Title Title
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Tim Horton Children’s Foundation 5-Year Strategic Plan 2017–2021
THCF Strategic Plan 2017–2021.
April 2017
THCF
We Believe
We believe in the transformational power of camp programs working alongside community partners. Together, we can change life trajectories for youth. THCF Strategic Plan 2017–2021.
We believe in youth and their ability, when given the right opportunities and support, to find success on their own terms whatever their life circumstances. We believe in the power of the residential camp experience to serve as a catalyst: for self-reflection, for developing life and personal skills, and for seeing more fully what is possible. We believe in the THCF team. Our staff, volunteers, partners and donors work together to inspire, lead and fulfill their potentials and the potentials of the youth they support. We believe in accountability to the young people we serve and to the investment made in our programs and facilities. We use resources wisely, take safety very seriously and live with integrity and a desire to do better every day.
THCF
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THCF Strategic Plan 2017–2021.
THCF
02 We Believe
Our Next Chapter
THCF Strategic Plan 2017–2021.
Our Five-Year Vision – THCF is a leader in the youth development movement, transforming our relevance, our impact and our reach.
THCF
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Our Next Chapter
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Tim Horton Children’s Foundation (THCF) was established in 1974 to recognize Tim Horton and his love of children. Its goal was to provide an exceptional summer camp experience to children who could not otherwise afford to attend.
students to become visible, positive leaders in
Hortons restaurant owners and friends, the Tim
their schools and make their communities more
Horton Memorial Camp opened and welcomed
positive places. It allows us to leverage the capacity
children for its first summer in 1975. Since that
of our camps and serve more children and youth
time, over 220,000 young people have experienced
in our communities in a meaningful way.
the magic of camp. We are proud of our remarkable Since its founding, THCF’s core philosophy has
accomplishments and impacts over the
expanded to focus on building the skills and
last 40 years. We also recognize that an
inner resources of young people facing systemic
opportunity exists to deepen our impact on
disadvantages due to poverty. Today, THCF has
individual youth both at home and in their
expanded to seven camps, and the number of
communities. To do this requires a more focused
campers served annually through summer and
and sustained commitment. Together, we’ve
year-round programs has risen to 20,000.
reached the next chapter in THCF’s journey.
In addition to the one-time, 10-day summer
The bold challenge of this strategic plan is to triple our relevance, impact and reach over the next five years. This is transformational thinking and the time to act is now.
camp experience, a signature Youth Leadership Program emerged over the past 15 years. What began as a second-summer wilderness experience for older campers has become a comprehensive, five-summer program. We have celebrated
The road map to get there is still under
graduates of our Youth Leadership Program
construction but this plan captures our intention
repeatedly in recent years as a shining example
and commitment. We look forward to working
of our best work.
with you – our Board volunteers, our staff and our partners – to strengthen our vision and forge
Additionally, our camps hosted a wide variety
the way ahead. Just as we do with our campers,
of school and community groups during the
let’s push ourselves and each other to excel,
non-summer seasons. Our Community Leaders
stretch and grow.
Program emerged over the past five years as our signature experience for schools in low-income
Our goal is to ignite the potential in our campers,
neighbourhoods. Utilizing two four-day camp
staff, volunteers, restaurant owners and their staff,
sessions per school year, this format inspires
and our community partners – all of us!
THCF
THCF Strategic Plan 2017–2021.
Through the hard work of Ron Joyce and Tim
A Renewed Sense of Purpose
THCF Strategic Plan 2017–2021. THCF
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A Renewed Sense of Purpose
Our Belief
Our Values
We believe that thriving youth create
• We are tireless in our commitment
stronger communities.
to youth • We radiate hope and opportunity
We understand that youth from low-income
• We strive to be better and inspire
homes face significant obstacles to reaching
others to do the same
their potential.
• We believe in the power of camp and community
Our Mission We foster the strengths within youth,
Our Method
and empower them to pursue a life
• We magnify the power of camp
without limits.
as a catalyst for change • We amplify growth by integrating with schools and community agencies • We sustain and deepen impact through repeated experiences • We measure results to inform and continually improve
THCF
THCF Strategic Plan 2017–2021.
We believe that thriving youth create stronger communities.
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The Imperative: Why We Do What We Do
Why we do what we do
THCF Strategic Plan 2017–2021.
Research has shown that income is the most important predictor of a healthy life – even more important than lifestyle or genetics. When people and families can afford the basics, such as food, education, access to quality health care, clothing and stable housing, they are more likely to be healthy. Often referred to as the social determinants of health, these economic and social conditions affect our chances of achieving good health, and in some cases, life success. Without equal access, life trajectories can differ dramatically. This is referred to as the equity challenge.
Today in Canada, one in seven children live in poverty. For Indigenous children and those living in major urban settings the number is closer to one in four. In some priority neighbourhoods (a designation given by government to make decisions on allocating resources), the number is closer to one in two. In the United States, one in five children live in families with incomes below the federal poverty threshold and many others live dangerously close to the threshold’s edge. Poverty in the United States is among the worst in the developed world.
