Big Brothers Big Sisters of Metro Atlanta, Inc.

We use research-based practices to develop mentoring relationships that create real change for the children and youth in our program. Our strategic plan covers the period 2023-2026, and was informed by a strategic analysis of our data and program results, as well as interviews and focus groups with funders, partners, parents and volunteers. Through a collaborative process with the Board of Directors, Executive Leadership Team and Staff, we created strategic themes, objectives and initiatives to support those priority outcomes and make our vision actionable. Our strategic themes and correpsponding objectives are outlined below.

• Create a robust portfolio of service delivery models
-- Serve more Littles through quality mentoring relationships
-- Reduce the number of Littles on the waiting list
•Ensure Quality Programming
-- Enhance quality and consistency of the Little experience
-- Improve outcome measurement, reporting and utilization of data
• Improve Volunteer Mentor Experience
-- Increase the number of volunteers heavily invested in the mission of BBBSMA
-- Assess and increase satisfaction of Bigs
-- Increase retention of volunteer mentors
-- Reduce time Littles are on the waiting list
• Strengthen Internal Capacity
-- Increase staff retention and efficacy
-- Elevate the culture of belonging, purpose and trust
-- Increase and sustain revenue
-- Expand funding channels

The Board of Directors made the decision to sell our building at 1382 Peachtree Street so that we can use the proceeds to promote greater financial stability for the agency, have greater presence in the communities we serve, and invest in the program. In April 2021 we closed on the building sale. After the building sale, we were able to fully pay off long-term debt, create an operating reserves and a Board-designated endowment. In late 2021 we completed a Capacity-Building Campaign to fund the following projects that will move our strategic plan forward.

New service delivery model: With funding from a new capacity-building campaign, we will implement a new process that allows small teams of match coaches to work together to serve a defined area. Program participants will have more consistent contact throughout the process and also builds relationships with members of the regional team. Employees will have more variety in their job functions and work with a smaller number of program participants, so stronger relationships are built.

Increase Training and DEI Support: Having increased resources for training is crucial to meeting the changing needs of our volunteers, children and staff. Mentoring brings together people of different backgrounds and it is crucial that we provide the training they need to create successful relationships. As a black-led nonprofit that typically serves 98% children of color, we have to be leaders in this conversation about racial equity. We are committed to becoming more intentional about this work. In October 2021 we hired our first Director of Training and DEI.

Regionalize program services: We envision having three satellite offices, in addition to our new headquarters office located in the West End of Atlanta, in place by 2024. This strategy works in conjunction with our new service delivery model to better serve our children and volunteers.

Build fundraising and marketing capacity: In 2022 we will add two new positions: Director of Individual Giving and Director of Corporate and Community Engagement. These positions will help us grow our funding sources and support our long-term growth.

We have been serving children through one-to-one mentoring programs since 1960, so we have the expertise to deliver high-quality mentoring programs. We follow the Big Brothers Big Sisters of America model, which includes thorough screening and training of volunteers, in-depth interviews with children and parents, and professional support for the duration of the match, research has shown that one-to-one mentoring can have a profound effect on young people.

In 2022, we were able to increase the number of youth served by our programs by 27%. Our average length of a match in our community-based program was 38.6 months and the site-based program was 20.9 months.

This growth was in large part due to the launch of a new program: Level Up: Future-Focused In-School Mentoring. We created this innovative new program in response to the needs expressed by middle school principals, counselors, and administrators for trained positive adult role models to provide consistent and direct mentoring for students who are exhibiting classroom disruptions, student conflicts and other behaviors at unprecedented levels. We launched the three-year pilot in September 2022 to provide mentoring within the middle school setting at three APS Title 1 middle schools: Luther J. Price, Jean Childs Young, and Herman J. Russell West End Academy. In the first year the program served 292 students at the three schools.

We also grew our Beyond School Walls workplace mentoring program to serve three schools through partnerships with three different corporations.

Overall results of our program:
98% of students were promoted to the next grade on time
98% did not become involved in the juvenile justice system
98% of high school seniors graduated on time
76% of graduating seniors reported plans to pursue post-secondary education or military service