Vegreville FCSS Strategic Plan 2023-2026

Strategic Planning

2023-2026

VEGREVILLE AND DISTRICT FCSS

Chartingapathforward...

TheStrategicPlanningPurpose

While Family and Community Support Services (FCSS) programs are generally the community ‘frontline’ to social issues and challenges, the provincial/municipal regulations clearly establish roles, responsibilities, and limitations related to the use of funds. Within the preventive mandate of FCSS, there are strategies and actions that can be taken to support and encourage community involvement in social development initiatives that range from early prevention to intervention.

The 2023-2026 FCSS Strategic Plan will explore the range of priorities important to Vegreville and identify high level actions that can be taken to help improve quality of life and social wellbeing across the community.

TheEngagementProcess

The 2023-2026 strategic planning process began in December 2022 with a virtual information session with the Vegreville and District FCSS Board - an opportunity to explore perceptions and help to set direction for further engagement.

On February 27, 2023 over 40 community members from a variety of local organizations, levels of government, and business gathered for an afternoon workshop designed to explore perceptions, learn about prevention and FCSS strategic directives, and help to identify key challenges facing the community. The community workshop was followed by a Council workshop, FCSS Board workshop, and an FCSS staff workshop the following day.

Thepreventionspectrum

Activitiesthatreflectthepreventivenature"attheearliestopportunity"

Alberta's Family and Community Support Services (FCSS) program was established in 1966 and mandates that programs and services be of a preventive nature that enhances the social well-being of individuals and families through promotion or intervention strategies provided at the earliest opportunity (FCSS Regulation 21 (1) a)

To better understand what is meant by prevention, Vegreville FCSS has adopted the following spectrum that describes early stage and later stage prevention Direct programs and services are generally provided within the early stage prevention realm and alternate community development techniques are generally applied to support local initiatives that fall into the later stage/intervention realm as follows:

Direct programs and services Community development

The focus is on "before problems occur and strategies are likely to focus on whole populations

The focus is on early prevention where problems are already beginning to be noticeable, and action is needed to prevent them from becoming serious or worse

The focus is on multiple, complex and long-standing difficulties that require individualized services.

The focus is on restorative prevention where reducing the impact of complex intervention strategies and restoring protective factors are key

CommunityInsights

Appreciatingthegoodstuff-"whatmakesVegrevilleanawesomeplacetolive?"

When asked this question, the top answers provided by workshop participants included the following:

Volunteers and volunteerism

Lots of non-profits that are designed to assist those in need

Interconnectedness and collaboration

Sense of community and being welcoming

Opportunities for children - music, sports, family resources, school choices

Amenities are here - Hub for services like medical services, a hospital, and doctors

Proximity to Edmonton

A sense of safety and security; a "small town" feel

Lower cost of living and housing affordability

Belongingisanimportantpartofliving incommunity. Whomightbefindingit toughtoconnectinthecommunity?

Among participants, there were a few groups of people identified that may be feeling isolated or less connected in the community, including:

Young adults (ie 18 - 30)

2SLGBTQ+ people

Seniors

People struggling with addictions, mental health or those finding it

difficult to meet their basic needs

Visible minorities such as Indigenous people or newcomers to the community

People that may be isolated due to their work (i.e. work from home or work out of town)

WhatchallengesdoyoubelievepeoplearestrugglingwithhereinVegrevillethat maybepreventingthemfromachievingindividualorfamilywellbeing?

To represent the combined efforts of community members, Town Council, the FCSS Board, and the FCSS staff, the challenges identified in the community workshop are represented within the context of the prevention spectrum:

Accessing Services

Economic Wellbeing/Income Insecurity

Generational Supports

Information and Referral

Community Education and Awareness

Loss of Connection/Belonging

Mental Health and Wellbeing

Barriers to Housing

Transportation

Childcare

While it may be argued that challenges such as childcare, transportation, and housing may fit well with the definitions of early stage prevention, there are other factors to take into consideration relative to the decision about creating direct programs and services versus the use of a community development approach

The Family and Community Support Services Regulation indicates that:

(2) Services provided under a (FCSS) program must not

(a) provide primarily for the recreational needs or leisure time pursuits of individuals,

(b) offer direct assistance, including money, food, clothing or shelter, to sustain an individual or family,

(c) be primarily rehabilitative in nature, or

(d) duplicate services that are ordinarily provided by a government or government agency

As Family and Community Support Services is a shared (80/20) program between the Province of Alberta and local municipalities, FCSS programs must adhere to the FCSS Regulation.

