AVATIL’s strategic plan chart (below) outlines AVATIL’s objectives and direction over the next 3 years. A special working group of the Board as well as various Board committees are presently working on its implementation.

CONTEXT

AVATIL has a long and rich history of providing services to individuals who function at the level of a mild intellectual disability.  Over the past 49 years, AVATIL has expanded its services and has not only developed a wider range of services to meet the needs of clients, but it has also created an enduring community, where individuals are encouraged to develop peer groups and networks of support. This is one of AVATIL’s greatest strengths.

Among AVATIL’s key achievements is the provision of long term community support services to individuals living on their own in the community. In addition, AVATIL provides all clients with the opportunity to belong to a group as part of a continuum of services, from after-school groups for adolescents to discussion groups for clients over the age of 40. The Comitas program, developed 18 years ago, is one of AVATIL’s best examples of a community of clients, family members, and volunteers coming together to provide important support to reduce the social isolation of our aging clients. AVATIL can certainly be proud of its achievements.

A number of changes are taking place both within AVATIL’s clientele and in the environment. These changes have been increasingly apparent in the last few years, and have led the organization to reflect on and ponder the stability of its funding, the viability of its mission, and its future orientation.

The reorganization of services that began several years ago and that is still in ongoing today is having a significant impact on AVATIL. This was a key factor in AVATIL’s decision to undertake a strategic plan for the next three years. Important changes are also taking place with the clientele AVATIL serves. The profile of a young adult with a mild intellectual disability is changing, and AVATIL needs to know more about how it can best meet his/her needs. It must also determine the services it can provide to a significant number of aging clients who require increasing support needs. Additionally, AVATIL needs to make recommendations on its structure, its communication and visibility, as well as the space it needs to fulfill its mission.

In this context of changes, and as AVATIL approaches its 50th anniversary, it is timely for AVATIL to complete a strategic planning process. It provides an important opportunity for AVATIL to look back at its considerable achievements and at its lessons learned, to debate issues raised from the process, to revise its mission, vision, and values, and to come together to define the directions that will guide the organization in the future, with the goal of striving to improve the quality of life of the individuals AVATIL serves.

FINANCES

OBJECTIVES

METHOD

Year 1
2014-2015

Year 2
2015-2016

Year 3
2016-2017

Evaluate stability of funding from WMRC before contract ends in March 2016 Consult with Agence/CISSS with regards to AVATIL’s  funding

X

X

Consult with WMRC
Monitor Bill 10 respecting the reorganization of services and its impact on AVATIL funding. Review changes to services and impact on AVATIL.

X

Explore feasibility of transferring WMRC funding based on status of reorganization in first and second line services. Determine if WMRC funding is to be transferred to another establishment due to the reorganization of services.

X

Explore possibility of other sources of funding Explore other sources of funding to supplement AVATIL’s revenues.

X

Establish fundraising committee to review current fundraising

X

X

Determine objectives
Explore fee for service (ASD clients)

X

Explore service contract(s) with other organizations

X

Explore creating a foundation

X

 

CLIENTELE

OBJECTIVES

METHOD

Year 1
2014-2015

Year 2
2015-2016

Year 3
2016-2017

Provide effective outreach to adolescents and young adults Implement outreach strategies with staff members

X

X

X

Provide outreach in schools

X

X

X

Outreach for transition to independent living program. Explore different time frames for participation in the transitional living program

X

X

X

Provide effective long-term support to an aging clientele living on their own in the community with the collaboration of families and resources in the community. Modify client review meeting guidelines to promote family role in service provision.

X

X

X

West Island Local Table sub-committee on aging will map out existing resources and professional services as well as identify gaps in services.

X

X

Staff explores transportation resources and options.

X

X

Explore ways in which AVATIL can expand its client base
Admissions Policy Committee (ad hoc)
Establish Admissions Policy Committee, review criteria

X

Explore expansion of client base to include individuals with an autism spectrum disorder (ASD) ASD staff training with WMRC

X

X

X

Co-leadership of an ASD group at WMRC

X

AVATIL coordinates 1/more ASD groups on pilot basis

X

Expand day programs for aging clients that includes participation of aging WMRC clients Increase day programs from 2 to 3 days per week

X

Offer some groups/activities in French Develop some groups/activities in French

X

Provide annual review and program planning Implement annual review and program planning

X

X

X

 

SPACE

OBJECTIVES

METHOD

Year 1
2014-2015

Year 2
2015-2016

Year 3
2016-2017

Develop a centre for AVATIL programs and activities. Consultations to be held to evaluate the feasibility of the development of a centre as part of an outreach strategy
Consult with staff members

X

Consult with clients and families

X

Consult with Board of Logements James Turner

X

Contact the City of Montreal/borough of Lachine

X

Reactivate Space Committee

X

X

Feasibility study re: AVATIL building
Determine if the AVATIL building can be architecturally redesigned to house a centre

X

X

Centralize at 40th:
Day program two days per week
Adolescent weekly group

X

Explore degree of interest in developing a centre for AVATIL programs and activities Implement program for aging clientele including some WMRC clients

X

Evaluate numbers and frequency
Office Space Explore the possibility of integrating some office space in a centre.

X

X

 

COMMUNICATION/VISIBILITY

OBJECTIVES

METHOD

Year 1
2014-2015

Year 2
2015-2016

Year 3
2016-2017

Promote AVATIL’s new mission, vision, and values. Promote programs and services offered. Update promotional tools that include website, pamphlet, and PowerPoint material for presentations. Social media tools can include Facebook.

X

X

X

Promote AVATIL’s 50th anniversary in 2016 AVATIL will turn 50 in 2016. This special event will be promoted and will be an opportunity to increase media awareness of the clientele.

X

X

X

Communicate orientations that guide AVATIL’s work Communicate orientation of working in partnership with families.

X

X

X

Emphasize community liaison in interventions to promote social participation in the community for clients living on their own.

X

X

X

Explore participation in research activities Explore research activities alone or in partnership with other organizations.

X

X

 

STRUCTURE

OBJECTIVES

METHOD

Year 1
2014-2015

Year 2
2015-2016

Year 3
2016-2017

Board mandate/Board role and responsibilities Board training to clarify mandate, roles, and responsibilities.

X

Board committee mandates, roles and responsibilities Board training to clarify the role and responsibilities of Board committees and ad hoc committees.

X

X

X

Creation of an advisory committee for strategic plan implementation Meetings of the committee as a consultative body for ongoing follow-up and recommendations to strategic plan implementation.

X

X

X

Develop volunteer/staff education Develop orientation and training for volunteers/staff members/clients.

X

X

X

Promote active involvement of clients and family members on committees Every committee’s mandate will include ways to actively involve clients and family members.

X

X

X

Identify new position(s) as needed Within the three year plan, one or more additional positions may be identified.

X

X

Develop a succession plan Develop a succession plan with the Executive Director and the Board of Directors to ensure the continuity of the Executive Director’s administrative and clinical responsibilities if the Executive Director leaves.

X

Develop a Charter of Client Rights and Responsibilities Develop a Charter of Client Rights and Responsibilities

X
Start in 2015