GET OUT. LOOK IN. STRATEGIC VISION 2017-2020
“THERE EXISTS WITHIN EVERYONE A GRAND PASSION, AN OUTLANDISH THIRST FOR ADVENTURE, A DESIRE TO LIVE BOLDLY AND VIVIDLY THROUGH THE JOURNEY OF LIFE.”
Ku rt Hahn Fo u n de r, Ou tw ard Bo u n d
CONTENTS
7 - LETTER FROM GOVERNOR GENERAL 9 - STRATEGIC INTENT 11 - OUR MISSION 12 - OUR VISION 13 - CORE VALUES 15 - GET OUT. LOOK IN. 16 - PEOPLE. PLACE. PROCESS. 17 - BUILDING TOWARDS 2020 18 - OUR TWO BIG PRIORITIES 19 - BALANCED GROWTH 22 - BEING & BECOMING LEADERS 25 - WHAT SUCCESS LOOKS LIKE IN 2020 26 - LOOKING IN. LOOKING AHEAD.
“ONCE THE COURSE FINISHED, I LOOKED IN THE MIRROR EXPECTING TO SEE MYSELF. Instead I saw a grown up, independent young person who is willing to do everything in order to chase her dreams. I had a huge smile on my face, because I felt that I had become a better version of me… I knew that a new chapter of my life was about to begin. The chapter in which I have the courage to do things that I couldn’t do before. The chapter in which I am not afraid of meeting new people. I believe that everybody should do an Outward Bound Canada experience at least once in a lifetime, because it gives you the energy to carry on.” - Anna, 2016 youth course participant
It is my pleasure to send greetings to the staff, supporters and participants of Outward Bound. This program is designed to challenge young people, to develop their skills and to help them discover their place in the world. Throughout this journey, they will not only show themselves to be innovative and hardworking, but they will also learn to value leadership and service. I look forward to the further growth of Outward Bound as it leaves its mark on an ever-changing world.
David Johnston April 2017
STRATEGIC INTENT
This strategic framework sets the direction for Outward Bound Canada over the next four years, a period that includes a significant milestone in OBC’s evolution - our 50th anniversary in 2019. Through this framework, Outward Bound Canada will achieve the balanced and sustainable growth of mission-aligned programs, allowing us to continue to make a positive difference in the lives of an ever-increasing number of people, and be recognized as Canada’s leader of innovative and authentic learning through adventure. This will be achieved through a steadfast adherence to the following Strategic Priorities: Balanced Growth Keeping growth and consolidation in balance Being and Becoming Leaders Re-establishing our position as leaders in the adventure education industry and building the staff team required to do so We have identified targets to be achieved by 2020 that will measure our success against these Strategic Priorities. The intent of our 2012-2017 plan, “Cultivating Organizational Resilience,” was to secure and stabilize the organization after the uncertainties experienced just prior to that time. In the last five years the following significant achievements have been realized: • The growth of programming from coast to coast, more than doubling the number of student program days on an annual basis and resulting in a 140% increase in annual revenues • The development and implementation of programs in the Atlantic and Quebec regions thereby expanding our national scope • Strategic fundraising to support student bursaries, scholarships and community funded programming so that a minimum of 60% of all participants receive support, on an annual basis, to attend their Outward Bound Canada course • The successful launch of innovative urban expedition programs in both Toronto and Vancouver, enabling year-round operations in these regions and signaling a long-term commitment to increasing the relevancy and accessibility of our programs Outward Bound Canada is poised to move to the next phase of its evolution as we build towards a more confident level of sustainability that will enable us to thrive and be relevant for another 50 years.
MISSION
To cultivate resilience, leadership, connections and compassion through inspiring and challenging journeys of self-discovery in the natural world.
VISION
A healthy, resilient society formed through lasting connections to self, others and the natural world.
CORE VALUES AUTHENTICITY Being true to our roots and mission. Approaching all we do with honest self-awareness and purpose.
ADVENTURE Embracing challenge and positive risk-taking in our daily lives, and modeling and encouraging the same within our community.
CONNECTION Inviting and sustaining meaningful connections with self, others and the natural world.
COMPASSION Demonstrating care and respect for self, others and the natural world.
TRUST Firmly believing and having confidence in each other and in the core purpose of the organization.
GET OUT. LOOK IN. AUTHENTICALLY OUTWARD BOUND .......................................................... Since 1969, Outward Bound Canada has inspired Canadians across the country to “Get out. Look in.” We demand a lot of our participants, requiring that they step out of their comfort zone and willingly follow us - and each other - into unfamiliar areas and situations. Today, close to 175,000 Canadians have done just that, placing their trust in us to lead them on challenging journeys of self-discovery in the natural world, and emerging on the other side with a better understanding of who they are and what they’re capable of. We’re extremely proud of our ability to impact the lives of so many individuals across the country and from all walks of life. As part of a worldwide network of Outward Bound schools that recently celebrated 75 years, we’re also extremely proud to support a global movement that has helped millions of individuals across the world to achieve their potential and contribute to a better, bolder and more resilient society. A mission-driven charity with a passion for facilitating impactful, authentic educational journeys, we strongly believe in the lasting power of learning through adventure. Our highly qualified, passionate instructors are at the core of all that we do – armed with the qualifications, knowledge and experience necessary to ensure exceptional safety and guidance on our expeditions, but also with the warm, kind and compassionate spirit that helps to set us apart and shape who we are as an organization. As we look in and look ahead to the future, striving to reach even more Canadians with our distinct brand of transformative adventures of discovery, we will never forget where we came from, what’s intrinsically important to us, and what makes us authentically Outward Bound.
