Josiah, Family Retreat, 2012

Transcription

1 Josiah, Family Retreat, 2012 Strategic Plan

2 elcome to Onward, our strategic plan. The priorities described within this plan will guide the ministry of Christian Horizons International group of companies over the coming years. We recently saw the completion of the Vision 2012 plan, and the successful implementation of many initiatives, projects and services. Together with stakeholders and partners from across the world, we have identified our three priorities for the future. Our first priority is to promote social inclusion by broadening our core services for people facing barriers. Second is to demonstrate our commitment to excellent employee and volunteer relations by investing in a highly skilled and committed workforce. Our third priority is to strengthen our relationships with partners and stakeholders, particularly within the faith community. As we met with many of you to define our priorities for the future, we heard a clear vision for Christian Horizons: seeing people with exceptional needs belong to communities in which their God-given gifts are valued and respected. With passion, dedication and commitment, we will continue to strive towards this vision. In 2015 we will celebrate our 50th Anniversary. We are grateful for our history and for those who have travelled with us along the way, including those who are touched by our ministry, team members, communities and partners. We are excited to continue building bridges, embrace opportunities and live out our mission of serving the person with exceptional needs. We thank God for each of you who make a contribution! Sincerely, Janet Nolan Chief Executive Officer 2 Family Retreat, August 2012

3 Karen and Christina, Family Picnic, 2012 Christian Horizons International group of companies is excited to begin our new strategic plan in. It is called Onward because it reflects our commitment to activities and goals that propel us forward. Onward is guided by three organizational priorities that will help us to live out our values, fulfill our mission and vision, and align with our Responding to the Call to Serve principles. These priorities will direct all of the work that we do across our whole organization. Each year these priorities will be adjusted and affirmed; then we will create new outcomes and goals for each priority that will guide specific operating plans for the year. 3

4 What drives us... Mission Serving the person with exceptional needs. Vision People with exceptional needs belong to communities in which their God-given gifts are valued and respected. Values We will honour God and value people in all we do and with all our resources. Responding to the Call to Serve Principles Christ-Centred Inclusion Servant Leadership Integrity 4 Uganda, 2011

5 Working together with our Ontario and Global employees, we chose three priorities that exemplify our mission, vision, values, and principles. Every year, we will establish clear outcomes for each priority and design operating plans to achieve the outcomes. The following pages include a detailed description of how we plan to achieve our outcomes in, as well as a summary chart of our operating plans. Please continue reading to gain further understanding of the priorities, outcomes, and operating plans that the Christian Horizons International group of companies will be engaged in. Promote social inclusion and broaden our core services for people facing barriers. More information on page 6 Demonstrate our commitment to excellent employee and volunteer relations and invest in a highly skilled and committed workforce. More information on page 8 Strengthen relationships with partners and stakeholders, in particular the Christian community. More information on page 12 5

6 Promote social inclusion and broaden our core services for people facing barriers. Outcomes and Activities ❶Diversify and access new funding streams: Recognizing the great need for Ontarians with disabilities to access supports and services, and the current financial constraints within the Developmental Services Sector, Christian Horizons is seeking creative ways to meet these needs. Currently, most of Christian Horizons funding comes from the Ministry of Community and Social Services (MCSS). We want to diversify and broaden our financial resource base so as to obtain funds from a number of different sources. Christian Horizons will access new funding streams through Per Diem Services in the Central and West Districts in. Per Diem Services means that services are provided by Christian Horizons, but the funding comes from somewhere other than MCSS. Christian Horizons will also work to strengthen our process for writing and submitting grant applications, with a goal of submitting at least one grant application in each district, in CH Canada, and in CH Global. Grants are funds that are awarded by governments, foundations, or corporations to organizations or individuals based on their merits and contribution to society. ❷Invest in community based development, capacity building and sustainable programs: The people that we support are our number one priority and Christian Horizons is committed to improving and expanding the services we offer. At the same time, we want to ensure that we are fiscally responsible and efficient in the way we provide services. In, Christian Horizons will inventory all of the non-group living service models, identifying what successes and challenges we faced when implementing non-traditional models of service and what tools were utilized in the process. By creating this inventory, districts can learn from each other, access existing tools, and be aware of potential challenges when replicating a similar model of service. Christian Horizons will work to identify people whose services may require alignment and create plans that meet individual s needs beyond a traditional model of group home living. In many communities there are examples of people transitioning to creative and sustainable support models that differ from a 24/7 model. Our plan will equip us to provide the right type and amount of support in a manner that is relevant to the needs of persons supported. 6

