities
people and served as a catalyst for mentoring programs to learn
for much of its work today. Since together and from each other
then, Maryland MENTOR has through initiatives such as the
established a powerful team of 12 Moving Towards Liberation cohort
expert consultants who provide learning experience, and has
technical assistance and support developed important partnerships,
to mentoring programs; it has such as the Baltimore City
increased its staff capacity to Schools mentoring pilot, that
three full time staff and three full has the potential to dramatically
time AmeriCorps VISTA members increase the access to mentoring.
who support the daily operations It is with this strong foundation
of the organization, providing that Maryland MENTOR moves
trainings, conduct outreach, forward, now as MENTOR
establish partnerships with school Maryland | DC, with increased
districts, and increase the visibility clarity and determination.
of Maryland MENTOR’s resources
so that more programs are aware
of the resources available to
7
O
ur first few years were steeped in our collective
passion to see young people succeed and to do so
according to the principles of equity and according
to young people’s definition of success. After undergoing
an extensive strategic planning process, we are even more
excited about the future and look forward to using this
plan as a guide and roadmap to do a combination of the
following: amplify our efforts, amplify youth voice, amplify
the drive for making our planet a more equitable place and SADIQ ALI
to eradicate racism in all its forms, and finally, to amplify the EXECUTIVE DIRECTOR
notion we are 1000x stronger together than we are apart.” MENTOR MD | DC
MISSION, VISION,
& STRATEGIES
MENTOR Maryland | DC’s mission
is to fuel the quality and quantity
of mentoring relationships for
young people and to close the
mentoring gap.
It envisions every young person
having the supportive, caring
adult relationships they need to
grow and develop into thriving,
productive, and engaged adults
and can do so in an equitable
world.
How? To date, MENTOR Maryland
| DC has worked directly with
local organizations to increase
their capacity and effectiveness
through the strategies of
customized evidence-based
training, technical assistance and
support.
8VALUES & COMMITMENTS
Organizational values serve as a guide for the organization - in its work, culture,
and decision making. The staff and board of MENTOR Maryland | DC intentionally
examined its beliefs to articulate how it intends to approach its work.
VA LU E S COM M IT M ENTS
MENTOR Maryland | DC seeks to In support of our values and role as
embody and reflect the following an intermediary for quality mentoring,
values both internally and through we commit to supporting programs
its work: and influencing systems by:
INCLUSION & AUTHENTICITY • Encouraging systems and
programs to critically interrogate
• Create an environment themselves, to consider the
where anyone engaging with context in which they work, and
MENTOR Maryland | DC feels to acknowledge the dynamics
welcome and able to show around race, gender, age, and the
up as their full and authentic many other forms of power and
selves, just as we want for oppression.
young people being mentored
• Consistently being a voice
that names the dimensions of
RACIAL EQUITY power and privilege that impact
• Actively engage in mentoring.
conversations about race and • Bringing and promoting
consistently apply a racial authenticity.
equity lens
• Expanding our community’s
• Incorporate and create understanding of who can be a
trainings for the mentoring mentor and who mentoring is for.
field centered on racial equity
LEARNING & INNOVATION
• Engage in regular staff
trainings and dedicate time
to share and learn from each
other, modeling what we
encourage programs to do
• Seek new ideas and solutions
to increase our impact and
effectiveness
9VALUE PROPOSITION STATEMENT
The positive impacts of mentoring are clear. The Centers for Disease Control and
Prevention lists mentoring as one of four strategies that holds the most promise
for youth violence prevention.
YOUNG PEOPLE WHO WERE AT-RISK FOR FALLING OFF TRACK,
BUT HAD A MENTOR ARE:
55% 130% 52%
more likely to more likely to hold less likely than
enroll in college leadership positions their peers to skip
a day of school
M
entoring is one of our greatest tools for improving the quality of life
and wellbeing of our youth and our communities – and it engages our
whole community. A strong mentoring landscape is one where young
people not only have access to mentoring but that the mentoring program
and relationships meet quality standards that are safe and effective. It requires
intentional recruitment, training, and matching of mentors and mentees, and
consistently evaluating and refining efforts. Programs need to have both the
capacity and ability to apply best practices to effectively deliver mentoring
services that positively impact youth.
