strategic plan bbbso · 2017. 4. 21. · 5 big brothers big sisters ottawa strategic plan 2011-14...

ContentsOverview of BBBSO – The Journey So Far .......................................................................................................................................................... 1

Mapping Out Our Future – The Planning Process .............................................................................................................................................. 4

The Work Plan .................................................................................................................................................................................................. 5

The Road Blocks – Key Challenges and Myths ................................................................................................................................................... 6

Planning for Success – Four Core Elements ........................................................................................................................................................ 7

Vision, Mission and Core Values ........................................................................................................................................................................ 8

Key Planning Assumptions ................................................................................................................................................................................ 9

Our Plan – The Road Ahead ............................................................................................................................................................................ 10

Our Priority Areas ........................................................................................................................................................................................... 11

Excellence in Programming ............................................................................................................................................................................. 13

Optimal Workplace ......................................................................................................................................................................................... 15

Diversification of Revenue ............................................................................................................................................................................... 17

Marketing and Communications ..................................................................................................................................................................... 19

Leadership in Mentoring ................................................................................................................................................................................. 21

Implementation TimeLine ............................................................................................................................................................................... 22

The Finish Line – What Success Will Look Like ................................................................................................................................................. 24

Key Performance Indicators – A Snapshot of Success ...................................................................................................................................... 25

Indicators Dashboard ...................................................................................................................................................................................... 26

Overview of BBBSO – The Journey So Far

The core mission of Big Brothers Big Sisters

Ottawa is to provide mentors to all children

who need caring adult role models – mentors who

can help expand their horizons, realize their potential

and enrich their futures – changing their lives.

BBBSO has succeeded for more than 40 years by supporting the

Ottawa’s children and youth. In those 40 years we have reached

out to more than 12,000 children and youth and provided over

1,000,000 hours volunteer-based mentoring services in Ottawa.

Our story actually begins more than century ago, on December 3,

1904, in Lower Manhattan. A boy’s life hung in the balance, the

weight of an 18-month reformatory sentence about to crush his

future. Then Ernest Coulter, Clerk of the Court of Special Sessions

of the City of New York, made his famous plea:

“There is only one possible way to save that youngster, and that is to have some earnest, true man volunteer to be his big brother. To look after him, to help him do right, to make the little chap feel that there is at least one human being in this great city who takes a personal interest in him, who cares whether he lives or dies. I call for a volunteer.”

When the fi rst gentleman stood to volunteer, Big Brothers of New

York City (the founding member of Big Brothers Big Sisters of

America) began. By the end of the day, 39 men had volunteered,

and thus 39 futures were salvaged.

1 Big Brothers Big Sisters Ottawa Strategic Plan 2011-14

Mentors help expand children’s

horizons, realize their potential

and enrich their futures –

changing their lives.

Big Brothers Big Sisters Ottawa Strategic Plan 2011-14 2

The philosophy eventually spread throughout the United States

and into Canada. In 1913, the fi rst Big Brother program began in

Toronto. As agencies formed in other communities it became clear

that there was a need to co-ordinate the program, set guidelines

and standards, and promote the agencies’ growth throughout

Canada. Therefore, in 1964, representatives of ten associations

formed a national organization. Today, there are 128 Big Brother

Big Sister agencies operating in Canada. In our 97 years of

existence in Canada, Big Brothers and Big Sister has served

over 430,000 Canadian kids.

BBBSO remains committed to expanding services, developing ideas,

and making history, until every child and youth in Ottawa who needs

a mentor has a Big of his or her own, and every caring, responsible

adult can enjoy the opportunity to be a Big.

Our programs range from our traditional community-based match

program, our site-based programs in schools across Ottawa, and

group mentoring programs. If there is one thing we know, it is that

mentoring works!

Each time BBBSO pairs a child with a mentor, we start something

incredible: a one-to-one relationship built on trust and friendship

that can blossom into a future of unlimited potential. And we have

the facts to prove it.

A study conducted by an independent research organization found

that Little Brothers and Little Sisters, compared to those children not

in our program, were:

• 46% less likely to begin using illegal drugs

• 27% less likely to begin using alcohol

• 52% less likely to skip school

• 37% less likely to skip a class.

Every caring, responsible

adult can enjoy the

opportunity to be a Big.


They also found that the Littles were more confi dent of their

performance in schoolwork and getting along better with their

families. Most tellingly, 91% report that they feel better about

themselves.