The prevention spectrum, combined with the regulation, helps to provide clarity about the highest and best use of provincial and municipal resources allocated to local programs

To better understand the opportunities available to Vegreville FCSS relative to the challenges identified by the community, a deeper exploration of roles and responsibilities is important

Whosetable?

Community and social development can be complex - a web of different government departments with programs and services designed to meet specific needs of people living in community As it relates to the FCSS Regulation and the need to avoid programs that duplicate services that are ordinarily provided by a government or government agency, it is important to start by determining whether needs in the community are the responsibility of the municipality or another level of government

Whether or not the levels of service are deemed adequate or appropriate for a community is a different issue than identifying who is responsible.

There are three ways to consider the role that Vegreville FCSS (or any other organization in the community) may be involved:

The complementary table

Complementary responsibilities are meant to support others in leadership roles and help to ensure that actions and decisions aren't counter-productive to the community goal

The organization questioning their role does not have an active or ongoing seat at this table

The shared table

Having a shared responsibility means you are accountable for some aspects of the topic with some capacity and resources to offer that will help achieve the community goal

The organization questioning their role is one of many groups and organizations with an active or ongoing seat at this table

The lead table

Assuming leadership responsibility means you have high accountability, dedicated capacity, and resources to help achieve the community goal The community views your organization as the leader or owner of this topic

The organization questioning their role is at the centre of this table and assumes lead responsibility for the outcomes

FunctionalrolesforFCSS(andothers)

When governments, community organizations, agencies, and programs work together to solve complex issues, the collective efforts have a multiplier effect - greater impact with shared accountability and commitment to the desired outcomes

There are a number of key roles and functions available to government departments, community groups, agencies, programs, and services. The service provider role is often the "go-to" for most groups and organizations - when they see a problem they create a program to "fix it" - often without careful consideration about whether they are the right organization with the proper skills, knowledge, and/or resources.

The roles contemplated by Vegreville and District FCSS correspond with the complementary, shared, and lead table levels of responsibilities.

Lead responsibilities may include any of the functional roles, whereas the complementary level functions and roles are meant to provide support In general, the lead roles require greater capacity and resources whereas shared or complementary roles may be limited or shorter-term in nature

Functional roles may shift or change over time largely depending on the capacity, momentum, or stage of development within the initiative or among other participating groups and organizations

FunctionalrolesforFCSS(andothers)

Complementary Roles

Convener

Bringing people and organizations together to explore, strategize, and work through opportunities and challenges

Educator

Communicating, supporting, and development knowledge, understanding, and awareness

Shared Roles

Planner/Regulator

Plans, policies, and regulations affect community actions and contribute to wellbeing

Coordinator

Providing direct support to groups and organizations to enhance focus, productivity, and results

Lead Roles

Service Provider

Programs and services are delivered directly to people and organizations

Capacity Building

Providing support needed to improve the ability of other organizations to generate positive results on shared objectives

Advocate

Influencing informed decisions and policy through organized efforts

Funder

Funding, financial investments, and procurement practices enhance access to resources and support wellbeing

FCSSStrategicDirectives

Family and Community Support Services is guided by five strategic directives:

SD1 - helping people to develop independence, strengthen coping skills and become more resistant to crisis

SD2 - helping people to develop and awareness of social needs

SD3 - helping people to develop interpersonal and group skills which enhance constructive relationships among people

SD4 - helping people and communities to assume responsibility for decisions which affect them

SD5 - providing supports that help sustain people as active participants in the community

The strategic directives serve as a "north star" for FCSS as prevention has been the cornerstone for the program since its inception in 1966 Each statement starts with the word help, as FCSS is grounded in the belief that individuals and communities have strengths and assets to draw upon - sometimes simply needing a little support and assistance to reveal greater potential

Especially in the community development realm, the helping function provided by FCSS may not be clearly visible Often the functional roles of coordinating, convening, and capacity building (for example) can go unnoticed as the intention is to leave people, groups and organizations feeling they've accomplished much on their own - a natural response to a renewed sense of empowerment

