Strategic Plan
[BIG BROTHERS BIG SISTERS OF THE GEORGIAN TRIANGLE]
Greetings Big Brothers Big Sisters of The Georgian Triangle Community, We are very excited about our new Strategic Plan and the direction that our organization is headed in the near future. This plan and path will allow us to not only serve more children and youth in our region but will also deepen the positive impact that we have on the young lives in our care. This plan is a collaboration of the ideas of dozens of people. We are very grateful to those that participated in this process as well as the thousands of people in our region that continue to donate and volunteer every year. We should all be proud of the difference we are making in our community. With gratitude,
Jarvis Strong Executive Director
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TABLE OF CONTENTS Mission ............................................................................................................................................ 4 Vision............................................................................................................................................... 4 Summary ......................................................................................................................................... 4 Big Brothers Big Sisters Canada: .............................................................................................. 4 Impact on Community .................................................................................................................... 5 We’re Big Brothers Big Sisters. ................................................................................................. 5 Programs ......................................................................................................................................... 6 Big Brother, Little Brother Match............................................................................................. 6 Big Sister, Little Sister Match.................................................................................................... 6 Couples Match.......................................................................................................................... 7 In School Mentoring ................................................................................................................. 7 Big Bunch Mentoring................................................................................................................ 8 Kids and Cops ........................................................................................................................... 8 Homework Club ........................................................................................................................ 8 Go Girls! Healthy Bodies, Healthy Minds ................................................................................. 9 Volunteer Club ....................................................................................................................... 10 Increase our Impact ...................................................................................................................... 11 Amplify our Voice.......................................................................................................................... 12 Strengthen our Leadership ........................................................................................................... 13 Enhance our Sustainability............................................................................................................ 14 Appendix A: Operating Goals ........................................................................................................ 15 Appendix B: Strategic Planning Days Notes .................................................................................. 19
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MISSION To be leaders in providing the children and youth of the Georgian Triangle the highest quality volunteer mentoring programs.
VISION "Every child who needs a mentor gets a mentor"
SUMMARY On October 26th, 2013 Big Brothers Big Sisters of the Georgian Triangle completed a full-day strategic planning retreat. Analysis of information from that day, in the context of the strategic direction for the charity across Canada, the challenges, concerns, goals and aspirations of the local branch mirror those of our national counterparts. For that reason, Big Brothers, Big Sisters of the Georgian Triangle will use the National Office strategic framework as a guide for our plan. We will use specific strategies and tasks that are unique to our own circumstance, ensuring that our plan is grounded in the reality of the Georgian Triangle. BIG BROTHERS BIG SISTERS CANADA: We expect that the overall strategic directions (Increase our Impact, Amplify our Voice, Strengthen our Leadership and Enhance our Sustainability) are relevant to our member agencies but we recognize that every agency is unique and at a different point in its development. Local plans will of course need to be responsive to unique local community needs and realities. We have adopted these four areas of concentration as our own and have aligned our strategies and tactics with national office.
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IMPACT ON COMMUNITY WE’RE BIG BROTHERS BIG SISTERS. We believe every child should have the opportunity to reach his or her full potential, both as individuals and citizens – that by doing so, they will not only do well, they will also do good. We believe that by changing the course of young lives we can in turn be changing the course of a community’s future. That it could lead to a reduction in poverty and unemployment. Or to safer schools and neighbourhoods. Or to a renewed optimism for growth. That it could even lead to change on a broader, more far-reaching scale. We believe that opening a child’s eyes to what is – opens their mind to what could be. For nearly one hundred years, Big Brothers Big Sisters has been making a positive difference in the lives of our nation’s youth by developing and implementing a wide range of mentoring programs. One-to-one and group programs, for both in school and outside of school. Serving as role models, our mentors teach by example the importance of giving and giving back, of staying in school, and of having respect for family, peers and community. Each time we pair a child with a mentor or introduce a group of students to an in-school program, we start something incredible – a life-changing relationship built on friendship, trust and empowerment. Witnessing the transformation of a child into a confident, concerned and motivated young person is a remarkable thing. Ushering them into adulthood, seeing them grow into a successful, responsible member of their community and society at large is even more satisfying. Proudly, it’s something our staff, volunteers and donors help bring about every day, and we’re very grateful for their generosity and support. Whether it’s in the form of time or money there is no more important investment we as individuals can make than in helping our nation’s children realize – and share – their full potential. We’re Big Brothers Big Sisters, and we believe in the value and values of mentoring.