7 OUTCOME ACTIVITIES GOALS Diversify and access new funding streams Per Diem Services Grant Seeking Establish two new per diem services in the Central and West Districts Develop a process for writing and submitting grant applications and submit at least one grant application in each district, and in CH Canada and CH Global Invest in communitybased development, capacity-building, and sustainable programs Inventory current service delivery models Identify people whose services may require alignment, implement plans that meet individual's needs Complete inventory so districts can utilize existing tools and be aware of potential challenges when replicating a similar model of service from another district Increase the percentage of people supported in a service model matching their needs and abilities David and Ron, Houseboat trip,

8 Demonstrate our commitment to excellent employee and volunteer relations and invest in a highly skilled and committed workforce. Outcomes and Activities ❶Embed the Commitments to Employees and Employee Relations and Representation model into all aspects of improving employment conditions: Christian Horizons values our employees and volunteers, and celebrates their hard work and dedication to the people they support. To honour them, we strive to uphold our Commitments to Employees and to engage our Employee Relations and Representation Model as we seek to improve employment conditions. It is our intention that through the Commitments to Employees, leaders will clearly understand their responsibilities to their employees, and employees will clearly understand the commitments they can expect to experience within their work environment. In, Christian Horizons will help raise awareness of the Commitments to Employees through employee discussions with managers and through organizational communication. Christian Horizons is committed to constantly evaluating and improving employee relations. In , we will implement a number of improvements to strengthen our employee relations, including the development 8

9 Bobby and Emily Osas and Frank Jessie and Jason of a feedback tool for staff; regular, local Staff Relation Representative meetings; regular Joint Employee Association surveys; and a redesigned Peace Process to better equip leaders to resolve conflicts. ❷In Christian Horizons, implement the Developmental Services Human Resources Strategy Core Competencies: As part of the broader HR Strategy within Developmental Services, Christian Horizons will embed the Core Competencies within the organization. The Core Competencies model provides clear definitions of the characteristics that distinguish outstanding employees within Developmental Services from Direct Support Professionals, to first level Managers through to the Executive Director positions. The definitions help us understand expectations to perform exceptionally in our job and recognize the professional nature of each role. They also allow employees to know what competencies are important for other positions as they consider transitions and promotions within the organization. In, we will educate managers to identify the core competencies that their employees display and to coach and support these behaviours as part of their regular support meetings and staff development plans. Believing that the language we use affects our culture, and in dedication to the Core Competencies model, Christian Horizons will incorporate Core Competencies language into all areas of our organization from policies and job descriptions to staff development plans and more. Core Competencies create a consistent model for evaluating which staff have the behaviours required to succeed in a specific role. Christian Horizons will use the Core Competencies and behaviour based interviewing to recruit the best staff. Changes will include policy revision, recruiting forms and interview tool revisions, and training for managers on how to evaluate Core Competencies in an interview. 9

10 ❸ In CH Global, analyze and evaluate current systems to develop a sustainable and relevant human resources model: CH Global, which has unique circumstances different from CH Ontario, will be designing Human Resources, employee compensation, and attendance policies that reflect best practices for a global Non-Government Organization (NGO). CH Global will be a key voice within the CH International group of companies to articulate policies regarding intercompany employee relations. As CH Global works within many cultural contexts, we desire to articulate clearly our values and work with in-country leaders to determine how those values are lived out within the context of each country. A woman in Ethiopia participates in a CH Global entrepreneurial initiative, Girls in Guatemala, who are part of CH Global s Children Services, Christian Horizons (Ethiopia) staff met with Eugene Versteeg, Ethiopia, 2013.

