THCF 5-Year Strategic Plan 2017–2021

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Tim Horton Children’s Foundation 5-Year Strategic Plan 2017–2021

THCF Strategic Plan 2017–2021.

April 2017

THCF

We Believe

We believe in the transformational power of camp programs working alongside community partners. Together, we can change life trajectories for youth.

THCF Strategic Plan 2017–2021.

We believe in youth and their ability, when given the right opportunities and support, to find success on their own terms whatever their life circumstances.

We believe in the power of the residential camp experience to serve as a catalyst: for self-reflection, for developing life and personal skills, and for seeing more fully what is possible.

We believe in the THCF team. Our staff, volunteers, partners and donors work together to inspire, lead and fulfill their potentials and the potentials of the youth they support.

We believe in accountability to the young people we serve and to the investment made in our programs and facilities. We use resources wisely, take safety very seriously and live with integrity and a desire to do better every day.

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THCF Strategic Plan 2017–2021.

THCF

02 We Believe

Our Next Chapter

THCF Strategic Plan 2017–2021.

Our Five-Year Vision – THCF is a leader in the youth development movement, transforming our relevance, our impact and our reach.

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Our Next Chapter

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Tim Horton Children’s Foundation (THCF) was established in 1974 to recognize Tim Horton and his love of children. Its goal was to provide an exceptional summer camp experience to children who could not otherwise afford to attend.

students to become visible, positive leaders in

Hortons restaurant owners and friends, the Tim

their schools and make their communities more

Horton Memorial Camp opened and welcomed

positive places. It allows us to leverage the capacity

children for its first summer in 1975. Since that

of our camps and serve more children and youth

time, over 220,000 young people have experienced

in our communities in a meaningful way.

the magic of camp.

We are proud of our remarkable Since its founding, THCF’s core philosophy has

accomplishments and impacts over the

expanded to focus on building the skills and

last 40 years. We also recognize that an

inner resources of young people facing systemic

opportunity exists to deepen our impact on

disadvantages due to poverty. Today, THCF has

individual youth both at home and in their

expanded to seven camps, and the number of

communities. To do this requires a more focused

campers served annually through summer and

and sustained commitment. Together, we’ve

year-round programs has risen to 20,000.

reached the next chapter in THCF’s journey.

In addition to the one-time, 10-day summer

The bold challenge of this strategic plan is to triple our relevance, impact and reach over the next five years. This is transformational thinking and the time to act is now.

camp experience, a signature Youth Leadership Program emerged over the past 15 years. What began as a second-summer wilderness experience for older campers has become a comprehensive, five-summer program. We have celebrated

The road map to get there is still under

graduates of our Youth Leadership Program

construction but this plan captures our intention

repeatedly in recent years as a shining example

and commitment. We look forward to working

of our best work.

with you – our Board volunteers, our staff and our partners – to strengthen our vision and forge

Additionally, our camps hosted a wide variety

the way ahead. Just as we do with our campers,

of school and community groups during the

let’s push ourselves and each other to excel,

non-summer seasons. Our Community Leaders

stretch and grow.

Program emerged over the past five years as our signature experience for schools in low-income

Our goal is to ignite the potential in our campers,

neighbourhoods. Utilizing two four-day camp

staff, volunteers, restaurant owners and their staff,

sessions per school year, this format inspires

and our community partners – all of us!

THCF

THCF Strategic Plan 2017–2021.

Through the hard work of Ron Joyce and Tim

A Renewed Sense of Purpose

THCF Strategic Plan 2017–2021.

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A Renewed Sense of Purpose

Our Belief

Our Values

We believe that thriving youth create

• We are tireless in our commitment

stronger communities.

to youth • We radiate hope and opportunity

We understand that youth from low-income

• We strive to be better and inspire

homes face significant obstacles to reaching

others to do the same

their potential.

• We believe in the power of camp and community

Our Mission We foster the strengths within youth,

Our Method

and empower them to pursue a life

• We magnify the power of camp

without limits.

as a catalyst for change • We amplify growth by integrating with schools and community agencies • We sustain and deepen impact through repeated experiences • We measure results to inform and continually improve

THCF

THCF Strategic Plan 2017–2021.

We believe that thriving youth create stronger communities.

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The Imperative: Why We Do What We Do

Why we do what we do

THCF Strategic Plan 2017–2021.

Research has shown that income is the most important predictor of a healthy life – even more important than lifestyle or genetics. When people and families can afford the basics, such as food, education, access to quality health care, clothing and stable housing, they are more likely to be healthy. Often referred to as the social determinants of health, these economic and social conditions affect our chances of achieving good health, and in some cases, life success. Without equal access, life trajectories can differ dramatically. This is referred to as the equity challenge.

Today in Canada, one in seven children live in poverty. For Indigenous children and those living in major urban settings the number is closer to one in four. In some priority neighbourhoods (a designation given by government to make decisions on allocating resources), the number is closer to one in two. In the United States, one in five children live in families with incomes below the federal poverty threshold and many others live dangerously close to the threshold’s edge. Poverty in the United States is among the worst in the developed world.

