Strategic Priorities

BROADEN IMPACT

PILLAR 1 COMMUNITY AND GROWTH – BROADEN IMPACT

To enhance community impact through building partnerships to ensure more children and youth are matched with mentors through recruitment.

STRATEGIC DIRECTIVES

Year One: • Build potential partnerships for volunteer referrals and funding for our programs. • Develop strategy to increase number of completed applications and decrease application withdrawal rates. • Explore potential partnerships for fund development and events such as new areas of sponsorship or major gift donors.

Years Two through Five: • Ensure that partnerships are positive and contribute to the benefit of BBGVF,

BBGV, and RCF. • Use data analysis to ensure efficiency with our application process.

Key Performance Indicators: • Increase the number of completed applications. • Increase the number of partnerships.

We’ve had a relationship now for over 10 years and it’s been great. We still stay in touch, I’ve seen him grow and mature. He’s turned into this amazing young man who has a head on his shoulders better than any young man I’ve ever met.

- Big Brother

PILLAR 2 INTERNAL DELIVERY PROCESS – DEEPEN IMPACT

Develop stronger relationships with our donors and volunteers. Increase understanding of who we serve, our work, and our impact.

STRATEGIC DIRECTIVES

Year One: • Create marketing and communications plans for agency success (recruitment, RCF, fund development). • Develop collaboration strategy to collect local and agency data to help with recruitment, fundraising and grant writing. • Establish new branding across our marketing materials and campaigns.

Years Two through Five: • Build processes and guidelines for collaboration between BBGV, BBGVF, RCF on marketing and ‘story telling’. • Build positive relationships with our internal network through continuous conversations – donors and volunteers. • Increase communication between BBGV and BBGVF. • Explore options to consolidate internal data for funding opportunities.

Key Performance Indicators: • Development of marketing strategies and plans. • Donor and volunteer awareness. • New donors and volunteers. • Number of repeat donors.

DEEPEN IMPACT

PEOPLE ENGAGEMENT

Prioritize activities and opportunities to attract and retain talented employees and volunteers to aid in the realization of the vision and mission.

STRATEGIC DIRECTIVES

Employees Our success is tied to the well-being, accomplishments, and development of BBGVF’s employees. A primary goal is to enhance our culture that supports employees in their involvement in rewarding work with a common purpose.

Year One: • Develop initial stages of a Human Resources strategy aligned to the organizational strategy and plans. • Focus on improving engagement and retention through people-focused activities: o Employee Survey analysis and plans. o Career planning: understanding employee goals and opportunities. o Inclusion and anti-racism awareness. Years Two through Five: • Research and development of priority areas for staff engagement. • Build organizational capacity through enhanced training and development for key organizational roles. • Improve employee accessibility to employment information. Key Performance Indicators: • Examine employee engagement to develop applicable goals. • Examine voluntary turnover to develop applicable goals.

Volunteers To attract and recruit volunteers for BBGV’s programs is integral in order to meet the vision and mission of the organization. A primary goal is to develop a successful volunteer recruitment strategy.

Year One: • Analyze data of current volunteer and program needs. • Develop strategy for inclusive marketing. Years Two through Five: • Address volunteer and social trends to determine the future direction of volunteer recruitment. • Develop a strategy for data management and data analysis. Key Performance Indicators: • Existence of a volunteer recruitment plan. • Increased number of volunteers.

Big Brothers of Greater Vancouver Foundation (BBGVF) has the primary responsibility for raising funds to support the mentorship programs offered by Big Brothers of Greater Vancouver (BBGV). This strategic priority addresses the need for the Foundation to diversify our funding sources in order to ensure sustainability and meet growth objectives. Diversification includes the continued development of an individual giving program.

STRATEGIC DIRECTIVES

Year One: • Establish targets for individual giving both with regard to increasing the number of donors and establishing an overall giving growth plan. • Develop a sustainability plan and five-year projection that examines the net contribution of the Foundation after costs of fundraising and salaries. • Evaluate cost to raise a dollar for all funding programs.

Years Two through Five: • Grow and diversify existing funding sources in accordance with the five-year service projection. • Ensure that funding sources are sustainable and contribute to the benefit of both

BBGVF and BBGV. • Rationalize funding programs that do not meet efficiency targets. • New special events and third party partnerships to support with fund development.

Key Performance Indicators: • Increase individual giving. • Diversification of funding.

Well, if I didn’t have my Big Brother, I’d probably be some couch potato, playing video games in a dungeon. I would’ve never left the house because I never would’ve had anyone to go with, I never would’ve had those opportunities... Sometimes you need a push to get out of your bubble, especially when you’re a kid.