Strategic Plan 2020-2025

Toronto MFRC Strategic Plan 2020-2025


What are the factors that contribute to Veteran and Military members and their families having opportunities for a high quality of life in our community? This question fuels the vision of the Toronto Military Family Resource Centre and resides at the heart of this new strategic plan. 

This strategic plan is constructed to advance, uphold, and strengthen our mission, vision, goals and core values. It seeks to translate our enduring ideals into tangible outcomes and pragmatic strategies. This plan is intended to be a dynamic road map, defining a clear “destination” – where we want to grow and what we want to achieve – and encouraging flexibility and creativity throughout the journey over the coming years.

This is a quick-glance overview of the 2020-2025 Strategic Plan. Should you wish the plan in more detail, please contact the Toronto MFRC.

Priorities and Objectives
The Toronto MFRC has translated its vision and mission into 4 Lines of Effort with subsequent objectives. The objectives describe the positive change we seek to advance over the coming 1-5 years. The following criteria were taken into account as objectives were developed. The objectives must:

  • Embrace, enhance and advance the Toronto MFRC’s vision, mission, goals and core values
  • Address needs identified by the Board, ED, Employees, Volunteers and Community
  • Maximize the Centre’s impact on the military and veteran communities within the GTA
  • Provide a realistic opportunity to make meaningful progress on the issue over a 1-2, and 1-5 year horizon
  • Be fiscally responsible
  • Provide opportunities for multiple points of engagement and partnering
  • Address systemic issues and root causes
  • Be achievable within the constraints of the Toronto MFRC’s resources and governance
  • Be aligned with the Formalized Model of MFRC Governance
  • Be aligned with the Memorandum of Understanding with DND
  • Be aligned with the CAF Transition Program initiative

Line of Effort #1: Development & Sustainability

Objective #1: Fundraising - Attraction of increased fundraising revenue to support the expansion and improvement of services.

Short Term Strategies:
  1. Formalize and continue to engender positive donor relationships with existing sponsor organizations such as Wounded Warriors Canada, True Patriot Love, Bank of Montreal (BMO), and the Royal Canadian Legion
  2. Raise $25,000 annually, through fundraising efforts and grant opportunities
Long Term Strategies:
  1. Cultivate donor relationships for sustainable fundraising efforts
  2. Identify focused areas for fundraising / identification of specific sponsorship and branding opportunities (e.g. family lounge, expressive arts, sensory room)

Objective #2: Governance Development - Creation of a strong, skilled, and supportive governance structure and Board of Directors to provide innovative and strategic leadership

Short Term Strategies:
  1. Identify required Board competencies
  2. Targeted recruitment and on-boarding to fulfill Board competency needs
Long Term Strategies:
  1. Develop Board succession plan
  2. Audit, redevelop and implement Board policies and procedures

Line of effort #2: operational excellence

Objective #1: Investment in People - Operational Excellence achieved through effective oversight and development of human capital resources

Short Term Strategies:
  1. Employees - Develop and instill an organizational culture of balanced health and wellness
  2. Volunteers – Develop and implement a robust volunteer on-boarding and training plan, to include creation of a volunteer unit/force with a two-tiered rank structure
Long Term Strategies:
  1. Employees - Improved staff retention rates
  2. Volunteers – Sustainability and retention of volunteer pool through recognition and appreciation efforts.

Objective #2: Advancement and implementation of Operational Systems - Development of an organizational environment that is safe, secure, and is prepared for, and capable of, responding to emergent events.

Objective #2A: Risk Management

Short Term Strategies:
  1. Risk Management Assessment including routine practice and reiteration of risk related response activities
Long Term Strategies:
  1. Physical safety and security upgrades
  2. Develop plan for continuity of service provision; business continuity/service planning

Objective #2B: Policy/Procedure Audit

Short Term Strategies:
  1. Identify and prioritize policies and procedures for short term redevelopment
Long Term Strategies:
  1. Full scale review, redevelopment and implementation of all organizational operational policies and procedures

Line of Effort #3: Engagement

Objective #1: Social Media Strategy - Increased and active engagement with our community, clientele and stakeholders through robust, accessible, and engaging social media

Short Term Strategies:
  1. Using MFS Social Media strategy as guidance, develop a site specific social media engagement plan
  2. Improvement of existing website
Long Term Strategies:
  • Continued website usage improvements
  • Social media trend analysis

​Objective #2: Client Satisfaction, Analysis, and Response - Thoughtful analysis of offerings and client response to ensure users feel supported and satisfied with the services provided by the Toronto MFRC

Short Term Strategies:
  1. Post-service satisfaction assessments
Long Term Strategies:
  1. Information and Data Capture

LIne of Effort #4: Program/Service Delivery

Objective #1: Responsiveness to CAF Operational Tempo/Movement Activity – Creation, augmentation and delivery of programs and services that are predictive and responsive to, and supportive of, CAF Operational Tempo/Movement Activity

Short Term Strategies:
  1. Access Chain of Command partners for situational awareness re: operational tempo/movement activity
Long Term Strategies:
  1. Make the Toronto MFRC an essential component of movement activity

Objective #2: Development and Delivery of Programming Offerings – Creation, augmentation, and delivery of robust program and services that are promoted to, and made easily accessible by, members, veterans, and families

Short Term Strategies:
  1. Increase awareness of current program offerings
Long Term Strategies:
  1. Increase program/service offerings and mechanisms of delivery

Performance Measures & Evaluation Schedule

The Toronto MFRC is dedicated to ensuring the success of our delivery by achieving a balanced scorecard. We will seek to evaluate our success in the following areas:
  • Stakeholder Management
  • Internal Efficiency and Effectiveness
  • Program Delivery
  • Community and Clientele Satisfaction
  • Learning and Growth
  • Financial/Fiscal Responsibility

Key Performance Indicators

The TMFRC’s activities must be conducted efficiently with high productivity, as resources are scarce, while goals and targets are high. To deploy resources efficiently, this strategic plan seeks to identify and set benchmarks as key performance indicators that will be used to measure and show how efficiently our activities have been conducted during the plan period.

The intent will be to use these metrics to establish baseline requirements against which performance can be assessed and areas for improvement and focus identified.