Strategic Plan Action Report 2020-2021
Roadmap toward impact
Actions progress
1.1 STRUCTURAL REVIEW OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Strengthened Governance
We will complete Activities Analysis to reorganize the operational structure of L’Arche Canada. > All LC employees will have a clear and up-date job description > Each structure will have a clear definition of its mandate, composition, and way of working > Common management processes
Emergent responsive actions
HOW WE DID
WHAT WE DID An organizational assessment of LC’s team members’ roles and responsibilities was completed by the consulting firm Atypic. Atypic proposed changes to the organizational chart, decision-making structure, and the roles and responsibilities of each team member. All team members received updated job descriptions. The decision-making structure was adjusted to include an updated mandate for the Executive Leadership Team. The National Leadership Council was formed as a body of consultation and information-sharing, bringing the Executive Leadership Team together with Regional Leaders and representatives from the Human Resources Team, the Communications Team, the Philanthropy Team, and the Impact and Innovation Team. The National Leadership Council has a monthly virtual meeting and semi-annual meetings for more detailed planning and consultation.
EMERGENT RESPONSIVE ACTIONS IN SUPPORT OF THIS PRIORITY COMMUNITY STRUCTURAL REVIEWS
LEADERSHIP CRISIS INTERVENTION
The Western Canada Regional Leaders have been actively involved in the structural review of 3 communities.
Local communities in the Atlantic Region underwent a series of crises—significant leadership gaps, entrenched conflict, and other systemic issues. Atlantic Regional Leaders have participated in internal community processes and worked with external consultants—both to respond to the crises at hand, and to try to identify their underlying causes. Regional Leaders provided direct support to communities by filling senior leadership roles, re-building and coaching leadership teams, supporting the development and implementation of new policy, and helping to stabilizing day-to-day community operations. This has included scheduling house teams, organizing meetings, leading formation and training sessions, recruitment and hiring, and handling government relations.
This included sitting on a Structural Review Committee, working to support the implementation of consultant recommendations regarding structures, and reviewing and clarifying roles, responsibilities, and addressing gaps at the community level.
All communities in the Atlantic Region now have Community Leaders and stable Leadership Teams.
Actions progress
1.1 STRUCTURAL REVIEW OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Strengthened Governance
We will finalize the work of the mediation committee with the AAQ. > The committees will have finalized their work and been approved by their respective Board of Directors
Emergent responsive actions
HOW WE DID
WHAT WE DID Despite some delay, all the working groups have started (five in total). Significant progress has been made on several of them and some discussions are almost complete. The discussions are taking place in a constructive climate of dialogue.
> Adaption of the compensation policies in the Quebec context
Strengthened Governance
We will complete Strategic Activities Analysis to clarify and improve collaboration with the L’Arche Canada Foundation.
> L’Arche Canada created the new position of National Director of Philanthropy, accountable to the LC National Leader. The former position of President & CEO of LCF was eliminated.
> Define the most appropriate administrative structure and fully integrate the fundraising activities
> With the guidance of Carters LLP and Imagine Canada, a new Board governance structure was developed for LCF. In the new structure, a majority of the L’Arche Canada Foundation Board is comprised of L’Arche Canada Board members, ensuring strong organizational alignment between LC and LCF.
> Develop and implement an ambitious development plan for fundraising > Clarify the Governance structure of the LCF
> Past employees of LCF now serve as members of the L’Arche Canada Philanthropy team. Philanthropy team members work as colleagues with other members of the L’Arche Canada team. > Both the Communications team and Innovations and Impact team worked collegially with the Philanthropy team. Communications manages the portfolio including newsletters, direct mail, lead generation, email marketing, and other digital fundraising campaigns. Philanthropy collaborates on proposals to foundations and corporate donors, and campaigns to support L’Arche International projects.
Strengthened Governance
We will implement harmonized dues structure. > Quebec dues structure to be determined > Accounting and reporting practices study to be conducted to finalized dues structure
An agreement has been reached so the dues for Quebec communities are coherent with the dues paid by other communities in Canada. Technical details related to the invoicing method still need to be established. The accounting and reporting practices study is about to be finalized. The process was slowed down due to delays in consultation and securing the detailed information required to implement the payroll module for the Human Resources Implementation System. A community validation process was added to the initial plan to help operationalize the recommendations.
