Strategic Plan 2021

[vc_row][vc_column align=”center” width=”1/1″][heading text_color=”text-light” header_align=”center” margin_top=”30″ scroll_animation=”fadeInUp” scroll_animation_delay=”0.1″]Strategic Plan 2021 [/heading][bordered_divider divider_color=”#00fc87″ divider_width=”120″ scroll_animation=”fadeInUp” scroll_animation_delay=”0.1″][lead text_color=”text-light” scroll_animation=”fadeInUp” scroll_animation_delay=”0.3″]Approved June 2018[/lead][/vc_column][/vc_row][vc_row width=”no-padded” background_image_parallax=”on” background_image_parallax_start=”-334″][vc_column align=”center” column_colour=”#000000″ width=”1/1″][divider][heading text_color=”text-light” header_type=”h2″ header_align=”center” scroll_animation=”fadeInUp” scroll_animation_delay=”0.8″]High Level Goals by 2021:[/heading][/vc_column][/vc_row][vc_row width=”no-padded” overlay_colour=”#00fc87″ background_image_parallax=”on” background_image_parallax_start=”-334″][vc_column align=”center” column_colour=”#00fc87″ width=”1/4″][divider][icon size=”48″ text_color=”text-light”]fa fa-dollar[/icon][bordered_divider divider_color=”#ffffff” divider_height=”2″ divider_width=”30″ scroll_animation=”fadeInUp” scroll_animation_delay=”0.1″][vc_column_text text_color=”text-light” scroll_animation=”fadeInUp” scroll_animation_delay=”0.5″]

Sustainable Revenue/Fiscal Health

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Marketing/Brand Awareness

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Program Service Delivery

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Leadership Development

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  • Increase revenue portfolio by 10% by 2021; with continued diverse income from individual gifts, grants, foundations, corporate sponsorships, and special events
  • Finance: Maintain overhead under 25%; establish and maintain 4-6 months operating reserve
  • Launch planned giving program by FY21.
  • Form and enable exploratory committee in FY19 to evaluate the feasibility of new BBBS-ETN building through capital campaign.

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  • Fully implement BBBSA national rebrand during FY19.
  • Finalize stewardship and communication plan for agency during FY19, fully implement in FY20, and evaluate and refresh by FY21.
  • Prioritize stewardship of donors in FY19-21 through efforts such as formal communication process, stewardship committee, and utilization of Development Assistant or Development Coordinator role.
  • Develop targeted, annual campaigns aimed at fulfilling program enhancements, and better utilize social media tools and video to tell the BBBS-ETN story.
  • Increase volunteer inquiries by 10% year over year for next three years.

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  • Meet annual, national gold standards for BBBS service delivery measured in growth, efficiency, impact and quality.
  • Fully implement Mentor 2.0 program at South Doyle High School.
  • Strategically support program enhancements, which help BBBS-ETN reach its 1,000 children served goal by FY20, and continually surpass that benchmark in FY21 and moving forward.

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  • Implement strategies to strengthen, develop, and diversify board.
  • Further engage staff in strategic plan and encourage staff to become more involved in leadership and community activities.
  • Develop succession plan for key leadership roles.

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Our vision is that all children achieve success in life.
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Mission Statement:

Our mission is to provide children facing adversity with strong and enduring, professionally supported one-to-one relationships that change their lives for the better, forever.

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