Next Step to Active Living (NSTAL) Planning and Organizational Review Project

Next Step To Active Living (NSTAL) Planning and Organizational Review Project

A Request for Stakeholder Input

The Next Step to Active Living (NSTAL) Program in Mississauga is engaged in a planning and organizational review project to identify future directions and establish an optimum organizational structure. The planning process is being out carried with extensive stakeholder involvement. This discussion paper has been prepared to inform you about the project and solicit your responses to the emerging directions for the program.

The Process to Date

The NSTAL Executive Committee established project terms of reference and selected an external consultant in June 2007 to facilitate the planning and review process.
The work plan was discussed and finalized at a start-up meeting with the project consultant on July 18, 2007.
The consultant then reviewed relevant information and conducted interviews with key stakeholders in order to complete a preliminary environmental scan.
On October 4, 2007 the NSTAL Executive Committee and program staff participated in a full-day strategy development session. They reviewed and expanded the environmental scan data, engaged in visioning activities and developed draft high-level goals for the program.

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" that will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed.

You can complete this form on line below and it will go directly to the consultant. You will have a chance to edit your comments after you press “Submit”. Focus questions have been provided to guide discussion and feedback. Your responses must be received by the consultant by Friday November 23, 2007.

The Executive committee and program staff will meet again on November 29 to review the feedback from this discussion paper, finalize the mission, vision and goals, assess organizational options and prepare a detailed implementation plan. The plan will then guide the growth and development of NSTAL over the coming years.

November 7, 2007

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for NSTAL was assembled from the environmental scan and input at the October planning session.

Strengths:	A unique program Preventative focus Welcoming, individualized and flexible A good social outlet for participants Dedicated staff with years of service Teamwork and camaraderie Positive word of mouth promotion from participants Support from facility staff and management
Weaknesses:	Autonomy - not a separate organization Space for administration and programming Accessibility limits participation Low profile and visibility Perception that program is only for seniors Transportation in the area Lack of community programs suitable for program graduates Policies and procedures not fully developed Low pay scale and part-time status of staff
Opportunities:	Expansion of sites and services Partnering to develop new programs Expansion to other regions Aging population Younger population with acquired disabilities Increased awareness of people with disabilities Community development re: Phase IV opportunities Raising the profile of the program
Threats:	CCAC's lack of knowledge about NSTAL Inappropriate referrals Funding focus on activity volume Political changes Participants not moving to community activities Small program "getting lost" in the LHIN Long-term sustainability
Any initiatives undertaken by NSTAL 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 AND VISION

Mission Statement

A mission statement should be a clear statement of the purpose, mandate and "business" of an organization. NSTAL's mission statement was reviewed and revised at the planning session and appears below:

The Next Step to Active Living Program offers a supportive environment for adults aged 21 and over with acquired physical disabilities. Community integration to promote a positive independent lifestyle is facilitated through individualized therapeutic choices in a community recreation setting.

Focus Question:

Have any important elements of NSTAL's mission been overlooked in this statement?

Feel free to suggest revisions to the mission statement.

Vision Statement

A vision statement describes the "preferred future state" of an organization and its stakeholders. Planning session participants completed a visioning exercise to identify the following elements of a preferred future for NSTAL:

Expanded programs and locations
A solid and stable resource base
High profile and broad-based recognition

The following vision statement is proposed:

The vision of the Next Step to Active Living Program is to be the model of choice for empowering participants to optimize their quality of life.

Focus Question:

Have any vision elements been overlooked?

Feel free to suggest revisions to the vision statement.

EMERGING DIRECTIONS

The following high-level draft goals were developed at the strategic planning session.

Service Development

1.1  Increase involvement in planning at the facility level and become more involved
       in the wellness component at Huron Park.
1.2  Pursue new sites through relationships with other community centres.
1.3  Review the structure of Phase 3 and Phase 4 programs.
1.4  Educate and facilitate the movement of participants to other physical, leisure and
       recreation programs in the community.
1.5  Develop a plan to resolve issues regarding the CCAC referral process.
1.6  Explore outreach activities within the community through partnership with
       organizations such as the Living Arts Centre, Michael's, Home Depot, etc.

Profile and Awareness

2.1  Develop a marketing program for NSTAL with key message elements and a
       multi-media plan to target the community, health care providers, other agencies
       and professional groups and organizations.
2.2  Raise the knowledge and understanding of NSTAL by the LHIN and other
       potential funders.
2.3  Advocate on behalf of the program and its participants with municipal and
       provincial politicians.

Organizational Development

3.1  Investigate the desirability and feasibility of becoming a charitable organization.
3.2  Pursue improvements in physical plant by seeking out a separate and functional
       administrative space, more accessible recreation space and exclusive use of
       permanent storage space.
3.3  Secure funding for renovations.
3.4  Outsource or purchase service staff to carry out marketing, administration,
       policies and procedures and financial administration.
3.5  Explore the feasibility of a separate staff contract and upgrading staff to full-time
       status.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Have any important goals been missed?

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

Comments and Suggestions

Feel free to make any other comments or suggestions to assist with this planning initiative:

Individual/Group completing form: (Optional)

Your input is greatly appreciated.