Strategic Priorities

BROADEN IMPACT

PILLAR 1 COMMUNITY AND GROWTH – BROADEN IMPACT

To enhance community impact and engagement through bin placements and partnerships.

STRATEGIC DIRECTIVES

Years One through Five: • Bin Safety: retrofit all metal outdoor bins to comply to the safety standards established by UBCO research team and certified by P Eng.'s. • Address the issue of fewer home-phone lines and develop an outreach program to engage with existing and potential clients. • Leverage technology and social media. • Expand bin program (indoor and outdoor with focus on indoor). • Research and explore community events for RCF to take part in.

Key Performance Indicators: • Retrofit all metal outdoor bins that are active at the moment (approximately 100 at the commence of the plan) within 2 years and ensure that all bins are safety compliant before any new placement(s). • Utilize current database reports to track progress of donor contacts and deactivation rates. Acquire sample of data from retailers and evaluate feasibility of full database update. • Generate a list of multi-dwellings and opportunities to expand either residential pickups and or host-a-bin program and create strategies around them. • Explore options to develop initiatives, in partnership with Value Village, that are tied to our BBGV program. • Continued focus on bin safety and expand locations. • Establish 20 new bin locations per year. • Pending findings of Year One KPI’s, continue to develop those initiatives.

PILLAR 2 INTERNAL DELIVERY PROCESS – DEEPEN IMPACT

Using RCF’s expertise to explore options of diversifying funding portfolio such as business set ups and supplying low-cost clothing to families.

STRATEGIC DIRECTIVES

Years One through Five: • Use RCF's expertise to setup Business Startup Incubator. • Explore the feasibility of a direct to consumer distribution model for low cost clothing.

Key Performance Indicators: • Produce comprehensive document on services that RCF can deliver based on our past experiences and core expertise, identify list of potential clients. • Work with BBGV and BBGVF to setup first sale in year one and create plans for years 2-5. • Target to establish one new contract for services/new lines of business in year two to five and increase in revenue by 5%.

PILLAR 3 PEOPLE ENGAGEMENT STRATEGIC DIRECTIVES

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

Year One: • Engagement analysis and plans. • Inclusion and anti-racism awareness.

Years Two through Five: • Research and development of priority areas in engagement. • Research and development of Human Resources initiatives.

DEEPEN IMPACT | PEOPLE ENGAGEMENT 8

FINANCIAL SUSTAINABILITY

Renew Crew Foundation (RCF) is the largest funder of Big Brothers of Greater Vancouver Foundation. It provides grants to the Foundation to support the mentoring programs of Big Brothers of Greater Vancouver (BBGV). This strategic priority addresses the need for RCF to build on its past financial success and to continue to diversify its recycling programs in order to meet net revenue targets.

STRATEGIC DIRECTIVES

Years One through Five: • Maximize the ability of the organization to provide funding for the benefit of

BBGV’s programming. • Explore and implement new programs. • Diversify recycling programs in order to meet revenue targets. • Develop financial metrics that allow us to monitor and improve financial efficiencies.

Key Performance Indicators: • Establish net revenue and margin contribution targets for the five-year period of the Strategic Plan. • Develop a funding program to address the costs of modifying the bins. • Setup tracking system for bottles to determine feasibility of the program. Based on the outcome, decide on placement of additional 20 bottle bins into the community in years two to five. • Increase in revenue by 5% through new sources • Continue to develop other relationships to acquire information required to set up successful recycling program by regularly attending industry meetings.

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.