For low-income families, the basics of life can be a daily struggle. Low-income youth face added, often devastating vulnerabilities and pressures on academic performance, relationships and physical and emotional health.

“Sources:” Mikkonen, J., & Raphael, D. (2010). Social Determinants of Health: The Canadian Facts. Toronto, Canada: York University School of Health Policy and Management.

Commission on Social Determinants of Health (2008). Closing the Gap in a Generation: Health Equity through Action on the Social Determinants of Health.

Final Report of the Commission on Social Determinants of Health. Geneva, World Health Organization.

Blum RW, McNeely C, Nonnemaker J. (2002). Vulnerability, Risk, and Protection.

Journal of Adolescent Health, 31(1) (Suppl.):28–39.

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The Imperative: Why We Do What We Do

Why invest in adolescents?

In terms of developmental milestones, young people aged 12 to 16 years old are undergoing dramatic changes in terms of how they think, feel, and interact with others. They are making more independent choices about their friends, studying, school, and generally deciding “who they want to be”. They’re highly impressionable at this age, developing opinions, and developing their sense of what is right and wrong. Behaviours that are established during adolescence can continue into adulthood and have long-lasting impact on mental and physical health.

While this is a time of great opportunity, it is also one of increased risk. Young people worry about how others see them and are highly sensitive to the judgment of others. The need for acceptance and the feeling of belonging with peers is central to their self-confidence. It’s critical that children at this age learn how to make healthy choices.

We can make a difference Strengthening social ties and community connections can have a protective effect and help young people cope with challenging circumstances.

We use the transformational power of the THCF camp experience to increase protective factors in our youth’s lives. We build community connections to help unlock potential and build productive paths forward.

THCF

THCF Strategic Plan 2017–2021.

We can help protect low-income kids from the health effects of poverty.

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Transforming Our Relevance, Impact And Reach By 2021

THCF Strategic Plan 2017–2021.

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Transforming Our Relevance, Impact And Reach By 2021

THCF will become increasingly relevant

Relevance “We do what matters”

Reach “We deliver to those who need it most”

in the minds of the public and our internal

We will use more scalable and less capital-

stakeholders (e.g. Tim Hortons restaurant

intensive methods to bring our program to

owners and staff), known for addressing

more youth in more communities. This will

the effects of poverty on youth and

require a disciplined, consistent framework

building healthy, thriving communities.

in order for the experience to be replicated effectively over multiple sites and across geographical regions.

Impact “We do what works” THCF will focus specifically on its

By 2021, we want to be:

signature programs that have the greatest

•

• • •

• •

• • •

impact, and enhance the community component in order for the ripple effect to become measurably greater. We will ground our program in the evidence base, and will rigorously track and measure our direct impacts.

THCF

Top of mind as a respected youth initiative in the minds of Tim Hortons’ guests and the public Recognized as a leading employer Well positioned to serve 60,000 youth a year Working successfully with regional youth service providers and school boards Sustaining campers through all 5 levels of YLP Expanding CLP delivery in line with growth of Tim Hortons Operating with partner sites to support scale up Completing expansion upgrades at all 7 signature camps Measuring and communicating outcomes achievement for both YLP and CLP

THCF Strategic Plan 2017–2021.

Over the next five years, we will grow our investment in programs, staff, partners and facilities to triple our relevance, impact and reach.

This means serving more young people in more communities in more meaningful ways.

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The Path Forward: Signature Programs

THCF Strategic Plan 2017–2021.

Our two signature programs CLP and YLP were designed based on decades of experience and current best practices in the youth development field.

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•

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•

•

•

THCF

We use residential camp and outdoor challenges as a catalyst for growth and development We work with community providers to sustain our impact and amplify theirs We commit to multi-year experiences at camp to deepen our impact and build community We build year-round touch points to keep campers connected and sustain involvement We measure results to continually inform program development Our signature programs are provided at no cost to participating youth (YLP) and schools (CLP)

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The Path Forward: Signature Programs

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Community Leaders Program (fall, winter, spring) offers two four-day residential camp experiences during the school year and then builds specific challenges to take back and bring to life in the school community. The program is designed for middle school/junior high school youth ages 11-13.

This model has shown great potential

Groups of students, ages 11-13, come to camp for

with inspiring examples from participating

two separate, four-day experiences over the course

schools. A comprehensive review of the

of one year. CLP partner schools are selected from

Community Leaders Program model will take

priority neighbourhoods where the majority of

place in 2017 to build on this success, further

young people are living in low-income households.

increase the program’s relevancy and to enhance curriculum integration.

Each camp experience is designed to develop tangible social, emotional and leadership skills

A Program Advisory Committee comprised

as well as facilitate group growth and connection.

of educators, administrators, superintendents

Ongoing engagement between visits deepen the

and youth development professionals is being

impact on youth, the school culture and the local

established to guide our work on both the YLP

communities. Teachers also commit to support

and CLP signature program formats.

students’ work to transfer the skills, values, knowledge and attitudes developed at camp to

Testimonial

their school, home and community.

