2. we are one
3
pillsbury United
5Neighborhood
Centers
6Impact
Areas
8Business
Ventures
11Authorized
Charter Schools
54,000Connected
Individuals
180Staff
1Training
and Development Center
1,000+Local, National
and International Partnerships
“We are One
Pillsbury, United
around a shared
vision to close
the gaps and an
unwavering focus
on measurable
outcomes.”
- Chanda Smith Baker
3. Our history has taught us that
change is most likely to occur
when people feel a connection to
community and a sense of
belonging.
4 5
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••1884
Settlement House
movement
begins in Great
Britian
1906
John and Charles
Pillsbury donate
funds to Bethel for
expansion of ser-
vices. The agency
changes its name
to Pillsbury House
1959
Pillsbury Citizen’s
Services is created
combining Pillsbury
House and the Citizens
Club
1967
Pillsbury Citizen’s
Service and Waite
House combine
1984
Pillsbury-Waite Neighbor-
hood Services and
Northside Neighborhood
Services join forces to
create Pillsbury United
Neighborhood Services
2001
Pillsbury United Communi-
ties is established, combin-
ing Pillsbury Neighborhood
Services and the Confedera-
tions of Somali Community in
Minnesota
2014
PUC creates a
strategic
framework to
guide future work
history 1879
Plymouth Mission is
founded by Plym-
outh Congrega-
tional Church which
later became Bethel
Settlement
LETTER FROM THE PRESIDENT
Pillsbury United Communities is about innovation.
An entrepreneurial spirit permeates every level-fuel-
ing creativity and a commitment to finding solutions
that succeed. As a result, we have many examples of
high quality programs that effectively work with com-
munities, while bringing their voices and their visions
to the collaboration. Each day, we live our values in
neighborhoods with our community partners and
through the way we conduct our business.
Despite our many accomplishments, there is a
recognition that we are not solving problems at the
magnitude in which they exist. The persisting and
growing disparities in education, health, and employ-
ment are unavoidable truths. As our team discussed
the gaps one by one, it became apparent: Pillsbury
United Communities was uniquely positioned to
have a “gap” closing strategy.
In order to realize this vision, we need to move
beyond offering high quality programs towards an
integrated, family-centric approach - working across
programs, locations and organizational boundaries.
We are One Pillsbury, United around a shared vi-
sion and an unwavering focus on outcomes. Building
from our strengths, we recognize and embrace sev-
eral distinguishing facts that provide a firm founda-
tion to build from:
• We work with all ages, children, individuals,
and families across generations
• We connect with over 54,000 people annually
across the Twin Cities metro area
• We offer programming in 6 impact areas; all of
which have significant disparities
This framework is a living document focused on
increasing our capacity to further our impact. We
believe we have an incredible opportunity given our
sense of urgency, the depth of relationships, our
experience, and the strength of an organization in its
135th year.
We want to seize this moment to be more strategic
and even smarter, so that we can begin to holistically
close the gaps. We see a clear path to doing so by
acting on the lessons learned throughout our history
and the innovation that has always been part of our
identity. We will work deliberately and aggressively
towards ensuring that all of our children, individuals
and families are well and have the opportunity to
fulfill their potential and live in thriving communities.
Best,
Chanda Smith Baker
President and CEO
united
EXECUTIVE SUMMARY
Our strategic framework is focused on working smarter as an
organization and furthering our impact. The strength of our
organization is grounded in our neighborhood centers and
programs, all of which have achieved excellent results and
have established reputations for responsiveness, effective-
ness and relevance. While Pillsbury United Communities
has many components, the whole is greater than the sum of
these parts. This framework proposes agency-wide focus and
actions that transcend the boundaries of its parts. It suggests
that Pillsbury United Communities can take even greater
advantage of its distributed strengths, by addressing siloed
approaches and developing shared strategies to achieve its
mission. It is rooted in the understanding that the importance
of our work must extend beyond our doors and into a com-
munity that is faced with extreme disparities, but rich with
assets and opportunity. Our framework acts as a guide for an
integrated “gap closing” strategy, and, when successful, we
envision individuals and families that are well and thriving.
The strategies to achieve our aspiration are captured by two
words: impact and capacity. (1) An interconnected approach
to address multi-dimensional barriers, socioeconomic issues
and opportunities required to generate long-term individual,
family and community success (2) An organizational-wide
focus that effectively links operational excellence to achiev-
ing its mission and vision.
One Pillsbury, United was developed collaboratively by
bringing together input from many stakeholders. This stra-
tegic framework is a living document that will include the
development of short and long-term goals with measureable
outcomes. The achievement of the strategic framework will
be accomplished through the alignment of resources, and,
most notably, through the dedication of its leadership and
staff. This framework will guide Pillsbury United Communities
as it continues its pursuit of equitable outcomes for all.
Our strategic framework shows we are coming together to
create One Pillsbury, United; a tightly knit, unified organiza-
tion prepared to hit our 21st century targets andour ultimate
vision - all individuals and families are well and living in
thriving communities.