11 OUTCOME ACTIVITIES GOALS Embed the Commitments to Employees and Employee Relations and Representation model into all aspects of improving employment conditions Intentional Communication Implementation and Strengthening Structures Raise further awareness and application of the Commitments to Employees Implement a number of improvements to strengthen our employee relations Train Managers and Direct Support Staff on the Core Competencies model Educate employees on the Core Competencies they require to excel in their role Implement and Embed the Core Competencies model at Christian Horizons Embed Core Competencies Language Change Recruiting Practices Developing clear HR practices for CH Global, especially as it relates to inter-company employment Revise internal policies, documents, and forms to incorporate Core Competency terminology Train managers on how to interview and evaluate Core Competencies in an interview Create clear guidelines for employees to support movement between companies (e.g. CH Ontario to CH Global) In CH Global, analyze and evaluate current systems to develop a sustainable and relevant human resources model Implement employment contracts unique for CH Global employees Review and adjust Human Resources policies within CH Global Articulate broad values CH Global holds regarding commitments to employees across different countries Organize attendance and compensation relevant to the work of CH Global employees Structure employee compensation and insurance in an appropriate manner relevant to global nongovernment organizations that values employees Gather input and feedback from CH Global employees on what a healthy employer and employee relationship entails within each country 11

12 Strengthen relationships with partners and stakeholders, in particular the Christian Community. Outcomes and Activities ❶ Equip the Organization to grow and leverage relationships with church communities in Ontario: Christian Horizons recognizes the need to communicate effectively with denominational leaders and local churches the importance of a dynamic stakeholder relationship with Christian Horizons as we exist to serve with the Church. In, we will work to strengthen our existing relationships and develop new relationships with church communities in Ontario by researching to better understand the needs of church communities, and developing resources to share. ❷ Develop and implement a comprehensive communication strategy: Christian Horizons will develop a communication strategy to increase public awareness of our organization and connect intentionally with our stakeholders. We will work to create consistent messaging found in promotional and informational materials, and increase and strengthen our online presence with improved social media and website usage. To provide clarity in communication with families and community members, we will update our district newsletter template to better inform, feature international and provincial stories, and remind stakeholders of our mission, values, principles and organizational priorities. Facebook.com/FriendofCH twitter.com/chorizons ❸ Leverage Opportunities to strengthen committed relationships between Christian Horizons and local communities in the countries in which CH Global operates: With a focus on building community capacity, CH Global will identify markers that allow more accurate ways to measure growth. Key partners in building community capacity include the local church and government. We will work to assess relationships, to identify gaps and opportunities, and to strengthen and leverage these relationships. 12 Participants in a CH Global tailoring program, Ethiopia, 2013.

13 OUTCOME ACTIVITIES GOAL Equip the organization to grow and leverage relationships with church communities in Ontario Church Communication Plan Research and Environmental Scan Define our key messages to share with the church community and develop the tools to deliver that message Conduct research to determine the type of relationship Christian Horizons has with each of our donors and external stakeholders so that we can engage appropriately with them Develop and implement a comprehensive communication strategy Leverage opportunities to strengthen committed relationships between Christian Horizons and local communities in the countries in which CH Global operates Create Consistent messaging through promotional/ informational materials Increase and strengthen our online presence with a focused social media strategy and improved website Utilize existing district newsletters to inform stakeholders and increase partnership Identify markers that indicate community capacity Assess relationships with local church communities within Assess relationships with local governments within each country Create and update promotional and information materials to ensure our key messaging is current and aligned Raise the profile of Christian Horizons within the virtual communication network Create consistent messaging throughout the organization and to stakeholders by designing a newsletter template Devise a process to measure community capacity growth in the communities where CH Global is working Identify gaps and opportunities to strengthen relationships with church communities Identify gaps and opportunities to strengthen relationships with local government 13

14 On November 19, 2012, Janet Nolan and the senior leadership team welcomed ministry representatives to Corporate Office. Susan Ross, Community Program Manager; Alayne Langerak, Lead Program Supervisor; Marg Rappolt, Deputy Minister of Community and Social Services; and Vince Tedesco, Central West Regional Director. Laurie opened her first bank account at RBC, Dariel, proudly displaying the medals he won swimming at the Special Olympics, Students in South Sudan, part of CH Global s Children Services,

15 We are excited to move forward with our plans for this year. As a way to keep people informed, we will be sending updates throughout the year. If you are interested in receiving these, please communications@christian-horizons.org to be added to our list! We encourage you to visit our website at where we will post updated stories, videos and our progress with our outcomes. Byron, enjoying the garden, 2012 The three strategic priorities will continue to be relevant over the next number of years. We welcome your feedback on our plans. You can send an to communications@christian-horizons.org with your thoughts and suggestions. If you are an employee, you can also talk to your supervisor. Brian and David, Coffee House, 2013 Howard Central District 15 Shelley and Linda, Disney Trip, 2012

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