“The students who participated in the Community Leaders Program represent a very

Between visit one and visit two, each school group

diverse group in just about every imaginable

plans and executes a camper-led Community

way. As a group, I have seen an increase in their

Service Project. These projects empower youth

sense of community at our school. There is also

to identify a need in their school or community,

a noticeable increase in interest in helping each

create a tangible change and increase their

other and our broader community. Individual

visibility as young leaders.

changes for our most at risk students are, perhaps, more evident to me in that we are seeing a greater understanding of how current choices in behaviours can impact their future.

They are more invested in themselves and their futures and more aware of the rights and needs of those in their immediate community in the class and our school.”

— Shelley Burnside, Vice Principal, Henry Munro Middle School

THCF

THCF Strategic Plan 2017–2021.

Community Leaders Program (CLP)

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The Path Forward: Signature Programs

The Youth Leadership Program (summer) offers five successive 10-day residential camp experiences over five summers and community challenges year-round for youth ages 12-16.

Level 1 Level 2 Level 3 Level 4 Level 5

Ignite Explore Strive Quest Navigate

THCF Strategic Plan 2017–2021.

Youth Leadership Program (YLP)

Between visits at camp, youth participate

Every summer for five years, individual

in setting personalized constructive

youth are invited to take part in a unique,

action goals that support development in

10-day camp experience at no charge to

four areas: personal wellbeing, academic

their families. Campers begin at the age

success, meaningful employment and

of 12 and complete the program at age 16.

community connection.

Campers are selected with the assistance of social service agencies and schools,

Online tools including a camper

based on need.

portal (under development) will further

The goal is to help youth prepare for a

camp to home.

support the transfer of learning from successful life after high school, whether pursuing a credential or entering the

Testimonials

workforce. Each level of the program

“Kids at inner city schools are just as

is intentionally designed to build upon

bright… just as smart. They jump just as

the year before with an increased level

high and they run just as fast. They just

of challenge, additional leadership

haven’t had the opportunities. But when

opportunities, and targeted skills

you give them the time and you give them

development.

the chance, they catch up really fast.”

— Terry Geyer, Teacher, Prince of Wales School

“My YLP experience was one of the biggest positive influences in my life. I had no stability in home, education, or anything like that, but once a year I would always come out to camp and it gave me something to look forward to. I met my support system out there, I challenged myself both physically and mentally, and it pushed me to be who I am.”

— Ariel, Age 17, YLP Graduate 2016.

THCF

The Path Forward: Signature Programs

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THCF Strategic Plan 2017–2021.

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Youth Leadership Program Impact Measurement

We will rigorously track and measure our impacts to inform continuous improvement and demonstrate our value to our supporters.

Our method will collect a mix of qualitative

THCF Strategic Plan 2021.

Measuring impact is critical to our program development and ensuring long-

and quantitative data which allows us to

term support of our program. Our Youth

measure and qualify impacts on program

Leadership Program outcomes framework

outcomes and provide exploratory insights

is grounded in evidence that focuses on

and useful context to build compelling

developing tangible skills that help youth

narratives on program impacts through

thrive. The YLP program is intentionally

surveys and interviews. We will track

designed to support these short, medium

growth and change in each outcome

and long-term outcomes and rigorously

through pre-post surveys and use secondary

measured for effectiveness.

research as a comparative benchmark to

Our YLP measurement methodology

otherwise for each youth by comparing

approximate what it would have been like applies the necessary rigor to assess

their experience and results with similar

each individual youth’s progress towards

youth who did not go through YLP.

demonstrating the priority outcomes of social and emotional skills, learning and

In addition to these efforts we will amplify

innovation skills, postsecondary access

the youth voice in guiding our programs.

and independent living capability.

This will include the introduction of youth continuous improvement surveys, camper focus groups and the development of a youth council comprised of youth involved

YLP Impact Measurement

in our program, outside our program and alumni.

Year 1

Year 2

Year 3

Year 4

Year 5

~12yrs

~13yrs

~14yrs

~15yrs

~16 yrs

Baseline Youth Survey

Interviews of Sample Youth

Midpoint Youth Survey

Interviews of Sample Youth

Endpoint Survey

Constructive Action Mid-Year Check Ins via Online Portal

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PSE-Career

Alumni Survey (2-5 years out)

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Youth Leadership Program Impact Measurement

Youth Leadership Program Outcomes Framework

THCF Strategic Plan 2021.

Successful Transition to Adulthood Postsecondary Completion

Meaningful Employment

Supportive Relationships

Post High School Readiness Youth are prepared for life after high school whether entering postsecondary or joining the workforce.

Postsecondary Access

Independent Living Capability

Youth develop the skills they need to become resourceful, responsible, and empowered individuals.

Social & Emotional Skills

Learning & Innovation Skills

Positive Identity

Cognitive Skills

Positive Behaviours

Organizational Skills

Positive Connections

Interpersonal Skills

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Measurement Focus

Foundational Skills

An Opportunity: Strengthening the THCF Brand

THCF Strategic Plan 2017–2021.

