Solidify /

Match Organizational Capacity to Mission

As NYWS leans into its Theory of Change, we have developed the following strategic directions to guide us along the way.

Rooting down into its reason for being, NYWS will engage in capacity building across the organization to strengthen systems and align our values. NYWS has a history to build and grow from. It has a new management team emerging after a long period of uncertainty, and it has a strong basis from which to understand its strengths and opportunities. Continuing to ensure the right people are in the right positions, supported and able to fulfill their roles, will help ensure future sustainability.

Funding is a sectoral challenge that impacts staff recruitment and retention, quality of service, and, ultimately, viability. Coherent systems, policies and procedures across all areas of the organization will bolster the strong mission and vision, and bold Theory of Change that motivates the NYWS Board, staff, funders, donors and community supporters. Boards of Directors and senior managers need to have robust fundraising strategies and implementation plans in place. Significant time and strategic energy needs to be focused on establishing and maintaining relationships with donors and funders. This requires strengthening strategic leadership capacity to attend to this critical plank in the organization’s sustainability.   

To solidify its strengths and manage risk, objectives
in this strategic priority will be to:

Build our equity/ARAO bench strength, including clear and accountable organizational training and program framing
Ensure a learning environment that builds from past experience to educate, reframe, heal and move forward
Clarify policies and procedures related to ARAO throughout all areas of operation

1.1

Build on and Implement
a Clarified Feminist, Intersectional ARAO Framework

1.2 Staff Wellness/ Management Philosophy 

Engage the union in positive relationship building
Create and implement clear staff supervision processes, core competencies, career support and annual performance reviews
Invest in the training, follow-up and accountability to realize a fully developed approach to being a trauma-informed workplace that includes a robust vicarious trauma framework
Implement an explicit and overarching management philosophy that brings alive the vision and mission in daily operations and in the relationships among clients, staff, management, and the board of directors
Plan for the succession of key roles throughout the organization

1.2

Staff Wellness/
Management
Philosophy

1.3 Communications Planning and Implementation  

Create and implement a plan for open, predictable, multi-directional and accountable internal communication
Create internal capacity to develop and execute on communications planning and strategy that defines and targets external audiences, including donor outreach, relationship building and maintenance

1.3

Communications
Planning and Implementation

1.4 Diversification of Fund Development

Advance funder, donor and community engagement
Develop a fund development plan and implement a strategy that ensures a diversified stream of revenue and multi-year funding commitments to stabilize and sustain core operations as well as the goals of this Strategic Plan

1.4

Diversification of
Fund Development

1.5 Community Relationship Building 

Develop an engaged community with interest in creating strong services and system change
Define our communities of engagement (such as neighbourhood, Toronto-wide, GTA, province and national) and devise realistic and achievable methods of engagement

1.5

Community
Relationship
Building

1.6 Governance Strengthening

Continue to strengthen and diversify the composition of the Board of Directors. Ensure that the Board is fostering the development of leadership at the intersections of multiple identities, skills and perspectives, including those with lived experience
Engage in board governance training and annual board work planning
Implement an intentional governance development and renewal strategy with targets that match our strategic priorities and further our Theory of Change Ensure annual operational planning that is board reviewed

Governance Strengthening

1.6

1.7Ensuring Robust Systems and Processes

Ensuring we have the right IT, Human Resources and client management software, processes and procedures across the organization

1.7

Ensuring Robust
Systems and
Processes

Solidify /

As NYWS leans into its Theory of Change, we have developed the following strategic directions to guide us along the way.

Objectives

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1.5

1.6

1.7

1.1

1.2

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1.5

1.6

1.7

Solidify /Crystallize /Transform /