Collaboration is achieved when the conditions of relationship, trust, accountability, and complexity exist within groups and organizations Vegreville and District FCSS is well positioned to adopt the complementary and shared functional roles and FCSS Strategic Directives to advance networking, cooperation, coordination, and collaboration in the community

The nature of this type of community development changes over time and can seem to move slowly as the conditions for collaboration are fluid and fragile Enhanced community capacity and resilience is the result of greater coordination and collaboration between groups and organizations

CoreProgramsandServices

Vegreville and District FCSS are providing a number of programs and services in the community that align with the prevention spectrum and FCSS Strategic Directives. While the next section describes strategic objectives, direct programs and services are the foundation upon which local needs are met. The following lists identify some examples that demonstrate this alignment.

Early Stage Prevention - 1

The focus is on "before problems occur and strategies are likely to focus on whole populations

After Hours Programming (SD1/SD3)

Sizzlin' Summer (SD1/SD3)

Soaring (SD1/SD3)

Family Day Events (SD1/SD3)

Information and Referral (SD1/SD4)

Early Stage Prevention - 2

The focus is on early prevention where problems are already beginning to be noticeable, and action is needed to prevent them from becoming serious or worse

Community Counselling (SD1)

Family Resource Network (SD1/SD3)

Community Volunteer Income Tax Program (SD1/SD5)

Vegreville Cares Coalition (SD2/SD4)

Meals on Wheels (SD1/SD5)

Vegreville Housing and Basic Needs Task Force (SD2)

Information and Referral (SD1/SD4)

Later Stage Prevention - 3

The focus is on multiple, complex and long-standing difficulties that require individualized services.

Assistance with Forms and Applications (SD1/SD5)

Information and Referral (SD1/SD4)

Later Stage Prevention - 4

The focus is on restorative prevention where reducing the impact of complex intervention strategies and restoring protective factors are key.

Information and Referral (SD1/SD4)

Therelationshipofdirectservicesandstrategy

Current and future programs and services provided directly by or funded through Vegreville and District FCSS are foundational to the preventive social services environment in the community. These programs and services will continue to evolve and change to meet emerging and relevant needs in the community.

Strategic initiatives help to shape the future focus for Vegreville and District FCSS - to branch out and achieve new or priority community needs The future focus may lead to new insights that influence changes to direct or funded programs, but don't necessarily imply that everything must align to the strategic initiatives

Future Focus

Strategic Initiatives

Information and referral

Education and awareness

Asset-based community development

Later stage prevention support

Social capital

Core Programs and Services

Direct and/or funded programs and services

Foundational Concepts

Prevention spectrum

FCSS Strategic Directives

Roles and responsibilities

FutureFocus 2023-2026

Five areas of focus emerged following the engagement sessions with community, Council, the FCSS Board, and staff The focus areas have been captured within the context of the prevention spectrum, Provincial FCSS Strategic Directives, and the functional roles and capacity for FCSS

Information and Referral Education and Awareness

Asset-Based Community Development (ABCD) Community Social Capital Later Stage Prevention Support

The FCSS funnel above represents the different lenses through which the five areas of focus need to be considered relative to alignment with the prevention spectrum and provincial FCSS mandate, the functional roles, municipal goals, and finally, the capacity of Vegreville and District FCSS to deliver within existing resources and capacity

2. 3. 4. 5.

1. Information and Referral

Prevention spectrum:

Information and referral cross all aspects of prevention as people present themselves to the FCSS office at various stages of need. The actions taken by Vegreville FCSS can range from sharing written contact and program information about available programs and services, to a "warm hand-off" or introduction to another organization to help facilitate the process

FCSS Strategic Directives:

SD1 - helping people to develop independence, strengthen coping skills and become more resistant to crisis

SD4 - helping people and communities to assume responsibility for decisions which affect them

Functional Roles:

Service Provider Coordinator Educator

2. Education and Awareness

Prevention spectrum:

Information is a powerful tool Vegreville and District FCSS can help local individuals and communities make effective decisions by helping with research, information gathering, communications, and awareness campaigns to build understanding

FCSS Strategic Directives:

SD2 - helping people to develop and awareness of social needs

SD4 - helping people and communities to assume responsibility for decisions which affect them

SD5 - providing supports that help sustain people as active participants in the community

Functional Roles:

Capacity Builder Educator Advocate

FutureFocus 2023-2026(continued)

3. Asset-Based Community Development (ABCD)

'Generational Supports' were identified in the community workshop and the concept behind this idea was expanded during subsequent conversations with Council, the FCSS Board, and FCSS staff The basic idea is that a more intentional approach to asset-based community development (ABCD) could result in a greater opportunity to tap into resources that already exist in the community through volunteerism, for example, as opposed to a focus on systems-based solutions.

The idea behind this strategic priority is to help create social capital through natural supports, volunteer development, and connection between people with skills and abilities and those needing an extra bit of support to achieve higher levels of wellbeing.

Prevention spectrum:

Asset-based Community Development is a process of helping to identify friends and neighbours that can provide a helping hand to others while building stronger bonding and bridging social capital.

FCSS Strategic Directives:

SD1 - helping people to develop independence, strengthen coping skills and become more resistant to crisis

SD3 - helping people to develop interpersonal and group skills which enhance constructive relationships among people

SD4 - helping people and communities to assume responsibility for decisions which affect them

SD5 - providing supports that help sustain people as active participants in the community

Functional Roles:

Service Provider Planning/Regulator Funding Coordinator Educator

4. Community Social Capital & Collective Action

Social capital refers to the network of connections, relationships, supports, services, groups, and organizations that exist to collectively enhance well-being and resilience in a community There are two dimensions to this work that must exist in harmony -

Bonding social capital is used to describe networks of people with similar or "like" experiences, backgrounds, interests used to find and mobilize solidarity

Bridging social capital is used to describe the networks and connections between groups - a coming together of different ideas, experiences, and interests to enhance belonging and inclusion

Bridging and bonding social capital are both important and necessary to build and sustain community well-being Whereas ABCD is an important strategic priority to build local opportunities for bonding and bridging social capital, there is also a need to explore opportunities for groups and organizations to provide social supports and services. Connection with neighbouring communities may be an important strategic priority to build and strengthen a network of sustainable program and service delivery groups and organizations. In this regard, the concepts of bridging and bonding social capital may be extended to achieve a 'critical mass' necessary to help improve support options across neighbouring rural communities.

Further, there is an important role for Vegreville and District FCSS and the Town of Vegreville to play in the planning role to clearly define and articulate the social environment it desires - not just for the wellbeing of its current residents, but as a critical component of future growth, economic prosperity, and regional leadership

Prevention spectrum:

Strong groups and networks are important to community social capital - both for people seeking connection with others having shared experiences and life situations (i.e. bonding social capital) and between groups and organizations (i.e. bridging social capital) necessary to create high levels of unity, connection, and collaboration.

In rural communities, collaboration between neighbouring FCSS programs may be necessary to achieve optimal coverage and sustainability.

FCSS Strategic Directives:

SD3 - helping people to develop interpersonal and group skills which enhance constructive relationships among people

SD4 - helping people and communities to assume responsibility for decisions which affect them

Functional Roles:

Convener Planner Capacity Builder Funder

FutureFocus 2023-2026(continued)

5. Later Stage Prevention Support

The community engagement session revealed a number of topics that align with the later stages on the prevention spectrum. As FCSS is neither resourced nor mandated to provide direct supports and services in the intervention, rehabilitation, or treatment realms, it is appropriate to identify potential roles to help ensure ongoing community engagement and local action.

The following topics were identified and are represented in the table noting potential roles for FCSS and the municip ovide assistance:

Housingand Homelessness

MentalHealth andAddictions Transportation IncomeEquality

Childcare

Accessto Services

ActionsandRecommendations

Core Programs and Services

Goal - To create and support collective action toward a strong, vibrant, and resilient community

Action Result Timeline

Adopt the early and later stage prevention spectrum to evaluate existing programs and services

Evaluate FCSS positions to more effectively align with strategic priorities

Information and Referral

FCSS roles are more consistent across programs and services to focus on early stage prevention

2023 - Q3

The FCSS department has the right people in the right roles to effectively deliver on its strategic direction

2023 - Q4

Goal - To provide effective information, referral, navigation, and access to supports and services.

