STRENGTHS
OPPORTUNITIES
ASPIRATIONS
RESULTS
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Stakeholder Type
STRIVE LOCATION
soft skills, career coaching, mental health support, and long-term follow-up—empowering participants far beyond job placement to achieve personal and professional transformation. STRIVE’s staff are the soul of the mission. Whether described as “credible messengers,” “deeply committed,” or “family,” STRIVE team members are repeatedly credited for building authentic relationships and fostering environments where people feel seen, heard, and supported. STRIVE’s outcomes are real—and rooted in trust. From high job placement rates to alumni returning as mentors or partners, stakeholders view STRIVE’s impact as both measurable and deeply personal. Its ability to build lasting trust with participants and employers sets it apart
restricted grants, staff burnout, and infrastructure gaps. There’s a clear opportunity to build more flexible funding models, invest in staff capacity, and stabilize internal systems as STRIVE scales. Elevate alumni engagement and post-placement support. Many believe STRIVE can greatly enhance its long-term impact by building structured alumni networks, mentorship programs, and systems to track and support participants well after they’ve completed initial training. Strengthen internal alignment and data-informed decision making. Stakeholders identified the need for better use of systems like Apricot, clearer role definitions across teams, and more intentional evaluation of program effectiveness—all aimed at improving quality, consistency, and collaboration.
for dignity, opportunity, and generational change. Stakeholders envision STRIVE influencing systems, setting
to understand how participants thrive months and years after program completion. Use both metrics and stories to show impact. While STRIVE is praised for being data-informed, contributors also called for intentional storytelling that captures qualitative success—confidence built, goals reached, lives changed—to complement quantitative metrics. Maintain internal capacity to sustain results at scale. Stakeholders consistently raised concerns about staffing constraints and burnout. They urged STRIVE to protect its capacity to deliver high-quality, individualized support, even as demand and visibility grow.
national standards, and redefining what inclusive success looks like. Design for the whole person— before, during, and after placement. There’s a strong desire for STRIVE to continue investing in holistic support: mental health services, family support, alumni coaching, and personal development that helps participants not just get a job, but build a life. Elevate the voice of participants and alumni in shaping STRIVE’s future. Stakeholders want to see STRIVE walk its talk by formally integrating alumni into decision- making, programming, and mentoring—ensuring those most impacted help lead the way forward.
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