Copernicus Lodge Strategic Planning Process

COPERNICUS LODGE
Strategic Planning Process

A Request for Stakeholder Input

Copernicus Lodge is in the process of developing a strategic plan to assist in our planning for the next three to five years. The strategic plan for the organization is being developed with the extensive involvement of our internal and external stakeholders. This discussion paper has been prepared to inform you about the project and solicit your input to Copernicus Lodge's emerging directions.

The Process to Date

Members of the Copernicus Lodge Board and Executive Director established project terms of reference in early 2009 and selected an external planning consultant to help facilitate the process.
The consultant completed an "environmental scan" through a review of documented information, focus groups with staff, residents, volunteers and family members conducted in July, and interviews with representatives from key external stakeholder groups carried out in August 2009.
On September 16, 2009 about 30 members of the Board and management team participated in a full-day facilitated planning session at the Six Points Sheraton. The group reviewed and expanded the environmental scan information, engaged in visioning and idea generation exercises and developed the preliminary versions of the strategic directions that are reflected in this paper.

What Happens Next?

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" which will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed. Responses must be received by Friday, October 23, 2009.

The plan will be refined based on input received and management and staff will prepare a preliminary implementation plan in late October. The plan will then be reviewed by the Board in November and used to guide our growth and development over the coming challenging years.

DRAFT - September 28, 2009

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for Copernicus Lodge was assembled by participants at the April planning session.

Strengths:	Polish focus Dedicated, caring staff and volunteers Strong Board and management Quality care Broad spectrum of services Community links Networked with other organizations Location Attractive facilities Positive reputation
Weaknesses:	Resource constraints Staffing levels Succession planning Internal communication Landlocked site Parking and traffic
Opportunities:	Expansion of locations and services Greater community connections Expanded partnerships Resource sharing Training/sponsorships Increased fundraising Increased profile Use of technology
Threats:	Economy Changes in the neighbourhood Generational changes Decreasing numbers of polish staff Increasing complex care requirements Increasing regulations Competition from other LTC homes Potential impact of LHIN policies Potential for staff burnout
Any strategic initiatives undertaken by TRCA Education will need to build on strengths, rectify weaknesses, capitalize on opportunities and address threats.

Focus Question:

Should any other strengths, weaknesses, opportunities or threats be considered?

Strengths:
Weaknesses:
Opportunities:
Threats:

MISSION STATEMENT

A mission statement should be a clear statement of the purpose, mandate and "business" of an organization. The Copernicus Lodge mission statement was reviewed at the September planning session and appears below with some minor revisions:

Copernicus Lodge is a not-for-profit organization originated through the works of Canadians of Polish origin. We provide the highest quality of service through a resident-driven continuum of care to meet changing needs of our aging community. Copernicus Lodge fosters a caring Christian environment and Polish atmosphere that has been an integral part of their lives.

Focus Question:

Feel free to suggest revisions to the mission statement.

VISION ELEMENTS

A vision statement describes the "preferred future state" of an organization and its stakeholders. Focus group and planning session participants completed visioning exercises to identify the following elements of a preferred future for Copernicus Lodge:

A continued strong polish "niche"
Expanded facilities and services
A solid and stable resource base
A strong leadership profile

Focus Question:

Have any vision elements been overlooked?

Feel free to suggest wording for a vision statement.

VALUES

Values are those beliefs that guide an organization as it discharges its mission in pursuit of its vision. The Copernicus Lodge "Accountability Framework" outlines four broad values:

Integrity:	Being trustworthy and honest; doing what we say we will, while being transparent; acting responsibly; committing to the cause.
Communication:	Listening; being enthusiastic, positive, open-minded and responsive; respecting/acknowledging ethnicity; taking a professional approach.
Compassion:	Being empathetic; being resident focused; being patient, caring and understanding.
Respect:	Honouring resident's choices and individuality; accepting and embracing cultural and religious beliefs; promoting privacy and ensuring confidentiality; treating everyone with dignity.

Focus Question:

Have any important values been overlooked?

EMERGING GOALS

The following preliminary draft goals were developed at the planning session. They relate to physical expansion, organizational development, program development and the external profile of the organization.

Physical Expansion

1.1  Assess community needs.
1.2  Identify development initiatives planned by other organizations.
1.3  Explore potential partnerships for expansion of facilities and services.
1.4  Determine availability of land/buildings as possible expansion sites.
1.5  Develop a capital plan and fundraising strategy.

Organizational Development

2.1  Develop an effective succession planning program for front-line and management staff.
2.2  Improve internal communication and collaboration.
2.3  Institute employee and volunteer recognition programs.
2.4  Establish recruitment partnerships such as mentorship, job shadowing, youth groups and
        schools, and Canadian/Polish government immigration sponsorships.
2.5  Increase the use of technology in administrative and client care operations.
2.6  Continue regular fundraising activities and events and develop new initiatives.

Program Development

3.1  Continue to maintain and build on high standards of care and services.
3.2  Explore new and enhanced service initiatives such as expanded day programming,
        social work, supportive housing and language instruction.
3.3  Upgrade common areas and rooms.
3.4  Increase intergenerational programming.
3.5  Develop additional transportation options.

Profile

4.1  Increase public awareness of Copernicus Lodge and its success in providing high
        quality services to Polish seniors.
4.2  Expand ties with Polish groups and organizations in the local community and
        across the GTA.
4.3  Maintain effective relations with the Local Health Integration Network and other
        government bodies.

Focus Question:

Are there any suggested revisions to the draft strategic goals?

Expansion:
Organizational Development:
Program Development:
Profile:

Have any important goals been missed?

What do you feel should be the most important priority for Copernicus Lodge in the next year?

Background Information

Staff
Volunteer
Resident
Family Member
External group or organization
Other

Name: (optional)
Organization: (optional)