strategic plan 2016-2019support.aspenfamily.org/assets/publications/aspen-strategic-plan-fi… ·...

Strategic Plan 2016-2019

ASPEN Strategic Plan 2016–2019 1

OUR VISIONTOGETHER, WE WILL LEAD THE WAY AS AGENTS FOR ACTION AND SUSTAINABLE CHANGE

OUR PURPOSEASPEN PARTNERS WITH YOU TO UNLOCK POTENTIAL AND TRANSFORM LIVES

2 ASPEN Strategic Plan 2016–2019

spen started small and grew fast. An early focus on foster parents and

youth quickly expanded to include full individual and family support, as well as community development.

To be expected, our rapid expansion was not without its growing pains. We’ve always known we deliver great programs that make a difference; we also know that with the proper alignment, integration and focused communications, we can do even better.

Change is in the air in Alberta, as our province experiences its own political, economic and social transformations. The needs of our funders and partners are shifting. The urgency for focused efficiency and effectiveness is upon all of us. The Aspen team embraces evolving our agency to meet the needs of Calgarians and all our partners – from program participants and community residents to donors, funders and program administrators.

Passionate and committed, Aspen team members see what’s working on the frontlines and, frankly, what could work better. Which is why now is the time for our agency to embark on a rigorous review of who we are, what we do, whom we serve and how we need to evolve in order to continue to promote sustainability among families, communities and all Calgarians.

To do this, we launched an organizational redesign and cultural transformation initiative, a piece of which was the most authentically inclusive strategic planning process in our history. We employed expert resources. Internal and external stakeholders enthusiastically participated, debated, brainstormed and challenged one another. People respected and engaged in the process.

The result, People First, Community Always, is a bold organizational vision with clarified purpose, values and priorities for Aspen. It tackles the necessity for our programs to be integrated and aligned to meet the needs of our partners.

PEOPLE FIRST, COMMUNITY ALWAYS

SHIRLEY PURVES, CHIEF EXECUTIVE OFFICER

A


It captures our strengths and resolve; our commitment and expertise; our dreams and aspirations. People First, Community Always illustrates an inspirational yet clear path for the future and lays the foundation for a considered, operational plan to get there. It is a decisive and responsive statement of our capacity to serve our community well.

Thank you to the 130 team members at Aspen, as well as our program participants, community partners, corporate partners, donors and funders who shared your hopes, values and big ideas in developing this plan.

We invite all of you to use People First, Community Always as a gateway to engage with Aspen. Find ways to connect, invest and participate. Tell us how we can work with you collaboratively to make a lasting difference in the world.

Shirley Purves Henry Kutarna Chief Executive Officer Board Chair, 2014 - 2016 Aspen Family and Community Network Aspen Family and Community Network

People First, Community Always, is a bold organizational vision with clarified purpose, values and priorities for Aspen. It tackles the necessity for our programs to be integrated and aligned to meet the needs of our partners.

HENRY KUTARNA, BOARD CHAIR

“ Trying new things and experiences is helping me overcome my challenges.”

— Sydney


OUR JOURNEY IS ROOTED IN COMMUNITYSince 1984, Aspen Family and Community Network has been evolving to meet the changing needs of the Calgary and area community. From humble beginnings, we now connect with almost every area of human need and experience, from readiness to learn to ensuring stable housing to community development.

Today, Aspen serves 236 Calgary communities, offering more than 20 different programs that support individuals, youth and families, and help build community. We assist and advocate on behalf of thousands of single parents, immigrants, children, youth and families both living in poverty and at risk of homelessness.

For nearly 35 years, we have learned that the best way to make a real difference in community is to facilitate capacity-building among the individuals, families and Calgary neighbourhoods with whom we work. Aspen creates a unique way of approaching human experience and growth through a focus on social engagement and actually measuring the significance of the impacts each encounter creates.

Sustainable change is only possible when individuals, families and communities take charge of their own decisions. Commitment to lasting change comes from personal buy-in, not from direction from others, no matter how well-meaning. At Aspen, we see ourselves not as problem solvers, but as foundation and capacity builders.

This foundational belief in the power of partnership extends to our many stakeholder relationships, from government organizations and social agencies such as the United Way to corporations, foundations and individual donors. Our efforts are informed by community priorities, research and connection to many resources. This is key to our program participants’ success.

Sydney, 14 (left), has been living at Aspen’s Rundle Community Transition Home, and is now preparing to join a permanent family home. Sydney is exploring her interests with the support of Aspen youth development worker Brandi Lamers (right).


OUR ASPIRATIONSOUR ASPIRATIONSAspen will...

• Enhance our engagement-based model of practice;

• Continue to invest in original research on its impact;

• Share our findings and best practices with the community.

Aspen will...

• Build a network of purposeful partnerships and a culture of high performance.

Aspen will...

• Become a leading voice in our community for innovative, sustainable and impactful change that puts People First, Community Always.



Our community has seen some of the most significant political, social and economic changes for Calgary and Alberta in decades. The continuation of low global oil prices – and predictions that levels will not rise in the near future – have had significant impact on Calgarians, our neighbourhoods and our city.