MENTOR Maryland | DC’s value proposition is to build an effective mentoring
ecosystem by facilitating the quality improvement of programs, promoting clear
standards, and being a champion for mentoring that is inclusive, authentic, and
for everyone.
10A FORMULA FOR SUCCESS
Clear Measures &
Standards of Quality
Accessible Technical
Assistance & Resources
Stronger
Mentoring
Landscape
Coordination & Inclusive
Network Building
Through the planning process, many stakeholders shared their thoughts on the value MENTOR Maryland
| DC brings to those it serves and spoke to the qualities MENTOR Maryland | DC demonstrates as an
organization. Following are some of the sentiments shared by respondents to the Statewide Survey on
Youth Mentoring and stakeholders interviewed as part of the strategic planning process.
11FORMAL EXPANSION INTO THE
DISTRICT OF COLUMBIA & JOINING
FORCES WITH MENTORPRIZE
E
ven as the statewide MENTOR MentorPrize, to increase the impact of
affiliate for Maryland, the both organizations. With support from
organization served the DC Metro Equivolve, organizational leadership and
Area, providing training and capacity board members engaged in fact finding
building to programs in the area. Through and due diligence that included collateral
the strategic planning process, it made review, focus groups, and data collection
a thoughtful and intentional decision to ensure mission alignment and to identify
to formally expand its footprint to key next steps for a successful merger. The
become the regional MENTOR affiliate Board of Directors for both organizations
serving the state of Maryland and the saw tremendous value in coming together
District of Columbia. This consideration and through a thorough and thoughtful
was a key part of the planning process exploration process, ultimately decided
and included an opportunity to join to merge the two organizations.
forces with the DC-based organization,
12M
entorPrize has a rich history of serving the
mentoring community in the DMV and especially of
connecting mentors and volunteers to opportunities
to engage with and support young people in a variety of
ways. Launched in 2014, MentorPrize is pleased to have
worked with close to 30 partners and while recruiting and
connecting over 2000 passionate, vetted mentors. It is
with this legacy in mind that we are beyond excited to join
forces with MENTOR Maryland | DC to become MENTOR
Maryland | DC and have the opportunity to serve even LESLI E ADEL MAN
more program partners and, by extension, many thousands
FOUNDER
more young people positively. The mentoring movement in
M E N TOR PR I ZE
the DC region is alive and well and we can’t wait to embark
upon this next chapter.”
13Process for Setting
MENTOR Maryland | DC’s
Five-Year Plan
An intentional and thoughtful process to setting a
big goal, priorities, and sub-priorities in service of
MENTOR Maryland | DC’s mission
14STRATEGIC PLANNING:
DATA COLLECTION
I
nput from a wide range of stakeholders was critical to the strategic planning process.
The themes and insights from several data sources were analyzed and used during the
strategic planning retreat and guided the design of the priorities and internal action
steps that MENTOR Maryland | DC has developed through this process. Two primary
sources were a statewide survey and interviews.
STAT E WI D E S U RV E Y STAK EH OLDER
O N YOU T H M E N TO R ING INTERVIEWS
126 institutions and organizations that 25 stakeholders participated in a series of
operate youth mentoring programs in 14 interviews and focus groups which were
the state of Maryland, as well as the conducted to capture:
District of Columbia, completed the • Honest opinions about what
Statewide Survey of Youth Mentoring works and doesn’t work related to
Programs from July 1st–August 28th, mentoring in Maryland and with
2020. In total, these 126 organizations MENTOR Maryland | DC to inform
indicated they operated 502 distinct what roles they can and should
mentoring programs. The survey play in the landscape
collected data in the areas of:
• Ideas and innovations that could
• Organizational Basics & inform the direction of MENTOR
Mentoring Program Details Maryland | DC and support their
• Mentoring Program mission
Participants • Assess clarity of messaging about
• Organizational Needs and MENTOR Maryland | DC’s identity
Perceptions of MENTOR and role
Maryland | DC • Inform fundraising strategy
A summary of findings from the survey Interviewees included:
is available on MENTOR Maryland | DC’s
• External stakeholders
website and the complete data set was
used to inform the goal and priorities • Former mentees/peer mentors
captured in the strategic plan. • Funders
• MENTOR Maryland | DC Technical
Assistance Consultants
• DC stakeholders
15STRATEGIC PLANNING
RETREAT
I
n February of 2021, the MENTOR Maryland | DC board
and staff engaged in a two-day virtual strategic planning
retreat to engage in big picture visioning, clarify the
organizational values that undergird its culture and decision-
making, and to set the goal that will inform and guide its
work for the next five years. The board and staff used data
collected through the planning process to chart its path
forward.
