It is an unprecedented time for the seniors’ sector in Ontario. A burgeoning older adult population is straining the province’s capacity and bringing new demands and expectations for how, where and when seniors want to receive care and services.
As we enter our 100th anniversary year, we must build on our century of experience and expertise and lead the change the sector needs.
With this five-year plan, we are poised and energized to meet this challenge. The three strategic directions and the specific actions that support them envision a future for our Association that is bold and ambitious.
Read the full plan
Lead with a Collective Voice
- Meaningfully and strategically engage with members across the province to ensure that our advocacy priorities reflect their needs and issues, and to use our collective expertise to address opportunities and challenges across the sector.
- Building strong and collaborative relationships with government and sector partners through an alignment of priorities; thought leadership; strong communications; the production of evidence-based resources; and by representing our members’ voices in decision-making.
- Working on behalf of members to help all stakeholders value the positive impact our not-for-profit approach makes every day, and increase public confidence in the quality and safety of Ontario’s long term care sector.
- Exploring and promoting opportunities for research and innovation to improve the quality of care provided to seniors, strengthen sector capacity, and address sector challenges, including health human resources and the need for new bed development.
- Advancing our position as a credible and influential voice for seniors’ care and services in Ontario.
Empower a Vibrant Membership
- Providing coaching, mentorship, training, tools, resources and education opportunities that are responsive to sector challenges, such as new bed development, addressing health human resources, and strengthening business acumen.
- Collaborating with members to enhance sector leadership and innovation, policy development, and knowledge mobilization.
- Transforming senior care through research partnerships and thought leadership on innovative models of care and technological advancements.
- Collecting, analysing, and disseminating high-quality data that examines meaningful, evidence-informed, and relevant trends, and that provides excellent business intelligence.
- Strategically communicating, through multiple channels, relevant and timely information and resources.
- Providing relevant and valuable member supports, services, and programs.
Support our Dynamic Team
- Enhancing a healthy and dynamic workplace culture with strong communications, transparency, deep engagement, knowledge-sharing opportunities, and progressive policies and processes.
- Strengthening internal capacity to align with the Association’s goals and objectives.
- Nurturing an atmosphere that fosters responsiveness to members and supports them to navigate a complex and demanding environment.
- Maintaining organizational financial sustainability including pursuing new opportunities to diversify revenue generation.
- Ensuring the Board is positioned to lead and support the organization as it meets the goals of today and tomorrow.
Igniting Change: 2019-2024 Strategic Plan
Mission, Vision, Values