Strategic Plan March 2007 by k135E9

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									          Mentoring
           Excellence
              BC


                            Strategic Business Plan
                                              2007 - 2010

                         “All children, irrespective of their social background
                      should have an equal chance to succeed in the Province”. 1


Our Vision

Every child in British Columbia who needs a mentor, has a mentor.

This is consistent with the current focus of the Government of BC:
            “..a four year program to ensure that every vulnerable young person in BC
        has one supportive, caring and healthy adult in their life to whom they are attached
          and who will be consistent in their life through the teenage years and into their
                                                         2
                                            adulthood. .


Goals and Objectives of Mentoring Excellence BC
Goal:
To increase the number of children in BC with a mentor by 10% annually for the next
three years.

Objectives:
1. To strengthen the organizational and financial capacity of Big Brothers Big Sisters Agencies
   across BC so that an increasingly strong and creative series of mentoring programs can be
   provided to children. Specifically to:
             Recruit more mentors;
             Increase the resources available for mentoring;
             Research emerging strengths-based pilot programs.
             Implement new pilot programs where appropriate.


2. To enable all BBBS Agencies to foster strong strategic partnerships, coalitions and affiliations
   with a range of mentoring organizations across the Province in order to advocate for
   mentoring as a component of a web of services for BC children.

3. To promote a provincial public and governmental awareness of, and commitment to,
   mentoring.


1
    BC Progress Board
2
    Transformation Update, December 1st, 2006, Lesley du Toit, Deputy Minister

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These goals reflect the need for the Initiative to be working in an integrated and comprehensive
way at a number of different levels as reflected in our strategies outlined below.



Our Mission and Intent

Our mission is to implement and coordinate strategies that will grow sustainable mentoring
agencies and programs with provision for infrastructure to support mentoring initiatives across the
Province.

The intent of our provincial collaboration through Mentoring Excellence BC is to:
    Collaborate strategically in order to better serve children in our province;
    Be proactive and emphasize practicality and appropriateness in everything we do;
    Be inclusive, developing and implementing strategies that involve a broad range of
        mentoring organizations in our work;
    Know that issues of sustainability affect all BBBS agencies (we address the needs of
        agencies in crisis and also those looking to grow their mentoring programs;
    Share information, knowledge and experiences that we gain as widely as possible both
        within the BBBS Regional and National network but also with other mentoring
        organizations/programs.



MEBC Deliverables/Outcomes

Apart from our goals and objectives, we envision some very clear outcomes from our provincial
work, outcomes that we will be able to assess at a future date:
    A substantial increase in the number of children with a mentor in BC;
    Financially strong and stable agencies that are able to support a variety of programming
         and can build their organization based on a clear vision and goals;
    Strong research that enables agencies to constantly improve the services they offer;
    Provincial initiatives that support the sustainability of all BC agencies;
    Partnerships and collaborations between BC BBBS agencies and other related service
         agencies in BC communities that are healthy and continually growing;
    A leading network of BC BBBS agencies that are guided by people who have expertise
         and knowledge to develop and deliver programs and also to create and build strong and
         sustainable agencies;
    Increased provincial knowledge and awareness of the value of mentoring relationships to
         all children;
    An emerging mentoring leadership team that has the vision and capacity to ensure that
         all BC children have access to mentoring if they require it.




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MEBC Strategies

Mentoring Excellence BC works at three interrelated strategic levels: core agency mentoring
programs, building partnerships, and influencing our policy environment. Each of these levels is
essential to the overall goal of MEBC which is to serve increasing numbers of BC children
through mentoring programs.




This strategic business plan is founded on the knowledge that, to achieve sustainable changes in
our ability to mentor, we need to increase resources for both our direct program delivery but also
to augment our core capacity at both the agency and provincial level.

Direct program delivery brings us into contact with children on a daily basis, influencing their lives
in ways that will endure throughout a lifetime. Building the capacity of our agencies allows us to
serve significantly more children, in new and creative ways. It allows us to exponentially increase
our impact and play a more powerful part in a provincial plan to increase the overall well-being of
all of our children.

Specific provincial strategies under Mentoring Excellence BC are outlined below, accompanied by
a description of the critical agency program strategies that are required to ensure that every child
in BC who needs a mentor, has a mentor.

These strategies and accompanying budget (included in the following section) are built on several
core structures and approaches:
     Staffing a full-time Mentoring Excellence BC project manager position that will allow for a
        full range of capacity building services to be provided to BC agencies;
     A strong leadership role by BC agencies through the Mentoring Excellence BC
        management committee and Executive, one that engages the staff and volunteers in
        every BC Big Brothers Big Sisters agency in BC;
     A comprehensive collaborative approach that encompasses relationship building and
        maintenance with government and a range of other youth serving agencies.




