FST Strategic Directions 2009 -20121
1. Enhance Accessibility and Responsiveness of Programs and Services
In keeping with FST’s commitment to serve individuals and families who face barriers to inclusion, FST programs and services are located in neighbourhoods across Toronto in response to residents’ needs. FST staff are a part of the planning and development of community hubs in the priority neighbourhoods, and in other neighbourhoods as well, where the needs are great and FST’s services are essential. FST staff work in multi-program teams with the mix of programs involved being based on the needs of the neighbourhood and the strengths of partner organizations involved in each endeavour. Some team members are colocated while others are itinerant. Strategies for ensuring good communication and support across locations are in place. FST is rigorous in assessing and improving the accessibility of our programs and services. We pay particular attention to being accessible to individuals and families that face barriers to inclusion. Accessibility includes models of service, wait times, languages, locations, physical facilities, fees and when service is offered. FST’s staff, management and board membership is reflective of the diversity of Toronto.
2. Diversify Social Advocacy
FST is a leader in advocating for social change on a broad range of issues identified through our work. FST advocates for public policy grounded in social and economic justice. Having built solid relationships with community leaders, activists, academics, government, policy makers and media, FST is sought out as a strong and credible voice on community and social issues. FST has an active Social Reform Advisory Group comprised of board, staff and community members that provides advice to the Social Reform Unit. Clients, community members, staff and board have capacity to take action on public policy issues, supported by the Social Reform Unit.
3. Cultivate a Resilient FSEAP
Extending the mission of FST by delivering counselling, coaching and specialized behavioural programs designed to build resiliency and create healthy workplaces to thousands of individuals and families, it also provides financial support for FST’s community programs. Family Service Employee Assistance Program (FSEAP) is innovative, agile and responsive to the ever-changing needs of business, anticipating trends and holding itself accountable to demonstrate results. The learning from this work is useful to all FST programs, providing insight and reflection on emerging trends and issues in the community-at-large. FSEAP is a successful social enterprise. Recognized internationally for the quality of its programs, FSEAP meets the needs of its business partners while building capacity in the community which FST serves.
4. Foster a Healthy Community Social Services Sector
As a city-wide organization, FST recognizes its responsibility to be a leader in building a healthy community social services sector through being a strong partner in planning and coordination initiatives. FST works with partners to build upon the strengths of organizations, identify gaps in service and collaborate on how best to fill them. For the community, this results in more responsive and accessible programs and services. FST works with partners to bring boards of community social service organizations together to develop strategies for preserving and enhancing the sector as a critical part of civil society. Together the boards advocate with a powerful voice for a healthy sector with all levels of government.
5. Deepen the Learning Organization
FST exemplifies the ideal learning organization. An atmosphere of trust and risktaking enables creativity and innovation in programming and operations. Ongoing reflection provides opportunities to learn and improve. Open and ongoing communication within teams and across teams produces many examples of crossteam collaboration. Individuals provide input into the decisions that affect them and decision-making processes are transparent. Opportunities for learning and improvement are identified by all stakeholders. Staff have challenging work assignments and opportunities to exercise individual leadership on behalf of the organization.
6. Build Capacity through Research and Evaluation
FST bases its work on knowledge gleaned from ongoing research and evaluation. A well-defined research program involves academic and community partners in generating knowledge that advances the work of the community social services sector and social reform. Research and evaluation projects include the voices of clients and community participants. Outcomes are identified and measured for FST’s work with clients and communities. Results of research and evaluation projects are disseminated within FST and in the community, ensuring knowledge translation. FST monitors results in all aspects of its work using identified indicators. With a comprehensive picture of whom we serve, we know that our efforts to improve accessibility and responsiveness are successful and that we are serving the residents of Toronto who need us most.
7. Promote Operational Excellence
FST does not rest on its laurels – it is always looking for ways to ensure that its operations are effective and efficient in support of its work to strengthen individuals, families and communities. Program and service environments are accessible, welcoming and safe for clients and staff. FST is successfully accredited and uses participation in accreditation as an opportunity for learning and improving in relation to systems and practices across the organization. FST is an employer of choice, attracting and retaining an exceptionally talented and diverse work force.
8. Strengthen Financial Sustainability
FST explores innovative ways of delivering programs, services, social reform and administration, making effective and efficient use of its funds. FST’s financial sustainability is supported by a culture of philanthropy, a burgeoning endowment and an operating budget with appropriate levels of core funding from all funders.
1 Note: The strategic directions are written as “provocative propositions”, an Appreciative Inquiry method that describes strategic directions as a future state – what would exist if the strategic direction were realized.
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