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PROGRAMS BIG BROTHER, LITTLE BROTHER MATCH The Little Brother Mentoring program provides boys and young men with a role model and a friend to talk to and share the experiences of growing up with. Through regular outings, a relationship is developed between the mentor and the mentee, that is built on trust and common interests, and is supported by our experienced case-workers. The result is a lifechanging experience for both the mentor and the mentee.The program strives to do the following: provide a role model and a friend for boys and young men.
promote the importance of staying in school and healthy relationships with family and peers. instill trust and self-confidence in order to make healthy decisions. encourage leadership skills and independent thinking. and above all, make a difference while having fun.
BIG SISTER, LITTLE SISTER MATCH The Little Sister Mentoring program provides girls and young women with a role model and a friend to talk to and share the experiences of growing up with. Through regular outings, a relationship is developed between the mentor and the mentee, that is built on trust and common interests, and is supported by our experienced case-workers. The result is a lifechanging experience for both the mentor and the mentee. The program strives to do the following: provide a role model and a friend for girls and young women.
promote the importance of staying in school and healthy relationships with family and peers. instill trust and self-confidence in order to make healthy decisions. encourage leadership skills and independent thinking. and above all, make a difference while having fun.
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COUPLES MATCH A Big Brother, Big Sister Couples Mentoring program provides a girl or boy the opportunity to spend time with a couple that can together be a great role model. Together they are a friend to talk to, two people to connect to that understand what it's like to be young, want to join forces to have fun. Through regular outings, a relationship is developed between the mentors and the mentee, that is built on trust and common interests, and is supported by our experienced case-workers. The result is a life-changing experience for both the mentors and the mentee.
IN SCHOOL MENTORING The In School Mentoring program provides girls and boys with a role model and a friend to talk to and share the experiences of growing up with, within school grounds. For one hour a week, mentors meet with their mentee and engage in activities such as board games, crafts or just hang out in the playground. The In School Mentoring program requires a weekly visit of 1 hour for the duration of the school year. Matches do not meet over the summer break or during other school holidays. In-School Mentoring Makes a Big Difference 90% of mentors saw a positive change in the child they were mentoring 88% of students showed improved literacy skills 64% had developed higher levels of self-esteem
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BIG BUNCH MENTORING Activity Big Bunch Volunteers spend an average of 3-4 hours a month assisting in activities offered to youth involved in various programs. Activity Big Bunch Mentoring is designed to fill in the voids of service our youth may experience. Activities are planned for youth in order to provide support while awaiting a Big or for youth who cannot immediately participate in a one-on-one mentoring match. Normal activities are planned based on getting active or obtaining a new skill. General Volunteers help run events that allow everyone to share their time in a positive environment. These volunteers are most commonly behind the scenes for many activities and events. Easy examples are camp drivers, event drivers, activity station running, activity development and general fill in the gap volunteers. KIDS AND COPS Cops, Kids and Communities is offered to children in the Big Brothers Big Sisters organization. Officers, Auxiliary Officers and Administrative Staff from both Collingwood and the Huronia West OPP detachments have joined forces with BBBS to allow children to spend time doing fun, healthy activities. Kids get to see officers in and out of uniform and benefit from interacting with dedicated, community minded individuals. Bowling, swimming, touring the OPP and fire stations, are some of the activities enjoyed in these group events. This preventative program builds positive relationships between children and the men and women whose job it is to protect us. HOMEWORK CLUB Big Brothers Big Sisters offers after-school programming to youth who could benefit from acedemic support. With a few volunteers, the group works on homework youth may need support with then engage in fun activities. Each session of Homework Club has a healthy snack. There may be weeks that are themed on a letter- P Day was popcorn, pickles, punch, pudding and cheese (yeah we know). All youth are encouraged to participate once a consent form is signed from parents. From 3305pm the youth support each other in finishing homework and typically get to be influenced by high school students.