The number of Calgarians collecting employment insurance benefits has doubled from a year ago1. The use of food banks and number of distress calls is skyrocketing2. And ATB Financial predicts economic growth will remain flat until 2020.

Calgary’s slowing economy hurts vulnerable individuals and families the hardest – people who struggle even in good times to find jobs, shelter, and pay for food, heat and other utilities, as well as daily basics.

Social service organizations such as Aspen are also impacted, as we face increased demand for services coupled with the prospect of reduced funding. And even when the economy rebounds, things won’t simply go back to normal. All indicators are that the social service sector will need to find new, sustainable ways of operating.

Which is why People First, Community Always – Aspen’s 2016–2019 Strategic Plan – focuses on transformation, collaboration, growth and sustainability. We acknowledge a new social, economic and political paradigm.

With People First, Community Always, Aspen embraces the future with confidence, certainty and enthusiasm, armed with innovative ideas and tangible action plans for sustainable change. Join us.

1 Statistics Canada 2 CCVO

CHANGE BREEDS OPPORTUNITY

Looking inward, we will embrace efficiencies and employ proven practices to develop new revenue models and better ways to operate in a streamlined environment.

Looking outward, we will increase ways to effectively work with partners across disciplines and sectors. Complex issues like poverty, family stability, addiction and community development cannot be solved by any one player alone.

PEOPLE FIRST, COMMUNITY ALWAYS will come to life through our focus on further development in three key areas: organizational redesign, cultural transformation and board effectiveness.

After struggling with addiction and homelessness, Amanda (third from left), reunited with her kids, Hannah, 10, and Gabriel, 4. The family, along with fiancé David, participate in Aspen’s Sustainable Families program, supported by Aspen family strategist Trina Marshall (right).

“ I have such peace of mind knowing

I can always turn to Aspen for advice,

referrals – anything that will help make

my life better. I couldn’t have come

this far without Aspen.”

— Amanda



PEOPLE FIRST, COMMUNITY ALWAYS

1

2

4

3 5

Evolve Aspen’s Social Return on Engagement™

Evolve Aspen’s research to

inform practice and serve

community

Establish the conditions to

advance a culture of high performance

Further develop a business model

that leverages purposeful and

respectful partnerships

By telling our whole story, create new opportunities for

partnerships and community engagement

OUR STRATEGIC

IMPERATIVES


▲ WHAT

Evolve Aspen’s Social Return on Engagement™

STRATEGIC IMPERATIVE 1

▲ WHYThe Aspen team has employed the power of truly engaging with others for more than 30 years in Calgary and surrounding area. When we build mutual trust and respect, and truly get to know each person with whom we work, we can be more effective in unlocking potential to transform lives.

▲ HOWFor Aspen, this puts more than intuition to work. Through our research strategy, we invest in original, evidence-based research that is then applied to practice, with emphasis on the evolving Social Return on Engagement™ framework.*

Social Return on Engagement™ measures the value that engagement with community contributes back to society as a whole. It illustrates the positive, sustainable results of truly engaging in people’s lives and well-being.

Aspen commits to formalizing and enhancing a Social Return on Engagement™ framework in a way that firmly ingrains it in our organizational DNA.

* Draws from the work of Scott D. Miller, PhD, the founder of the International Center for Clinical Excellence.

About this photo: Faiz (left), a 42-year-old widower and father of four, was injured in the war in Afghanistan before moving to Calgary. He is rebuilding his relationship with his children and finding work and shelter with support from Aspen’s Sustainable Families Program. Ernie Alama, PhD, director of Aspen’s Research and Community Programs (right), and his team, regularly meet with Faiz to evaluate his progress.


“ These research

meetings create

a space where I

can trust and feel

comfortable asking

for support. I feel

secure sharing my

story here.”

— Faiz

▲ WHAT

Further develop a business model that leverages purposeful and respectful partnershipsSTRATEGIC IMPERATIVE 2

▲ WHYNo single organization can effectively build community and tackle the big issues that confront modern society – poverty, violence, family instability, addiction, mental and physical health challenges, just to name a few.

Collaborative efforts have proven to be exponentially more effective.

▲ HOWAs our community evolves and new needs arise, Calgary’s social service sector must be highly integrated and aligned. Our city can’t afford overlap, redundancies and gaps. Sustainable growth relies on the sharing of resources and skills.

Aspen will create sustainability and growth opportunities through a business model and partnership strategy that will:

• Strengthen new and existing partner relationships with allied agencies, program participants, funders, donors, sponsors and volunteers

• Generate new revenue models that build on Aspen’s strengths

• Improve understanding and responsiveness to emerging trends

Aspen commits to a self-sustaining business model that purposefully, vigorously and respectfully leverages existing – and forges new – partnerships to better serve our community.

About this photo: Enbridge and its employees, including Paula Leslie (left) and Gillian Sandiford, a decade-long Aspen supporter, invest their time, talent and financial support in making a real difference for children, youth and families participating in Aspen programs. Whether stuffing back-to-school backpacks, hosting family Christmas parties or bridging gaps to ensure families stay housed and whole, the Enbridge community enhances the Aspen community.

