EXECUTIVE SUMMARY
INTRODUCTION

Yellow Brick House (YBH) has been a vital part of the network of services available to abused women and their children living in York Region for many years. We provide a wide variety of culturally-sensitive services, including emergency shelter, second stage housing, individual and group counselling to adult and child victims of domestic violence and education.

In order to ensure that Yellow Brick House remains a strong, responsive organization and continues to provide quality services in keeping with the best practice standards within the anti-violence sector, the Board of Directors established a Strategic Planning Committee in 2005-06.

The Committee, comprised of the Co-Chair of the Board of Directors, three additional Board members, the Executive Director, and three frontline employees, was charged with the responsibility of overseeing and implementing a strategic planning process for YBH which would serve to carry the organization forward into its next cycle of growth and development.

Throughout the early months of 2006, the Strategic Planning Committee researched and confirmed a model for the strategic planning process, hired a consultant to assist with said process, and secured grant funding through the United Way of York Region and the Ministry of Community & Social Services to help cover the costs of the planning process.

In addition, the Committee researched and compiled a comprehensive package of background information relating to the internal and external environments of Yellow Brick House which was distributed to all participants prior to the planning session.

The package, titled “Strategic Planning Document”, included a detailed discussion of current trends relating to the issue of violence against women, input from women who used the services available through YBH, significant issues effecting service delivery in York Region such as housing, legal and diversity issues, and current strategic priorities of our primary funding body, the Ministry of Community and Social Services.
 

A one day planning session was held on 22 September 2006 at the York Regional Police Community Safety Village in York Region. Thirty-seven Board members, employees and representatives from community agencies participated in the session which was designed to: identify strengths and gaps in services provided by YBH; share expertise regarding issues affecting the Violence Against Women (VAW) sector and service delivery; develop a vision for YBH for the next five years; articulate strategic issues; and identify strategies and objectives for each strategic issue.

A combination of large group discussion, individual work sheets and small group tasks was used throughout the planning session which included:
 •  A welcome from the Chair of the Strategic Planning Committee and the Executive Director followed     by introduction of participants;

 • A brief introduction to strategic planning;

 • A “snapshot of Yellow Brick House today”, with attention to recent accomplishments and current    strengths;

 • A review of highlights from the Strategic Planning Document;

 • A “snapshot of Yellow Brick House in 2012", with attention to concrete differences between the    organization today and in five years;

 • Identification of critical issues requiring attention and action over the next five years;

 • Confirmation of strategic priorities for 2007-2012 based on critical issues identified by participants; -    and -

 • Brainstorming possible objectives, outcomes and priorities for year one tasks for each strategic    direction.

A draft Strategic Plan: 2007-2012 was prepared by the consultant following the planning session held in September 2006. The Strategic Planning Committee and consultant worked together to prepare the final version of the Strategic Plan: 2007-2012 which was submitted to the Board of Directors for approval by formal motion in December 2006.

The Executive Director has been mandated to develop the Operational Work Plan for 2007-08 (or annual work plan) in accordance with input and direction received from the Board of Directors in December 2006.
 
OVERVIEW OF FINDINGS
Strengths & Accomplishments

Participants agreed that the following strengths and accomplishments of YBH should be protected and supported during the upcoming planning cycle:
 • Status as positive role model for change; ability to share repeatable processes with other    organizations involved in operational reviews and revitalization processes

 • Strong, competent leadership at governance and management levels resulting in a positive,    “learning environment” where Board and staff members are encouraged to share skills and expertise

 • Skilled and committed employees representative of the ethno-cultural and linguistic diversity found    throughout York Region

 • Wide spectrum of client-centered services for abused women and their children

 • Well known throughout the Region; significant increase in our presence and partnerships in the    social service and anti-violence sectors

 • Financially stable and fiscally responsible

 • Recently completed renovations to shelter property have resulted in increased accessibility and a    more “home-like” environment

 
External Environment
The following is an overview of external issues identified by participants as particularly relevant to the planning process for YBH:
 • Continuing growth in general population as well as population-specific growth, including increase in    immigrant and aging populations, translates into the need for more services, more culturally-sensitive    and multi-cultural services, and more population-specific services and programming.

 • Complex challenges facing abused women and lack of appropriate services translates into ongoing    and escalating service pressures for YBH.

 • Lack of awareness of the issue of woman abuse and of the wide variety of services available at YBH    in the community translates into need for more public education.

 
Internal Environment
The following is an overview of internal issues identified by participants as particularly relevant to the planning process for YBH:
 • Challenges inherent in maintaining fiscal sustainability.

 • Significant property issues including: number, location and accessibility of shelter beds and second      stage housing units; space requirements for administrative personnel; and property security.

 • Diversity issues including: increasing ethno-cultural and social diversity on the Board of Directors;        and enhancing cultural competence of employees.

 • Service delivery issues including: service pressures and gaps; accountability to victims of woman        abuse; and ensuring service delivery practices and procedures remain appropriate in light of                  changing client needs.

 • Networking: increasing involvement of frontline staff in relationship-building with other social and            anti-violence services.
 
Yellow Brick House in 2012

Participants generated a detailed “picture” of the governance and staffing structure, volunteer program, client services and programs, partnerships, community relations, financial status, and physical properties owned or leased by YBH in 2012. This detailed picture was encapsulated into the following vision statement for YBH which appears at the beginning of our new Strategic Plan:

In 2012, Yellow Brick House will be a highly visible, well respected multi-site organization providing a continuum of culturally-sensitive services to abused women and their families in a variety of barrier-free locations throughout York Region.
 
CRITICAL ISSUES REQUIRING ATTENTION & ACTION

After discussing the information summarized above, participants identified the following five critical issues as requiring attention and action in the Strategic Plan: 2007-2012 for YBH:

Issue #1: Funding inadequacies and pressures

Issue #2: Human resource issues

Issue #3: Service delivery challenges

Issue #4: Property and space issues

Issue #5: Community relations and public education