For low-income families, the basics of life can be a daily struggle. Low-income youth face added, often devastating vulnerabilities and pressures on academic performance, relationships and physical and emotional health. “Sources:” Mikkonen, J., & Raphael, D. (2010). Social Determinants of Health: The Canadian Facts. Toronto, Canada: York University School of Health Policy and Management. Commission on Social Determinants of Health (2008). Closing the Gap in a Generation: Health Equity through Action on the Social Determinants of Health. Final Report of the Commission on Social Determinants of Health. Geneva, World Health Organization. Blum RW, McNeely C, Nonnemaker J. (2002). Vulnerability, Risk, and Protection. Journal of Adolescent Health, 31(1) (Suppl.):28–39.
THCF
The Imperative: Why We Do What We Do
Why invest in adolescents? In terms of developmental milestones, young people aged 12 to 16 years old are undergoing dramatic changes in terms of how they think, feel, and interact with others. They are making more independent choices about their friends, studying, school, and generally deciding “who they want to be”. They’re highly impressionable at this age, developing opinions, and developing their sense of what is right and wrong. Behaviours that are established during adolescence can continue into adulthood and have long-lasting impact on mental and physical health. While this is a time of great opportunity, it is also one of increased risk. Young people worry about how others see them and are highly sensitive to the judgment of others. The need for acceptance and the feeling of belonging with peers is central to their self-confidence. It’s critical that children at this age learn how to make healthy choices.
We can make a difference Strengthening social ties and community connections can have a protective effect and help young people cope with challenging circumstances. We use the transformational power of the THCF camp experience to increase protective factors in our youth’s lives. We build community connections to help unlock potential and build productive paths forward.
THCF
THCF Strategic Plan 2017–2021.
We can help protect low-income kids from the health effects of poverty.
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Transforming Our Relevance, Impact And Reach By 2021
THCF Strategic Plan 2017–2021. THCF
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Transforming Our Relevance, Impact And Reach By 2021
THCF will become increasingly relevant
Relevance “We do what matters”
Reach “We deliver to those who need it most”
in the minds of the public and our internal
We will use more scalable and less capital-
stakeholders (e.g. Tim Hortons restaurant
intensive methods to bring our program to
owners and staff), known for addressing
more youth in more communities. This will
the effects of poverty on youth and
require a disciplined, consistent framework
building healthy, thriving communities.
in order for the experience to be replicated effectively over multiple sites and across geographical regions.
Impact “We do what works” THCF will focus specifically on its
By 2021, we want to be:
signature programs that have the greatest
• • • • • • • • •
impact, and enhance the community component in order for the ripple effect to become measurably greater. We will ground our program in the evidence base, and will rigorously track and measure our direct impacts.
THCF
Top of mind as a respected youth initiative in the minds of Tim Hortons’ guests and the public Recognized as a leading employer Well positioned to serve 60,000 youth a year Working successfully with regional youth service providers and school boards Sustaining campers through all 5 levels of YLP Expanding CLP delivery in line with growth of Tim Hortons Operating with partner sites to support scale up Completing expansion upgrades at all 7 signature camps Measuring and communicating outcomes achievement for both YLP and CLP
THCF Strategic Plan 2017–2021.
Over the next five years, we will grow our investment in programs, staff, partners and facilities to triple our relevance, impact and reach. This means serving more young people in more communities in more meaningful ways.
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The Path Forward: Signature Programs
THCF Strategic Plan 2017–2021.
Our two signature programs CLP and YLP were designed based on decades of experience and current best practices in the youth development field. • • • • • •
THCF
We use residential camp and outdoor challenges as a catalyst for growth and development We work with community providers to sustain our impact and amplify theirs We commit to multi-year experiences at camp to deepen our impact and build community We build year-round touch points to keep campers connected and sustain involvement We measure results to continually inform program development Our signature programs are provided at no cost to participating youth (YLP) and schools (CLP)
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The Path Forward: Signature Programs
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Community Leaders Program (fall, winter, spring) offers two four-day residential camp experiences during the school year and then builds specific challenges to take back and bring to life in the school community. The program is designed for middle school/junior high school youth ages 11-13.
This model has shown great potential
Groups of students, ages 11-13, come to camp for
with inspiring examples from participating
two separate, four-day experiences over the course
schools. A comprehensive review of the
of one year. CLP partner schools are selected from
Community Leaders Program model will take
priority neighbourhoods where the majority of
place in 2017 to build on this success, further
young people are living in low-income households.
increase the program’s relevancy and to enhance curriculum integration.
Each camp experience is designed to develop tangible social, emotional and leadership skills
A Program Advisory Committee comprised
as well as facilitate group growth and connection.
of educators, administrators, superintendents
Ongoing engagement between visits deepen the
and youth development professionals is being
impact on youth, the school culture and the local
established to guide our work on both the YLP
communities. Teachers also commit to support
and CLP signature program formats.
students’ work to transfer the skills, values, knowledge and attitudes developed at camp to
Testimonial
their school, home and community.
