Calgary Alternative Support Services Inc.

2019 - 2020 Strategic Plan

CASS 2019-2020 Strategic Plan - Page 2 of 6

CASS Overview

Calgary Alternative Support Services, (CASS) started in 1988 to address the segregation, isolation and limited opportunities available to people with disabilities. CASS enlists and develops ‘inclusion advocates’ to support people with disabilities to discover and contribute their unique strengths and talents. Our work is about making community connections. Whether it’s a finding a place to live, getting a job, or connecting with opportunities for participation and learning, CASS serves people and helps to make the community accessible to everyone. Our commitment to the people we serve is to help them overcome the barriers which interfere with inclusion. Our commitment to the Calgary Region is to help communities enlist the participation, diversity and human contributions needed for success. Through the opportunities and connections that CASS facilitates, citizen advocacy for diversity and inclusion is inspired. This is how CASS and the people we serve strengthen community. We think community engagement means people working collaboratively, through inspired action and learning, to create and realize bold visions for their common future. As community engagement increases, citizens move from being passive to taking active leadership roles. As leaders, citizens can have a powerful influence and effect on the life of their communities.

–Tamarack Institute for Community Engagement

People with disabilities experience marginalization, stigma, poverty and limited perceived societal value. CASS works toward decreasing marginalization and increasing the inclusion and value of our clientele.

Vision

Diverse and inclusive communities where all members are engaged and valued.

Mission

CASS facilitates connections and opportunities that promote personal development and inclusive communities.

Mandate

CASS is committed to building diverse and inclusive communities. CASS provides person-centered supports to youth and adults with disabilities or barriers. We support people to have greater overall well-being through housing, employment, life skills development, community involvement as well as opportunities to develop social networks and engage in valued roles in their communities.

CASS 2019-2020 Strategic Plan - Page 3 of 6

Our Values

Community Development

Self-determination

Partnership and Collaboration

Fun

Authenticity

Social Inclusion

Resiliency

Courage

Continuous Learning and Development

Human Rights

Safety

Stakeholder Engagement Summary

CASS conducted a Workplace Psychological Health and Safety survey in July of 2018 with 109 Employee Respondents. The CASS Senior Leadership Team has familiarized themselves with the results of this survey and assigned follow up to the CASS Psychological Health and Safety Committee who continue to meet throughout the year and provide feedback to the SLT around employee well-being and engagement and fostering a healthy workplace culture.

CASS social media platforms capture stakeholder feedback and commentary about CASS on an ongoing basis. Members of the CASS Communications Committee review and share this information on an ongoing basis.

CASS has initiated and continues to support a ‘Client Advisory Group.’ Building self-advocacy skills and creating a platform for ‘voices of lived experience’ to be formally heard within CASS is the intent behind this group – although there are many other benefits.

The above three engagement opportunities / mechanisms are being reported on and utilized within this strategic plan. Other ongoing engagement mechanisms not formally addressed within this strategic plan include:

Service evaluation is utilized with CASS clientele as well as with employers connected to CAES.

Funders provide direct feedback to CASS Coordinators and Senior Leadership Team members intermittently throughout the year.

Guardians, relatives and other involved agencies provide feedback to CASS staff on an ongoing basis. This is often shared to directors and plays a role in informing our work.

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S.W.O.T. Analysis

Strengths Weaknesses Mitigation

Committed Staff Employment/Training

Compliance

Prepare the Agency for

Future Growth by Realizing

Administrative Efficiency and

Effectiveness Quality of Work Recruitment Strategies

Diversity of Staff Performance Metrics Enhance Employee

Engagement and Wellbeing

and Protect Psychological

Health & Safety

Smart Leaders Data divergence / absence Build Capacity to manage

CASS Financial Complexities

Improve CASS Governance

Financial transparency

Knowledgeable Evaluation Criteria

Excellent Reputation w Funders Growth Management

SLT – clear decision making

Good Collaborations Implement an Agency

Communications Strategy

Improve CASS Governance

Community Relationships Growth Management

Excellent Reputation w Funders SLT – clear decision making

Org Structure - silos

Communications

CASS 2019-2020 Strategic Plan - Page 5 of 6

Opportunities Threats Mitigation

Innovative approaches to

efficacy & self-assessment

Increase in # of complex needs

clientele with low $

Innovation, Funder

Relationships

Program Growth vs increasing

independence of clientele

Staffing needs for complex

clientele

HR Recruitment and

Engagement Strategies

New Funders No control of funding Diversification of Revenue

New Partnerships/Collaborations Political Changes Partnerships/Collaboration

Limited succession plan Enhance Governance

Model

Involving other CASS Programs

CASS 2019-2020 Strategic Plan - Page 6 of 6

Strategic Objective Desired Outcomes Timeline PMR* Actions/Ideas

1. Implement an Agency Communications Strategy

Improved Brand & Unified Message Increased Community Engagement Increased Staff Engagement Improved Agency Performance

April 2020

Communications Committee, Programs &

Website Contractor

Update CASS website (with a focus on the public pages) and make it more mobile friendly Engage in a #CASS community Campaign focused on story-telling and showing the community

not just “what CASS does” but also “why CASS does it” Create and share CASS Annual General Reports Communicate the importance of a branding and communications strategy to staff to promote

buy-in and participation Share CASS Strategic Plan via email / website

2. Enhance Employee Engagement and Wellbeing and Protect Psychological Health & Safety

Support Staff Morale / Engagement Improve HR Protocols, Staff Retention

and Performance April 2020

SLT, Psych. Health and

Safety Committee, HR

Review and respond to the 2018 Guarding Minds @ Work Survey – identify specific civility and respect / workplace inclusion behaviours, expectations and metrics

Respond to ‘recognition and reward’ segment of GM@W survey including development of formal ‘Employee Recognition’ program and exploration of compensation strategies

3.

Build Capacity to manage CASS Financial Complexities

Improved Allocation, Monitoring and Accessibility of Financial Resources

Strengthen Organizational / Finance dept. Sustainability / Resiliency

April 2020 Senior

Leadership Team Admin / Finance

Implement new HR/Payroll system to realize greater efficiencies in HR/Payroll/Finance interface

Bolster Finance department with the addition of another Payroll position Develop and refine agency budgets in MS Dynamics NAV

Develop Business continuity / strategy around potentially fluctuating resources Develop documentation protocols around all finance / contract positions Develop additional financial reporting tools to support the agency, programs, and supervisors

using Jet Reports 4. Develop Administrative

Efficacy Strengthen Stability and Sustainability Ensure Business Continuity Improve ability to meet needs of staff

and programs April 2020

Senior Leadership Team HR/ Admin Team

Implement new HR/Payroll system to realize greater efficiencies (as above) HR – develop a Recruitment and Talent Management Strategy Review / replacement of EA and her duties / cover-off (MJ / Tara) Implement a Support Ticketing System to promote accountability, transparency, and metrics Evaluate the merit and feasibility of implementing EFTs for Employee Expense Claims

5. Improve CASS Governance A More Representative Agency of the People and Programs we Support

Effective and Accountable Leadership

April 2020

Senior Leadership Team

/ Resource Facilitator

Implement monthly Leadership Meetings (with SLT and reps from all programs and Client Advisory Group)

Create ‘Cost-Benefit Analysis and Guidelines’ to assess any new projects/opportunities (impacts, required resources, communications, etc.)

SLT Team Building and Coaching (update Terms of Reference –add conflict resolution) Governance Model / Individual SLT member evaluations (alternating years) Develop consistent program / dept. manager evaluations via teams / HR

*PMR = Person(s) Most Responsible