We are pleased to present to you Community Living Toronto’s (CLTO) Strategic Plan 2023-2028.
The Strategic Plan is a result of months of reflection and extensive consultation with internal and external stakeholders.
For 75 years, Community Living Toronto has been evolving, learning, and growing to support and include people with an intellectual disability, and throughout the next five years, we will strive to:
Put People We
Grow to Meet Increasing Demand
Contribute to Fostering Communities
To achieve these goals, we will focus on:
We are proud of our more than 1,200 staff members, who will continue to be equipped to meet the varied needs and aspirations of the people we support. With our new strategic goals and initiatives, we are ready to support over 4,000 children, youth, and adults, along with their networks, in diverse neighbourhoods across Toronto.
We will keep working shoulder to shoulder with families, caregivers, community partners, Community Living Toronto Influencers, government officials at all levels, and allies in implementing this Strategic Plan, because together, we have built a path forward that will take a village to make a reality.
We are excited to continue this journey together in creating welcoming and inclusive communities where everyone belongs, and everyone is valued!
Frequently Asked Questions
A strategic plan outlines the projected direction of an organization. It identifies how an organization will achieve a desired future based on set targets and achievable goals.
The purpose of CLTO’s strategic plan is to set goals for CLTO for the next five years and to develop a plan to achieve them. It identifies foundations built and achievements made through our 2017-2022 strategic plan and defines where CLTO is headed and what its priorities are for the period 2023-2028.
The strategic plan impacts everyone involved with Community Living Toronto, from people supported and their support networks to CLTO staff. It serves as an actionable way to reach our organization’s goals for the future.
CLTO’s Board of Directors, the Strategic Planning Steering Committee, the Executive Leadership team, and the Manager of Strategy and Planning were all involved in the writing and decision-making of the Strategic Plan. Extensive time and consideration were put into the engagement process as we involved several groups such as Community Councils, CLTO staff members, families and the people we support.
The plan is in effect from April 2023 to March 2028.
Strategic planning is an extensive process that requires engagement from many people. As a result, we anticipate the planning process to start in January 2027.
As part of the review process, we plan to continue to engage groups such as the community councils, families, and the people we support through feedback surveys and focus groups, which will provide many opportunities throughout the years to provide feedback. You will be notified about these opportunities through communications such as newsletters, website updates, webinars, and other.
A strategic plan helps to define our direction and to create realistic goals that are in line with the vision and mission of our organization. Most importantly, it also creates a sense of collaboration and collective responsibility for CLTO staff and our community.
Our next five years will be significantly shaped by the Ministry of Children, Community and Social Service’s reform plan, Journey to Belonging, issued in May 2021. In it, the Ministry makes three commitments:
1. Putting People First
2. Improving Services Experience
3. Improving Quality and Accountability
After careful consideration, extensive work by the Board of Directors, and over a year of engagement with various stakeholder groups, we decided that this new direction for the Plan would put CLTO in the position to shift away from the former model of providing programs and services which revolve around an operations model (i.e. 9:00 a.m. – 5:00 p.m., Monday to Friday), and shift toward a model of delivering supports tailored to meet the needs, goals, and aspirations of the people we support and their loved ones.
As previously mentioned, as part of the review process, we plan to continue to engage groups such as the community councils, families, and the people we support through feedback surveys and focus groups, which will provide many opportunities throughout the years to get involved! You will be notified about these opportunities through communications such as newsletters, website updates, webinars, and other. We encourage you to share our Strategic Plan with others to spread awareness and increase engagement.
To create this Plan, we engaged in data gathering across the organization, and through group discussions and surveys of the union, staff, families, managers, and supervisors. The insights gained from this were instrumental in shaping our new Plan, and we look forward to sharing it widely.