Strategic Planning Process
In March 2008, FST launched a new strategic planning process with a planning forum aimed at creating a shared understanding of the environment within which FST works. Three dynamic panels addressed how the City is changing, how services are responding and the best role for City-wide organizations. The day finished with a presentation on thriving in challenging times. Between the panels, the 112 community partners, staff and board members attending generated a total of 405 opportunities for FST emerging from the presentations. Formal evaluation results and verbal feedback about the day were very positive with 98% indicating they had a better understanding of what is happening in Toronto as a result of attending the forum and 99% indicating they believe the ideas presented at the forum provided a solid foundation for FST to discuss strategic directions.
An important part of the strategic planning process has been the use of the innovative Appreciative Inquiry (AI) methodology. AI identifies what is working well within organizations and builds upon these strengths. Twenty-two board members and staff from across the organization were oriented to AI and how it can be used to gather input from a variety of stakeholders. These individuals then interviewed 89 clients, community partners, staff and board members. This feedback informed a second meeting of interviewers to identify themes from the interviews.
A second forum in April 2008 provided 104 community partners, board and staff members with the opportunity to reflect on what we’d learned in the strategic planning process. Groups met to further develop the themes emerging from the planning process and reported back on the potential for FST to move forward on each theme. A “dotmocracy” vote was used to prioritize themes people believed hold most potential for FST.
Family Service Toronto Strategic Plan 2009-2012 7 Based on all of the information collected, a document containing proposed strategic directions as well as a new vision, mission and values formed the basis for a series of consultations in the summer of 2008. A total of 88 staff and managers participated in six consultation meetings. Board members were invited to provide feedback. In addition, 13 community partners were consulted. Themes emerging from these consultations have been incorporated in this document. Throughout the process, a working group of community partners, board, staff and management provided excellent guidance.
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