Approved & reviewed by Board of Directors on: Jan 31, 2018

Kootenay Society for Community Living 2018-2021 Strategic Plan

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Contents Executive Summary ..................................................................................................................................................................................... 3

The Process ................................................................................................................................................................................................. 4

Mission, Vision & Values ............................................................................................................................................................................. 5

The Environment Scan ................................................................................................................................................................................ 6

KSCL’s Stakeholder Feedback: ................................................................................................................................................................. 6

KSCL’s Performance Analysis: .................................................................................................................................................................. 7

KSCL’s Advocacy Analysis: ....................................................................................................................................................................... 7

KSCL’s Human Resource Analysis: ........................................................................................................................................................... 8

Demographic Trends: .............................................................................................................................................................................. 9

Economic Trends: .................................................................................................................................................................................... 9

Technology Trends: ................................................................................................................................................................................. 9

Strengths, Weaknesses, Opportunities and Threats (SWOT) ..................................................................................................................... 9

Assess the Data: ........................................................................................................................................................................................ 10

The 5 Strategic Priorities: .......................................................................................................................................................................... 10

Strategic Priority #1 – Quality Services: ................................................................................................................................................ 11

Strategic Priority #2 – Self Advocacy: .................................................................................................................................................... 12

Strategic Priority #3 – Workforce: ......................................................................................................................................................... 13

Strategic Priority #4 – Community Inclusion & Profile: ......................................................................................................................... 14

Strategic Priority #5 – Goverance: ......................................................................................................................................................... 15

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Executive Summary The 2018-2021 Strategic plans’ purpose is to act as a guide for the next 3 years and to define areas of KSCL’s business to focus

on with specified results. It was determined that the plan should provide clear direction in;

o Determining what KSCL wants to accomplish,

o Supporting the Board & Leadership in decision making,

o Ensuring Stakeholders have a voice AND;

o Measuring our progress towards our goals.

The 2018-2021 Strategic plan sets out five key result areas for Kootenay Society for Community Living (KSCL). They are;

1. Deliver exceptional services that give choice, inclusion & quality of life a reality for people supported by KSCL. 2. Support self-advocacy for all people supported by KSCL by including leadership, personal development and

rights. 3. Build a workforce that reflects expertise, professionalism, mutual support and respect. 4. Enhance our community inclusion to further strengthen the profile of KSCL, our services and those we support. 5. Improve capacity of the Board of Directors to govern KSCL with a focus on recruitment & representing KSCL in

the community.

The strategic plan was forwarded to the Board of Directors January 2018 for final approval and implemented starting

February 2018 and running to June 2021. Both the Board and the Management team will develop yearly work plans to

move the strategic plan forward. At the discretion of the Board of Directors, the plan may be extended beyond the end

date. The plan was developed from input from Stakeholder surveys (Individuals, families, employees, community and

funders), the KSCL Performance Analysis Summary and a planning session held November 23, 2017 with KSCL staff and

Board of Directors.

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The Process In previous years, KSCL’s Strategic Plans were short term (1 year) and did not consider all the Stakeholders & Environment that affect

goals. In researching other Community Living agencies, it was identified three to five year Strategic plans gave adequate time to

implement the identified objectives and consider all factors that feed into the plan.

In November 2017, KSCL Administration staff, Senior Residential staff and Board of Directors underwent the task of developing this

Strategic Plan. The group considered all previously collected data, assessed the SWOT Analysis as a group and brainstormed how

KSCL could take advantage of the opportunities that emerged in five areas. The goal was to provide all stakeholders with a guide for

the next three years.

Review:

KSCL Mission, Vision & Values

Environmental Scan;

•Input from ALL Stakeholders

•Yearly Summary from the Performance Analysis of KSCL

SWOT Analysis

Assess the Data:

What emerged from the review?

Strategic Priorities (Long-

term Goals):

Yearly Objectives (a list of a few

objectives that advance your

goal)

Add o/s Goal from 2016-17

Strat.plan

Action Plans (details on how each objective

will be achieved)

A Written, 3 Year Strategic Plan:

Board Approval

Shared with ALL

Stakeholders

The Strategic Plan Put into Action

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Mission, Vision & Values

The Strategic plan is aligned with KSCL’s Vision, Mission and values to ensure the proposed actions move KSCL closer to realizing our

Vision and are compatible with its Mission.

VISION STATEMENT MISSION STATEMENT VALUES

Be the leading

inclusive

service provider

in

Community Living

What do we intend to

achieve?

We will

give support,

advocate,

and

provide services for people

which empowers them

to make choices

and

be included

in their Community

How will we achieve our

vision?

What will guide our actions?

We involve individuals & their family in service/program planning.

We welcome and respect everyone’s involvement.

We are responsive to each individual’s unique strengths, needs, desires, dreams.

We recognize all individual have the ability & potential to grow & develop.

We focus on teaching skills and knowledge to guide individuals to be independent.

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The Environment Scan A number of Environmental scans were factors that impact the multi-year strategic plan.