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GO GIRLS! HEALTHY BODIES, HEALTHY MINDS Go Girls! is a group mentoring program for girls ages 10-14 that focuses on physical activity, balanced eating and self-esteem. The single, most important goal of the program is to positively shape the lives of young women and girls by helping them build a positive self-image – setting them on a path to reach their full potential in life. The Go Girls program varies in how it is delivered. Normally a trained Go Girl Volunteer comes to a school for a whole week over one of the two breaks and teaches the girls games, makes bracelets, do crafts, chat about life and have fun together. Who Participates? Anyone! It is a fun filled week of trying new things and chatting about old topics. Each elementary school has an assigned Liaison that helps find active open minded girls in their school to participate. A consent form is sent home that outlines what the program is and what the girls will get out of being in the group. Participation is always optional of the student and encourages girls to decide for themselves if they can grow from this program. Big Brothers Big Sisters has a Zero Tolerance, and in a situation where bullying or teasing may occur, those students would be asked to leave for the benefit of the group. We really encourage an open, fun time with all participants. Sometimes, we find different ways to present Go Girls. It can be done after school, at a Youth Centre, during March Break or even on a weekend. Any student that is interested in participating can contact the BBBS office to find out when the next sessions will be held. The program strives to do the following:
create appreciation for the benefits of an active, healthy lifestyle build understanding of what constitutes healthy eating habits and the risks associated with eating disorders promote the importance of positive mental activity and regular physical exercise encourage awareness of core values, personal interests, strengths and attributes support the development of leadership and life skills offer guidance in establishing and maintaining friendships and above all, make a difference.
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VOLUNTEER CLUB Little Brother Eddie and Little Brother Zack have been the driving development of this program. It has become a way for older youth to continue to be engaged with BBBS and give back to the community together. In an attempt to find something new to do Eddie and Zack went with staff Stacey to Wakestock to volunteer behind the scenes. They were given an opportunity to help run the front gates and administer wristbands to people attending the event. They were great representatives of the agency and were able to collect some community service hours for their high school credit. This motivated them to find some new activities they could give their time to and Eddie arranged for a group of youth to go to a senior’s home and help with yard maintenance. Now, our club has developed to give back to the community and wants to find cool new ways to help support people in need. The group is still trying to develop and is hoping to join forces with the YMCA Leadership program to take on some strong initiatives.
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INCREASE OUR IMPACT
Ensure all activities are mission based and have a balance between breadth of scope (short activities for many kids) and depth (traditional matches) Create a space plan that will provide for a home base for our agency that suits our needs and is visible and accessible: o Short term - community facility inventory, needs assessment o Mid-term – agreements with other space providers o Long-term – shared or own space (cooperative) Decrease our wait list with 20 new traditional matches within three years. Set goals for participation for children on the wait list. Look at better transportation as a means to enhance impact. Consider the acquisition of a van to transport kids to activities and to bring activities to kids in more remote communities. Also consider satellite program sites in outlying areas. Work closer with other aligned service agencies to provide joint programming or projects. (This will be looked upon favorably by Trillium) Look at programs and focus in on those programs that are best addressing the challenges faced by youth in the community. Staff internally review and revise intake processes and other policies and procedures to ensure that they are efficient, effective and reduce risk. Increase services to boys through small group and big bunch activities. Look at ways to include positive career role models such as: police, firefighters, military personnel, tourism, small business owners and construction industry.