1.2 I NFORMATION COLLECTION AND MEASUREMENT OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Improved capacity to measure and communicate impact
We will develop and implement a methodology for impact measurement. > Review and write reports on learnings of ISC projects in Western region
Actions progress Emergent responsive actions
HOW WE DID
WHAT WE DID > The Western Canada Region adopted a new strategic, impact-focused mandate process. A toolkit to support engagement in this process by persons with disabilities, assistants, leadership teams, and boards of directors was developed and proved to be effective in supporting increased consultation and understanding and ownership of the Mandate. > The development and implementation of this pilot Western Canada Region Mandate process was documented and reviewed. Learning conversations were held with both McConnell- Innoweave program officers and the National Leadership Council.
> Evaluation of LC’s response to International inquiry findings completed and results shared
> Over 200 people attended an on-line forum convened and hosted by LC. Stephan Posner presented the Inquiry Report. Antoine Mourges reviewed the archival and historical research methodology and shared some initial findings. Members of the Post-Inquiry Study Commission were named and plans for the next steps of the process were outlined. The Study is scheduled for completion by the end of 2022. > Circles of healing were developed and an evaluation of the process completed. > Guidelines were developed in consultation with L’Arche International to support communities in making decisions regarding the use of images of Jean Vanier, and books, writings, or other material by or about Jean Vanier.
> Employee engagement survey administered, and results shared
> An employee engagement survey was completed, and results shared with the National Executive Leadership team. This has not yet been shared with communities.
> DE phase 2 – Review and modify with the Extended Leadership Team for preparation to launch in fall 2020
Phase 2 of the Developmental Evaluation was postponed due to COVID 19 and we reoriented our evaluation priorities to a participatory evaluation approach. • Three team members attended a Participatory Evaluation training conference with Tamarack. • The role of Impact Report Manager was developed and resourced. • Developed and completed the template for Impact Reporting by all Directors. • This Strategic Plan Action Report was developed and shared.
Improved capacity to measure and communicate impact
We will develop processes and targets for information sharing. > We will harmonize and clarify our internal communication tools to make them more coherent and effective
> Following the recommendations of Atypic, the Communications team hired an Internal Communications Manager who developed an Internal Communications Plan to inform, engage, and provide realistic supports for L’Arche Canada members in local communities. New internal communications include a monthly e-newsletter called “The Scoop” or “L’Arche Info” in French, and launching of “Zoom Forum” meetings focused on initiatives and priorities held by each department of L’Arche Canada to inform and engage L’Arche members on its team’s current priorities. > Our Communications team has shared Mobile Studios to usher in stories from communities and share them on the national level.
1.2 I NFORMATION COLLECTION AND MEASUREMENT
Actions progress Emergent responsive actions
EMERGENT RESPONSIVE ACTIONS IN SUPPORT OF THIS PRIORITY HARMONIZING THE L’ARCHE CANADA VISUAL IDENTITY A new simplified National style guide was proposed. A National implementation of the new logos was initiated. The new style guide promotes a unified image where the logos of all entities meet precisely the same criteria (colour, font, size, spacing, etc.). Communities now benefit from ready-to-use tools that greatly simplify their use of the logo while reducing the costs associated with the production of communication materials. The implementation of the new graphic standards is a long-term process, and that implementation continues each time a community decides to update elements of its communication material.
OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Improved capacity to measure and communicate impact
We will acquire and deploy high performance IT resources (database). > We will develop out database in the areas of human resources, communications, fund development, partners, and government
HOW WE DID
WHAT WE DID > Office 365 has been integrated into IT systems in L’Arche Canada. > The HRIS vendor has been selected for L’Arche Canada’s human resources database system. 28 communities have opted into the new HRIS system, and the groundwork is being laid for a January 2022 start date. > Communications, fund development, partner and government databases have not been implemented.
EMERGENT RESPONSIVE ACTIONS IN SUPPORT OF THIS PRIORITY DEVELOPMENT AND MAINTENANCE OF A TECHNICAL INFRASTRUCTURE FOR THE PUBLICATION OF INTERNET AND INTRANET SITES AND COLLABORATIVE WORK. > People working on the national level have begun to develop expertise for the implementation of an intranet accessible to all L’Arche members in Canada
> The chosen infrastructure solution and maintenance system was deployed.