KSCL’s Stakeholder Feedback:

• 2 Life Domains identified in Include ME Survey to increase our efforts:

• Rights – what are your rights/how do people respect you/do you get to do the same thing as everyone else (ie. Vote)

• Self Determination – learning & doing different things/learning new skills to be independent/what are you interested in/do things that you enjoy & are important to you

Person Served:

• More choices of programming

• Family involved in ISPs ongoing

Family &

Caregivers:

• specific training was identified as Autism/other cognitive condition workshops, mental health training, Communication, and Team Work.

• More orientation, especially at higher medical needs house.

• Information is available via-Website/newsletter/staff meetings/All Regular & Casual staff meetings.

• staff to utilize our KSCL Website to stay informed events & planning Employee Appreciation: Ideas were discussed for events or get together.

Employees:

• Transition for youth to adult an issue;

• More community awareness

Funders, Regularity Bodies;

Community; Employers)

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KSCL’s Performance Analysis:

• Build a housing complex that combines 24/7 staffed residential & affordable housing complex to satisfy the need for diverse housing in Castlegar.

• Recruit potential Home Share Providers by advertising on websites and local media. • Dedicated, Supported Employment workers for SE clients/employees. • Transportation and maintaining the job for individuals

• A new Employer’s Handbook

• Explore new ideas for their individualized goals that may be supported in a group setting. • Provide opportunities for social interaction, • Facilitate access to the community

• Connecting with the younger families to design our activities

• Understand what appeals to today’s youth. • Connect with the High School Teacher’s Assistants to ensure awareness of our Youth Program and MCFD. • Deliver what engages today’s youth.

KSCL’s Advocacy Analysis:

• advocate for seniors aging in-place • promote individualized goals and activities that incorporate health & wellness; family & friend connection, and self-care

& life skills. • ensure goals are realistic and modify as needed at annual ISP’s to ensure the individual’s success. • foster natural supports and relationships to facilitate additional connections outside paid support

• Continue to instill 8 Life Domains (Include ME). • support individuals in maintaining friendships with peers

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KSCL’s Human Resource Analysis:

Recruitment & Retention

• Increase casual pool

• Ensure best hiring practices

• turnover rate for permanent employees was 2.8% and 6.1% for casual staff

• consider paying at high wage grid rate – Step 2 not Step 1 starting

• Total OT paid in 2016 = 1526.48 hours / $50,051.09

Health & Safety

• sick time used in 2016 was 5807.74 hrs

• 13 Permanent Employees who were on extended sick leaves (more than 2 weeks’)

• information sharing w/employees on LifeWorks program – weekly emails

• foster relationship w/ DMI to improve return to work

• keep staff trained

• risk assessments completed for each site.

• promote Health & Wellness program

Staff Training

• ongoing Professional development

• Competency training

• Job requirements

• Employee driven requests for training (ie Dementia)

• Listen to employees at All Staff Meeting & All Casual meetings

• working with Behaviour consultant – education/training

• build staff confidence / team work

Performance Management & Labour Relations

(Discipline & Grievances)

• controls in place with Manager on call 24/7 days/wk – rotate through Admin Staff

• immediate response.

• respond to grievances timely & resolve

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Demographic Trends:

• Aging population • Multi-culturalism & diversity aware

• Younger population want different services/programs

Economic Trends:

• Limited funds available to find workforce with education

• Increase in School district budgets – hiring Educational Assistants/Community Service Worker • Other agencies experiencing lack of qualified employees

• Limited population – 8000 Castlegar

Technology Trends:

• Privacy & safety risk on all computer • Train Staff on awareness of risks

• How to sustain outdated hardware, software & cell phones

Strengths, Weaknesses, Opportunities and Threats (SWOT) The SWOT analysis gave a clear picture of the five (5) areas where KSCL should focus the agency’s strengths, minimize threats, and

take the greatest possible advantage of opportunities. These Five areas will be KSCL’s Strategic Priorities;

1. Quality of Services 2. Self-Advocacy 3. Workforce 4. Community Profile & Inclusion 5. Governance

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Assess the Data: Each of the 5 Strategic Priorities required a written method to achieve the end result. Therefore for each Strategic Priority there’s a;

1. Long Term Goal - a statement of what we want to achieve 2. Objective – three to five objectives that advance the long term goal. 3. Action Plan – the details of how the objectives will be achieved, who is responsible, timeframe and prioritized.

The 5 Strategic Priorities:

Strategic Priority #1 – QUALITY SERVICES

• Goal: Deliver exceptional services that give choice, inclusion & quality of life a reality for people supported by KSCL.

Strategic Priority #2 - SELF ADVOCACY

• Goal: Support self-advocacy for all people supported by KSCL by including leadership, personal development and rights.

Strategic Priority #3 – WORKFORCE

• Goal: Build a workforce that reflects expertise, professionalism, mutual support and respect.