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An Opportunity: Strengthening the THCF Brand

It has always been part of the Tim Hortons

and differentiated brand promise that

brand values to give back to our local

communicates the impact of our work.

communities, long before corporate social responsibility was common. Tim Horton

Recent brand tracking showed unaided

himself was known for his desire to help

awareness of Camp Day at only 8% and

those less fortunate.

unaided awareness of THCF was even lower at 2%. There is a huge opportunity to build

While THCF is a brand of its own, there is an

top of mind awareness for THCF, with a goal

inextricable link between THCF and the Tim

to increase unaided awareness at least ten-

Hortons brand. The work done by THCF is

fold by 2021.

aligned with Tim Hortons brand core values of generosity, compassion and inclusion.

The connection of THCF to Tim Hortons

Building THCF brand will achieve three important goals;

should be strengthened to maximize the

•

Growing public awareness

symbiotic relationship of the two brands.

of THCF’s important and

A critical element of the new strategic plan

inspiring work

is to grow the public’s recognition and

•

Motivating Tim Hortons

appreciation of THCF.

guests to take the desired actions

to support THCF

Corporate social responsibility has become

•

Increasing the connection between

an increasingly important part of consumer

the Tim Hortons brand and THCF

purchase decisions. Within a crowded

resulting in new opportunities to

marketplace of numerous cause marketing

build resources

initiatives, and literally tens of thousands of charities in Canada alone, it is imperative

Our goal is to entrench THCF as the world-

that we increase the awareness, relevance

class, signature charity of the Tim Hortons

and understanding of THCF with Tim

brand and the gold-standard representation

Hortons guests, owners, employees and the

of their commitment to making a lasting

general public. We will need a compelling

positive impact in our communities.

THCF

THCF Strategic Plan 2017–2021.

Building our compelling brand presence.

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Strategic Plan 2017–2021

INCREASED AWARENESS AND FUNDING GROWTH

PARTNER DEVELOPMENT FOR REGIONAL DELIVERY

PEOPLE DEVELOPMENT AND OPERATIONAL EXCELLENCE

PROGRAM INNOVATION AND IMPACT MEASUREMENT

THCF CAPACITY EXPANSION AND PARTNER SITES GROWTH

• We are tireless in our commitment to youth • We radiate hope and opportunity • We strive to be better and inspire others to do the same • We believe in the power of camp and community

We believe that thriving youth create stronger communities.

We understand that youth from low-income homes face significant obstacles to reaching their potential.

We foster the strengths within youth, and empower them to pursue a life without limits.

• We magnify the power of camp as a catalyst for change

• We amplify growth by integrating with schools and community agencies

• We sustain and deepen impact t hrough repeated experiences

• We measure results to inform and continually improve

The Specifics: A 5-Year Action Plan

THCF Strategic Plan 2017–2021.

Reaching our ambitious goals requires a strong plan and a dedicated team. The following provides a snapshot of our five-year plans.

Program Innovation and

Impact Measurement Objective: Redevelop our two THCF signature programs to deepen our impact.

Action Plans:

THCF

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Design and launch a five-level (five-summer)

Youth Leadership Program (YLP) for youth 12-16

•

Redevelop the Community Leaders Program

(CLP) for deeper multi-year impact, partner

customization and rapid scale-up with youth

in middle school/junior high school

•

Build a program evaluation framework to

measure impact and provide evidence for

ongoing program improvements

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The Specifics: A 5-Year Action Plan

People Development and

Operational Excellence Objective: Together build a modern, cause-based

to identify youth and support their successful

organization capable of delivering THCF signature

participation.

programs and strengthening our brand.

Action Plans:

Action Plans:

•

Identify priority neighbourhoods of need

•

Employment experience strategy

and develop a regional allocation formula

•

Develop and support a signature branded

•

Support year-round camper engagement

THCF experience for youth, community and site

through innovative tools and engagement

partners, staff/employees, volunteers and donors

processes

•

Organizational development and change

•

Develop partnerships with schools and school

management

boards for expansion of CLP

•

Continually invest in and improve core

•

Identify partner site opportunities for

management systems (IT/data, logistics,

expansion of signature programs

risk mgt, asset mgt, health and safety)

•

Strengthen governance

THCF Capacity Expansion and

Partner Sites Growth Objective: Develop capacity plans to be well on our way to serving the target of tripling our

Increased Awareness and

Funding Growth Objective: Develop THCF as the signature

youth by 2021.

charity of the Tim Hortons brand: a compelling demonstration of their commitment to

Action Plans:

communities, and uniquely effective in serving

•

Develop existing seven signature camps

and developing our youth.

to maximize year-round capacity and use

•

Secure partner sites (camps and tripping

Action Plans:

outposts) for YLP expansion

•

Multifaceted fundraising development strategy

•

Identify priority communities for CLP

•

Build a strong fundraising capability

growth and secure partner sites

to deliver the revenue targets identified

•

Suspend exploration of opportunities to own

in this strategic plan to triple relevance,

or build new signature camps while developing

impact and reach over the next five years

partner growth strategy

•

Create unique and new brand

messaging for THCF, in order to build

awareness and engagement of Tim Hortons

guests, owners, employees and the public

•

Establish THCF marketing and

communications capacity to develop

compelling content, and to work in partnership

with the Tim Hortons team to amplify

our messages

THCF

THCF Strategic Plan 2017–2021.