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AMPLIFY OUR VOICE
Within six months, fully understand and devise a Case for Support that tells our community that BBBSGT has grown in relevancy to provide support and mentoring programs that are needed in the community but that our core program is still traditional matching. Create a relationship with a local celebrity to endorse and promote BBBS. Within that case emphasis that good adult role models are needed for community youth in both one-on-one, small group and big bunch activities. Make a special effort to communicate your needs and successes through your newsletters and enhance your presence in electronic communications, such as the website and e-newsletters. Understand the target demographic for adult mentors. How do we reach the male audience? What does a typical male volunteer look like: age, income level, employment, marital status, other community involvement, etc. Connect with a partner agency to help... Design and implement a pilot project that specifically targets parents of our youth. This project will non-invasive, supportive and provide information on how to be the primary caregiver of their children with the mentorship support. (This can and should involve food and activities for kids at the same time so the parents have the ability to talk/work together and could be part of the Trillium proposal.) Continue to enhance community partnerships through formal agreements, memorandum of understandings and treating partners as donors. Be seen as the leader in youth mentorship in the Georgian Triangle.
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STRENGTHEN OUR LEADERSHIP
Double the number of active program volunteers within the next five years, with the majority of the new volunteers being male. Focus on training adults. Focus on activities that will provide a safe place for men to be mentors to youth. Find out from other BBBS organizations across North America about what is working. Create and execute a volunteer recruitment plan to enhance the volunteer capacity of the organization: new volunteers, bringing current volunteers up the ranks and graduating senior volunteers into ambassadors rather than active leaders. Create a succession plan where current volunteer leaders identify and mentor newer volunteers to take their place after a set number of years. Create a youth succession plan where young leaders (18-21 yr olds) who have been “littles” can become mentors Engage youth at a leadership level and involve with board in some capacity. Create a Youth Engagement Policy. Look at training for current staff on areas of emphasis within this strategic plan: volunteer management, fundraising, etc.
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ENHANCE OUR SUSTAINABILITY
Immediately revise and enhance the Bowl for Kids event to increase revenue and participation. Make a special effort to include volunteer recruitment as part of the bowling messaging at and after the event. Understand our donors by looking at our database. Know our Top 20 Donors! Successfully apply for Trillium Funding within 6-18 months for a long-term (three year) project that will both enhance our programming and assist with securing better space in which to provide our programming. Actively participate in and respond to the findings of the youth engagement survey that will be completed in the year. (This can also be a part of amplifying your voice by being seen a leader in the execution and endorsement of results.) Create a fundraising plan that does not emphasize special events but a deeper engagement with local businesses and philanthropists. Work with National Office to enhance national fundraising efforts locally. The fundraising plan should allow for easy fundraising options for all potential donors including on-line donations, corporate giving and sponsorship Within two years, create a business plan that shows the budget, staffing, space and programs needed if BBBSGT has twice as many children and volunteers involved. o Staff time o Roles o Expertise o Responsibilities o Tools – technology, database o #’s o Cut-offs o Know, clearly, when we need a new staff member
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APPENDIX A: OPERATING GOALS
Priority Strategic Goal Increase our Impact Ensure all activities are mission based and have a balance between breadth of scope (short activities for many kids) and depth (traditional matches) Create a space plan that will provide for a home base for our agency that suits our needs and is visible and accessible: Space Plan Short term - community facility inventory, needs assessment Space Plan Mid-term – agreements with other space providers Space Plan Long-term – shared or own space (cooperative) Decrease our wait list with 20 new traditional matches within three years. Set goals for participation for children on the wait list. Look at better transportation as a means to enhance impact. Consider the acquisition of a van to transport kids to activities and to bring activities to kids in more remote communities. Also consider satellite program sites in outlying areas. Work closer with other aligned service agencies to provide joint programming or projects. (This will be looked upon favorably by Trillium) Look at programs and focus in on those programs that are best addressing the challenges faced by youth in the community. Staff internally review and revise intake processes and other policies and procedures to ensure that they are efficient, effective and reduce risk. Increase services to boys through small group and big bunch activities. Look at ways to include positive career role models such as: police, firefighters, military personnel, tourism, small business owners and construction industry.