“ Aspen got me home safe with my mom

by understanding what I needed and by

building a relationship with me.”

— Brodey


▲ WHAT

Establish the conditions to advance a culture of high performanceSTRATEGIC IMPERATIVE 3

▲ WHYAspen’s success lies with the talents, quality and engagement of its workforce. This is particularly important to Aspen as our foundational framework of Social Return on Engagement™ requires a high level of connection and involvement with team members and program participants.

▲ HOWAspen will appropriately invest in its human capital to create consistent delivery of high-quality service, hiring the right people, attracting the best minds and developing our human resources capabilities. To do great things, we need great people.

We will:

• Invest in engaged, empowered and accountable leaders for sustainability and continued success

• Provide clear expectations and appropriate tools for all team members to do our jobs well

• Recruit, attract and retain people with skills and talents who align with the organizational culture

Great leadership together with engaged and accountable employees will enable high-quality service delivery.

About this photo: Thanks to 15-year-old Brodey’s (left) hard work within Aspen’s Youth Re-Engagement Program, he has moved from a group home back in with his mother. Aspen team leader Joe Brown (right), has stood shoulder-to-shoulder with him on his journey.

▲ WHAT

By telling our whole story, create new opportunities for partnerships and community engagementSTRATEGIC IMPERATIVE 4

▲ WHYTelling our whole story means sharing our learnings with other practitioners, inspiring others with the stories of program participants who have overcome challenges, imparting the findings of our research projects and celebrating the insights we gain from our partners. This builds and shares awareness, knowledge and understanding that motivates action and sustainable positive change.

▲ HOWBy enhancing our storytelling, we create opportunity to share relevant good news, and contribute to essential learning, to advancement, to developing new partnerships and to making real progress in addressing challenges facing society. We need to create a dialogue with peers to discuss what’s working, what’s not and what new research offers profound options. This kind of communication ensures we share best practices, collaborate innovatively with others and provide a feedback loop to support continuous improvement.

When we talk about telling our whole story, we mean our WHOLE story – stories from employees, managers, program participants, board members, researchers, partners, allied agencies, families, friends, funders and donors.

Aspen will elevate the community conversation to raise awareness, report on impacts, outcomes and successes, and to advocate for community in a way that inspires others to embrace potential and hope.

About this photo: Employee volunteers from Cedarglen Homes paint and install lighting in 15 units of one of Aspen’s Supported Independent Living buildings, a program that helps youth learn how to live on their own.


“ To have the chance to be part of their

path to a positive and happy life is

very heart warming, and I am grateful

to have been included in this effort.”

— Derek Wilder, Cedarglen Homes site supervisor

▲ WHAT

Evolve Aspen’s research to inform practice and serve communitySTRATEGIC IMPERATIVE 5

▲ WHYAt Aspen, we avail ourselves of the relevant, latest research as well as contribute to new research. We do both to contribute to new learnings; to inform practice with individuals, children, youth and families; and to better serve community.

▲ HOWAspen has invested in a research team to enhance understanding of our practice and to test assumptions and outcomes. Our research projects are highly experiential; we involve program participants and follow their progress for years. We believe this deep level of engagement is needed to truly inform understanding.

Aspen will enhance our research portfolio and collaborate with universities and research organizations to inform theory and practice in a way that serves community, and supports individuals and families in achieving sustainable well-being.

About this photo: Aspen and the Calgary Immigrant Women’s Association (CIWA) work together to help immigrant families settle in successfully to their new lives in Calgary. Three-year-old Jaskirat’s family moved to Calgary from India. CIWA parent coach, Banafsheh Ali Nejad (right), is supporting the family as they build child development and socialization skills at the North of McKnight Hand in Hand Parent Link Centre.


“ Collaboration with my colleagues

from Aspen provides a valuable

opportunity to support and

empower families, which leads

to a stronger society.”

— Banafsheh Ali Nejad

ASPEN’S IMPACT – PEOPLE FIRST, COMMUNITY ALWAYSAspen works with six key populations to unlock potential and transform lives, promoting:

Children Active participation in the family and readiness to learn

Youth Successful transition to adulthood

Families Stability and enhanced well-being

Diverse Populations, including Immigrants and Aboriginals Inclusion and belonging

Homeless Families Appropriate and safe housing and sustainable livelihoods

CommunityResidents who meaningfully participate

ASPEN TEAM VALUES

EMPATHYWe respect individual

and collective experiences.

We are present and engaged.

COMMUNITYWe connect, advocate

and engage.

We hold space to unlock potential. DIVERSITY

We embrace the uniqueness of people.

We foster inclusion and belonging.

PARTNERSHIPWe act together to

create sustainability.

We ground our work in relationships.


The Aspen team collectively embraces

People First, Community Always, our 2016–2019

Strategic Plan. We commit to using it as our framework to inform our

actions and guide our impact. Our signatures

reflect our commitment.

aspenfamily.org

403-219-3477

Charitable Registration Number: 119047017RR0001

strategic plan 2016-2019support.aspenfamily.org/assets/publications/aspen-strategic-plan-fi… ·...

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