According to the study, our one-to-one matches are the driving

force behind making an impact on children. Our programs were

found to “focus less on specifi c problems after they occur, and

more on meeting youths’ most basic developmental needs.” The

matches that were observed shared everyday activities: eating

out, playing sports or attending sports events, going to movies,

sightseeing, and just hanging out together. But what mattered to

the children were not the activities. It was the fact that they had a

caring adult in their lives. Because they had someone to confi de in

and to look up to, they were, in turn, doing better in school and

at home. And at a time in their lives when even small choices can

change the course of their future, the Littles were also avoiding

violence and substance abuse.

In addition to the lives of Littles being changed for the better, the

impact is contagious. When Little Brothers and Little Sisters feel

good about themselves, they can positively impact their friends

and families, their schools, and their communities. The bottom line:

these young people believe in themselves because a Big Brother or

Big Sister believed in them.

4

Mapping Out Our Future – The Planning Process


The Work Plan

BBBSO has a strong record of governance, leadership

and planning. Determined to maintain and

build on the BBBSO’s strong reputation in the Ottawa community,

the Board of Directors launched a broad based strategic planning

process in June 2010. The results of constituent interviews,

staff focus groups, board retreat and meetings have confirmed

the Vision, Mission and core values with minor changes and

identified four strategic priorities. Throughout the process the

focus has been on serving youth in need and we have greatly

valued their contribution.

Stage 1: AnalysisJune 2010

Staff Focus Group

Stage 2: Fact FindingSummer 2010

Staff Research

Stage 3: Idea GenerationOctober 2010

Board Retreat Where are we going?

Stage 4: SynthesisNovember 2010– January 2011

BBBSO Management Team draft a Cohesive PlanHow do the components fit together?

Stage 5: Refinement and CommunicationJanuary 2011

Board meeting in JanAre we committed to the plan and how to communicate to stakeholders?

Stage 6: Action PlanningJanuary 2011

BBBSO Management Team, How do we put this plan into effect?Each goal – who, timeline, budget.System of annual review and key performance indicators.

Stage 7: Strategic Plan ApprovalFebruary 2011

Board of Directors’ MeetingWhat is BBBSO’s bold, inspiring plan for the next three years? Includes vision mission, core values, strategic priorities, action plans, and annual review process.

Stage 8: Integrated Planning ModelOngoing

Board Committee Annual Work Plans Vision, Mission and Core Values strengthened.


The Road Blocks – Key Challenges and MythsMyth 1: Big Brothers Big Sisters is completely funded by government or the United WayThe total combined funding from United Way Ottawa and any govern-ment is less than 19% nationally. At BBBSO we are fortunate that over 70% of our funding comes from United Way Ottawa, The City of Ottawa and the Ontario Ministry of Education. But that still leaves almost 30% of our current budget which we must fundraise from

private sources.

Risks:Perception of public is that we don’t need funding•

At 70% United Way and Gov’t funding BBBSO is particularly •

vulnerable to changes in funding structures and priorities.

Myth #2: BBBS doesn’t need funding. Everything is done by volunteersOur employment of professional social work/case work staff protects children. It ensures that only appropriate and able adult volunteer mentors are matched with already at-risk children. It ensures that mentors and the children get the training and ongoing relationship

support they need.

Risks:People do not understand why it takes staff and funding to •

deliver our programming and manage our infrastructure

We are rich in volunteer support for our services but not •

in financial support from donors.

Myth 3: “Throwing footballs around and baking cookies is nothing but emotional fluff“No matter how much opportunity, education and health a child has,

without confidence or self-worth, a child will fail to thrive. Death,

divorce, economic circumstances and modern social issues put a serious

dent in the self-esteem of kids during their critical formative years.

Risks:People do not understand how mentoring changes the lives •

of the individuals involved and improves the community

We have solid, evidence-based outcomes but the public •

is largely unaware of them.

Myth 4: “Big Brothers Big Sisters will be in my community forever“Three years ago, BBBS had 147 agencies operating in Canada. Today,

we have 128. In 97 years of service, BBBS has helped over 430,000

Canadian children nationally.

Risks:People do not have a sense of urgency about our •

continuity of service.

Although we have strong brand recognition in the •

community, but this is not enough to ensure our

existence as an agency.


Planning for Success – Four Core Elements

As we spoke to stakeholders in laying the groundwork for the development of our Strategic Plan four common themes emerged.

These common themes became the four core element that formed the foundation of our planning process. They are:

Create an environment that fosters, supports and rewards innovation

•

Identification, acquire and apply the resource needed to support sustainable growth

Engage, inspire and mobilize our stakeholders

•

•

• Provide all stakeholders with current, consistent, accurate and relevant information

s withsistent,d relevant

Create anenvironmefosters, suprewards in

•••

Engage, inand mobilstakeholde

•

n,apply theded to inable

Success

Inform Involve

InnovateInvest


Vision, Mission and Core Values

Our Vision:

“All children in Ottawa will have a

mentor, when they need one”

Our Mission:To foster, facilitate and support volunteer based mentoring

programs for children in need.

