Strategic Plan 2007-2010 Report to Members – September 25, 2007

The 519 Church Street Community Centre has completed a strategic planning process to review its priorities and establish future goals for the agency. The new strategic plan was developed with extensive input from internal and external stakeholders. Planning steps carried out included the following:

• A Strategic Planning Committee consisting of staff, Board and community members established project terms of reference in the spring of 2006.
• A community survey conducted in the spring/summer of 2006 polled the community on The 519’s mission, catchment area and programs.
• A separate capacity project consulted with volunteer leaders of groups at The 519 and provided information on our strengths and areas needing improvement.
• The Strategic Planning Committee selected an external planning consultant in March 2007 to help facilitate and complete the process.
• Building on information from 2006, the consultant conducted an environmental scan (i.e.: community consultation). This scan gathered further data, including a stakeholder survey and interviews with ten key local agencies and partners in April 2007. Over sixty staff, Board and community stakeholders responded to the survey.
• On May 5, 2007 members of The 519 Board of Directors, management team, selected staff and community representatives participated in a full-day strategy development session. They reviewed the environmental scan (community consultation) data, prepared a “Strengths, Weaknesses, Opportunities, Threats” analysis (SWOT Analysis), engaged in visioning activities and developed draft goals.
• In May 2007 a discussion paper describing the emerging strategic plan and containing focus questions was distributed to staff and several external organizations. Ten individuals completed responses offering input to the plan.
• In addition three separate focus groups involving 17 staff and volunteers were conducted in June 2007 to provide comments and opinions on the discussion paper.
• On June 29, 2007 a group of staff, management and Strategic Planning Committee representatives prepared a preliminary implementation plan to operationalize the goals and objectives contained in the plan and to confirm the feasibility of the various initiatives proposed.

This strategic plan was approved by the Board of Directors at its meeting of July 30, 2007. Following Board and member approval a more detailed implementation plan will be prepared by staff and management. The 519’s new strategic plan will then be used to guide the agency’s growth and development over the coming challenging years.

SWOT ANALYSIS

The following “SWOT” analysis (strengths, weaknesses, opportunities and threats) was assembled from the environmental scan (community consultation) information and stakeholder feedback.

Any strategic initiatives undertaken by The 519 should build on strengths, rectify weaknesses, capitalize on opportunities and address threats.

MISSION, VISION AND VALUES

Mission Statement

A mission statement should clearly describe the purpose, mandate and “business” of an organization. The 519’s mission statement was revised to reflect the broad role of the agency and appears below:

The 519 is a meeting place and focal point for its diverse downtown communities. Within a supportive environment, it responds to the needs of the local neighbourhood and the broader LGBT communities by supplying resources and opportunities to foster self-determination, civic engagement and community participation.

Vision Statement

A vision statement describes the “preferred future state” of an organization and its stakeholders. The 519 aspires to achieve the following:

• Expanded and effective programming that meets community needs
• An equitable, supportive workplace with diversity across staff, volunteers and Board members
• Successful advocacy on issues related to its geographic and cultural communities
• A high positive profile with wide recognition and leadership
• A broad and stable resource base

Values Statement

Organizational values are formal statements of beliefs that guide an organization in its relationships with its stakeholders as it discharges its mission in pursuit of its vision. The 519 ascribes to the following beliefs:

1. An anti-oppression social justice framework
2. A secular, politically non-partisan approach to all issues
3. A non-judgmental stance in dealing with all its stakeholders
4. Recognition and celebration of diversity
5. Respect for individual dignity and value

Following adoption of the strategic plan staff will develop specific behaviour statements to ensure clarity and intent of each value.

GOALS AND OBJECTIVES

A number of broad strategic directions and priorities emerged from the strategic planning process. These are listed below, with the categories appearing in order of priority.

1.0 Develop the Organization

1.1 Review the management and organizational structure and clarify roles and responsibilities.

1.2 Develop a comprehensive human resources strategy and policies for all levels of the organization.

1.3 Increase equity and diversity in the organization.

1.4 Develop a cohesive internal communications program.

1.5 Develop an infrastructure plan for information technology and physical plant.

1.6 Ensure a smooth transition to the new facilities.

1.7 Develop a health, safety and security plan for the organization.

2.0 Diversify the Resource Base

2.1 Develop a fundraising plan.

2.2 Diversify funding sources through more engagement of corporate donors, major gifts and community members.

2.3 Pursue additional multi-year funding from the City of Toronto and other sources.

3.0 Strengthen Programs and Services

3.1 Improve and enhance the needs assessment, program review, and performance measurement and feedback systems.

3.2 Increase support to marginalized populations.

3.3 Introduce ongoing processes to reduce barriers and increase diversity.

3.4 Improve volunteer engagement and increase volunteer opportunities and supports.

4.0 Raise the External Profile and Expand Community Linkages

4.1 Improve the profile and increase awareness and understanding of the general public of The 519’s mission, vision, goals, values, programs and services.

