Port Alberni Association for Community Living

Strategic Plan (2009 – 2012)

Table of Contents

A.        Message from the President                                                       2

 B.        Message from the Executive Director                                      2

 C.        Introduction                                                                                     3

 D.        The Strategic Planning Process                                                3

 E.        Strategic Planning Context                                                         5

 F.         The Strategic Plan                                                                         6

 G.        Strategic Goals                                                                               7

A. Message from the President

 The Strategic Plan for the Port Alberni Association for Community Living is the result of collaboration and deliberation among members of the Board of Directors and senior staff.  Our plan represents our collective commitment to the people we serve and their families.  Board volunteers and staff have worked hard to identify the key challenges facing us today, and to design a path and some goals to guide us all as we continue together to provide respectful, safe and high quality support for the people we serve. 

We have strived to ensure that our role as advocates and service providers is embodied in this Strategic Plan that will take us to 2012.   

B. Message from Executive Director

 The latest Strategic Plan is being developed during one of the most challenging economic climates in recent history. As such we have to acknowledge these challenges and prepare the organization to become resilient to the obstacles that we may have to face as a result of fiscally restrained government economic policies and possible cut backs. Diversification and innovation are strategies that will help to put the agency in a more advantageous position and these approaches are reflected in the current strategic plan. As in the past the staff continue to be one of our most valuable assets. It is through them that the Association is able to deliver high quality services to our consumers.  This plan includes human resource procedures and strategies that will help to with staff development as well as with recruitment and retention. Ongoing training and support will ensure that staff continue to have the tools and abilities needed to deliver high quality services to the individuals and families we serve.

 Another very valuable asset to the Association is its volunteers who provide the guidance and stewardship for the organization. It was a pleasure to work with the Board and Senior Managers during this process and the Strategic Plan emphasizes partnerships between volunteers and staff in the execution of the plan.

C. Introduction

 This plan continues to build a common vision for the future of the Association. The plan identifies priorities for consideration within a context of continuous change. The Strategic plan addresses the continued need for the best use of available resources – financial and human. Volunteers and Staff worked together to develop a strategic plan that would provide the Management of the Association with direction as to the upcoming priorities for the organization over the next three to five years.

 The plan focuses on the Association’s activities, to diversify its financial base,  create new programs to provide new services that will address needs in the community and to commit to strategic directions that will ensure continuity of current services to the people we serve.

 The term ‘consumer’ used in this document means adults, children, youth, and families who access services. The term ‘volunteer’ means all people who support the work of the organization without financial remuneration, including Board, committee and program activities. The term ‘employee’ includes direct service employees, administration, and management of the organization.

 Community Living BC (CLBC) and the Ministry of Child and Family Development (MCFD) are the primary funders of PAACL programs. In addition they establish the policies and many of the practices that are the basis for the Association’s programming.

 The British Columbia Association for Community Living (BCACL) is the federation of Associations within the province.

D. The Strategic Planning Process

In February of 2009 the Strategic Planning Group met, and with the assistance of a board member who acted as a facilitator identified key strategic directions and prioritized goals and actions.

 The Appreciative Inquiry organizational development strategy was used to identify our strengths and create a collective vision of what we should focus on in the next three years.

Individuals and Groups

 Strategic Planning Group

The Strategic Planning Group is comprised of the members of the PAACL Board of Directors and the members of the PAACL Management team. The responsibility of the planning group is to set the direction of the organization and provide input and guidance to the process.

 Families

Families and support networks of adults and children receiving services are an important voice for the organization’s participants. Families may also receive direct services through the children’s programs. Annual surveys of families are a key resource for feedback and input into the strategic planning process

 Consumers

Individuals and participants in the organization’s programs are the focus of the strategic planning and future directions. It will be important to continue to discuss support priorities with individuals and to understand the impact of changes for consumers.

 Employees

Employees of the organization are the main resource to implement the strategic plan. Employees have a keen interest in the future of the organization and hold a unique perspective on the gifts, abilities, and needs of the individuals we serve. It is important to ensure that employees receive training that enables them to deal with the many complex needs of consumers, requirements of the accreditation body, and accountability requirements of funders.

 Other Stakeholders

There are many other key stakeholders identified by the organization. Prior to the planning sessions discussions were held with a number of stakeholders, including PAACL’s funders to ensure their perspective was brought to the table. The support and cooperation of other community organizations and government are important to the success of the strategic plan. Partnerships may be developed and/or enhanced to support the achievement of the strategic goals.

E. Strategic Plan Context (Environmental Scan)

The most important issues facing the Association over the next few years include:

 F. The Strategic Plan Vision

 The vision describes the desired future of the organization and individuals. PAACL’s Vision is:

Port Alberni is a community where all people are welcome and actively participate in the lifestyle of their choice. The services are inclusive and seamless throughout the life stages for individuals with disabilities. The services provided by PAACL are innovative, responsive and fiscally viable. The Board and leadership are cohesive in their efforts and knowledgeable about the needs of individuals and families. PAACL has positive relationships with, individuals, families and community organizations.

The Port Alberni Association for Community Living is known as a strong advocate for individuals, families, and caregivers and provides information and educational opportunities. Individuals and their families have strong personal support networks and choices in decision-making. Employees, volunteers and Board members are well trained, flexible, and caring. The organization provides excellent services that are accredited.

Core Values

All People have the right to be treated with dignity and respect.

All people should have access to needed services that achieve optimal outcomes.

All people are entitled to live and participate as full citizens in the community of their choice, with the same rights, obligations, and responsibilities as other citizens.

All people must have their personal autonomy protected, with every effort made to nurture and enhance self-determination.

The Port Alberni Association for Community Living believes that all people have the right to justice, opportunity, advocacy and access.  We believe that each person is a valued citizen and is entitled to the opportunity to live, learn, work, and enjoy leisure as a member of our community.

G.  Strategic Goals

Goal #1 – Semi-Independent Supported / Affordable Housing

Objective 1.1 – Develop Business Plan

Objective 1.2 – Purchase Building or Land to Develop

Goal #2 – Youth Transition Program

Objective 2.1 – Youth Transition Program - Develop a proposal and secure funding for a transition program to support youth leaving high school.

Goal #3 – Diversify Funding Sources / Fundraising
 
Objective 3.1 –  Diversified Funding:  Reduce the reliance on government funds through the development of diversified funding sources and fundraising initiatives.  These could include ‘for-profit’ initiatives, social enterprise, and further development and marketing of the Port Alberni ACL Foundation.

Goal #4 – Dual Diagnosis Services
 
Objective 4.1 – Address the gap in service provision by increasing the capacity of PAACL to be able to provide services for individuals with a dual diagnosis.

Goal #5 – Transition Home for Young Moms
 
Objective 5.1 – Develop a residential resource for pregnant teens and young moms with new born babies

Goal #6 – Ensure long term sustainability  and stability of the organization

Objective 6.1 –  Develop Succession Plan
Objective  6.2 – Improve Performance Management System
Objective 6.3 – Develop Wellness Initiatives and Programs
Objective  6.4 – Develop strategies for Recruitment and Retention of Staff