> The chosen solution has allowed the creation and implementation of a multi-site content management system and private intranet
> More than 1,200 community users have been able to access the training modules
Actions progress
1.3 OPERATIONAL SUPPORT OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Increased capacity and sustainability
We will create a centralized asset pool for L’Arche Canada content.
Emergent responsive actions
HOW WE DID
L’Arche Canada Communications previously lacked the capacity for the digital asset management for its creative content (videos, photos, interviews, etc). During this mandate, Communications implemented a digital asset management strategy following the 3-2-1 principle: All creative assets are backed up on 3 devices of 2 different media types with one off-site copy. Any content can be accessed easily on a state-of-the-art RAID hard drive at the L’Arche Canada Headquarters.
> We will continue to develop communications and growth project asset pools, and further develop fundraising and human resources asset pools.
Increased capacity and sustainability
WHAT WE DID
L’Arche Canada Communications is in the process of creating an online photo portal for collecting, storing and sharing community images and videos. Building the prototype began in May 2021 and will roll out to communities and LC this summer.
We will build a National L’Arche Community Support Center.
Assistant and Donor lifecycle maps were created to increase targeted impact for both groups across multiple channels.
> We will strengthen and develop our communication and fundraising tools
New visual and copy tools for communication include The Scoop, the National PSAs, the Passion Meets Purpose recruitment campaign, social media campaigns and national fundraising and visibility events such as It’s About…,Tiny Lights, Battle of the Fans, and Free to Be.
EMERGENT RESPONSIVE ACTIONS IN SUPPORT OF THIS PRIORITY CANADIAN RECRUITMENT SUPPORT Communications gathered testimonials from L’Arche assistants and alumni to create “Passion Meets Purpose”a campaign designed to recruit Canadian assistants and to help respond to an overall shortage of assistants in Canadian L’Arche communities caused by restrictions placed on international travel due to COVID-19. Over two months, a 90 second video of testimonials was promoted on social media, targeting 18–34-year-olds to visit the LC recruitment page. 75 new assistants and 38 4-month co-op placements came through the LC recruitment system.
INTERNATIONAL RECRUITMENT SUPPORT
ATLANTIC REGIONAL LEADER SUPPORT
Developed and resourced the Immigrations Support Officer role.
Supported new communities in their project stage of development.
The Quebec Regional Leaders have completed the pre-work needed to carry out an in-depth reflection on the models of engagement to increase assistant commitment in L’Arche communities. The goal is to encourage more assistants to make a long-term commitment in the communities and bring a better balance of international assistants and local Canadian assistants. Completed a digital presence audit Formed a national committee of creatives with representatives from local communities.
OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Increased capacity and sustainability
We will increase project planning and business plan development skills. > Canadian Mortgage and Housing Corporation (CMHC) Solutions Lab project plan
HOW WE DID
WHAT WE DID LC completed the project planning phase of the Inclusive Housing Solutions Lab with CMHC successfully launching the Lab with the human resources, structures, partnerships, funding and workplan in place. Hosted a partner forum, a L’Arche community forum and a forum in a more accessible format for persons with intellectual disabilities). Project status reports are produced quarterly.
Actions progress
2.1 COMPELLING VISION OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Expanded promotion of L’Arche’s values, rights and freedoms of persons with disabilities
We will engage the L’Arche International project on the renewal of the Charter to deepen ownership of the vision and mission of L’Arche.
Expanded promotion of L’Arche’s values, rights and freedoms of persons with disabilities
Emergent responsive actions
HOW WE DID
WHAT WE DID > All communities have taken part in stage 1 of the Charter process and are currently working on stage 2 through July 2021. > New resource people were encouraged to take part in training offered by the L’Arche International Charter team.
> LC will continue to support the communities in the 2nd stage
> The reflections on the Healing Circles initiative (in response to the JV inquiry) may offer opportunities for additional input.
We will contribute to Canada’s implementation of the Convention on the Rights of Persons with Disabilities.
> L’Arche Canada was a partner and served on the national disability partner and technical consultation group for the “Empowering the Most Excluded” Solutions Lab led by Inclusion Canada (formerly CACL) to develop practical solutions for exercising legal capacity and supported decision making.