A
Staff Lead
Volunteer Lead
Status
Start Date
Due Date
Ongoing
Ongoing
Ongoing
B
May-14
Dec-14
B
May-14
Dec-14
C
Sep-14
Feb-15
C
Dec-17
Dec-18
B
Aug-14
Dec-17
B
May-14
Dec-14
B
Apr-14
Sep-14
B
Jul-14
Dec-15
B
May-14
Dec-14
B
Jul-14
Nov-14
A
Jan-14
Feb-15
Priority Strategic Goal Amplify our Voice Within six months, fully understand and devise a Case for Support that tells our community that BBBSGT has grown in relevancy to provide support and mentoring programs that are needed in the community but that our core program is still traditional matching. Create a relationship with a local celebrity to endorse and promote BBBS. Make a special effort to communicate your needs and successes through your newsletters and enhance your presence in electronic communications, such as the website and e-newsletters. Understand the target demographic for adult mentors. How do we reach the male audience? What does a typical male volunteer look like: age, income level, employment, marital status, other community involvement, etc. Connect with a partner agency to help design and implement a pilot project that specifically targets parents of our youth. This project will non-invasive, supportive and provide information on how to be the primary caregiver of their children with the mentorship support. (This can and should involve food and activities for kids at the same time so the parents have the ability to talk/work together and could be part of the Trillium proposal.) Continue to enhance community partnerships through formal agreements, memorandum of understandings and treating partners as donors. Be seen as the leader in youth mentorship in the Georgian Triangle.
Staff Lead
Volunteer Lead
Status
Start Date
Due Date
A
Feb-14
Jul-14
C
Dec-14
Dec-15
A
Ongoing
Ongoing
Ongoing
B
Jun-14
Apr-15
C
Jul-14
Dec-16
C
Sep-14
Dec-18
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Start Date
Due Date
Sep-14
Dec-18
Jun-14
Jul-15
A
Jan-14
Jan-16
A
Apr-14
Dec-15
B
May-14
Feb-17
Create a youth succession plan where young leaders (18-21 yr olds) who have been “littles” can become mentors
C
Jan-15
Jun-17
Engage youth at a leadership level and involve with board in some capacity. Create a Youth Engagement Policy.
C
Apr-15
Sep-17
Look at training for current staff on areas of emphasis within this strategic plan: volunteer management, fundraising, etc.
B
Apr-14
Jun-15
Priority Strategic Goal Strengthen our Leadership Double the number of active program volunteers within the next five years, with the majority of the new volunteers being male.
B
Focus on training adults. Focus on activities that will provide a safe place for men to be mentors to youth. Find out from other BBBS organizations across North America about what is working. Create and execute a volunteer recruitment plan to enhance the volunteer capacity of the organization: new volunteers, bringing current volunteers up the ranks and graduating senior volunteers into ambassadors rather than active leaders. Create a succession plan where current volunteer leaders identify and mentor newer volunteers to take their place after a set number of years.
Staff Lead
Volunteer Lead
Status
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Start Date
Due Date
A
Jan-14
Mar-15
A
Feb-14
Feb-14
B
Sep-14
Oct-15
C
Aug-14
Feb-15
B
Mar-14
Jun-14
C
Nov-14
Jan-16
Priority Strategic Goal Enhance our Sustainability Immediately revise and enhance the Bowl for Kids event to increase revenue and participation. Make a special effort to include volunteer recruitment as part of the bowling messaging at and after the event. Understand our donors by looking at our database. Know our Top 20 Donors! Successfully apply for Trillium Funding within 6-18 months for a long-term (three year) project that will both enhance our programming and assist with securing better space in which to provide our programming. Actively participate in and respond to the findings of the youth engagement survey that will be completed in the year. (This can also be a part of amplifying your voice by being seen a leader in the execution and endorsement of results.) Create a fundraising plan that does not emphasize special events but a deeper engagement with local businesses and philanthropists. Work with National Office to enhance national fundraising efforts locally. Within two years, create a business plan that shows the budget, staffing, space and programs needed if BBBSGT has twice as many children and volunteers involved.