4. 6
PREPARATION
Fact gathering
Sources of information explored
DISCOVERY
Review of current realities
Analyzing what is and what is not
needed
IDEATION
The process of generating new ideas
and improvements
DESIGN
Creating the plan and determine mea-
sures of success
IMPLEMENT
Putting the plan to work
EVALUATE
Verify what works; adjust where needed
LIVING
OUR VALUES
UNITED BY
VISION
foundation
Creating Choice, Change
and Connection
DRIVEN BY
MISSION
We envision individuals
and families are well
and living in thriving
communities
THE APPROACH
This framework was developed to
strategically focus our work moving
forward. Intentionally it is without
an expiration date and will remain
in place until decided it is no longer
relevant. The implementation of the
framework is designed to allow for the
emergence of new ideas and innovative
solutions. We believe, wholeheartedly,
that the transformation of communities
must include everyone thinking and
responding differently. This approach
is not linear; it is a continuous practice
of learning, discovery, innovation and
revisions.
5. EVALUATION
COMMUNICATION
FINANCE
•Approaches are siloed
•Focus only on input/output
•Lack of shared definitions
•No elevator speech
•Communication to diverse
stakeholders
•Brand Identity
•Narrowed funding streams
•Very little general
operating funds
•Staff understanding of
finance
•Shared measures acros locations
and programs
•Articulation of ROI
•Including community evaluation
•Codify our best practices
•Strategic communications to
diverse stakeholders
•Advance opportunities for
community to bring voice to
issues and to generate solutions
•Improved internal communications
•Attract investors for innovative
solutions
•Engage the whole agency in
practices and solutions
•Discontinue programs lacking
the financial sustainability
Data drives decisions,
fuels innovation and
furthers impact
Communication is
engaging and targeted
to diverse stakeholders
inspiring action
Organization is well
resourced, reducing
waste and investing
smartly
LEADERSHIP
•Innovation not scaled
•Organization has only
episodic involvement with
policy
•Lack of established
guidelines on when to
“partner” or “lead” as an
agency
• Increase involvement of
community on agency decisions
• Increase opportunities for
community to engage and
influence policy
• Unleashing creativity in staff,
partners and participants
Advancing
organizational and
individual leadership to
affect change
TECHNOLOGY
•Underutilization
•Technology infrastructure
•Proficiency of staff with
technology tools
• Integrate technology to improve
program delivery
• Use technology to increase
efficiencies and innovation
• IT Audit of usage and need
Technology creates
efficiencies and new
ways of doing business
Focus Area Gaps Sample Strategies Outcome
EDUCATION
YOUTH
& FAMILY
EMPLOYMENT
& TRAINING
ASSET
CREATION
Belief gap
Achievement gap
Preperation gap
Access gap
Belief gap
Isolation gap
Access gap
Opportunity gap
Belief gap
Skills gaps
Unemployment gap
Wage gap
Access gap
Belief gap
Skills gap
Opportunity gap
Access gap
Innovation gap
• Redefine success indicators
towards educational success and
life readiness
• Establish STEAM (Science,
Technology, Engineering, Arts and
Math) curriculum in one or more
sites
• Expand and develop
family-centric approaches
• Increase social inclusion, social
capital, and social mobility for
better cohesion in communities
• Increase number of industry
recognized certification programs
offered
• Establish more credit attainment
opportunities
• Increase experiential learning
opportunities
• Business ventures strengthened
and expanded
• Build assets in low income
communities
• Focus on arts and culture in
community revitalization
All youth are engaged
and prepared for life
Individuals and families
build strong links,
bridges, and bonds
Individuals have access
to gainful employment
opportunities and the
skills to succeed
The communities in
which we are located
experience significant
positive economic, social
and cultural change
Focus Area Gaps Sample Strategies Outcome
WELLNESS &
NUTRITION
Belief gap
Health disparities gap
Opportunity gap
Access gap
• An integration of health and
wellness across the agency
• Focus on social determinants of
health
• Focus on individuals impacted by
trauma
Individuals and families
are healthy and well
impactfocuson
internalcapacity
build
Our focus on impact is a renewing of our commitment, approaches and vision for community at its best. An internal disruption to
interrupt current thinking, to challenge convention and to establish a bold goal that pushed us to think beyond our organizational
comfort zone. In part, this move is a reclaiming of our strength as a multi-service, community-focused nonprofit with deeply embed-
ded relationships across neighborhoods, institutions and sectors. It is the recognition that the complexities of poverty, systemic
barriers, and the legacy of injustice is interconnected. Therefore, what we know to be true: that poverty will not be solved with simple
solutions, one program or one path.
We are moving from offering programs that operate alongside one another to designing an integrated, holistic system of support for
those faced with multiple and complex challenges. This focus will bring community to the table as an equal partner to discover multi-
dimensional solutions that move people to economic stability. This is a strategic intent to blur the lines between impact areas to be
even more effective and aligned with serving whole people and families.
Embracing “the new normal” of increasing demands, paired with the reality of shrinking resources, and the challenge of main-
taining a healthy organizational culture – it was apparent that it was time to be disruptive. In order to create a more secure future,
we needed to renew focus on organizational capacity and stop doing business as usual. Our challenge is to close the “innovation
gap” - recognizing the necessity to innovate on purpose, not just with programmatic solutions, but operationally as well.