Our Core Values:We strongly believe in the value of one-to-one mentoring relationships and the difference they make in children’s lives.

We, the volunteers and staff at BBBSO, pride ourselves on being compassionate, dedicated and well-trained.

We are proud to play a signifi cant role in children’s advocacy within our community and to be recognized as a leader in the fi eld.

We thrive on excellence and are committed to deliver pro-active, relevant, inclusive diversifi ed mentoring programs.


Key Planning AssumptionsDuring initial discussions among constituents there was consensus on some key planning factors.

1. A renewed commitment to opening the traditional match program.

2. To ensure alignment with our major funders (United Way and City of Ottawa) funding programs.

3. All new growth must be sustainable.

4. To increase the diversity for funding sources to ensure the long term viability of BBBSO.

5. To refocus on our true identity.

6. To create a continued sustainable staffi ng model.

1010

Our Plan - The Road Ahead


Our Priority Areas

Central to our planning process was the identifi cation of our priority areas for action. Using

the four core elements as our guide, we undertook a multi-phase consensus building exercise. In phase one, we began by casting a wide net to capture the

key challenges and critical success factors for BBBSO. In phase two, an analysis of the amassed data was undertaken to identify common themes. In phase three, the common themes were further refi ned in our fi ve priority areas for action:


5• Excellence in Programming

•Optimal Workplace

•Diversification of Revenue

• Strengthening Our Brand – Marketing and Communications

• Leadership in Mentoring


Excellence in ProgrammingIn

dic

ato

rsSt

rate

gie

sTa

ctic

s

Improve quality assurance measures through

elvaluation

Create a balanced enrollment proces resulting

in successful matches

Demonstrate leadership role in mentoring

Develop and implement a program evaluation system

Develop a community mentoring program (i.e. sharing best practices)