Throughout the two days, stakeholders engaged in critical
discussion in response to questions like:
“What can MENTOR Maryland | DC do
to shift the power and possibilities for
young people?”
“What are the critical current
environmental factors that need to be
considered in designing for the future?”
The result is what you will see on the following pages, and
what you will see from MENTOR Maryland | DC moving
forward. It has been intentional in setting a direction that is
true to its mission while being accountable and responsive
to the needs of its community and those it serves.
16Below are words captured from an activity where
the MENTOR MD | DC board and staff reflected on
the meaning and perception of what a mentor is.
17MENTOR Maryland | DC’s
Five-Year Plan
Visioning for the future based on MENTOR
Maryland | DC’s values, experience, data and
current context
18MEN TO R MARYLAND | DC’ S
BIG GOAL
500,000 Mentor Relationships &
$100 Million Dollars Invested in Mentoring
O
ver the next five years, MENTOR Maryland | DC will support mentoring
programs and systems leaders in connecting 500,000 mentoring
relationships and work to transform investments in mentoring with the
goal of seeing 100 million dollars invested across Maryland.
This bold five-year goal will only be considered successful if accomplished while
engaging in systems level change, expanding mentoring programs, and shifting
the narrative about mentoring, including what it is and who it is for.
19STRATEGIC PLAN:
P R I O R I T I E S F O R T H E B I G G OA L
T
aking stock of its core functions, organizational strengths, and
areas of opportunity raised by partners and stakeholders, MENTOR
Maryland | DC identified a set of priorities that serve as the path
toward achieving its big goal to support 500,000 new mentor relationships
and see $100 million invested in mentoring. The priorities are inter-related
and operate at MENTOR Maryland | DC’s point of impact - supporting
programs and influencing systems.
Two fundamental strategies that span across the priorities are youth
engagement and fund development. These are meant to be integrated
throughout and are fundamental to the success of each priority.
PRIORITY PRIORITY PRIORITY
1 2 3
Advocate for Systems Expand Mentoring Shift the Narrative
Level Change Programs Around Mentoring
Youth Engagement & Fund Development
20S T R AT E G I C P L A N :
SUB-PRIORITIES
PRIORITY 1 PRIORITY 2 PRIORITY 3
Systems Level Expand Mentoring Shifting the
Advocacy Programs Narrative
Identify & solidify Expand school-based Develop key
relationships with programs messaging for
policy champions changing the
narrative
Create policy & Expand faith-based Communications
advocacy platform programs plan for changing
the narrative
Formalize network Increase Black & Incorporate youth
of quality mentoring Brown serving experience & youth
programs grassroots programs voice into campaign
F
or each priority, MENTOR Maryland | DC identified a set of sub-
priorities that will not only help make progress toward the big
goal but that take in to account the needs and opportunities
raised through the data and input from programs and stakeholders to
enhance the mentoring landscape. Each of the sub-priorities below has
a further detailed implementation plan designed by staff to guide their
daily work and track progress. The sub-priorities integrate several of the
recommendations that came from the Upholding the Covenant report
and MENTOR Maryland | DC’s statewide listening tour in 2018.
21PROG
WE WANT YOU
TO JOIN US
As MENTOR Maryland | DC implements its strategic
plan, there are opportunities for all types of partners
to support and to be actively engaged.
There is a role for everyone in creating a strong
ecosystem for mentoring and MENTOR Maryland |
DC welcomes the engagement of those who share
SY
its vision and commitment to fueling the quality and
quantity of mentoring relationships for Maryland and
&P
DC's young people and to close the mentoring gap.
I
thoroughly enjoyed being a part of
our strategic planning process at
MENTOR MD|DC. It’s going to allow
us to be even more impactful as we
champion more and better mentoring
throughout the region because we
know our young people deserve it.