Action Result Timeline

Shift from sharing written contact and program information to a "warm hand-off" or introduction to other organizations.

Self-directed access is improved through information posters, cards, and the Community Directory

FCSS will facilitate a shift at Interagency from information sharing to more collaborative service delivery among organizations

Residents are supported to more effectively connect with programs and services that meet their needs.

2023 - Q3

Better self-directed access to supports and services among residents results in more timely entry to intervention and treatment programs.

Increased engagement and collaboration between community agencies and organizations

2023 - Q4

2023 - Q3 to 2024 - Q3

ActionsandRecommendations

Education and Awareness

Goal - To foster growth and build the capacity of community through education and awareness

Action Result Timeline

Form a new community initiatives and awareness committee to enhance collaborative research, information, and awareness campaigns

Targeted awareness materials are designed and evaluated for key priority topics as determined by community initiatives and awareness committee.

New committee is formed with terms of reference and priority topics for education and awareness

2024 - Q1

At six-month intervals, new awareness topics are researched, designed, launched, and evaluated for effectiveness.

Asset-Based Community Development (ABCD)

2024 - Q2 to 2026 - Q4

Goal - To build on the strengths and abilities of community residents and organizations.

Action Result Timeline

Enhance ABCD and capacity building through the development of a volunteer coordination and community capacity building role within FCSS.

Explore and design mechanisms to bridge connections between people and organizations with needed skills, abilities, and knowledge that can be shared with others in need

Community agencies and organizations report increased ability to connect with and support resident needs.

2023 - Q4 to 2024 - Q4

Residents feel an increased sense of capacity and responsibility to support one another

2024 - Q4

ActionsandRecommendations

Community Social Capital

Goal - To strengthen and enhance capacity of community organizations to deliver effective programs and services to residents.

Action Result Timeline

Conduct a community mapping project to better identify connections and opportunities for resource sharing between programs and services.

Later Stage Prevention

Community organizations report increase knowledge of programs and services available in the community and have identified potential redundancies and opportunities for resource sharing.

2024 - Q2 to 2025 - Q1

Goal - To provide guidance and support to community initiatives that address later stage/complex social challenges in the community

Action Result Timeline

Facilitate the development of a community social development plan to help guide long term strategies that involve and engage the Town of Vegreville departments and broader community sector

A community social development plan will reflect the current and future social needs and trends in Vegreville and district

2025 - Q1 to 2025 - Q4

Recommendations

While Vegreville and District FCSS plays an important role in the health and well-being of its residents, community groups, and organizations, the breadth and mandate of FCSS doesn't fully reflect the social development and well-being needs of the community and region. Three significant recommendations have emerged from the strategic planning process:

Develop a comprehensive community and social development strategy - there are aspect of community and social development that extend beyond the reach of the Family and Community Support Services mandate and, while FCSS may be well-positioned to provide facilitative support to community planning, the current funding structure does not enable direct action on broader, complex, and intervention supports and services needed in the community. A comprehensive community and social development strategy would examine these needs in greater detail.

Explore the addition of a community services leadership role - as the FCSS mandate and funding is limited to early prevention, there is a gap in capacity to deal with community and social challenges that fall outside the FCSS function Attention to broader community and social issues will help to strengthen well-being for current and future residents, contributing to improved quality of life, growth and retention, and economic development

Regional collaboration - complex social issues present unique challenges for rural communities as residents aren't immune to difficulties associated with economic insecurity, mental health, addictions, transportation, and housing, yet the capacity to provide effective and timely access to supports and services are limited Regional collaboration with neighbouring communities can be an effective solution to enhanced services for residents, and east the economic burden on any one community

Conclusion

Vegreville is an important centre for commerce, supports, and services for residents within and beyond the municipal boundaries FCSS is a critical provider, navigator, and negotiator of programs and services needed by residents to sustain personal and family well-being, and an effective connector to health and social services that are the responsibility of provincial and federal levels of government,

The 2023-2026 FCSS Strategic Plan has been designed to create and support collective action toward a strong, vibrant, and resilient community recognizing the limitations and boundaries of the preventive social services mandate