“The students who participated in the Community Leaders Program represent a very
Between visit one and visit two, each school group
diverse group in just about every imaginable
plans and executes a camper-led Community
way. As a group, I have seen an increase in their
Service Project. These projects empower youth
sense of community at our school. There is also
to identify a need in their school or community,
a noticeable increase in interest in helping each
create a tangible change and increase their
other and our broader community. Individual
visibility as young leaders.
changes for our most at risk students are, perhaps, more evident to me in that we are seeing a greater understanding of how current choices in behaviours can impact their future. They are more invested in themselves and their futures and more aware of the rights and needs of those in their immediate community in the class and our school.” — Shelley Burnside, Vice Principal, Henry Munro Middle School
THCF
THCF Strategic Plan 2017–2021.
Community Leaders Program (CLP)
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The Path Forward: Signature Programs
The Youth Leadership Program (summer) offers five successive 10-day residential camp experiences over five summers and community challenges year-round for youth ages 12-16. Level 1 Level 2 Level 3 Level 4 Level 5
Ignite Explore Strive Quest Navigate
THCF Strategic Plan 2017–2021.
Youth Leadership Program (YLP)
Between visits at camp, youth participate
Every summer for five years, individual
in setting personalized constructive
youth are invited to take part in a unique,
action goals that support development in
10-day camp experience at no charge to
four areas: personal wellbeing, academic
their families. Campers begin at the age
success, meaningful employment and
of 12 and complete the program at age 16.
community connection.
Campers are selected with the assistance of social service agencies and schools,
Online tools including a camper
based on need.
portal (under development) will further
The goal is to help youth prepare for a
camp to home.
support the transfer of learning from successful life after high school, whether pursuing a credential or entering the
Testimonials
workforce. Each level of the program
“Kids at inner city schools are just as
is intentionally designed to build upon
bright… just as smart. They jump just as
the year before with an increased level
high and they run just as fast. They just
of challenge, additional leadership
haven’t had the opportunities. But when
opportunities, and targeted skills
you give them the time and you give them
development.
the chance, they catch up really fast.” — Terry Geyer, Teacher, Prince of Wales School
“My YLP experience was one of the biggest positive influences in my life. I had no stability in home, education, or anything like that, but once a year I would always come out to camp and it gave me something to look forward to. I met my support system out there, I challenged myself both physically and mentally, and it pushed me to be who I am.” — Ariel, Age 17, YLP Graduate 2016.
THCF
The Path Forward: Signature Programs
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THCF Strategic Plan 2017–2021.
THCF
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Youth Leadership Program Impact Measurement
We will rigorously track and measure our impacts to inform continuous improvement and demonstrate our value to our supporters.
Our method will collect a mix of qualitative
THCF Strategic Plan 2021.
Measuring impact is critical to our program development and ensuring long-
and quantitative data which allows us to
term support of our program. Our Youth
measure and qualify impacts on program
Leadership Program outcomes framework
outcomes and provide exploratory insights
is grounded in evidence that focuses on
and useful context to build compelling
developing tangible skills that help youth
narratives on program impacts through
thrive. The YLP program is intentionally
surveys and interviews. We will track
designed to support these short, medium
growth and change in each outcome
and long-term outcomes and rigorously
through pre-post surveys and use secondary
measured for effectiveness.
research as a comparative benchmark to
Our YLP measurement methodology
otherwise for each youth by comparing
approximate what it would have been like applies the necessary rigor to assess
their experience and results with similar
each individual youth’s progress towards
youth who did not go through YLP.
demonstrating the priority outcomes of social and emotional skills, learning and
In addition to these efforts we will amplify
innovation skills, postsecondary access
the youth voice in guiding our programs.
and independent living capability.
This will include the introduction of youth continuous improvement surveys, camper focus groups and the development of a youth council comprised of youth involved
YLP Impact Measurement
in our program, outside our program and alumni.
Year 1
Year 2
Year 3
Year 4
Year 5
~12yrs
~13yrs
~14yrs
~15yrs
~16 yrs
Baseline Youth Survey
Interviews of Sample Youth
Midpoint Youth Survey
Interviews of Sample Youth
Endpoint Survey
Constructive Action Mid-Year Check Ins via Online Portal
THCF
PSE-Career
Alumni Survey (2-5 years out)
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Youth Leadership Program Impact Measurement
Youth Leadership Program Outcomes Framework
THCF Strategic Plan 2021.
Successful Transition to Adulthood Postsecondary Completion
Meaningful Employment
Supportive Relationships
Post High School Readiness Youth are prepared for life after high school whether entering postsecondary or joining the workforce. Postsecondary Access
Independent Living Capability
Youth develop the skills they need to become resourceful, responsible, and empowered individuals.