> Contribute to partners solutions labs (ARCH & CACL)
> Participated in the ARCH-led capacity-building learning series on the United Nations Convention on the Rights of Persons with Disabilities. > L’Arche Canada has taken a leadership role in developing and implementing a process to facilitate input from Canadian and International L’Arche Communities to engage with Listen-Include-Respect. Listen-Include-Respect is an international project (led by Inclusion International and Down Syndrome International) to develop standards and guidelines for the meaningful participation of people with intellectual disabilities in meetings and processes that will be used and endorsed by organizations, UN agencies, and governments around the world.
EMERGENT RESPONSIVE ACTIONS IN SUPPORT OF THIS PRIORITY ONTARIO FORMATION RETREAT Completion of the annual formation retreat “Growing in the Mission” had a virtual format for 2020-1021. This program was led by long-term members of L’Arche in Ontario and took place over three one-week sessions.
OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Expanded promotion of L’Arche’s values, rights and freedoms of persons with disabilities
We will dispense L’Arche Creative Endeavor Grants to fund the creation, production, and performance of original L’Arche works.
HOW WE DID
WHAT WE DID > This initiative has been deferred due to the restrictions imposed by the COVID-19 pandemic. > Mobile Studios was developed and funded as a COVID-19 support under the Social Development Projects for Persons with Disabilities (SDPP-D) federal grant.
2.2 LEADERSHIP DEVELOPMENT OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Strengthened Thought Leadership
We will establish an online learning platform.
Strengthened Thought Leadership
We will update the Leadership Development Curriculum.
Strengthened Thought Leadership
> We will develop a series of webinars on current module
> After the review of LD by UQO, we will update the leadership development curriculum
We will increase support of people with disabilities as co-leaders and co-learners in community building strategies. > Implement the SDPP-Youth project
Strengthened Thought Leadership
Actions progress
HOW WE DID
WHAT WE DID A series of courses and webinars were developed and delivered on-line. An enhanced Learning Management System (LMS) is part of the HRIS. Once HRIS is implemented, it can serve as an ideal platform for learning modules and courses using a combination of LC material and external content.
The initial Leadership Curriculum was revised and delivered on-line for the year. ‘Learning Journeys’ for each role and individual will be available and assigned through the HRIS. A proposal for Community Leader Training is currently being presented to NLC. Basic leadership development training was offered to all LC personnel, with the development of a customized tool for use in LC and for leadership team roles in the communities.
The Youth Leaders group was formed consisting of 10 young adults with intellectual disabilities, 5 learning support assistants, and the coordinating team. This group has developed a “Qualities of a Good Leader” document to serve as a baseline to measure growth of the youth leaders and to contribute to the development of a Leadership Development course with King’s College including accessible L’Arche leadership skills modules.
We will develop leadership skills modules for people with disabilities.
The HR team developed and implemented 3 training modules designed for persons with intellectual disabilities:
> Implement SDPP-Youth project
> Keep Me Safe: Yes, I can! – Abuse Training for Core Members > Who Cares? – Mindsets for Mutual Care > It’s MY Life – Person Centered Planning The HR team and Impact and Innovation teams developed an agreement and named a working group to create leadership skills modules based on the work of the Leading Change project.
Actions progress
2.3 IMPACT PRACTICES OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Modelled Transformative Culture
We will increase our Impact and Strategic Clarity capacities at all levels of the organization. > The Quebec and Ontario regions will develop their ISC for each of their communities and for the region
Emergent responsive actions
HOW WE DID
WHAT WE DID Project plans for the Quebec Region (including AAQ) and Ontario Region Impact and Strategic Clarity Processes were developed, resourced and implemented. 16 communities and the AAQ were engaged through large group workshops, and community level coaching supports. 7 Quebec communities and the AAQ have completed Roadmaps for Strategic Impact. The AAQ developed a narrative action plan. 8 Ontario communities have completed draft roadmaps and initial “pressure testing”. Revisions and action planning are underway. Both Regional Leaders piloted use of the Impact and Strategic Clarity methodology to develop a Strategic Mandate for a community in their regions. A Learning Conversation and Report on Deliverables was completed with the McConnell Foundation for both the Quebec and the Ontario processes.