Moving forward, our focus on capacity will be concentrated on five strategic areas: evaluation, communication, leadership, tech-
nology and finance. Transforming our organizational culture from one that sees these functions as back room services to one that
recognizes them as central to furthering our impact and achieving our mission. In action, it is a deeper investment in developing
leaders who will begin to use data and technology to surface solutions and opportunities. It is an ability to communicate more ef-
fectively our impact, forward-thinking approaches and life stories of our neighbors. It is the deliberate linking of people, programs
and policy change required to have equitable outcomes for all. Lastly, it is smarter investments, expanding entrepreneurial ap-
proaches and the demonstration of even greater financial prudence to ensure financial sustainability.
6. 11
www.puc-mn.org
For copies, please contact development@puc-mn.org or 612.302.3400. Also, you can visit us online for printable PDF version.
One Pillsbury, Unitedis a gap
closing strategy focused on
ensuring all individuals and
families are well and living in
thriving communities.
framework LOCATIONS
Brian Coyle Center
420 15th Avenue South
Minneapolis, MN 55454
Camden Neighborhood Center
1210 37th Avenue North
Minneapolis, MN 55412
Executive and Development Office
125 West Broadway Avenue, #130
Minneapolis, MN 55411
Oak Park Center
1701 Oak Park Avenue North
Minneapolis, MN 55411
Pillsbury House + Theatre
3501 Chicago Avenue South
Minneapolis, MN 55407
Urban Institute for Service
Learning
125 West Broadway Avenue, #100
Minneapolis, MN 55411
Waite House
2323 11th Avenue South
Minneapolis, MN 55404
BUSINESS VENTURES
Breaking Ice
3501 Chicago Avenue South
Minneapolis, MN 55407
Culinary Arts
2323 11th Avenue South
Minneapolis, MN 55404
Full Cycle Bike Shop
3515 Chicago Avenue South
Minneapolis, MN 55407
Health Realization Training Center
3501 Chicago Avenue South
Minneapolis, MN 55407
Interpreting Agency
125 West Broadway Avenue
Minneapolis, MN 55411
Pillsbury House Theatre
3501 Chicago Avenue South
Minneapolis, MN 55407
Sisterhood Boutique
2200 Riverside Avenue South
Minneapolis, MN 55454
Triple C Coffee Cart
420 15th Avenue South
Minneapolis, MN 55454
ACKNOWLEDGEMENTS
It would not be possible to develop a
strategic framework that truly fits the
distinctive strengths, character, and aspi-
rations of Pillsbury United Communities
without the input of staff, community,
funders, and other key stakeholders;
as well as our tremendous Board of
Directors. Because these people care
so deeply for this remarkable agency,
we are on course for achieving even
greater heights. Thank you all.
The following list was instrumental in the
development of this framework:
LEADERSHIP TEAM
Chanda Smith Baker
President and CEO
Vickie Besch
Co-Director, Camden Neighborhood
Center
Antonio Cardona
Director, Urban Institute of Service
Learning
Debra Chavis
Director, Oak Park Center
Julia Donaldson
Director of Advancement
Amano Dube
Director, Brian Coyle Center
Lisa Dunlap
Co-Director, Camden Neighborhood
Center
Katie Kohn
Evaluation and Organizational
Performance Coordinator
Adair Mosley
Chief of Staff
Faye Price
Co-Director, Pillsbury House + Theatre
Noel Raymond
Co-Director, Pillsbury House + Theatre
Francisco Segovia
Director, Waite House Center
BOARD OF
DIRECTORS
Andy Augustine, Chair
Jo Ann Harris, Vice Chair
Raj Patel, Vice Chair
Travis Leonard, Treasurer
C. Paul Carver, Immediate Past Chair
Faysal Abraham
Kimberly Morris Agee
Marni Bumsted
Cory Factor
Amy Hartman
Dwight Lavender
Kurt Lieberman
Peggye Mezile
Sahra Noor
Adam Patil
Amit Patel
Paul Pribbenow, PhD
Norah Shapiro
Curtis Smith
Buddy Snow
Additional support:
Amy Batiste
Alan Berks
Kelsye Gould
Molly Thompson
VALUES
VALUES
Co-creating Solutions
People & Partnership
Learning & Reflection
Arts & Culture
Innovation & Creativity
Equity & Inclusion
An organization-wide focus
that effectively links operational excellence
to achieving our mission and vision
EDUCATION
YO
U
TH
&
FAMILY
WELLNESS & NUTRITION EMPLOYMENT & TRAINING
ASSETCREATION
IMPACT
FINANC
E
TECHNOLOGY
LEADERSHIP COMMUNICATION
EVAL
UATION
CAPACITY
An interconnected approach to address
multi-dimensional individual barriers, socioeconomic
issues and opportunities required to generate long-term
individual, family, and community success
F
am
ilies and individuals are well an
d
living in thriving communities
PUC
is known as a high impact
o
rganization and for its innovativ
e
strategie
s
for addressing complex social
issues
Creating
c
hoice, change and
c
onnection.