Social & Emotional Skills
Learning & Innovation Skills
Positive Identity
Cognitive Skills
Positive Behaviours
Organizational Skills
Positive Connections
Interpersonal Skills
THCF
Measurement Focus
Foundational Skills
An Opportunity: Strengthening the THCF Brand
THCF Strategic Plan 2017–2021. THCF
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An Opportunity: Strengthening the THCF Brand
It has always been part of the Tim Hortons
and differentiated brand promise that
brand values to give back to our local
communicates the impact of our work.
communities, long before corporate social responsibility was common. Tim Horton
Recent brand tracking showed unaided
himself was known for his desire to help
awareness of Camp Day at only 8% and
those less fortunate.
unaided awareness of THCF was even lower at 2%. There is a huge opportunity to build
While THCF is a brand of its own, there is an
top of mind awareness for THCF, with a goal
inextricable link between THCF and the Tim
to increase unaided awareness at least ten-
Hortons brand. The work done by THCF is
fold by 2021.
aligned with Tim Hortons brand core values of generosity, compassion and inclusion. The connection of THCF to Tim Hortons
Building THCF brand will achieve three important goals;
should be strengthened to maximize the
•
Growing public awareness
symbiotic relationship of the two brands.
of THCF’s important and
A critical element of the new strategic plan
inspiring work
is to grow the public’s recognition and
•
Motivating Tim Hortons
appreciation of THCF.
guests to take the desired actions
to support THCF
Corporate social responsibility has become
•
Increasing the connection between
an increasingly important part of consumer
the Tim Hortons brand and THCF
purchase decisions. Within a crowded
resulting in new opportunities to
marketplace of numerous cause marketing
build resources
initiatives, and literally tens of thousands of charities in Canada alone, it is imperative
Our goal is to entrench THCF as the world-
that we increase the awareness, relevance
class, signature charity of the Tim Hortons
and understanding of THCF with Tim
brand and the gold-standard representation
Hortons guests, owners, employees and the
of their commitment to making a lasting
general public. We will need a compelling
positive impact in our communities.
THCF
THCF Strategic Plan 2017–2021.
Building our compelling brand presence.
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Strategic Plan 2017–2021
INCREASED AWARENESS AND FUNDING GROWTH
PARTNER DEVELOPMENT FOR REGIONAL DELIVERY
PEOPLE DEVELOPMENT AND OPERATIONAL EXCELLENCE
PROGRAM INNOVATION AND IMPACT MEASUREMENT
THCF CAPACITY EXPANSION AND PARTNER SITES GROWTH
• We are tireless in our commitment to youth • We radiate hope and opportunity • We strive to be better and inspire others to do the same • We believe in the power of camp and community
We believe that thriving youth create stronger communities. We understand that youth from low-income homes face significant obstacles to reaching their potential.
We foster the strengths within youth, and empower them to pursue a life without limits.
• We magnify the power of camp as a catalyst for change
• We amplify growth by integrating with schools and community agencies
• We sustain and deepen impact t hrough repeated experiences
• We measure results to inform and continually improve
The Specifics: A 5-Year Action Plan
THCF Strategic Plan 2017–2021.
Reaching our ambitious goals requires a strong plan and a dedicated team. The following provides a snapshot of our five-year plans.
Program Innovation and Impact Measurement Objective: Redevelop our two THCF signature programs to deepen our impact.
Action Plans:
THCF
•
Design and launch a five-level (five-summer)
Youth Leadership Program (YLP) for youth 12-16
•
Redevelop the Community Leaders Program
(CLP) for deeper multi-year impact, partner
customization and rapid scale-up with youth
in middle school/junior high school
•
Build a program evaluation framework to
measure impact and provide evidence for
ongoing program improvements
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The Specifics: A 5-Year Action Plan
People Development and Operational Excellence Objective: Together build a modern, cause-based
to identify youth and support their successful
organization capable of delivering THCF signature
participation.
programs and strengthening our brand.
Action Plans:
Action Plans:
•
Identify priority neighbourhoods of need
•
Employment experience strategy
and develop a regional allocation formula
•
Develop and support a signature branded
•
Support year-round camper engagement
THCF experience for youth, community and site
through innovative tools and engagement
partners, staff/employees, volunteers and donors
processes
•
Organizational development and change
•
Develop partnerships with schools and school
management
boards for expansion of CLP
•
Continually invest in and improve core
•
Identify partner site opportunities for
management systems (IT/data, logistics,
expansion of signature programs
risk mgt, asset mgt, health and safety)
•
Strengthen governance
THCF Capacity Expansion and Partner Sites Growth Objective: Develop capacity plans to be well on our way to serving the target of tripling our
Increased Awareness and Funding Growth Objective: Develop THCF as the signature
youth by 2021.
charity of the Tim Hortons brand: a compelling demonstration of their commitment to
Action Plans:
communities, and uniquely effective in serving
•
Develop existing seven signature camps
and developing our youth.
to maximize year-round capacity and use
•
Secure partner sites (camps and tripping
Action Plans:
outposts) for YLP expansion
•
Multifaceted fundraising development strategy
•
Identify priority communities for CLP
•
Build a strong fundraising capability
growth and secure partner sites
to deliver the revenue targets identified
•
Suspend exploration of opportunities to own
in this strategic plan to triple relevance,
or build new signature camps while developing
impact and reach over the next five years
partner growth strategy
•
Create unique and new brand
messaging for THCF, in order to build
awareness and engagement of Tim Hortons
guests, owners, employees and the public
•
Establish THCF marketing and
communications capacity to develop
compelling content, and to work in partnership
with the Tim Hortons team to amplify
our messages
THCF
THCF Strategic Plan 2017–2021.