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CORE MEBC ACTIVITIES

The activities presented below describe those for year 2007/8. However, to achieve true
sustainability of agencies and programs it is clear that a longer term commitment would be
necessary. Many of the initiatives described in this sections would only have just been embarked
upon in year 1 and may not show results immediately.


        Agency Capacity Services
        Core agency services focus on building organizational and program capacity among BC
        Agencies. This is necessary to ensure that existing and new programs are implemented
        in a strategic and sustainable way – fulfilling our commitment to children through
        mentoring. The services listed below include those that we have already implemented as
        well as some new services.

        1) Provide organizational assessment, board development and strategic planning
           services including the creation and maintenance of appropriate tools, facilitation and
           training and on-going support:
                      Visit and work with 4-5 agencies;
                      Creation of a Board Manual similar to that for Executive Directors
                        (Deliverable)
                      Continue to nurture the board network facilitated by the BC
                        Representative to the National Board of Big Brothers Big Sisters of
                        Canada, worked that started in 2006 of the BBBS Regional Conference.

        2) Provide communication and networking services to all BC Agencies including on-
           going publication an e-Newsletter as required, maintenance of a website or on-line
           community linked to “Mentoring Canada”, occasional email news broadcasts that
           relate to specific topics: training/workshop opportunities, new programs, resources
           etc. (Deliverable)

        3) Research and pilot provincial initiatives that can support the on-going sustainability of
           BC mentoring programs: funding to promote recruitment of mentors; joint advertising
           ventures. (Deliverable)

        4) Implement “Best Practice Research” function in BC Agencies:
                   Maintenance of a BC Fact-Sheet of BC mentoring programs
                       (Deliverable);
                   Extension of a pilot Teen Mentoring evaluation process to include
                       formative information about best practice service delivery (Deliverable);
                   Action research to identify innovative mentoring networks and
                       partnerships operating in our communities (Deliverable);
                   On-going assessment of the results of MEBC over year 1 (Deliverable)

        5) Coordinate with Big Brothers Big Sisters of Canada on a range of strategic initiatives
           as appropriate.




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         Building Partnerships
         This is a critical component of an on-going series of strategies and services that build our
         BC Agencies and programs. Strong partnerships can help us to develop more creative
         community based mentoring solutions, identify new sources of funding for our mentoring
         work, affect the policy environment in which we work, etc.

         1. Play an active role on Provincial Youth Tables in order to ensure mentoring programs
            are a key part of a preventative policy for our Province’s children and youth.

         2. Develop and maintain on-going connections with other youth serving agencies:
            sharing ideas and experiences and looking for ways to work together to serve youth,
            Provincially, Regionally, Nationally and Internationally.

         3. Initiate and build a mentoring coalition in BC using experience with Coalitions
            elsewhere in Canada and the US. Specifically begine early discussions about a
            Mentoring Leadership Team and , hold a provincial round table consultation
            highlighting mentorship. (Deliverable)


         Influencing our Policy Environment
         To be able to do much of the above, BBBS agencies need to be connected to all levels of
         government, who value what we do, and value mentoring as a component of a broad set
         of social services for children, youth and families. To this end we will:

         1. Develop on-going linkages between Big Brothers Big Sisters and all levels of
            government by:
                Holding follow up meetings with MLS’s following the BBBS Reception at the
                   Legislature;
                Developing a series of communications and policy briefs that allow us to do
                   this. (Deliverable)

         2. Build a presence at relevant inter-ministerial or other provincial tables that focus on
                                                 3
            the developmental needs of children.

         3. Envision, develop and lead the creation of a Provincial BC Mentoring Leadership
            Team that involves government, funders and child serving agencies, all focusing on
            the need to ensure that our children are connected to important adults in our
                          4
            communities. Much of this work will take place through the partnership building and
            policy influence activities mentioned above.




3
  Based on recent discussions with MLA’s this needs to be explored further with our Government contacts
and our Provincial Child and Youth Representative.
4
  Our focus is to achieve a Mentoring Leadership Team similar to that in Alberta over the next 5 years.
This will require careful planning, significant energy in building trust and seeking common interests, and a
commitment to a collaborative agenda for children.

