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How Our Board Evaluated Growth Options and Chose a Direction
The Board's work began with exploration and information gathering, including the creation of an exploratory committee, a refreshed strategic plan, and the formation of an Expansion Task Force made up of Board members and management. The task force was mandated to evaluate different growth approaches and develop a clear path forward for the organization.
A Deliberate, Evidence-Based Process
The Board's work began with exploration and information gathering, including the creation of an exploratory committee, a refreshed strategic plan, and the formation of an Expansion Task Force made up of Board members and management. The task force was mandated to evaluate different growth approaches and develop a clear path forward for the organization.
Reviewing organizational needs, mission priorities, and long-term growth objectives.
Assessing current space utilization and future service capacity requirements.
Defining objective criteria to evaluate growth opportunities.
Consulting sector examples and visiting comparable organizations.
Identifying areas of greatest community need.
Evaluating financial, operational, regulatory, and stakeholder considerations.
Comparing centralized and satellite growth models using a consistent evaluation framework.
The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:
The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:The Questions We Needed to Answer
Before considering any expansion opportunity, the Board determined that any model had to meet several mission-critical criteria. These criterion served as a compass for the Board as different opportunities were evaluated, and included:Why the Satellite?
The Kottage model emerged as a strong option.
Kottage Model of Replication?
Through this work, the Board identified significant advantages in a satellite growth model featuring purpose-built Kottages located in areas of demonstrated need throughout Edmonton.
This model allows Kids Kottage to:
Expand services closer to the communities where families live.
Increase capacity while maintaining smaller, home-like environments.
Phase growth over time rather than undertaking one large expansion all at once.
Build in neighbourhoods identified through demographic analysis and community need assessments.
Replicate successful designs and operational practices as additional Kottages are developed.
The Board also carefully examined the challenges associated with this approach, including:
Operational complexity
Consistency across multiple sites
Financial sustainability
Staffing requirements, and long-term governance considerations.
These risks were incorporated into the evaluation process rather than overlooked.
Growth Driven by Community Need
As part of the evaluation process, Kids Kottage reviewed demographic data, service utilization patterns, Family Resource Network locations, and Children and Family Services information to better understand where families may face the greatest barriers to accessing support. This analysis helped identify neighbourhoods and regions where future Kottage locations could have the greatest impact.
High-Level Timeline
November 2024
Board establishes an exploratory committee to investigate growth opportunities.
February 2025
Strategic plan refreshed to reaffirm sustainable growth objectives.
March 2025
Expansion planning begins and the Expansion Task Force is formed.
March-June 2025
Internal assessments completed and evaluation criteria developed.
Summer-Fall 2025
Growth models, locations, financial implications, and operational requirements of growth options were evaluated and selected.
2026: Preparing to Build
- The Board developed a strategy to formally adopted a long-term vision for a network of home-like Kottages across Edmonton.
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Looking Ahead
Over the past two years, the Board has invested significant time evaluating options, gathering evidence, testing assumptions, strengthening governance, and preparing the organization for its next chapter. The result is a clear direction: a future where more children can access the care and stability they need through a network of home-like Kottages across Edmonton.
While much work remains ahead, the foundation has been laid. With continued collaboration from community partners, governments, Indigenous communities, donors, volunteers, and supporters, Kids Kottage is positioned to thoughtfully expand its impact while remaining true to the values and care model that have guided the organization for more than 30 years.
Because every child deserves a safe place to stay when their family is facing crisis.