Partner Development for Regional Delivery Objective: Work with community partners
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Strategy 1: Program Innovation and Impact Measurement
Strategy 1: Program Innovation and Impact Measurement Redevelop our two THCF signature programs to deepen our impact. THCF Strategic Plan 2017–2021.
5-Year Action Plan
— 1.01 Design and launch a five-level (five-summer) Youth Leadership Program (YLP) for youth 12-16 After a comprehensive program review, the following five-level program was developed for implementation summer 2017. Year one (age 12): Ignite Theme: Foundation and Discovery Youth try new things, develop basic outdoor skills, learn to live successfully with others in a camp community, and complete a two-day, introductory wilderness experience. Foundational concepts include goal setting, peace, relationships, teamwork, challenge, motivation, responsibility and reflection.
Year two (age 13): Explore Theme: Leadership and Collaboration Youth explore their interests, further develop outdoor skill-sets and are exposed to various postsecondary options through college, university and trade-school visits. Youth explore their leadership style and strengthen their abilities to work together, through targeted leadership workshops, a three-day wilderness experience and intentional in-camp programs.
Year three (age 14): Strive Theme: Communication and Personal Responsibility Youth strive to increase their leadership skills and capacity for responsibility during a four-day wilderness trip, where they are introduced to being the “leader of the day”. At camp, youth reflect on themes around building their legacy and personal responsibility. They also begin to research post-secondary bursary and funding options and work towards creating an action plan to support their goals.
THCF
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Strategy 1: Program Innovation and Impact Measurement
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meet school and camper needs. The Community
Year four (age 15): Quest Theme: Personal Wellbeing and Critical Thinking
Leaders Program provides a significant opportunity
Youth embark upon a challenging, seven-
for growth and differentiation. It is a powerful
day wilderness experience or “Quest” where
experience which makes a tangible impact, and is
the expectation is for campers to take on full
also scalable and can be sustained at less cost.
responsibility of a trip, including navigation, decision-making and debrief in a safe and
We are planning a comprehensive review
supportive environment.
of the CLP with support from a Program Advisory Committee comprised of educators, administrators, superintendents and youth
Year five (age 16): Navigate Theme: Leadership in Action
development professionals. The goal is to increase
Youth prepare for and navigate an introspective
the program’s relevancy within the school system,
hiking trip with a focus on self-reflection,
increase program effectiveness and enhance
contemplation and planning for the success of their
curriculum integration.
of learnings home, youth connect with business
action-planning for life after camp. Youth also focus
— 1.03 Build a program evaluation framework to measure impact and provide evidence for ongoing program improvements
on workplace and independent living skills, and
Measuring impact is critical to our program
learn about group dynamics and activity planning in
development and ensuring long-term support
professionals across various industries opening them to additional possibility and focus on tangible
a “train-the-trainer” model with the opportunity to
of our program. We have developed an Outcomes
put their mentorship skills into practice.
Framework that identifies short, medium and long-term outcomes for YLP. The framework was developed with outside experts and builds
— 1.02 Redevelop the Community Leaders Program (CLP) for deeper multi-year impact, partner customization and rapid scale-up with youth in middle school/junior high school
in other jurisdictions. See following page for
Our vision for the CLP is to develop a customized
To monitor success against the outcomes
framework that invests in schools and communities
framework, we are developing a set of measurement
on evidence and data from other programs framework details.
in a sustainable way through multi-grade and multi-
tools to measure and communicate impact and
level programs that impact youth, school culture and
identify opportunities for continuous improvement.
the local community. A CLP outcomes framework will be developed in The five-step CLP process begins with an orientation
2017 modeled on the YLP framework and utilizing
at the school, followed by a first camp visit focused
the same industry expertise, to help us measure
on goal setting and foundational skills development,
the specific outcomes of this camp- and school-
followed by a community component that takes
based initiative.
place at school and includes both a personal challenge (constructive action) and a community service team project. Then a second camp visit focuses on deepening skills and celebrating accomplishments, followed by an evaluation stage that includes an online survey and discussion of opportunities to further develop the program to
THCF
THCF Strategic Plan 2017–2021.
future selves. To support the successful transference
Strategy 2: Partner Development for Regional Delivery
Strategy 2: Partner Development for Regional Delivery
THCF Strategic Plan 2017–2021.
Work with community agency partners to identify youth and support their successful participation. 5-Year Action Plan
— 2.01 Identify priority neighbourhoods of need and develop a regional allocation formula To support the sustained involvement of youth in our two signature programs, strong relationships with schools and youth service agencies will be critical. School boards have data that defines priority neighborhoods and schools of need. Partnerships with school boards will enable our access to the population THCF wishes to serve. In addition we will establish specific regional growth targets for CLP that tie to Tim Hortons restaurant penetration. Youth Leadership Program camper spaces will be allocated to each region using a formula that considers the total number of Tim Hortons restaurants in the system and the percentage of restaurants in Canada, the United States and by region. We’ll also consider regional differences between urban and rural areas, to ensure an equitable representation of participants in THCF programs. It’s critical that restaurant owners, managers and guests understand how youth from their city, town or region benefit from their support of THCF.