Strategic Priority #4 – COMMUNITY INCLUSION & PROFILE

• Goal: Enhance our community inclusion that strengthens the profile of KSCL, our services and those we support.

Strategic Priority #5 – GOVERNANCE

• Goal: Improve capacity of the Board of Directors to govern KSCL with a focus on recruitment & representing KSCL in the

community.

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Strategic Priority #1 – Quality Services:

The intent of this first priority is to make existing services more community based, tailored to individuals and to create new

options for everyone we serve.

GOAL: Deliver exceptional services that give choice, inclusion & quality of life a reality for people supported by KSCL.

Objective Action Plan

Who is Responsible When Priority 1,2,3 1. Social Enterprise – identify opportunities

a. access grants b. train staff to support business

Program Coordinators Kathleen

2018 #3

2. Strategy to respond to aging infrastructure & new build(s) a. timeline to deploy old assets b. capital cost spending per existing building c. consider changing clientele

Kathleen & Tim Annually #1

3. Advertising strategy to say what KSCL needs (ie. HomeShare providers)

a. window stickers for employers b. brochures for employers & handbook c. research local employers to meet their needs d. open house for employers

Kathleen Pauline

2018 #2

4. Emergency respite plan a. encourage respite, individualized funding, home

share opportunities & independent living

Program Coordinators

Annually #3

5. Cultural differences & diversity to meet changing communities

a. Human resources literature for awareness b. training staff

Brigette 2018 #1

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Strategic Priority #2 – Self Advocacy:

KSCL is committed to empowering everyone to take leadership roles on issues that affect them in their community and within

their services they receive from KSCL or other community partners.

GOAL: Support self-advocacy for all people supported by KSCL by including leadership, personal development and rights.

Objective Action Plan

Who is Responsible When Priority 1,2,3 1. Individuals rights, first & foremost

a. rights brochure Kathleen Program Coordinators

Annually #2

2. Self-Advocacy Training a. Staff training b. Individual Training – leadership & accessibility c. Community Resources d. Online training for self-advocates & staff

Program Coordinators SRCW

Annually #1

3. Advertising strategy a. Video on our services b. Video on rights (new video)

Kathleen Program Coordinators

2018 #3

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Strategic Priority #3 – Workforce:

KSCL recognizes that a positive work culture is the foundation of an effective organization. Developing a workplace that supports

continuous learning, creativity and team work is intrical to KSCL’s success as a leading service provider.

GOAL: Build a workforce that reflects expertise, professionalism, mutual support and respect.

Objective Action Plan

Who is Responsible When Priority 1,2,3 1. Strategy to recruitment

a. Consultant – to assist in the culture b. Employee Handbook – talk about the benefits c. Step/Grid – reconsider starting wage Step

Brigette Kathleen

2018 #1

2. Strategy to Retention a. Succession planning b. Mentorship program

Brigette Kathleen

Annually #1

3. Health & Wellness a. Brochure b. Information on KSCL Website

Brigette Kathleen

2018 #3

4. Staff Training c. Specific training – administrative training @ each site d. Information on KSCL Website

Brigette Kathleen

Annually #2

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Strategic Priority #4 – Community Inclusion & Profile:

KSCL recognizes that being well-known, respected and having a visible profile will enhance our efforts to make possible the

inclusion of people we support. This will impact our reputation and provide opportunities for collaboration and partnerships.

GOAL: Enhance our community inclusion that strengthens the profile of KSCL, our services and those we support.

Objective Action Plan

Who is Responsible When Priority 1,2,3 1. Advertising

a. Consultant b. Columnist to do an expose on KSCL c. Administrator for Facebook d. TV’s/advertise within the community boards e. Art Walk – local galleries f. Re-look at all Brochures

Kathleen Brigette

2018 #1

2. Partnership with other Services a. Bridge with high school/students to volunteer b. Contact existing groups (ie. Interact, Communities in

Bloom) c. Chamber – trade show volunteer

Kathleen Program Coordinators

2018 #2

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Strategic Priority #5 – Governance:

KSCL’s Board of Directors are volunteers who give their time & efforts to ensure an efficient, effective organization. The role of

leadership, oversight and managing itself shows a commitment to improve and provide continuity to whole of the Board.

GOAL: Improve capacity of the Board of Directors to govern KSCL with a focus on recruitment & representing KSCL in the

community.

Objective Action Plan

Who is Responsible When Priority 1,2,3 1. Recognize the expertise/connections

a. Place current Board of Directors on the KSCL Website (who/what/picture/knowledge)

Kathleen Brigette

Annually #1

2. Board education to Stakeholders of KSCL a. Board roles identified b. Consultant bring forward c. Invite Board of Directors to Trainings/meeting/events d. Newspaper – KSCL Board Functions highlighted e. Board Training – “how to’s”

Kathleen 2018 #2

3. Recruitment Strategy a. Retiring staff can sit on the Board after 2 years of

retirement b. Advertising @ the Tradeshow c. Board Brochures – new recruits

Kathleen Board of Directors

2018 #1