OBC PEOPLE ARE
OBC PLACES ARE
• Qualified & experienced industry
• Wild, natural environments
professionals • Passionate and knowledgeable about the development of people • Passionate and knowledgeable about adventures in the outdoors
OBC PROCESS IS • Learning through adventure • Journey-based and experiential • An inclusive, constructive approach that nurtures personal growth and encourages transformative experiences • Focused on the individual and the individual as part of the group
• Diverse landscapes, coast to coast • Mountains, rivers, lakes, oceans, green spaces • Backcountry and frontcountry
BUILDING TOWARD 2020 OUTWARD BOUND CANADA’S STRATEGIC FRAMEWORK OUR > INTENT
Through the sustainable growth of mission-aligned programs, we will continue to make a positive difference in the lives of an ever-increasing number of people and be recognized as Canada’s leader of innovative, journey-based learning through adventure.
OUR TWO BIG PRIORITIES We will achieve this intent by focusing on the following two strategic priorities:
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BALANCED GROWTH
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BEING & BECOMING LEADERS
Achieve growth and consolidation in balance • Build our impact by making a positive difference in the lives of an ever-increasing number of people • Build our financial stability
Strengthen our position as leaders in the industry and unite people and processes required to do so • Build, to the highest standard possible, the quality and consistency of the learning through adventure that occurs on our programs • Build our “leadership bench” by continuing to attract, motivate, develop and retain committed and competent people to lead our programs and our organization
1
BALANCED GROWTH
BUILD OUR IMPACT
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Build our impact by making a positive difference in the lives of more individuals
• Increase the number of people who benefit from the Outward Bound experience • Attain optimal capacity on all of our courses • Realize opportunities to build group programs and shoulder-season programming across all regions • Expand program opportunities in Quebec and the East Coast • Grow scholarship and bursary fund from current $500K to $1M • Maintain financial accessibility by ensuring that 60-65% of participants receive support
BUILDING FINANCIAL SECURITY
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Create the foundation for stability
• Balance mission-focused approach with market-driven realities by investing in organizational structure, systems and processes • Incrementally build sustainability fund through generation of annual surplus and focused fundraising campaigns • Investment in revenue-generating functions • Reduce costs of doing business by improving internal systems and processes
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2 BUILDING QUALITY
BEING & BECOMING LEADERS >
Build the quality and consistency of the learning through adventure achieved through our programs
• Become better at delivering consistently high-quality, adventurous and impactful programs
Create the foundation • Clarify and consolidate methods, curriculum and language used by our staff For stability and develop effective and consistent teaching and learning tools for staff • Continually scan the horizon for innovative course opportunities and program delivery models that support our mission in order to maintain relevancy, ensure impact and secure our competitive advantage • Make better use of evaluations, external research and innovation to inform our practice, assisting us in engaging stakeholders, increasing our reach, and having an even greater impact on individuals
BUILDING OUR TEAM
> Build our “leadership bench” by continuing to attract, motivate, develop and retain committed and competent people to lead our programs and our organization
• Attract the best people in the industry by establishing our employee brand and building on our employee offer as a values-based and purpose-driven organization with learning and development at its core • Ensure consistent, coordinated and effective communications to create stronger connections and build staff community, both regionally and nationally • Implement a succession-planning process that communicates effectively and simply how to move through the organization • Implement progressive and diverse training opportunities • Proactively develop links with other schools in the Outward Bound International network to connect staff to learning opportunities worldwide • Grow staff retention and engagement • Unify staff training across the country; develop consistent, coordinated and progressive staff training structures and processes • Develop management training program • Establish a national instructor pay scale • Develop structured mentoring process to engage senior staff and former staff • Establish full-time instructor positions in regions with year-round program delivery
WHAT SUCCESS LOOKS LIKE IN 2020 • 20,000 student program days (up from 15,000) • Minimum of six months of operating costs in sustainability fund • Staff retention at 3+ years • Scholarship and bursary fund at $1 million • 60 – 65% of participants receiving financial support to participate in our adventures • Outward Bound School launched at Brick Works and achieving annual revenue and growth targets
• Well-resourced Development and Marketing departments, able to achieve yearly targets and balanced growth
• Professional development funds available for all full-time employees and field staff • Mobile and seasonal programs operating in Quebec
• 50th anniversary celebrations successful in refreshing the brand, engaging alumni, staff and stakeholders and raising funds • Over 20,000 alumni engaged with OBC (currently 12,000)
• Sustainable and impactful operations in Atlantic Canada
LOOKING IN. LOOKING AHEAD. Focus on Youth: Outward Bound Canada is for all Canadians, but our primary audience is youth between the ages of 14 to 25. This demographic will continue to be our focus as we grow and develop.
Run Long Wilderness Courses: Surveys, evaluation and industry research indicate that the longer the wilderness experience, the greater the impact. Thus, our focus will be to optimize capacity on our long wilderness courses in order to ensure impact and relevancy.
Provide Access: Our aspiration is Outward Bound Canada adventures for all Canadians, irrespective of their financial circumstances. Recognizing the aspirational nature of this goal, we will continue to increase access to our programs through the growth of scholarships, bursaries and community funding.
Run Frontcountry & Shorter Courses: We will continue to develop our shorter frontcountry and shoulder-season programs as a means of increasing financial security, providing sustainable sources of revenue, and year-round work for staff, increasing relevancy and accessibility of our programs, and helping to facilitate the scaling of our operations.
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