Big Bunch - demo vehicle

Partner in research

Informed of current trends

Growth in BBBS-infl uenced or delivered mentoring and/

or training programs

Assess current system

Develop and implement a process evaluation system

Increased satisfaction with the mentoring experience

for littles, their parent/guardian and bigs

Complete 3-year visioning exercise

Develop enrollment protocols

Growth in number of successful matches

Ind

icat

ors


Excellence in Programming

Stra

teg

ies

Tact

ics

Reach out to targeted communities

Integrate resources and processed with like-minded

organizations to create effi ciencies

Invest resources to support program growth and

sustainability

Develop and implement an outreach plan for specifi c

communities

Optimize the capacity in the match program

Supplement resources in Site-Based programs

Increased satisfaction with the mentoring experience

for littles, their parent/guardian and bigs

Target key organizations

Audit processes

Develop shared processes



Decreasing or sharing administrative costs across a number of child-serving

agencies

Ind

icat

ors


Optimal WorkplaceSt

rate

gie

sTa

ctic

s

Formalize systems management plan and

protocols for appropriate, effi cient technology

support and fl exibility

Develop and implement a 3-year Asset

Management Plan

Establish balanced Fund Reserves Policy

Optimize Virtual Offi ce

Clean up/reorganize server

Storage/data management including client and donor

Create an Investment Strategy

Insulation from variability in funding to prevent

decline in service to clients

Pro-active resource acquisition plan



Assess physical plant

Increased capacity for policy and processed to

enable growth

Ind

icat

ors

Implement CRM Dynamics

Tech support protocol


Optimal Workplace

Stra

teg

ies

Tact

ics

Create an environment that prioritizes and supports

innovation and employee commitment

Stakeholder Feedback Fora

Increase staff development opportunities

Encourage interdepartmental

Establish a holistic approach to workplace environment

Growth in BBBS-infl uenced or delivered mentoring and/or

training programs

Ind

icat

ors


Diversifi cation of RevenueSt

rate

gie

sTa

ctic

s

Implement a progressive Donor Retention/

Conversion and Upgrade Program

Implement an aggressive Donor Recovery Program

Maintain healthy relationship with major

multi-year funders

Participate in funder driven opportunities

Increase membership to planning bodies

Increasing the dialogue between BBBSO and funders

Conduct trend analysisConduct trend analysis

Develop plan with annual targets

Develop plan with annual targets

Growth in number of donors Increase in donor retention, conversion and upgrade

Increase in recovery of lapsed donors

Ind

icat

ors


Diversifi cation of Revenue

Stra

teg

ies

Tact

ics

Expand membership to the Council for

Advancement to be inclusive of all sectors

of the community

Conduct gap analysis

Recruit leadership for Council

Council to begin prospecting

Recruit members for the Council

BBBSO is strongly represented in identifi ed sectors

Ind

icat

ors


Marketing and CommunicationsSt

rate

gie

sTa

ctic

s

Market BBBSO as the “go-to” organization for

mentoring excellence and community investment

Project a powerful brand image that attracts donors

and volunteers

Heighten public understanding of the impact of mentoring

Develop and implement a Communications/Marketing

Strategy

Create an active and engaged Ambassador

Group/Speaker’s Bureau

Create an active and engaged Alumni Group

Increased community enthusiam and support

for mentoring

Conduct a brand auditDevelop a marketing plan

Create a brand idenity and design

Implement marketing plan

Client touchpoint designMeasure and evaluate

progress

Increased public awarenessand response

Increased public awarenessand response

Ind

icat

ors


Marketing and Communications

Stra

teg

ies

Tact

ics

Revitalize and maintain website and social networking tools

Create a plan for website redevelopment and social

networking tools

Coordinate with National rebranding

Upgrade website and Social Media

The community has easy access to all information

required to make informed decisions about BBBSO

Ind

icat

ors


Leadership in MentoringSt

rate

gie

sTa

ctic

s

Attract, engage andretain Community

Leaders as Key Stakeholders

Develop and implement a networking strategy

Continue to play aleadership role within the BBBS Movement

Participate in National Committees and Initiatives

Establish a networking committee

Establish a leader recruitment committee

Complete a profi le with needs analysis of agency and Board

Develop a quarterly networking schedule

Play a leadership role on Ontario Mentoring Coalition

Increased involvement in relevant forums

Develop a networking kit

Increased involvement and commitment of key

community leaders

Increased involvement in relevant forums

Ind

icat

ors


YEAR LAUNCHEDYear 1 Year 2 Year 3 STRATEGIES

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Increase funder participation in BBBSO initiativesParticipate in funder driven opportunitiesGap analysis (Council for Advancement) Leadership (Council)Develop and implement a leadership recruitment strategy Participation in National Committees and initiativesOntario Mentoring CoalitionNetwork with BBBS agencies on best practices Implement CRMStaff Development initiativesEstablish an holistic approach to our workplace environmentEncourage interdepartmental collaborationPartner in research opportunitiesImplement new processes in enrollmentRecruitment (Council) Increase the dialogue between BBBSO and Funders Continue to develop tech support and maintenance protocols Assess current enrollment system 3-year vision for enrollment Process evaluation Conduct a brand audit Trend Analysis for donors Develop and implement a networking strategy Pro-Active resource acquisition plan Physical Plant Assessment Program evaluation Target key organizations for integrated resources Audit processes for integrated resources Develop marketing plan Develop annual donor plans with measurable targets Develop enrollment protocols

Implementation Timeline


YEAR LAUNCHED

STRATEGIES

Implementation of Annual Donor Plan Prospecting for Community Leaders for the Council for Advancement Increase membership to planning bodies Optimize Virtual Office Stakeholder Feedback Fora Implement marketing plan Create brand identity and design Create an active and engaged ambassadors group and speakers' bureau Annual leadership recruitment planning and evaluation Create an investment strategy Develop communications and media strategies Clean-up Organize the G Drive Develop outreach plan for specific communities Big Bunch as demo program Client touchpoint design Implement communications and media strategies Hosting all websites vs. in-house Review and evaluation of networking strategies Implement and evaluate integrated resources Upgrade main agency website Analysis and evaluation of Annual Donor Plan Storage and Data Management Supplement resources in site-based programs Develop a community mentoring program sharing best practices Optimize the capacity of the Match Program Measure and review results of marketing plan

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Year 1 Year 2 Year 3

Implementation Timeline (cont’d)

24

The Finish Line – What Success Will Look Like


Key Performance Indicators – A Snapshot of Success

How will we know if our plan has been successful? The previous section set out the strategies,

top-level tactics and key performance indicators for each priority area. The following indicator dashboard combines all of the key performance to give a snapshot of what BBBSO’s success should look like.

The indicators have been grouped by the four core planning elements

to show how the final plan connects back to the original planning

framework. In addition, as the legend below shows, each performance

indicator is aligned with the priority area it originates in and areas of

where secondary or collateral impacts will occur.

Legend – Indicators Dashboard

Priority Area in which Indicator is Located

Anticipated Collateral Areas of Impact

informinvolve

invest

innovate


Indicators Dashboard

strategic plan bbbso · 2017. 4. 21. · 5 big brothers big sisters ottawa strategic plan 2011-14...

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