Partner Development

for Regional Delivery Objective: Work with community partners

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Strategy 1: Program Innovation and Impact Measurement

Strategy 1: Program Innovation and Impact Measurement Redevelop our two THCF signature programs to deepen our impact.

THCF Strategic Plan 2017–2021.

5-Year Action Plan

— 1.01 Design and launch a five-level (five-summer) Youth Leadership Program (YLP) for youth 12-16 After a comprehensive program review, the following five-level program was developed for implementation summer 2017.

Year one (age 12): Ignite Theme: Foundation and Discovery Youth try new things, develop basic outdoor skills, learn to live successfully with others in a camp community, and complete a two-day, introductory wilderness experience. Foundational concepts include goal setting, peace, relationships, teamwork, challenge, motivation, responsibility and reflection.

Year two (age 13): Explore Theme: Leadership and Collaboration Youth explore their interests, further develop outdoor skill-sets and are exposed to various postsecondary options through college, university and trade-school visits. Youth explore their leadership style and strengthen their abilities to work together, through targeted leadership workshops, a three-day wilderness experience and intentional in-camp programs.

Year three (age 14): Strive Theme: Communication and Personal Responsibility Youth strive to increase their leadership skills and capacity for responsibility during a four-day wilderness trip, where they are introduced to being the “leader of the day”. At camp, youth reflect on themes around building their legacy and personal responsibility. They also begin to research post-secondary bursary and funding options and work towards creating an action plan to support their goals.

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Strategy 1: Program Innovation and Impact Measurement

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meet school and camper needs. The Community

Year four (age 15): Quest Theme: Personal Wellbeing and Critical Thinking

Leaders Program provides a significant opportunity

Youth embark upon a challenging, seven-

for growth and differentiation. It is a powerful

day wilderness experience or “Quest” where

experience which makes a tangible impact, and is

the expectation is for campers to take on full

also scalable and can be sustained at less cost.

responsibility of a trip, including navigation, decision-making and debrief in a safe and

We are planning a comprehensive review

supportive environment.

of the CLP with support from a Program Advisory Committee comprised of educators, administrators, superintendents and youth

Year five (age 16): Navigate Theme: Leadership in Action

development professionals. The goal is to increase

Youth prepare for and navigate an introspective

the program’s relevancy within the school system,

hiking trip with a focus on self-reflection,

increase program effectiveness and enhance

contemplation and planning for the success of their

curriculum integration.

of learnings home, youth connect with business

action-planning for life after camp. Youth also focus

— 1.03 Build a program evaluation framework to measure impact and provide evidence for ongoing program improvements

on workplace and independent living skills, and

Measuring impact is critical to our program

learn about group dynamics and activity planning in

development and ensuring long-term support

professionals across various industries opening them to additional possibility and focus on tangible

a “train-the-trainer” model with the opportunity to

of our program. We have developed an Outcomes

put their mentorship skills into practice.

Framework that identifies short, medium and long-term outcomes for YLP. The framework was developed with outside experts and builds

— 1.02 Redevelop the Community Leaders Program (CLP) for deeper multi-year impact, partner customization and rapid scale-up with youth in middle school/junior high school

in other jurisdictions. See following page for

Our vision for the CLP is to develop a customized

To monitor success against the outcomes

framework that invests in schools and communities

framework, we are developing a set of measurement

on evidence and data from other programs framework details.

in a sustainable way through multi-grade and multi-

tools to measure and communicate impact and

level programs that impact youth, school culture and

identify opportunities for continuous improvement.

the local community.

A CLP outcomes framework will be developed in The five-step CLP process begins with an orientation

2017 modeled on the YLP framework and utilizing

at the school, followed by a first camp visit focused

the same industry expertise, to help us measure

on goal setting and foundational skills development,

the specific outcomes of this camp- and school-

followed by a community component that takes

based initiative.

place at school and includes both a personal challenge (constructive action) and a community service team project. Then a second camp visit focuses on deepening skills and celebrating accomplishments, followed by an evaluation stage that includes an online survey and discussion of opportunities to further develop the program to

THCF

THCF Strategic Plan 2017–2021.

future selves. To support the successful transference

Strategy 2: Partner Development for Regional Delivery

Strategy 2: Partner Development for Regional Delivery

THCF Strategic Plan 2017–2021.

Work with community agency partners to identify youth and support their successful participation.

5-Year Action Plan

— 2.01 Identify priority neighbourhoods of need and develop a regional allocation formula To support the sustained involvement of youth in our two signature programs, strong relationships with schools and youth service agencies will be critical.

School boards have data that defines priority neighborhoods and schools of need. Partnerships with school boards will enable our access to the population THCF wishes to serve. In addition we will establish specific regional growth targets for CLP that tie to Tim Hortons restaurant penetration.

Youth Leadership Program camper spaces will be allocated to each region using a formula that considers the total number of Tim Hortons restaurants in the system and the percentage of restaurants in Canada, the United States and by region. We’ll also consider regional differences between urban and rural areas, to ensure an equitable representation of participants in THCF programs.

It’s critical that restaurant owners, managers and guests understand how youth from their city, town or region benefit from their support of THCF.