4.2 Expand and develop the membership base of The 519 and increase neighbourhood engagement.

4.3 Enhance community resources through civic engagement and capacity building.

5.0 Provide Ongoing Leadership and Advocacy

5.1 Develop an advocacy framework with processes for adopting public policy positions and advocacy strategies.

5.2 Develop advocacy skills among staff and volunteers.

5.3 Facilitate community participation and self-advocacy on key issues.

5.4 Strengthen links between program activities and advocacy activities.

KEEPING THE PLAN ALIVE

The 519’s identified strategic directions pertain to organizational development, resource development, program development, increasing its profile and providing ongoing leadership. The organization has a committed board and an energized staff and volunteer base that are well positioned to address the strategic challenges and opportunities facing the agency.

However, a new plan is like a new vehicle - it depreciates by 30 percent during each year of service. The turbulence of the human services and social policy environment will necessitate ongoing "service and maintenance" of The 519’s strategic plan by monitoring, refining and periodically revising goals and objectives.

Keeping the Plan Alive - The Job of the Board

While The 519’s management and staff are responsible for achieving most of the goals and objectives in the strategic plan, the Board of Directors is responsible for providing "stewardship" of the plan by keeping it relevant, valid and vital. Ensuring that strategic plans remain as "living documents" is the essence of effective governance.

Suggested board roles related to the various components of the strategic plan are described below:

Environment: The environmental scan (community consultation) information gathered during the planning process should be monitored closely. Board discussions about trends, events and emerging issues should be explicit and ongoing.

SWOT: As part of the environmental scanning (community consultation) process, The 519’s strengths, weaknesses, opportunities and threats should be reviewed regularly and revised as goals are achieved and environmental factors change.

Mission: The 519’s mission statement is the most stable and constant component of the strategic plan. However, as goals are achieved or major environmental changes occur, revisions may be appropriate.

Vision: The vision elements articulated in the strategic planning process should be front and centre in all board discussions related to future directions of the organization. Organizational initiatives under consideration should be assessed in terms of their contribution potential for moving The 519 towards its "preferred future".

Goals: Strategic goals will be monitored against outcome measures with progress reports from staff at key milestones. The 519’s Board and management may periodically need to shift the emphasis and nature of the directions based on information from the ongoing environmental scan (community consultation) and changes to the SWOT analysis. Board members will monitor goals on two tracks and continually be asking two key questions:

• What is our progress towards these goals?
• Are the goals still relevant?

Stakeholders: The Board will also periodically report back to the 519’s membership and community partners on agency priorities and progress.

Implementing the Plan – The Job of Management and Staff

Steps have been taken to ensure that activities to achieve the strategic objectives remain on the forefront of staff’s role. These steps, include extensive staff involvement in developing the strategic plan and next, to complete a concrete and detailed implementation plan with clear responsibilities and time frames. However, it will still be necessary to continually manage the strategic plan to ensure a tight fit between the identified directions and the day to day operational activities.

Suggestions to support the effective implementation of the strategic plan include:

• Strategic plan progress reports at staff meetings
• Formal communication about the plan on an ongoing basis, including the reporting of milestones in internal communications vehicles
• Ongoing SWOT updates at staff meetings and a quarterly inventory of emerging issues
  Education about the strategic plan built into the orientation of all new employees and Board members

Conclusion

The success of the 519 depends on its ability to rise to some exciting new challenges while preserving the purpose, values and traditions which made it successful in the past. The enthusiasm and support exhibited by participants throughout the planning process suggests that this will be the case.

Thanks from The 519 Board of Management

Special thanks to Dr. David Sheridan of SHERCON ASSOCIATES INC. (www.shercon.ca), the external consultant who facilitated key stages of the process and drafted the plan for the Board based upon the consultations. Many thanks also to the Strategic Planning Committee comprised of Board, staff and community members for their advice and support of the process. Most of all, our heartfelt thanks to all the stakeholders who participated in the development of the strategic plan and gave of their time, experience and insights.