Staff Lead
Volunteer Lead
Status
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APPENDIX B: STRATEGIC PLANNING DAYS NOTES Strategic Planning Day Big Brothers Big Sisters October 26/13 Morning PEST /SWOT) Values/Philosophy
Vision
gap analysis
strategic plan
History HISTORY AND BACKGROUND Jarvis summarized BBBS present programs, numbers, etc, including bowling Some discussion about the difference between national names and initiatives and our local initiatives – very specific to our area needs Tim raised the point that we are conscious of the national influence, so that there is continuity between areas, but that we respond to local needs. Jarvis reinforced this point by giving examples of our local initiatives to support our kids in this area SURVEY RESULTS Lee shared results and comments Tim pointed out that there was no mention of impact on community Good for the child and good for community Doug shared that the perception in community is that BBBS is about traditional matches and we need to get the message out that we are about so much more than that and that has a large impact on the community Jennifer raised the idea that kids with and without traditional matches love the large group events because it allows them to mix with others in the program and also it provides community and peer group, “all in the same situation” Lee asked, what is “the situation?” Underprivileged Single parent Need another adult in their lives for some reason Need support that they don’t get at home, necessarily Strong feelings about the stereotypes out there Lee asked if what we are doing is different than what people think we are doing
DISCUSSION: to some degree yes, but people incorrectly think that a kid has a big if they don’t have a mom or dad—that is not the case necessarily Our agency is responding to the reality that you can’t find enough traditional matches to meet the needs of the kids in our area, so we are creating opportunities outside of this type of match, on the wait list, by providing ‘big bunch’ activities This is not true of all agencies Lee explained that we need to understand the reality of our world here, respond to it, and ensure it matches our mission Jarvis shared that a survey will be coming out to assess youth engagement in our area, involving local youth agencies How does what we are doing address what people feel are the challenges? Lee displayed the challenges on the same slide as what we do and what people feel we need to add There is a theme and sentiment out there that we do a lot for kids, but not enough for adults Doug pointed out that the communication question needs to be considered in that the responders to survey were already connected to BBBS, so the way they receive communication would differ from those who are not directly connected with BBBS Lee’s point is that you should continue to do what we are good at, in terms of communication—why would you ever do bottom three ( radio, newspapers, tv) Lee: Spend the money to do what we do best, better – do not spend money on newspaper advertising Responses indicate that the challenges in the past three years do not match the perceived challenges coming in the next few years – nothing common in the list Changes in by-laws were made to allow board members to stay beyond the limit Lee believes that such a change indicates that volunteers ‘can’t leave’ and therefore Volunteer and staff burn-out could become a reality Doug and Rayanne emphasized that the change was so that they could ‘stay’ –he wanted to stay If I had $1 000 000, results did not include ‘more programs’ – practical needs were listed (e.g. office, space, vehicle, endowment, more staff) Kathy pointed out that space and vehicle are both needed—staff have to go to events because they are the transportation for kids
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IF I HAD $1000 000 EXERCISE: Group ideas: Facility – buy the Collingwood Youth Centre and renovate it for our needs o Programs that would work in the space, offices o Place of belonging for kids Grow the $1 000 000 , with marketing expertise, so we can do more than 1000 000 o Facility o Vehicle o Marketing – to support the staff Boys and Girls club o Incorporate this brand into our present vision o Find a location that is more prominent o Invest/partner in a common roof facility – existing space (not Cwood youth centre) o Invite in another community organization to share space o Staff –hire someone to increase our ability to support new volunteers, new littles and bigs – focus on boys and men Lee: getting more money always gets more money because foundations fund groups that manage their money well (don’t give money to ‘losers’) Lee: Lack of space is preventing us from our mission – ‘elephant in the room’ Also have geography issue – We need to consider: How are we going to improve support for kids in our area? What are we going to do about it from a mentorship standpoint? What is our job/mandate, what needs to be done, who can fill in the gaps? Key Priorities: Address space issues/needs/wants Formulate a funding plan with new reality More volunteers Men Kids challenges