THCF
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Strategy 2: Partner Development for Regional Delivery
School board agreements will similarly
— 2.02 Support year-round camper engagement through innovative tools and engagement processes
be established to ensure we are reaching the most relevant neighborhoods for our program, that it is incorporated back at school with involved and supportive principals and teachers,
We will develop a custom-designed platform to
and is supported from the policy level by
and our campers. This will help them to achieve
board administration.
their constructive actions and enhance their and the program.
— 2.04 Identify partner site opportunties for expansion of signature programs
Key goals of the platform include:
Identifying partner camps to support the rapid
• Create an online community that is engaging
expansion of CLP – and to a lesser extent YLP – is
and keeps campers connected to THCF
required. Developing specifications for sites
• Provide campers access to relevant
and organizations that match our signature
information related to postsecondary
requirements is underway.
education, bursaries and other key resources such as financial planning,
The plan is to work with site partners to offer
budgeting, resumé building, interview
a fully branded THCF program. This will require
guides and public speaking
a full vetting of partner camps to ensure high-level
• Create a customized dashboard for campers
operating standards including risk management,
that matches their level of the program
food services, technical program and facilities for
• Create ability to capture evaluation and
youth. In addition, the site and facilities must have
other analytical data to track achievement
the signature THCF “wow factor” and staff will
of outcomes
require specific training to ensure programs are consistent.
— 2.03 Develop partnerships with schools and School Boards for expansion of CLP
THCF will determine the staff support required to
We will develop strategic regional agency
constructive actions and program delivery.
assist in the registration, planning, transportation,
partnerships with like-minded youth-serving For the YLP, THCF will seek partner sites for
organizations, to deepen our service to youth beyond simply referring campers to our program. Agencies
the delivery of one or more levels of the program.
will be sourced to provide between-level support and
Currently, Level 4: Quest provides the greatest
mentoring relationships to YLP participants, both
opportunity to develop partners to deliver the
towards the completion of their constructive actions
extended wilderness expeditions.
and otherwise supporting the application of their new strengths in their home communities.
THCF
THCF Strategic Plan 2017–2021.
support year-round interaction between THCF
sense of belonging and connection to each other
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Strategy 3: THCF Capacity Expansion and Partner Sites Growth
Strategy 3: THCF Capacity EXPANSION and Partner Sites growth
THCF Strategic Plan 2017–2021.
Develop capacity plans to be well on our way to tripling our youth served by 2021. 5-Year Action Plan
— 3.01 Develop existing seven signature camps to maximize year-round capacity and use A primary objective of this strategic plan is to build capacity for more campers. Some of the growth in capacity will happen through partner site opportunities and some through development of current signature camps. The chart on the following page provides a snapshot of capacity expansion and expenditure requirements, by site, between 2017 and 2021.
— 3.02 Secure partner sites (camps and tripping outposts) for YLP expansion To continue to rapidly grow the number of youth we serve, working with partner camps will be a strategic priority. These sites will help us grow both of our signature programs – YLP and CLP. For YLP growth, we will begin by using partner sites to run the fourth level of YLP. This level includes an extensive wilderness experience that allows campers to experience a six- to seven-day, off-site trip experience. There are currently two ways in which this growth can occur. We will either work with a wilderness expedition outfitter such as Outward Bound, NOLS, or Algonquin Outfitters to deliver our program, or will create our own outpost locations depending on regional need and available opportunities.
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Strategy 3: THCF Capacity Expansion and Partner Sites Growth
— 3.03 Identify priority communities for CLP growth and secure partner sites To expand CLP, we will identify communities that are
— 3.04 Suspend exploration of opportunities to own or build new signature camps while developing partner growth strategy
not currently being served by our signature camps
For now, there are no plans to purchase or build a
and partner with local camps to develop a THCF
new camp. However, the License of Occupation for
signature CLP. This will allow us to expand our reach
the British Columbia site will be maintained as an
in line with the growth of Tim Hortons restaurants.
option for future development.
As noted in strategy 2, specifications for sites and organizations that match our signature requirements are being developed. This approach will be first piloted in 2018.
Year of Completion
Project
Incremental Annual YLP Participants
Incremental Annual CLP Participants
One-Time Capital Expenditures (‘000’s CAD)
2018
Parry Sound
1,064
850
2,470
2019
Onondaga Taylor House
1,064
1,600
4,789
2019
Onondaga Main Camp
784
850
2,360
2020
Quyon
528
1,312
3,993
2020
Kentahten
392
850
1,613
2021
Tatamagouche
912
850
1,964
4,744
6,312
17,189
• •
An additional 3000 participants in YLP Level 4 are expected to be served using partner sites. An additional 9300 participants in CLP are expected to be served using partner sites.
Key Messages • •
One-time capital expenditure of $17.2 million yields 11,000 new camper spaces per year. By shifting our strategy we can triple our number of youth served while only doubling our operating costs
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• •
By using partner sites we can extend CLP to more communities more quickly Triple the number of spaces at signature camps for the same capital investment in Camp Whiteshell
THCF Strategic Plan 2017–2021.
THCF Signature Site Expansion Projects and Partner Sites.
Current Expansion Plans By Site
CURRENT EXPANSION PLANS BY SITE
THCF Strategic Plan 2017–2021.
