As we look ahead to the next five years, our Board of Directors and Executive Leadership Team are guided by our five-year strategic plan to ensure a vigilant focus on key priorities and initiatives in order to create positive change in the youth we serve.
Strategic Pillars and Priorities
- High Impact Programs
- Operational Excellence
- Tims System Engagement & Brand Love
- ‘Out of System’ Fund Development
- Our People
1. High Impact Programs
Scope
Curriculum
Program Foundations
Theoretical & structural basis of all programs for maximum impact.
Program Outcomes
Measurement
Program Quality
Adapt & implement best-in-class, research-validated, quality improvement systems.
Long Term Impact
Define sustained gains rooted in what we can credibly claim.
Youth Engagement
Relevance & Modernization
Programs meet youth where they are & youth are meaningfully involved in all aspects of their program experience.
How we will measure success over the next five years
Summary Goals
Detail Goals
External recognition
Program quality
Programs ranked as highest quality through research validated systems such as the Weikart Centre for Youth Program Quality Social & Emotional Program Quality Assessment.
Participant impact
Participant impact score growth measured through comparative participant surveys, focus groups, and increased youth voice opportunities.
Outcomes
Outcomes defined for every program measured as complete or incomplete.
Participant retention rate
Establish and/or increase retention rates through year-over-year review of multi-visit programs.
Participant engagement
Set and/or increase youth engagement scores through established engagement standards to be measured through internal participant surveys.
2. Operational Excellence
Scope
Program Delivery
Partnerships
Align with, or seek partners, that offer capacity, access or scaling opportunities, and further, manage the partnership to be sure standards and costs are being met.
Technology and Systems
Ensure effective and efficient support and integration of systems across the organization.
Asset Utilization / Management
Ensure assets are properly maintained and are optimally utilized.
Financial Planning & Analysis
Provide cross-functional support for financial modelling, reports, and cost control procedures.
Risk Management
Manage risk across the organization.
How we will measure success over the next five years
Summary Goals
Detail Goals
Reach
Quality standards
Execute various programs within pre-defined quality standards measured by camp readiness (the pass of audits and/or have a plan in place to address quality flags).
Guest satisfaction
Site maintenance
Maintain our sites to the highest standard (goal based on asset maintenance schedule/life-cycle and ideally, no deferred maintenance). Capital development and preventative maintenance schedule determined with financial, Finance and Audit Committee and Board of Directors support. Budget approval by Board of Directors mid-November.
Asset utilization
Cash balance
Ensure end-of-year cash balance is sufficient to cover the following year cash requirements without relying on line-of-credit.
Enterprise Risk Management audit
Risk management indicators
Keep risk management indicators below target – internal benchmarks, external accreditations, etc. (indicators to be determined: learning and improving from incidents per participant day are within our internal benchmarks, camp standards, audits, ministry, accreditations).
3. Tims System Engagement & Brand Love
Scope
Narrative
Guests (Current & Potential)
- integrate with Tims Marketing and Communications teams,
- ensure THFC is represented in relevant guest touchpoints and communications channels.
Owners
- leveraging THFC in restaurant team member attraction, engagement, and retention,
- collaborating to drive the business case for supporting THFC.
Tims Corporate
- driving Tims employee awareness, understanding and engagement,
- exploring integration opportunities with other community programs.
TH System Fundraising
- maximizing effectiveness of guest-targeted fundraising programs,
- increasing awareness of, and maximizing revenue from, our “always-on” fundraising initiatives.
How we will measure success over the next five years
Summary Goals
Detail Goals
Awareness
Owner engagement
Increase owner engagement score as calculated by four standardized opening questions in annual owner engagement survey.
Tims employee engagement
In-system fundraising
Grow Tim Hortons System fundraising measured as net revenue from various in-system initiatives (whether Foundation or System-led).
4. Out-of-System Fund Development
Scope
Partnerships
Maximize Fundraising
How we will measure success over the next five years
Summary Goals
Detail Goals
Out-of-system revenue
Corporate donor revenue
Grow revenue from corporate donors measured by year-over-year increase in corporate donor revenue.
Individual donor revenue
5. Our People
Scope
Right Work
Right Size
Right Structure
Right People
Right Measurement
Right Way
How we will measure success over the next five years
Summary Goals
Detail Goals
Efficiency
Employee retention rate
Meet or exceed stated target related to program seasonal year-over-year retention rates (rehires).
External acknowledgements/awards
Employee engagement
Engagement targets (as measured by Great Place to Work Survey).
Equity, diversity and inclusion
Risk management
Risk management: zero active current employee-related litigations related to human rights and/or employee relations matters (does not include past claims).