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Strategy 2: Partner Development for Regional Delivery

School board agreements will similarly

— 2.02 Support year-round camper engagement through innovative tools and engagement processes

be established to ensure we are reaching the most relevant neighborhoods for our program, that it is incorporated back at school with involved and supportive principals and teachers,

We will develop a custom-designed platform to

and is supported from the policy level by

and our campers. This will help them to achieve

board administration.

their constructive actions and enhance their and the program.

— 2.04 Identify partner site opportunties for expansion of signature programs

Key goals of the platform include:

Identifying partner camps to support the rapid

• Create an online community that is engaging

expansion of CLP – and to a lesser extent YLP – is

and keeps campers connected to THCF

required. Developing specifications for sites

• Provide campers access to relevant

and organizations that match our signature

information related to postsecondary

requirements is underway.

education, bursaries and other key resources such as financial planning,

The plan is to work with site partners to offer

budgeting, resumé building, interview

a fully branded THCF program. This will require

guides and public speaking

a full vetting of partner camps to ensure high-level

• Create a customized dashboard for campers

operating standards including risk management,

that matches their level of the program

food services, technical program and facilities for

• Create ability to capture evaluation and

youth. In addition, the site and facilities must have

other analytical data to track achievement

the signature THCF “wow factor” and staff will

of outcomes

require specific training to ensure programs are consistent.

— 2.03 Develop partnerships with schools and School Boards for expansion of CLP

THCF will determine the staff support required to

We will develop strategic regional agency

constructive actions and program delivery.

assist in the registration, planning, transportation,

partnerships with like-minded youth-serving For the YLP, THCF will seek partner sites for

organizations, to deepen our service to youth beyond simply referring campers to our program. Agencies

the delivery of one or more levels of the program.

will be sourced to provide between-level support and

Currently, Level 4: Quest provides the greatest

mentoring relationships to YLP participants, both

opportunity to develop partners to deliver the

towards the completion of their constructive actions

extended wilderness expeditions.

and otherwise supporting the application of their new strengths in their home communities.

THCF

THCF Strategic Plan 2017–2021.

support year-round interaction between THCF

sense of belonging and connection to each other

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Strategy 3: THCF Capacity Expansion and Partner Sites Growth

Strategy 3: THCF Capacity EXPANSION and Partner Sites growth

THCF Strategic Plan 2017–2021.

Develop capacity plans to be well on our way to tripling our youth served by 2021.

5-Year Action Plan

— 3.01 Develop existing seven signature camps to maximize year-round capacity and use A primary objective of this strategic plan is to build capacity for more campers. Some of the growth in capacity will happen through partner site opportunities and some through development of current signature camps. The chart on the following page provides a snapshot of capacity expansion and expenditure requirements, by site, between 2017 and 2021.

— 3.02 Secure partner sites (camps and tripping outposts) for YLP expansion To continue to rapidly grow the number of youth we serve, working with partner camps will be a strategic priority. These sites will help us grow both of our signature programs – YLP and CLP. For YLP growth, we will begin by using partner sites to run the fourth level of YLP. This level includes an extensive wilderness experience that allows campers to experience a six- to seven-day, off-site trip experience. There are currently two ways in which this growth can occur. We will either work with a wilderness expedition outfitter such as Outward Bound, NOLS, or Algonquin Outfitters to deliver our program, or will create our own outpost locations depending on regional need and available opportunities.

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Strategy 3: THCF Capacity Expansion and Partner Sites Growth

— 3.03 Identify priority communities for CLP growth and secure partner sites To expand CLP, we will identify communities that are

— 3.04 Suspend exploration of opportunities to own or build new signature camps while developing partner growth strategy

not currently being served by our signature camps

For now, there are no plans to purchase or build a

and partner with local camps to develop a THCF

new camp. However, the License of Occupation for

signature CLP. This will allow us to expand our reach

the British Columbia site will be maintained as an

in line with the growth of Tim Hortons restaurants.

option for future development.

As noted in strategy 2, specifications for sites and organizations that match our signature requirements are being developed. This approach will be first piloted in 2018.

Year of Completion

Project

Incremental Annual YLP Participants

Incremental Annual CLP Participants

One-Time Capital Expenditures (‘000’s CAD)

2018

Parry Sound

1,064

850

2,470

2019

Onondaga Taylor House

1,064

1,600

4,789

2019

Onondaga Main Camp

784

850

2,360

2020

Quyon

528

1,312

3,993

2020

Kentahten

392

850

1,613

2021

Tatamagouche

912

850

1,964

4,744

6,312

17,189

• •

An additional 3000 participants in YLP Level 4 are expected to be served using partner sites.

An additional 9300 participants in CLP are expected to be served using partner sites.

Key Messages •

•

One-time capital expenditure of $17.2 million yields 11,000 new camper spaces per year.

By shifting our strategy we can triple our number of youth served while only doubling our operating costs

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•

•

By using partner sites we can extend CLP to more communities more quickly Triple the number of spaces at signature camps for the same capital investment in Camp Whiteshell

THCF Strategic Plan 2017–2021.

THCF Signature Site Expansion Projects and Partner Sites.

Current Expansion Plans By Site

CURRENT EXPANSION PLANS BY SITE

THCF Strategic Plan 2017–2021.