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AFTERNOON Key Priorities Focus on Mentorship – mission o Depth vs Breadth o Partnerships – efficiencies Address space issues/needs/wants Marketing – awareness o More volunteer o Men o Succession planning – consider including youth (18 or 19 yr olds) who have been through system, volunteers who have been in this system would make good next board members Kids challenges – understand Staffing – more / what roles Formulate a funding plan with new reality o How much do you need - $1k per kid – important piece to share with potential funders Discussion o Jarvis shared that he felt we do not need to do more events—in fact need to do fewer, but do them better – Lee agreed and gave specific examples of other organizations that have come to that conclusion o May want to consider contracting out the service of writing a fund-raising plan, gather the necessary info that would be easily dropped into grant proposals o Consultants can help with big events, but need the people (Jarvis) to meet with groups and individuals o 12-step fund-raising process –book to be out soon—Lee will provide
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5-YEAR (2018) HOPES/WANTS/NEEDS We threw out ideas about what we wanted to see within the next 5 years: 1. Double volunteers 2. Male program staff 3. More professional – website with easy donate options 4. Shorter waiting for matches viewed as ‘possible’ 5. Policies and procedures that are efficient, effective and reduce risk a. Intake process 6. Financial sustainability a. Fund-raising b. Costs c. Stream-line grant-writing process 7. Office home base that suits our needs a. Visible b. Accessible 8. Greater community awareness a. Target 9. Provide planned support for parents/volunteers 10. Partnerships a. Seen as leader in community collaborations 11. Increase service to boys a. Kathy added that one-on-one with boys is just not working – this is a trend across N. America b. We need to consider other configurations – 2 or 3 with one, group activities, etc.
FIVE KEY AREAS AND CONTEXT We matched the above wishes to the key areas below to ensure they all lined up, connected. If they did not, we should not be talking about it. 1. Physical Space 2. Volunteers 3. Money 4. Community 5. Excellence - operational Do what we do now, well
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NEXT STEPS: Short Term – immediate focus (next 6 months) Financial plan o Fund-raising plan – **look at bowling—how can we get more out of bowling than it already does – get creative (e.g. add names to newsletter mailing list, try to generate volunteers from this, use the donors from bowling to move them into another fund-raising opportunity) Web – on-line improvements Analyse/Quantify – who/how/when will this be done? Staff time Roles Expertise Responsibilities Tools – technology, database Volunteer Recruitment Plan Bowling Determine space needs and capital needs (equipment, technological needs, etc) - accessibility Figure out the male programming possibilities – find out, from National, who is doing it well and why Depth vs Breadth? Board requires more discussion about which is the priority, although it is apparent that a mix of both is required by our community to some degree. “Mentoring”: There was no debate that his is what we do. However more discussion is required regarding if we should focus on traditional mentoring (addressing the deeper impact) or informal, non-traditional, group mentoring (ie. Big Bunch programs for waiting list kids or the conceptual movement towards the Boys and Girls Club type model which other BBBS agencies in Canada have done)
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Medium Term – 6 to 18 months Succession planning – volunteers immediate staff Boys programming running Funding for it Actively recruit males – volunteers, leadership (may need to spend$) Operational Plan #’s Cut-offs Know, clearly, when we need a new staff member Inventory of needs in terms of community spaces and equipment available Community meeting is happening this November, includes several Youth Organizations to determine what is out there already survey about Youth Engagement is happening soon, results will be available at this point Financial Plan Go after the targeted areas, funders (e.g. Trillium Applications, etc) Understand who the major donors are now Equipment for staff – computers, printers (consider partnering with other non-profits) Fund-raising Plan
Long-Term – 18 months to three years Staff Male case worker (part-time?, partner with other organizations) Accreditation
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Wait List decreased 20 new traditional matches Set goals for kids on wait list still getting services as they wait for match Staff Succession Implementation New office space Van- staff create a proposal of what/how would be accomplished with this vehicle 3 plus to 5 years Jarvis – professional development, specifically fund-raising Support Staff Fund-raising committee Refer to established parent support and volunteer support programs On-going support for volunteers (idea: include tips in newsletters) Parking Lot: Have another five-year plan, 10-year plan At every board meeting, the strategic plan should be included- check in with each item to see how we are doing A long term vision plan that would answer the $ million dollar question and allow us to be prepared if a donor is ready to give but wants to know what we would do with it.
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