The major goal of Big Brothers Big Sisters of the Sun Coast's mentoring programs is to contribute to positive youth development by keeping at risk children safe, in school, and working toward achievable outcomes. The target population for Big Brothers Big Sisters of the Sun Coast's programs consists of at risk children and youth ages 6-18 throughout Collier County. Big Brothers Big Sisters—Collier will intensify outreach to those children with the highest need, especially those living in East Naples and Golden Gate, and attending Title I. We consider a child to be ""at risk"" if he or she faces one or more of the following risk factors: * economic disadvantage * residence in a household with a single parent, non-parental caregiver * child of an incarcerated parent * academic difficulty (i. e. , low grades, grade repetition, poor school attendance, etc. ) * high risk behavior (i. e. , truancy, school suspension, dropping out of school, delinquency, etc. ) * unstable relationships (i. e. , is socially isolated, rejected by peer group, feels alienated by family members or teachers, etc. ) Among children mentored 3 months or longer, we expect that 85% or more will achieve the following outcomes: * maintain acceptable academic performance as defined by the School District (measured by report cards) * avoid risky behaviors such as truancy, early parenting, delinquent acts, or substance abuse (measured by monthly Mentor Manager contact with child, parent/caregiver, mentor, and/or school personnel, and by annual Program Outcome Evaluation surveys) * improve or maintain socio-emotional competencies such as relationship skills and self esteem (measured by monthly Mentor Manager contact with child, parent/caregiver, mentor, and/or school personnel, and by annual Program Outcome Evaluation surveys)

The vision of the Board and the Agency is that Big Brothers Big Sisters of the Sun Coast will continue increasing services to children through matching 3,000 children annually in quality mentoring friendships over the next five years across the entire service area. The Corporate Board of Big Brothers Big Sisters of the Sun Coast launched a strategic planning process late in 2012 to envision the agency over the next five years. The Board created a Task Force with broad regional representation of Corporate and Community Board members along with the CEO. The Task Force segmented their work to engage input from many external community Stakeholders, Agency Staff, and the Board of Directors in setting a new direction. The Task Force completed a situation assessment, a SWOT analysis and synthesized input into high level strategic priorities in concert with the strategy of Big Brothers Big Sisters of America. Five Strategic Priorities were identified for successful implementation of our goals: *Impact at Scale- BBBS experiences a significant increase in ""successful matches""- the number and percent of our children that experience long, strong relationships and reach positive youth outcomes. The ultimate priority is that Site Based Matches, Community Based Matches and all programs achieve long, strong matches and positive outcomes for which we are accountable. *Leadership and Partnership- Big Brothers Big Sisters is the leader in mentoring, education, juvenile justice and a critical partner. In every market, we have integrated local school partnerships (inclusive of all programs) working together on shared accountabilities for youth outcomes. We have an advocacy and community engagement strategy that helps establish our leadership in mentoring, education and justice and mobilizes our constituents in support of our children and our cause. Partnerships and collaborations are core competencies. * Intentionality- Our participant gender and ethnicity/racial mix are better balanced to the population and need (higher percentage of men/boys and African American and Hispanic volunteers). Our Board and Executive leadership reflect the communities we serve. *Sustainable Resource - We achieve the revenue goals necessary to support this plan through local community and regional campaigns based on a common strategic direction. We value, connect with and steward all participants (parents, children and volunteers) and donors and build a base of 10,000+ active supporters who volunteer, donate and/or advocate for us. Our brand tracking reflects major increases in the perception of BBBS as a place to donate and as an effective, life-changing youth development program. Relationship building, community influence and engagement and resource development are core Board and Executive leadership competencies. *Organizational Excellence- Our Community Boards are often referred to as 'our secret weapon' as they fully leverage resources and exert influence in each community. The organizational model with the Corporate Board, Executive leadership and Community Boards provide the culture and systems to connect with, engage and steward every participant, donor and supporter to assure quality, continuity and excellence.

Since its inception in 1968, Big Brothers Big Sisters of the Sun Coast has grown from a small volunteer organization to its position today as the leading youth mentoring organization in Southwest Florida. The agency is governed by the Corporate Board of Directors, with separate Community Boards representing each distinct service area. The biggest success of the One to One Mentoring Program in Collier County is its rapid growth to meet demand among children in need. After a launch year which focused on building capacity, partnerships, volunteer recruitment, and funding, we ended with 15 matches; the following year this number grew five fold to 74 matches, and in the current year we expect to double that number to reach our goal of 150 children served. Projecting to the 2015-2016 funding cycle, we expect still more growth, with an expected number served of 170. Big Brothers Big Sisters of the Sun Coast's Collier Community Board Members are committed to making an impact locally through volunteer recruitment, fundraising support, and strategic outreach designed to promote agency visibility in the community. The Collier Community Board is also responsible for achieving development goals designed to contribute to the budget. At each meeting, Collier Community Board Members review the Fiscal Year Profit Loss and the Core Business Scorecard. Scorecards highlight Collier Community Board Member progress in four targeted goal achievement areas: annual campaign, events, partnerships, and board membership/giving. Collier Community Board Members also receive reports on the local office's achievement in program metrics, including number of matches made, number of children ready to be matched, and average match length. If a scorecard or metric is below goal for the month or fiscal year to date, the Board reviews key activities and creates an action plan.

BBBSSC's signature Service Delivery System (SDS) includes performance metrics enabling the agency to set qualitative goals and track progress. SDS includes essential practices for carrying out recruitment and partnership development, customer relations, enrollment, matching, and match support. Monthly quality assurance file reviews are conducted by supervisory staff. Reviews are then scored, and based upon Big Brothers Big Sisters of America's national standards, assurance of the organization's continuity and highest level of protection for the children and youth of Collier County is sustained. Monthly metrics are tracked and shared agency-wide to ensure agency and individual expectations are met or exceeded. Programs are further evaluated using an Outcome Evaluation System, which is made up of pre-match and post-match surveys completed by the mentors, mentees, and agency Staff. This system evaluates the goals of the match for a more effective outcome. Data on targeted outcomes will be measured in the following ways: * Maintain satisfactory academic performance as defined by the School Board (measured by school report cards, collected by Mentor Manager) * Maintain appropriate classroom behavior; avoid delinquency, substance abuse, and early parenting (measured by Mentor Manager contact with child, parent/caregiver, mentor, and involved parties; also measured by agency surveys, distributed and collected by Mentor Managers)

Big impact—proven results! Our accomplishments in 2013-2014 show the positive impact we make in the lives of children facing adversity: Served 1,778 mentoring matches between Bigs and Littles agency wide (7% increase over last year)Perfect 4. 0 score in program/financial outcomes on Department of Education funded matchesOf matched children agency wide, 93% improved academic performance, 95% avoided risky behaviors, and 96% improved relationships95% of students completing the Decisions to Win dropout prevention mentoring program graduatedAll Mentor Managers are Program Certified according to Big Brothers Big Sisters of America standards Our goals for next year: Exceed 2000 matchesExpand our educational and juvenile justice initiatives Strengthen corporate partnerships. Enhance major donor stewardship and cultivation.