Strategic Plan 2023- 2026

Vision
A world where the provision of basic needs is the stepping stone to empowerment.

Mission
To create new circles and successful beginnings by providing clothing, connections and programs to individuals and families in need.

Values

Respect – To demonstrate respect for the people we serve and the partners with whom we work

Caring – To welcome, support and enrich the lives of everyone in the New Circles community

Integrity – To create a safe, non-judgemental environment that ensures honest and open communication with all our stakeholders, while maintaining client confidentiality

Stewardship – To responsibly and efficiently manage the assets entrusted to us by our donors and volunteers

 

Strategic Priorities, 2023 – 2026

 #1 Enhance and expand GLOW, programs and partnerships.

  • By exploring how to build GLOW’s capacity to expand our reach and reduce wait times.
  • By creating more consistent program management including a rhythm of inventory management in GLOW that anticipates seasonal changes in clothing needs, execution of the Holiday Angel Program, golf tournament, school liaison and other special events.
  • By developing new programming that provides opportunity for newcomer clients with lower levels of education and English proficiency.
  • By re-examining our pre-employment programs to identify where we duplicate the work of Employment Ontario Agencies and can offer new, unique value.

 

#2 Create community circles of care to meet our client’s needs.

  • By conducting community needs assessments and other research – including sharing observations of staff, Board, and volunteers – to ensure we are aware of evolving need.
  • By reintroducing programming that promotes the development of social networks (e.g., friendship and conversation circles).
  • By utilizing the skills and expertise of our volunteer base in that programming.

 

#3 Build services and connections to form a community hub supporting vulnerable populations.

  • Through the exploration of potential “community partners” who could complement the services of New Circles in a “community hub.”
  • Through the annual solicitation of feedback from partners to ensure full value is realized by all parties (e.g., Centennial College).
  • With a project plan that “back times” from our end of lease agreement for seeking out new space in a “community of need.” This is an urgent need. Currently New Circles is disconnected from community and removed from key public transit routes. This must be evidence-based mining the pro-bono data provided, other demographic data and the updated community needs assessment. It must also maintain our clothing donor pipeline.
  • With the launch of capital and legacy campaigns for our relocation and beyond which begin by identifying lead donors who have expressed interest.

 

#4 Enhance organizational strength with board, staff and volunteers and community to reflect our culture and values. 

  • By strengthening our intake process so we have a “fuller picture” of client need: clients come to New Circles “for more than a coat” and we must capitalize on the opportunity to dig deeper. This will necessitate training and/or recruiting a “client intake team” led by the new Settlement leader who are active listeners able to prove for true/more need by surfacing nuance.
  • By increasing the number of community volunteers (currently we have 60% of donors from more “affluent” communities and 40% from client communities. We wish to reverse this by December 2024).
  • By creating a strong and streamlined reporting framework for the Executive Director to the Board that includes a quality assurance audit or checklist for operations so the Board can assure itself that metrics are being met.
  • By creating a playbook” for each department that lays out the processes, expectations, etc. and provides proper orientation for incoming staff members; that creates “standardization” across the organization.