Now we’re ready to make the plan a JASON BI SCI OTTI
reality! Join us!" BOARD CHAIR
22• Use MENTOR Maryland | DC’s no-cost services to
GRAMS: continuously improve, including becoming a part of the
MENTOR Maryland | DC Quality Program Partners
• Become a mentor and encourage others to as well
INDIVIDUALS: • Be a champion and share your story
• Advocate for efforts that support and increase
YSTEMS LEADERS resources for mentoring
• Help amplify messaging to shift the narrative
POLICY MAKERS: about who mentoring is for
• Invest in mentoring programs and the
FUNDERS & infrastructure necessary to support them
• Develop mentoring programs within your
PHILANTHROPY: organization
23Next Steps &
Recommendations
Taking steps internally and with partners to support
MENTOR Maryland | DC’s big goal and internalize
feedback received through the planning process
24N E X T S T E P S F O R D C E X PA N S I O N
A
s MENTOR Maryland | DC more formally expands its footprint into the
DC Metro Area, there are initial steps that it intends to take to ensure it
understands and is prepared to meet the needs of the area. Throughout
the strategic planning process, Equivolve documented ideas and suggestions from
stakeholders in both Maryland and DC related to the expansion.
LANDSCAPE & NEEDS ASSESSMENT: Immediate Action: Intentionally build
strong relationships and transparent
It will be critical to know what organizations partnerships with those who have
in DC need from MENTOR Maryland | DC
been leaders in the space, including
and that it hear directly from DC providers,
especially considering the changing landscape the United Way of the National Capital
and impacts of the pandemic. Area and Deloitte. Additionally,
acknowledge the previous work done
Immediate Actions: by these organizations as it engages
1. Conduct a listening tour in the DMV with partners.
(scheduled for summer 2021), similar to
the tour in Maryland that produced the
Upholding the Covenant report, to meet MESSAGING, COMMUNICATIONS,
and begin building relationships with & BRANDING
mentoring programs and stakeholders as
well as identify key needs in the landscape. For its stakeholders in both Maryland and DC
MENTOR Maryland | DC will additionally Metro Area, it is critical to establish branding
replicate a statewide survey in DC, similar where both regions can see themselves and
to the one conducted in Maryland. the opportunity. The value proposition of what
MENTOR Maryland | DC is adding to the DC
2. The findings of this listening tour will then Metro Area needs to be very clear.
be integrated into this strategic plan, adding
nuance and detail to the ways in which the Immediate Action: Establish clear talking
big goal and priorities align with the needs points that are used consistently during
of DC. the first year of the expansion; be clear in
outreach and convening efforts the role and
functions MENTOR Maryland | DC is offering
to the region.
LEARN FROM HISTORY:
While MENTOR Maryland | DC is not new
to the DC Metro Area, it will be expanding MAXIMIZE PARTNERSHIPS
its offerings and presence in an area with a
strong commitment to mentoring and where There are opportunities for new partnerships
other organizations have convened mentoring through this expansion that may not otherwise
programs. MENTOR Maryland | DC should have been viable.
continue to learn from previous efforts and
the work that has been done by others as well Immediate Action: Identify a few key target
as remain cognizant of perceived competition sports industry partners and new businesses
among providers that has been an issue in the to begin cultivating. The sports industry
past. has not historically been very engaged in
mentoring in the DC Metro Area (e.g., ESPN)
25CONSIDERATIONS
FOR INTERNAL GROWTH
As MENTOR Maryland | DC implements its strategic plan, it has an opportunity to assess
and adjust its internal structures and operations to align and support its goals. The planning
process itself offered an opportunity for leadership and key stakeholders to provide
insights for continued success and effectiveness. In addition to the considerations below,
there is an overall need and opportunity to address a main theme around communicating
MENTOR Maryland | DC’s goals and priorities – suggesting that this strategic plan should
be shared widely and intentionally with all those who have been involved as well as the
broader ecosystem.
STAFFING & STRUCTURE Provide targeted capacity-building and
training opportunities that are intentionally
Continue to be thoughtful about the use and designed for different levels of mentoring, e.g.,
deployment of full-time staff vs temporary target to new, emerging, proficient programs
roles (e.g., AmeriCorps positions). Role to best meet their needs, helping to bring
consistency, especially in a small organization, smaller and less resources organizations and
can be a challenge to maintaining strong supporting groups of people interested in
partner relationships and engagement. come together and be mentors.
