An Update on PLEA’s 2022-2027 Strategic Plan from PLEA’s CEO
I’m writing this post today to keep you up to date on the progress we have made implementing our Strategic Plan. We are now more than two years into implementing it, and while the journey hasn’t always been easy, I continue to be inspired by the progress we are making.
As a reminder, the theme is ‘Going from Good to Great’, which reflects our desire to build on our strong foundations to (a) grow our reach, (b) enhance our programs and services, and (c) cement our position as a leading social services agency in Western Canada.
Here is an overview of our progress against each of the Plan’s six pillars of change so far.
1. Structure for Leadership
AIM: In five years, we will have an organizational structure that is easy to understand, written succession plans for key roles, and a Board focused on governance over operations.
WHAT’S BEEN DONE: We completed the transition to a new organizational structure. With it came the introduction of two new management positions (the Specialized Homes Manager and Manager of Children of the Street & Events positions) to provide greater opportunities for internal advancement. We also introduced two new positions to the senior leadership team, namely the Director of Communications & Development and Director of Specialized Homes positions.
WHAT’S NEXT: We are working on our succession planning. Many staff have been involved in this by acting and covering different positions during periods of absence. This has two main benefits; it provides opportunities for employees to advance and grow while at the same time stabilizes the agency for the long term as we have a team of ‘understudies’ if and when they are needed.
Alongside, work has begun to simplify our brand structure. This includes making some changes to our program names to make them more reflective of who they are designed to help and how they do so. Our FolkStone program is the first to go on this journey, now being called ‘Adult Services’. Others will follow over the coming year. The hope is that by being more understandable to those on the outside looking in, the more we can build community around the agency, and thus strengthen the support provided to our programs and participants.
2. Collaborative Excellence
AIM: In five years, teams will work as well with one another as they do today within one another; shared systems, approaches, and initiatives will be the norm and an enterprise (agency-wide) mindset will thrive.
WHAT’S BEEN DONE: Staff took part in a ‘world café’ style All-Staff event which gave everyone the chance to build connections with one another, get to know programs outside of our own, and reflect on the skills required for effective collaboration. As well, our internal committees created and began implementing their own strategic plans, and discussions began regarding the succession of the co-chairs.
WHAT’S NEXT: Due to popularity, a second world-café style All-Staff event will be held in May 2025 to build on the learning of the last. It won’t be the same, but we do intend on it having a similar impact in terms of allowing staff to get to know one another and our various programs and services. We’re also outlining the DEI and performance-based promotional track for our senior leadership and management roles.
3. Sustainable Stewardship
AIM: In five years, strong, sustainable funding models will support all aspects of program delivery, and PLEA’s infrastructure will be fully leveraged to promote program sustainability.
WHAT’S BEEN DONE: Implementation of the IT and caregiver recruitment strategy continued. 13 new caregivers joined the agency because of our collective efforts in 2023-24. $300,000 was transferred to the KidStart Legacy Fund, and a further $150,000 was transferred to the Children of the Street Legacy Fund. The funds stand at $1,024,505 and $625,440 as at the end of the fiscal year which is 49% and 62.5% of the 2.1M and $1M targets we’re aiming to reach by March 2027.
WHAT’S NEXT: We’ll continue to focus on finding caregivers to join our agency, and ensuring our financial position remains healthy enough that we can make similar contributions to our two Legacy Funds by the end of this fiscal year. The dividends from these Legacy Funds will one day provide a financial safety net for our KidStart and Children of the Street programs, which rely on grants and donations to operate.
4. Innovative Housing
LAST YEAR: In five years, we’ll have access to appropriate homes for any participant who needs one.
WHAT’S BEEN DONE: We expanded our services by opening two-staff supported specialized homes. The North Burnaby Home was established in partnership with the Vancouver Aboriginal Child & Family Services Society, while the North Fraser Home was in collaboration with the Ministry of Children and Family Development. We also transitioned our licensed care home, Lighthouse, from a family care home into a fully staffed resource. Unfortunately, during the early part of this year, one of the staff-supported homes was required to close. While a difficult decision, every team member has since been reassigned and I am proud that we continue to provide round-the-clock care for the participants in the remaining two homes. In addition, our Adult Services team began discussing the types of housing options that could be added to their continuum of care.
WHAT’S NEXT: Stabilizing the two specialized youth homes will remain a priority for next year. I’m also looking forward to receiving recommendations from the Adult Services team as to which housing concepts they wish to pursue. This report will be with me once they have concluded their conversations with participants, funders and other partners.
5. Outcome Measurement
AIM: In five years, we’ll measure ourselves against outcomes as well as outputs, thereby clearly demonstrating the value of what we do.
WHAT’S BEEN DONE: The management team has received training in outcomes measurement from Dr. Warren Helfrich, a leading consultant on performance measurement. This was followed by an All-Staff event in May which was emceed by Warren through which all those in attendance were introduced to the theory behind outcomes measurement, and afforded an opportunity to practice it at a team, program, and agency level.
WHAT’S NEXT: Warren is now working with the management team to determine outcomes for each of our programs. I’ll share a summary of this work in due course.
6. Ally to Reconciliation
AIM: In five years, we’ll be well known as a culturally safe place for all and recognized for our allyship with Indigenous communities.
WHAT’S BEEN DONE: We continue to partner with local Indigenous communities to host events celebrating and commemorating Indigenous knowledge, culture and history including a Wake-Up Canoe (Brushing) ceremony, National Indigenous Peoples Day, and National Day for Truth and Reconciliation, aka Orange Shirt Day. Our Indigenous Matters Committee has reviewed the Truth and Reconciliation Calls to Action and developed a strategy to incorporate them into our work. We’ve consulted with Indigenous Elders and Knowledge Keepers on the appropriateness of and how best to approach Indigenous individuals in becoming caregivers with our agency.
WHAT’S NEXT: We are hiring an events planner to provide additional support to our National Indigenous Peoples Day and National Day for Truth and Reconciliation events, among others. Oversight of these events will be shifted from the Indigenous Matters Committee to allow it to focus on other initiatives.
That’s it from me for now. A big thank you to each of you for your support of PLEA and for your interest in the work that we do.
You can look for more updates from me as we continue to implement this plan. I’m excited to continue to drive it forward alongside you.
Sincerely,
Tim Veresh
Chief Executive Officer