Parry Sound: Additional 1,814 campers per year
Onondaga Farms - Taylor Area: Additional 2,564 campers per year
•
Add year-round bunk house that can
•
Renovate Taylor House to accommodate
accommodate about 50 CLP campers per
about 50 CLP campers per visit and 48 YLP
visit and 56 YLP campers per session
campers per session
•
Add 12 yurts to accommodate 96 YLP
•
Add year-round bunk house that can
campers per session
accommodate about 50 CLP campers per visit
•
Add additional cell to current septic system
and 56 YLP campers per session
for growth use on existing site
•
Add six yurts to accommodate an additional
•
Add sewage treatment system for use
48 YLP campers per session
on new property
•
Renovate Henderson House to accommodate
•
Upgrade current water treatment system
a dining space for 180 people year-round
to eliminate the restrictions of 50,000 litres
•
New water treatment plant
per day and to provide water access to
•
New septic system
new property
Onondaga Farms - Main Camp: Additional 1,534 campers per year •
Add year-round bunk house that can
accommodate about 50 CLP campers per
visit and 56 YLP campers per session
•
Add seven yurts to accommodate an
additional 56 YLP campers
per session
•
Upgrade septic system
•
Add screened-in porch for additional
YLP Campers
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Current Expansion Plans By Site
Tatamagouche: Additional 1,662 campers per year
•
Source partner sites that can lead extended
•
Renovate Joyce House to accommodate 64
wilderness trips
YLP campers per session and 50 CLP
campers per visit
Quyon: Additional 1,758 campers per year
•
Add 11 yurts to accommodate an additional 88
YLP campers per session
•
Renovate the Joyce House to accommodate
•
Add bath house for summer yurts
32 YLP campers per session and about 32 CLP
•
Upgrade and screen-in deck of Atlantic
campers per visit
Canada House to accommodate additional
•
Add year-round bunk house that can
YLP campers
accommodate about 50 CLP campers per
•
Minor water system upgrades
visit and 56 YLP campers per session
•
Enhance sewage system at Joyce House,
•
Renovate Main Lodge to accommodate
or add a fourth cell to lagoon
additional campers
•
Water system and sewage upgrades
•
Complete staff accommodations
Partner Camps Clp: Additional 9,170 campers per year
•
Waterfront enhancements
•
Kentahten: Additional 1,142 campers per year •
Add new bunkhouse to accommodate about
56 YLP campers per session and 50 CLP
campers per visit
•
Add screened-in porch to dining hall to
extend dining room space
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Run CLP at non-owned THCF sites
THCF Strategic Plan 2017–2021.
Level 4 Partner Sites: Additional 3,000 campers per year
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Strategy 4: People Development and Operational Excellence
Strategy 4: People development and Operational Excellence
THCF Strategic Plan 2017–2021.
Together build a modern, cause-based organization capable of delivering THCF signature programs and strengthening our brand. 5-Year Action Plan
— 4.01 Employment experience strategy Our goal is to develop our dedicated staff so they have the opportunity to grow, coach, mentor and model exemplary leadership. THCF believes strongly in promoting from within, rewarding hard work and creating long-term employment relationships. Continuous learning, feedback and a coaching mindset will characterize our culture and employment experience. We expect the roles of staff and their required skillsets to advance significantly over the next five years as the YLP and CLP programs mature and grow. Staff development plans and new recruitment strategies are being prepared.
Six key priorities of the strategy include: 1. Build a vision for a bold and modern,
cause-based organization to guide
development of the THCF culture and
organization design
2. Build a strong employment brand
for recruiting and retaining staff
3. Attract committed volunteers to lead
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fundraising initiatives, serve on the Board
of Directors and Advisory Committees, and
support campers at the community level
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Strategy 4: People Development and Operational Excellence
4. Build a capable and responsive service
to execute on the strategy relies on our committed
delivery capability through training,
employees understanding and supporting
mentorship and exciting career paths
the change. Strong two-way communication throughout will be critical.
5. Build an accreditation and training capability
for THCF partner sites
6. Secure construction project management
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capability
— 4.02 Develop and support a signature, branded THCF experience for youth, community and site partners, staff/employees, volunteers, and donors
— 4.04 Continually invest in and improve core management systems (IT/data, logistics, risk mgt, asset mgt, health and safety) THCF has always prided itself on achieving a high level of operational excellence whether in its maintenance of the camp properties, the logistics of scheduling and transporting campers and staff, or managing safety and risk. Investments in these
culture. When we get this right, it is magical
systems and business processes will continue.
and memorable. Our values and culture guide our decision making and influence how people
At the same time, we recognize that our growth
experience our programs and THCF as a whole.
strategy through partner sites will demand new
As we grow, maintaining our values and culture
business approaches in order to vet, accredit and
will help us maintain the consistency and quality
evaluate new sites and programs.
of our programs.
Our THCF Values • We are tireless in our commitment to youth • We radiate hope and opportunity • We strive to be better and inspire others to do the same • We believe in the power of camp and community
— 4.05 Strengthen governance The strength of the Board of Directors and the support of Tim Hortons restaurant owners will be critical success factors for THCF. Plans are underway for a review of Board composition, nomination and selection process and terms. In addition, an Executive Committee of the
— 4.03 Organizational development and change management
Board is being established. A large number of volunteers enrich our programs and contribute to their overall success.