Modelled Transformative Culture
We will highlight the increased social outcomes of people with disabilities in community development. > See communications and fundraising action plans
Modelled Transformative Culture
We will engage in a structured approach of continuous quality improvement at national and local level certified by recognized external organizations. > Development of Safeguarding Practices > Standardized community review process
Modelled Transformative Culture
We will move from a vertical project management and governance mode to a horizontal and flexible model in order to increase local linkages, better control costs and reduce delays. > Explore, choose, and implement model
We have engaged people of all abilities in announcing the gifts of people with intellectual disabilities: > The “Free To Be” Campaign “featuring the Freedom” animated music video, “Free to Be”, posters and “Free to Be” virtual Music Festival. > “It’s About” Public service announcements > 3 Impact Bulletins, Annual Report, International Impact Report, Easter letter and Christmas letter > “Battle of the Fans” online Lip-synching Contest “Tiny Lights” online Giving Tuesday event.
Safeguarding policies and procedures have been developed and implemented on a national level. Abuse Prevention trainings have been developed and offered. The development of an anonymous complaint website has been completed. The HR team developed a Regional Leader Handbook which provides a number of tools and resources for Regional Leaders to use in their support and oversight of a community. The Community Review has been restructured to include key indicators and benchmarks for community standards. A revised survey for wide scale input has been tested. The consulting firm Atypic led an organizational assessment of L’Arche Canada’s leadership structure and the roles and responsibilities that comprise it. Atypic recommended shifting from a “vertical” structure to a “horizontal” structure. L’Arche Canada has moved from a hierarchical management and governance structure to a more horizontal, flexible structure that seeks to enhance communication between the national, regional and community levels. The new structure has developed a nimble and dynamic culture of leadership that seeks to nurture innovation and partnerships while staying attentive to the diverse cultures and unique expressions of L’Arche across Canada today.
EMERGENT RESPONSIVE ACTIONS IN SUPPORT OF THIS PRIORITY COMMUNITY REVIEW PROCESS Regional Leaders provide ongoing accompaniment to Community Leaders at Regional Council meetings, as well as by phone and email. The Community Review occurs every two years during Regional Leader’s annual visit and generally coincides with the Community Mandate mid-point and final year. The Regional Leader provides the Community Review Report, including recommendations and directives, to the Community Leader, the Leadership Team and the Board of Directors.
3.1 MAXIMIZE OPPORTUNITIES OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Expanded Multi-sector Network
We will build and engage our alumni network.
Actions progress
HOW WE DID
WHAT WE DID Increased connections with Coop alumni. Updates, events, inspiring content about daily life and job openings are shared with our 903 LinkedIn followers, which include many L’Arche alumni. An alumni email list exists on Sendgrid, which is used to send mass emails and a quarterly alumni e-newsletter, “Re-Discover”. Names are added to alumni lists upon opt in approval during exit interviews. Some alumni have worked directly with L’Arche to provide testimonials for the “Passion Meets Purpose” social media campaign, the CEE Impact Award at the University of Waterloo and upcoming recruitment materials. Alumni have also participated and been engaged in the Healing Circles project.
Expanded Multi-sector Network
We will strengthen relationships and collaboration with policymakers and public advocate on accessibility and rights. > Continue to work with key partners to advocate for supports and the rights of persons with disabilities
L’Arche Canada actively worked with colleague organizations to advocate for the end of Bill C-7. L’Arche Canada signed the open letter from the disability community calling on Members of Parliament to stop Bill C-7 because “Bill C-7 sets apart people with disabilities and disabling conditions as the only Canadians to be offered assistance in dying when they are not actually nearing death.” This position continued the L’Arche Canada commitment to the Vulnerable Persons Standard (2016) advocating for safeguards for persons with disabilities in accessing Medical Assistance in Dying (MAiD) and access to the supports they need to live with dignity. L’Arche Canada’s public statement on Bill C-7 was published on our website and sent to key leaders.; L’Arche Canada was a signatory on a letter from the Disability Community to the Government of Canada; A letter was also sent to Senators. A member of L’Arche with an intellectual disability participated in the Inclusive Design Research Centre project on Artificial Intelligence and the Future of Work for Persons with Disabilities. L’Arche Canada serves on the Disability Without Poverty Movement partnership team for the proposed Canadian Disability Benefit Initiative. L’Arche Canada and L’Arche International contributed to the Accessibility Research Project. The Vice-National Executive Director is a Delphi Panel participant. L’Arche Canada is an active and contributing member of the Pan Canadian Disability Coalition and provides organizational leadership and contribution on key initiatives.
