Strategic plan

Over the past decade, we have seen high daily numbers of youth with increasingly complex needs stay with us 50 per cent longer. In our recent youth survey, more than 40 per cent reported to have seen a psychiatrist for their mental health concerns, 26 per cent had been involved with child welfare and about 30 per cent identified as LGBTQ+. In the past four years, we have seen a 300-per cent increase in the number of trafficking victims we serve.

Our 2013-2017 Strategic Plan worked to address the growing demand and the needs tied to these findings and we were able to meet and, in many areas, exceed our goals. However, the need for support for our youth remains high and we must continue to ensure our work has a transformational impact.

To build on the progress achieved through our 2013-2017 Strategic Plan, we embarked on a planning process in late 2016 to review our strategic priorities and goals and develop a new five-year plan.

A multitude of partners and stakeholders, including staff, volunteers, service agencies and networks, Board members, donors and other constituents, provided input.

Additionally, we completed an awareness survey and a comprehensive environmental scan and sector analysis of other local, national and international youth service providers to further supplement the data from which we built our new strategy.

We need to continue to find opportunities for more housing options and ensure our programs effectively meet the needs of our youth, particularly in our shelter and in the areas of life skills programming and support for youth with mental health issues.

Five strategic priorities emerged:

    • Housing and aftercare - expand housing options in the community, offer more customized services in our crisis shelter, extend services to non-residential youth and maximize usage of existing beds.

    • Health and well-being
       - increase mental health and addiction supports through community partnerships, enhance model of care for internal program delivery and strengthen life skills workshops and recreational programming for youth.

    • Education and employment - expand employment and job training options through community partnerships, possibly pilot another in-house job training program and increase educational opportunities and enrolment in these programs.

    • Prevention and early intervention - increase engagement with family reconnection, expand homelessness and trafficking prevention programs in schools and anti-trafficking presentations in industries that come in contact with victims and launch a mass media sex trafficking prevention campaign.

    • Organizational capacity - invest in human resource development, improve administrative infrastructure, increase public awareness of issues, strengthen advocacy initiatives, enhance evidence-based research and evaluation, expand funding sources and align long-term real estate and monetary asset planning.
      Click here for a PDF brochure (2.39 MB) with more details on how we will pursue each of these priorities as part of our 2018-2022 Strategic Plan.


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