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PROGRAMS THAT DIRECTLY SERVE CHILDREN

We cannot change children’s lives unless we have agencies and programs. We need to support
and strengthen our 19 BC agencies to deliver high-quality programs. There are two components
to this strategy:

       1) Support for existing core programs
          Big Brothers Big Sisters provide two high quality core programs. In our current
          funding climate, these are often overlooked in favour of new and innovative
          approaches. And yet, they are our mainstay, allowing us to reach many children in
          ways that substantively change their lies. These core programs need on-going,
          committed, sustainable support over the long term.

              Traditional Big/Little program: mentoring that involves 4 hours per week in a
               community setting

              In-School mentoring: mentoring that requires a commitment of 1 hour per week in
               a school setting.


       2) Financial support for new and innovative programs that seek to engage adult mentors
          in children’s lives in new and appropriate ways. As mentoring evolves and grows, so
          many creative examples of new ways to provide a child with healthy role models
          emerge. Some of these are new and in early pilot stages. Some have been piloted
          elsewhere but need support to ensure that they can be taken to scale effectively in
          BC. It is important to remember that innovation requires a substantial
          commitment of resources over the long term to ensure that programs are
          developed and implemented in a sustainable way.
                                                             th
           During discussions with Ministers on March 13 2007, during the Big Brothers Big
           Sisters Reception at the BC Legislature, some of the program areas that would be
           appropriate for joint development by Big Brothers Big Sisters and BC Ministries would
           include:

              Teen mentoring, Study Buddy, Literacy: mentoring as a support to increase
               children’s love of learning and their sense of school belonging.

              Aboriginal mentoring: working with aboriginal and non-aboriginal mentors to
               provide support to children most at-risk.

              Youth Leadership: Recruitment and support for post secondary students to
               become mentors as a component of their volunteer lives.

              Mentoring for health promotion: Use of mentoring to encourage healthy and
               active lifestyles and work particularly with increasing levels of obesity among
               children.

              Children in care and children of offenders: mentoring can play a profound
               difference in the lives of the most at-risk children by providing them with the adult
               connectedness that they need.




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                                                                                        March 2007
Proposed 2007/8 Budget

    Wages
    Project manager                                          $75,000
    Admin support, web page design and maintenance           $20,000
    Bookkeeping                                              $25,000

    Travel
    BC Travel                                                $10,000
    Regional/national Travel                                  $5,000

    Administration
    Conference calls/LD telephone                             $3,000
    Supplies                                                  $1,500
    Copying                                                   $1,500
    Postage                                                    $500

    Governance
    Executive meetings                                       $10,000
    Management committee meetings                            $12,000
    Board networking                                          $3,000
    BC/Alberta Summit                                         $8,000
    Representation at provincial tables                      $10,000

    MEBC Capacity building initiatives
    Research                                                 $25,000
    MEBC evaluation/outcomes                                 $15,000
    Provincial Board Manual                                  $25,000

                            5
    CORE MEBC COSTS                                         $249,500

                                                   6
    AGENCY CORE PROGRAM SUPPORT                             $380,000

                                               7
    Agency Program Innovation - Pilots
    Teen mentoring implementation                           $100,000
    College and university student mentoring                 $30,000
    Aboriginal mentoring                                     $50,000
    Mentoring children of offenders                          $30,000
    Literacy mentoring                                       $75,000
    Provincial Study Buddy                                   $75,000

    HIGH IMPACT COSTS                                       $360,000

    TOTAL                                                  $989,260



5
  Would require a 3 ear commitment for the full benefit and impacts to be realized.
6
  Requires an annual commitment to ensure that children receive high quality services from year to year.
7
  Requires discussion and joint planning between Big Brothers Big Sisters and various BC Government
Ministries before implementation.

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                                                                                                  Appendix 1


                                      Background and Impacts

MEBC has been around since 2000. It was originally called the “BC Support and Services Initiative”
when it was still operating on a two-year start up grant from the Vancouver Foundation. This original
grant was secured by staff from Big Brothers of Greater Vancouver and the BBBSC Regional Executive
Director and was focused on In-School mentoring. A provincial needs assessment in 2001 identified
                                           8
some common concerns across all agencies :
     Managing competing needs of Board Development, fundraising, building profile, recruiting and
        screening mentors, program delivery;
     Finding funding sources;
     Growing our programs and taking on new program ideas;
     Weak Boards that do not undertake planning for the organization and its funding;
     Finding Board members who can commit time, accept the responsibility invested in them, and
        reducing Board burnout;
     Building and maintaining the profile of the organization in the community;
     Isolation.
And so the grant was refocused on agency capacity building.

As it was increasingly recognized that these concerns were broadly shared, agencies also began to
realize that many of the solutions lay in networking to share energy and ideas, support each other, and to
lever resources where possible. At the same time, there was a clear sense that many of the concerns
were wrapped up in the needs for agencies to strengthen themselves to be able to serve children. This
was very consistent with conversations that were starting to emerge nationally as well.