Parry Sound: Additional 1,814 campers per year

Onondaga Farms - Taylor Area: Additional 2,564 campers per year

•

Add year-round bunk house that can

•

Renovate Taylor House to accommodate

accommodate about 50 CLP campers per

about 50 CLP campers per visit and 48 YLP

visit and 56 YLP campers per session

campers per session

•

Add 12 yurts to accommodate 96 YLP

•

Add year-round bunk house that can

campers per session

accommodate about 50 CLP campers per visit

•

Add additional cell to current septic system

and 56 YLP campers per session

for growth use on existing site

•

Add six yurts to accommodate an additional

•

Add sewage treatment system for use

48 YLP campers per session

on new property

•

Renovate Henderson House to accommodate

•

Upgrade current water treatment system

a dining space for 180 people year-round

to eliminate the restrictions of 50,000 litres

•

New water treatment plant

per day and to provide water access to

•

New septic system

new property

Onondaga Farms - Main Camp: Additional 1,534 campers per year •

Add year-round bunk house that can

accommodate about 50 CLP campers per

visit and 56 YLP campers per session

•

Add seven yurts to accommodate an

additional 56 YLP campers

per session

•

Upgrade septic system

•

Add screened-in porch for additional

YLP Campers

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Current Expansion Plans By Site

Tatamagouche: Additional 1,662 campers per year

•

Source partner sites that can lead extended

•

Renovate Joyce House to accommodate 64

wilderness trips

YLP campers per session and 50 CLP

campers per visit

Quyon: Additional 1,758 campers per year

•

Add 11 yurts to accommodate an additional 88

YLP campers per session

•

Renovate the Joyce House to accommodate

•

Add bath house for summer yurts

32 YLP campers per session and about 32 CLP

•

Upgrade and screen-in deck of Atlantic

campers per visit

Canada House to accommodate additional

•

Add year-round bunk house that can

YLP campers

accommodate about 50 CLP campers per

•

Minor water system upgrades

visit and 56 YLP campers per session

•

Enhance sewage system at Joyce House,

•

Renovate Main Lodge to accommodate

or add a fourth cell to lagoon

additional campers

•

Water system and sewage upgrades

•

Complete staff accommodations

Partner Camps Clp: Additional 9,170 campers per year

•

Waterfront enhancements

•

Kentahten: Additional 1,142 campers per year •

Add new bunkhouse to accommodate about

56 YLP campers per session and 50 CLP

campers per visit

•

Add screened-in porch to dining hall to

extend dining room space

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Run CLP at non-owned THCF sites

THCF Strategic Plan 2017–2021.

Level 4 Partner Sites: Additional 3,000 campers per year

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Strategy 4: People Development and Operational Excellence

Strategy 4: People development and Operational Excellence

THCF Strategic Plan 2017–2021.

Together build a modern, cause-based organization capable of delivering THCF signature programs and strengthening our brand.

5-Year Action Plan

— 4.01 Employment experience strategy Our goal is to develop our dedicated staff so they have the opportunity to grow, coach, mentor and model exemplary leadership. THCF believes strongly in promoting from within, rewarding hard work and creating long-term employment relationships. Continuous learning, feedback and a coaching mindset will characterize our culture and employment experience.

We expect the roles of staff and their required skillsets to advance significantly over the next five years as the YLP and CLP programs mature and grow. Staff development plans and new recruitment strategies are being prepared.

Six key priorities of the strategy include: 1. Build a vision for a bold and modern,

cause-based organization to guide

development of the THCF culture and

organization design

2. Build a strong employment brand

for recruiting and retaining staff

3. Attract committed volunteers to lead

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fundraising initiatives, serve on the Board

of Directors and Advisory Committees, and

support campers at the community level

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Strategy 4: People Development and Operational Excellence

4. Build a capable and responsive service

to execute on the strategy relies on our committed

delivery capability through training,

employees understanding and supporting

mentorship and exciting career paths

the change. Strong two-way communication throughout will be critical.

5. Build an accreditation and training capability

for THCF partner sites

6. Secure construction project management

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capability

— 4.02 Develop and support a signature, branded THCF experience for youth, community and site partners, staff/employees, volunteers, and donors

— 4.04 Continually invest in and improve core management systems (IT/data, logistics, risk mgt, asset mgt, health and safety) THCF has always prided itself on achieving a high level of operational excellence whether in its maintenance of the camp properties, the logistics of scheduling and transporting campers and staff, or managing safety and risk. Investments in these

culture. When we get this right, it is magical

systems and business processes will continue.

and memorable. Our values and culture guide our decision making and influence how people

At the same time, we recognize that our growth

experience our programs and THCF as a whole.

strategy through partner sites will demand new

As we grow, maintaining our values and culture

business approaches in order to vet, accredit and

will help us maintain the consistency and quality

evaluate new sites and programs.

of our programs.

Our THCF Values • We are tireless in our commitment

to youth • We radiate hope and opportunity • We strive to be better and inspire

others to do the same • We believe in the power of camp

and community

— 4.05 Strengthen governance The strength of the Board of Directors and the support of Tim Hortons restaurant owners will be critical success factors for THCF. Plans are underway for a review of Board composition, nomination and selection process and terms.