3.1 MAXIMIZE OPPORTUNITIES OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Expanded Multi-sector Network
We will systematically assess and apply for government funding. > Published a revised federal funding kit > Incorporate federal funding into the national fund development plan > Develop with a consultant a provincial project to lobby
Actions progress
HOW WE DID
WHAT WE DID The federal funding kit project was deferred due to COVID 19. Determined criteria for Lobbying and developed plan to register L’Arche Canada. A Report was given to National Leadership Council and Board. Strategy Brief developed to assess and access federal funding programs to maintain operations through COVID-19. The federal funding update is included in the national fund development plan update. After a thorough review of the Quebec regional funding model, L’Arche Canada, in partnership with the AAQ, determined that reform of the funding model is a priority. L’Arche Canada engaged Raymond Chabot who completed an analysis of the funding needed to support the L’Arche Communities in Quebec, and to launch a plan to lobby the provincial government for the funding needed.
Expanded Multi-sector Network
We will partner with external multimedia experts.
The Communications team increased its rolodex of 10 creative professionals on to 130, representing all media types, as well as 51 celebrity messages promoting disability pride.
Expanded Multi-sector Network
We will develop and facilitate social finance projects.
This initiative has been deferred due to the restrictions caused by Covid 19 on L’Arche Canada and the communities. The Social Finance Module with Innoweave was explored, but ultimately the application was deferred.
> Formulate strategy and identify partners
L’Arche Canada enlisted the support of Social Impact Advisers to develop an application to the Social Finance Fund by one community. The L’Arche Canada Strategic Plan – Roadmap to Impact was submitted as supporting documentation to demonstrate collective impact capacity by two communities for their Social Finance Applications.
3.2 LEARNING ORGANIZATION OUR INTENDED OUTCOME
WHAT WE WANTED TO DO
Actions progress
HOW WE DID
WHAT WE DID
We will implement the three phases of the Social Development Partnerships Program project plan.
The SDPP – Performance Accountability Framework evaluation was completed and reported including:
> Complete evaluation and reporting for year one
> GBA+ Analysis including training certification of senior leaders
> Revisions to action plan based on learning from year one
> Partnership and partner contribution report including development of agreements > Activity analysis and quarterly reports submitted to the Board and stakeholders > Engagement results > Strategic Plan Monitoring by the Board integrated into yearly meeting cycle
We will proactively contribute to forums for inclusion and social justice.
Identified partners for Leadership of Persons with Disabilities (SDPP-D funding) and At Home In a Neighbourhood Where I Belong as priorities.
> Identify priority opportunities and partners
We will be working with multi-sectoral partners to build on our community capacity for belonging, diversity and inclusion. > Celebrate the Gift 2021 events explore the call to more inclusive communities that welcome the gifts of all
This initiative has been deferred due to the restrictions caused by Covid 19 on L’Arche Canada and the communities. Potential of Atlantic Region booking for 2022 is being considered.
3.3 CITIZENSHIP OUR INTENDED OUTCOME
WHAT WE WANTED TO DO We will contribute to the achievement of the UN Sustainable Development Goals by fostering diversity and inclusion work initiatives. > Develop the framework and guidelines for identifying and aligning our Identify and Mission, Core Values and all the UN Sustainable Goals in all of our initiatives
Actions progress
HOW WE DID
WHAT WE DID > Completed compiling and mapping of existing evaluation tools identified as priority work and already underway. > Drafted L’Arche program metrics were developed and are being revised and confirmed. > Impact data management software assessment and selection process has begun. > Review of the Impact Evaluation Report identified the need for an integrated strategy with L’Arche International.
We will convene diverse organizations and leaders to co-create options for housing, employment, learning and belonging. > Phase one of SDPP-Youth
> Sourced, applied for and successfully secured a CMHC grant to convene an Inclusive Housing Solutions Lab that includes a New Brunswick lab with diverse community partners and a National Community of Practice with national partners. > Launched the Initial development of the “Engage” strategy including the L’Arche Deepening Communities cohort with Tamarack.
We will build capacity for L’Arche community initiatives to expand member’s circles of support in other neighborhoods. > Identify, develop, and pilot Communities of Practice for housing, community development and belonging (CMHC)
> The Impact & Strategic Clarity work in local communities identified gaps and opportunities in terms of the relationship with new neighbourhoods. > Development of the engagement strategies including Deepening Community and Enriched Listening initiatives were incorporated into an initial workplan.
Ultimate Impact A world where all people are valued and belong.
www.larche.ca