Big Brothers Big Sisters of Metro Atlanta, Inc.

We use research-based practices to develop relationships that leverage the power of volunteerism and create real change for the children and youth in our program. Our strategic plan covers the period 2020-2024. Our overarching goals include are outlined below. Although some of our plans have been delayed by the COVID-19 pandemic, our long-term strategy remains the same.

• Serve more kids, grow to 1,700 by 2024
• Create and implement a new service delivery model
• Regionalize program services
• Expand the site-based program
• Serve specialized populations
• Increase training and support

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 October 2020 we completed a sale contract agreement and anticipate closing on the building by January 27, 2021.

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.

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.

Expand the site based program: A key strategy for growth is the expansion of our site-based program. This program allows groups of volunteers, especially those from corporations, to participate in our program. Counselors and teachers recommend students for the program, which means that it reaches children who may not apply to our community-based program.

Serve specialized populations: Some of the young people who could benefit the most from mentoring are the hardest to serve. This includes youth who have been involved with the juvenile justices system, young people in foster care, those who have experienced trauma and LGBTQ youth. We are committed to expanding our ability to serve these young people by expanding our partnerships. These partnerships will require additional training for staff and volunteers, as well as partnership management. Although we anticipate that creating and sustaining these matches will be more costly than our average match, we are committed to expanding our capacity in this area. Our goal is to add two partnerships per year to address these needs.

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 97% children of color, we have to be leaders in this conversation about racial equity. We are committed to becoming more intentional about this work.

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.

Since 2018, BBBSA has been working to create a stronger foundation for smart and sustainable growth of our program through the following initiatives.

Marketing
Big Brothers Big Sisters of America implemented a rebranding in the fall of 2018, and we completed implementation of the campaign in the first quarter of 2019. Key results include:
• Huge increase in social media reach: Followers increased by 31%, Impressions by 259%, Engagement by 265% since 12/2018
• 165% increase in visitors to our fully rebranded website
• 70% of Volunteers who are matched in our program come from digital marketing efforts

Technology Investment
We moved from our outdated program database, as well as our donor and accounting software, to a customized Salesforce platform. We also made investments in our technology infrastructure. Key results include:
• 46% decrease in processing time for program participants from interview to Ready to Be Matched (RTBM) Stage
• 30% decrease in processing time from RTMB to Match
• Much greater ability to target specific areas for volunteer recruitment & results of volunteer recruitment campaigns, leading to a reduction of average wait time for kids to enter the program
• Easier to identify matches in the system through geo-targeting
• Infrastructure/licensing investments have allowed entire staff to work from home during COVID-19, while keeping network secure
• Development team has a more transparent, efficient and robust system; easier to collaborate with other departments

Investing in our Employees
We invested in professional development opportunities, hired a full-time HR manager and enhanced our quality assurance capacity.
• More professional development opportunities for staff have contributed to a significant decrease in turnover (down 21% in 2019)
• Development staff and CEO participated in Major Gifts Coaching Program to help build individual giving capacity
• Engaged quality assurance consultant to ensure best practices for our program staff by conducting independent QA Audits. Allows us to better evaluate and coach program staff to provide the best possible support for our program participants.

We are very proud of the outcomes our children and youth are able to achieve, at school and in the community. In 2020:
• 90% were promoted to the next grade on time
• 90% of our seniors graduated from high school on time
• 95% of graduating seniors went on to pursue postsecondary education or the military
• 99% did not become involved in the juvenile justice system