Add or adjust staffing to align with priorities;
this could include part- or full-time positions
dedicated to policy and to narrative change. FUND DEVELOPMENT
Consider utilizing satellite offices to better Focus efforts on public sources, including new
serve areas outside of Baltimore or implement opportunities for public funding with Mayor
a “chapter” model. This could be particularly Scott and opportunities that may emerge from
relevant with the expansion into the DMV. the formal presence in the DC Metro Area.
Seek more opportunities for joint funding with
partner organizations.
DATA CAPACITY & INFRASTRUCTURE
Increase use of data and measurement to track
outcomes as well as to tell the story of impact BOARD DEVELOPMENT
and value of mentoring and of MENTOR
Maryland | DC. Continue to build on the level of board
engagement modeled through the strategic
planning and expansion processes. As
reflected in the Affiliate Assessment, this
PARTNERSHIPS & ENGAGEMENT continues to move in a positive direction with
Create a Youth Advisory Board to stay grounded board members desiring to be active and
in the experience of those being mentored and actively engaging more consistently.
to ensure youth are not overlooked as a key
stakeholder.
Increase coordination with YMCA. There is a
need for more coordination with the network
of YMCAs to truly have a statewide movement.
26THANK YOU!
MENTOR Maryland | DC would like to extend
its deepest gratitude to its many partners who
supported and participated in this strategic
planning process including:
The MENTOR Maryland | DC
Board of Directors
Staff at MENTOR: The National
Mentoring Partnership
MENTOR Maryland | DC Staff
All of the individuals who participated in
strategic planning interviews and focus groups
The 126 programs that participated in the
Statewide Survey of Youth Mentoring Programs
MentorPrize Board of Directors
Funders
Equivolve Consulting
Nfranklin Design
27OUR Board
of directorS
LESLIE ADELMAN, ESQ. KELLY MEDINGER
MENTORPRIZE TREASURER
MARION I. & HENRY J. KNOTT
FOUNDATION
ROCHELLE ARNOLD-SIMMONS
VICE CHAIR
UNDER ARMOUR ELLIE MITCHELL
MARYLAND OUT OF SCHOOL
TIME NETWORK
JASON BISCIOTTI
BOARD CHAIR
POINTFIELD PARTNERS/ MICHAEL PETRY, CPA
BISCIOTTI FAMILY FOUNDATION KPMG LLP
DINA ELBOGHDADY ALLISON SOLOMON
MENTORPRIZE DELOITTE
JEN LOK BETSY FOX TOLENTINO, ESQ.
ERNST & YOUNG LLP MARYLAND DEPARTMENT OF
JUVENILE SERVICES
ADRIAN MCLEMORE
ANNIE E. CASEY FOUNDATION ELIJAH WHEELER
MONTGOMERY COUNTY
COLLABORATION FOR CHILDREN,
YOUTH & FAMILIES, INC.
28T
his was M E N TO R
Maryland | DC’s first
formal strategic planning
process since launching our
organization in 2018, and it
couldn’t have come at a better
time. We’ve experienced
dramatic operational shifts in
the pandemic environment,
are witnessing growing needs
in the community we serve,
and recently expanded our
I
couldn’t be more excited footprint into the Capital region.
about what is in the works All of these factors point to
for MENTOR MD | DC as a the urgency and opportunity
result of our strategic plan. for MENTOR to be an even
The plan informs our ultimate stronger leader in the mentoring
goal to shift the power movement. Our strategic plan
from the typical didactic will help us diversify the ways
of a mentoring relationship we support the many programs
between mentor and mentee, in our region who have boots
to one that appropriately and on the ground and are actively
rightfully centers the promise connecting young people with
and voices of our youth. We mentors who can help guide
all have engaged in various them through life.”
conversations in multiple
settings about disparities
KELLY MEDI NGER
that we’ve learned about or BOARD TREASURER
seen firsthand this past year.
The strategic plan stands as
a document to our stated
commitment to move past talk
toward action and change.
Equity requires more than
words, it demands action.”
ELIJA H WHE E LE R
BOARD MEMBER
29GROWING the covenant
STRATEGIC PLAN: 2021 - 2025
1500 UNION AVE., SUITE 2300 | BALTIMORE, MD 21211
@MENTORMDDC | #MENTORINGAMPLIFIES
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