What have we done so far?

As a provincial BC Network, we have worked on a number of projects together:
     Commissioned research about alternative structures and strategies that can be used for
                      9
        sustainability .
                 See the Mentoring Excellence BC website for the final reports
     Created an “Agency Benchmarking Tool” for use by BC agencies in their planning and strategy
                       10
        development
                 See the Mentoring Excellence BC website for the final reports
     Facilitated strategic planning sessions with at least 50% of BC agencies over 3 years
     Produced a provincial e-Newsletter every 2 months to keep BC Agencies informed of our
        progress and of provincial issues;
                 See the Mentoring Excellence BC website for all past newsletters




8
  These concerns and other issues were documented in a report that summarized a series of in-depth interviews with
agency Executive Directors in 2001.
http://www.bigbrothersbigsisters.ca/mentoringexcellencebc/en/Home/default.aspx
9
  “The Good News on Organizational Sustainability”, (10 page synopsis) June 2003. Research and written by
Sherry Ferronato mad Gavin Perryman
Facing The Challenges Of Organizational Sustainability: Paying Attention To Basics, Looking For Opportunities,
Thinking Strategically And Differently, Acting Locally. (50 page research report) June 2003. Researched and
written by Sherry Ferronato and Gavin Perryman
10
   “Benchmarking your Organization’s Development”, First draft, March 2003. Second draft November 2003.

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                                                                                     Appendix 1


      Began to connect BC Board Presidents to provide each other with support and guidance;
      Created and ran an Agency-to-Agency mentoring process;
      Secured a grant for $300,000 over 3 years for provincial expansion of the Teen Mentoring
       Program;
      Secured a grant of $8,000 from Agriculture Canada to support Board networking and early
       development of a formal Board network at the BC/Alberta Regional Conference 2006.


           http://www.bigbrothersbigsisters.ca/mentoringexcellencebc/en/Home/default.aspx



The logic model diagram (attached as an addendum – printed on legal paper) describes a more complete
set of impacts that have resulted from our early MEBC work at a provincial level.




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                                                                                     Appendix 2

                  A Conceptual Foundation for the Initiative

Mentoring Excellence BC has been founded on an understanding of what it takes for a mentoring
organization to be healthy and to offer creative, exciting, effective mentoring programs. We know
from existing research and literature, and indeed from interviews with BBBS Agencies in
December 2001, that there are some critical components of organizational health. These are
shown in the diagram below.



                                                   Strong
                                                  Agency
                                                  Capacity




                     Useful                                                        Proven
                    Program                                                       Program
                   Evaluation                     Serving
                                                   more                            Design
                                                  children




                           Sustainable                                 Effective
                            Resource                                  Community
                           Development                                Partnerships




        Abstracted from “Foundations of Successful Youth Mentoring: A Guidebook for Program
        Development”, 2003, National Mentoring Center, Northwest Regional Educational Laboratory
        and the Office of Juvenile Justice and Delinquency Prevention, US.




MEBC consciously works to address each of these factors in some way (depending on the
availability of money, skilled support and leadership). We know that each is necessary for strong
and healthy mentoring programs to continue to exist across the Province.




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                                                                                          Appendix 3

                                        Identified Needs

We have identified needs through a range of different mechanisms.

Our Initial research developed a comprehensive picture of Agencies’ needs. In general, these were not
program related but rather focused on issues of organizational capacity and sustainability.

During our Initiative planning session at the Kamloops Regional Conference, we heard that Agencies
wanted some specific supports: an Agency self-assessment Tool/Process and an Agency to Agency
support mechanism. Both of these have been acted on but we know that the need is there to maintain
them.

As our Initiative has unfolded over the last year in particular, we have also seen and heard of other
needs. These have been:

    A general “mentoring”, networking, communication and support function for BC Agencies to
     ensure they have access to relevant information and that support needs are regularly identified
     and met.

    An Agency benchmarking and strategic planning service that will support Agencies to use the
     information they gather from their self-assessment/benchmarking process;

    Working with partners on a consistent basis to develop new opportunities and source out
     alternative sources of funding – to make ourselves more relevant and relevant in our
     communities;

    Access to information about Agencies or networks doing work at the “cutting edge” – people
     doing new and creative things that could be replicated as our community needs determine;

    Access to diversified provincial sources of funding;

    A greater awareness of and profile for mentoring and its value in all organizations, institutions and
     levels of government across the Province.




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