In addition, an Executive Committee of the

— 4.03 Organizational development and change management

Board is being established.

A large number of volunteers enrich our programs and contribute to their overall success.

Our ability to handle the anticipated growth

Our success and ability to achieve our strategic

with our current staff structures and available

goals will in part depend on growth in this area

resources is limited. We have a clear line of sight

of engagement.

on our goals and need to complete a full review of our organizational design, systems, structures and processes. We will identify our strengths and build on them. We will also identify gaps and address them in a prioritized way against goals.

In order to maintain buy-in and support for our strategic plan our focus must continue to be on change management. The pace that we are moving and the scale require immediate buy-in. Our ability

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THCF Strategic Plan 2017–2021.

Central to THCF are our values and our

Strategy 5: Increased Awareness and Funding Growth

Strategy 5: Increased Awareness and FUNDING Growth

THCF Strategic Plan 2017–2021.

Develop THCF as the signature charity of the Tim Hortons brand: a compelling demonstration of their commitment to communities, and uniquely effective in serving and developing our youth.

5-Year Action Plan

— 5.01 Multifaceted fundraising development strategy New strategies are required to bridge the gap.

Growing existing sources such as Camp Day and Coin are critical, however, new major gift strategies, reinvention of point of sale including a move to digital, and legacy giving are also being considered.

— 5.02 Build a strong fundraising capability to deliver the revenue targets identified in this strategic plan to triple relevance, impact and reach over the next five years.

To meet its goals, THCF must build a fundraising capability to address the projected revenue gap – see chart on following page. This will require expanded roles for brand marketing and fundraising. This will also require a culture that is increasingly both camper- and donor-centric.

— 5.03 Create unique and new brand messaging for THCF, in order to build awareness and engagement of Tim Hortons guests, owners, employees and the public Our work in youth development through camp boldly differentiates our brand from all other

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Strategy 5: Increased Awareness and Funding Growth

charities and cause-marketing initiatives in the sector. Camp is our unique point of difference, and with one in five youth in North America now at risk, the societal impact of THCF’s work is more valuable than ever before.

— 5.04 Establish THCF marketing and communications capacity to develop compelling content, and to work in partnership with the Tim Hortons team to amplify our messages Despite 40+ years of camp programming

To capture the hearts and minds of our guests,

excellence, public awareness of THCF and our

managers, employees and the general public,

key asset, Camp Day, is still low.

the brand has to bring the benefit of camp to life.

We can do this by demonstrating that thriving

To motivate guests to support THCF’s endeavors

youth lead to healthier communities.

and to increase their trust in and loyalty to Tim Hortons, the THCF brand needs to have a much

Building on our understanding of our current

higher profile with the public.

we will develop unique and new brand messaging

We will invest in our own THCF marketing and

to increase our relevancy with Tim Hortons

communications capacity, and actively partner

guests, the public and our stakeholders.

with Tim Hortons to significantly raise awareness of THCF over the next five years – both as part of our annual Camp Day campaign and throughout the year using all physical, digital and media assets available.

Five-Year Funding Projections and the Gap 70,000 60,000

‘000’s CAD

50,000

16,098

19,075

12,316

40,000 4,993 30,000 20,000 33,750

36,000

38,500

41,250

2019 Year

2020

2021

10,000 0 Projected Funding Projected Gap

2017

2018

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THCF Strategic Plan 2017–2021.

awareness level and the potential of our message,

Final Note

Final Note

THCF Strategic Plan 2017–2021.

Our goal is to grow our investment in programs, staff, partners and facilities to triple our relevance, impact and reach.

This means serving more young people in more communities in more meaningful ways.

This strategic plan maps our way to do what matters, do what works and deliver to those who need it most.

We are glad you are on this journey with us!

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THCF Strategic Plan 2017–2021.

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36 Final Note

THCF Board of Directors

THCF Board of Directors

THCF Strategic Plan 2021.

David Clanachan Chair, THCF and Chairman, RBI Canada

Mark Angelini Tim Hortons Restaurant Owner

Dave Newnham President & Executive Director, THCF

Elias Diaz President, Tim Hortons

Mark Trombley Tim Hortons Restaurant Owner

Jim Shaw Tim Hortons Restaurant Owner

Tracy Allard Tim Hortons Restaurant Owner

Gynette Smith Tim Hortons Restaurant Owner

Amanda Kerr Tim Hortons Restaurant Owner

Amit Seth Tim Hortons Restaurant Owner

Nicole Nakoneshny Vice President, Strategy & Assessments and Editor, Philanthropic Trends Quarterly at KCI (Ketchum Canada)

Rob Eatough Superintendent of Education School Operations, Halton District School Board

Brad Rixmann Tim Hortons Restaurant Owner

Diana Ulsrud Tim Hortons Restaurant Owner Tabbassum Mumtaz President and Chief Executive Officer, Ampex Brands, Inc.

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Illustration: Skรถdt McNalty www.strangeattraktor.com

THCF Strategic Plan 2021.

Design: typotherapy www.typotherapy.com

Title Title

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THCF Strategic Plan 2017–2021.

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