Our ability to handle the anticipated growth
Our success and ability to achieve our strategic
with our current staff structures and available
goals will in part depend on growth in this area
resources is limited. We have a clear line of sight
of engagement.
on our goals and need to complete a full review of our organizational design, systems, structures and processes. We will identify our strengths and build on them. We will also identify gaps and address them in a prioritized way against goals. In order to maintain buy-in and support for our strategic plan our focus must continue to be on change management. The pace that we are moving and the scale require immediate buy-in. Our ability
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THCF Strategic Plan 2017–2021.
Central to THCF are our values and our
Strategy 5: Increased Awareness and Funding Growth
Strategy 5: Increased Awareness and FUNDING Growth
THCF Strategic Plan 2017–2021.
Develop THCF as the signature charity of the Tim Hortons brand: a compelling demonstration of their commitment to communities, and uniquely effective in serving and developing our youth. 5-Year Action Plan
— 5.01 Multifaceted fundraising development strategy New strategies are required to bridge the gap. Growing existing sources such as Camp Day and Coin are critical, however, new major gift strategies, reinvention of point of sale including a move to digital, and legacy giving are also being considered.
— 5.02 Build a strong fundraising capability to deliver the revenue targets identified in this strategic plan to triple relevance, impact and reach over the next five years. To meet its goals, THCF must build a fundraising capability to address the projected revenue gap – see chart on following page. This will require expanded roles for brand marketing and fundraising. This will also require a culture that is increasingly both camper- and donor-centric.
— 5.03 Create unique and new brand messaging for THCF, in order to build awareness and engagement of Tim Hortons guests, owners, employees and the public Our work in youth development through camp boldly differentiates our brand from all other
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Strategy 5: Increased Awareness and Funding Growth
charities and cause-marketing initiatives in the sector. Camp is our unique point of difference, and with one in five youth in North America now at risk, the societal impact of THCF’s work is more valuable than ever before.
— 5.04 Establish THCF marketing and communications capacity to develop compelling content, and to work in partnership with the Tim Hortons team to amplify our messages Despite 40+ years of camp programming
To capture the hearts and minds of our guests,
excellence, public awareness of THCF and our
managers, employees and the general public,
key asset, Camp Day, is still low.
the brand has to bring the benefit of camp to life. We can do this by demonstrating that thriving
To motivate guests to support THCF’s endeavors
youth lead to healthier communities.
and to increase their trust in and loyalty to Tim Hortons, the THCF brand needs to have a much
Building on our understanding of our current
higher profile with the public.
we will develop unique and new brand messaging
We will invest in our own THCF marketing and
to increase our relevancy with Tim Hortons
communications capacity, and actively partner
guests, the public and our stakeholders.
with Tim Hortons to significantly raise awareness of THCF over the next five years – both as part of our annual Camp Day campaign and throughout the year using all physical, digital and media assets available.
Five-Year Funding Projections and the Gap 70,000 60,000
‘000’s CAD
50,000
16,098
19,075
12,316
40,000 4,993 30,000 20,000 33,750
36,000
38,500
41,250
2019 Year
2020
2021
10,000 0 Projected Funding Projected Gap
2017
2018
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THCF Strategic Plan 2017–2021.
awareness level and the potential of our message,
Final Note
Final Note
THCF Strategic Plan 2017–2021.
Our goal is to grow our investment in programs, staff, partners and facilities to triple our relevance, impact and reach. This means serving more young people in more communities in more meaningful ways. This strategic plan maps our way to do what matters, do what works and deliver to those who need it most. We are glad you are on this journey with us! THCF
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THCF Strategic Plan 2017–2021.
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36 Final Note
THCF Board of Directors
THCF Board of Directors
THCF Strategic Plan 2021.
David Clanachan Chair, THCF and Chairman, RBI Canada
Mark Angelini Tim Hortons Restaurant Owner
Dave Newnham President & Executive Director, THCF
Elias Diaz President, Tim Hortons
Mark Trombley Tim Hortons Restaurant Owner
Jim Shaw Tim Hortons Restaurant Owner
Tracy Allard Tim Hortons Restaurant Owner
Gynette Smith Tim Hortons Restaurant Owner
Amanda Kerr Tim Hortons Restaurant Owner
Amit Seth Tim Hortons Restaurant Owner
Nicole Nakoneshny Vice President, Strategy & Assessments and Editor, Philanthropic Trends Quarterly at KCI (Ketchum Canada)
Rob Eatough Superintendent of Education School Operations, Halton District School Board
Brad Rixmann Tim Hortons Restaurant Owner
Diana Ulsrud Tim Hortons Restaurant Owner Tabbassum Mumtaz President and Chief Executive Officer, Ampex Brands, Inc.
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Illustration: Skรถdt McNalty www.strangeattraktor.com
THCF Strategic Plan 2021.
Design: typotherapy www.typotherapy.com
Title Title
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THCF Strategic Plan 2017–2021.
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