KLFS Accomplishes 74% of 2021-2023 Goals Which Leads to Our New Strategic Plan
2021-2023 Strategic Plan
The 2021-2023 Strategic Plan at Kawartha Lakes Food Source was created to reflect the increasing need for food security support services in the City of Kawartha Lakes. In 2021, when the plan was developed, COVID-19 was still a significant factor: staff followed provincial mandates to continue service with our members agencies, our own program delivery, and the volunteer support required to help us achieve our current workload.
In consultation with our staff and the Board, the 2021-2023 Strategic Plan outlined five different directions by which we could create new goals and measure the organization’s progress:
An Organization with Capacity
a) Ensure 100% coverage on the skill, knowledge, and experience required to have an organization with capacity by December 2023.
Enhanced Strategic Communication
a) Share KLFS news and food security related information 260 times annually.
Leading Through Advocacy & Engagement
a) In addition to the existing volunteer pool of 70, attract and retain 15 additional volunteers annually.
b) Engage 50 community members in advocacy-based conversation annually.
Maintain Financial Stability
a) Increase financial donations by 10% annually.
b) Self-finance 50% of the building lease expense by December 2023.
Responsiveness to Community & Member Agency Needs
a) Deliver eight resilience-focused programs/projects by December 2023.
Challenges and Highlights from the 2021-2023 Strategic Plan
Overall, KLFS achieved a cumulative average of 73.6% of the goals created in the 2021-2023 Strategic Plan. The five different strategic directions helped the organization navigate the ripple effects of COVID-19, guided staff in their daily work, and helped in the development of larger projects.
Along with smoother operations at our distribution centre and work with our member agencies, some of the highlights from the three-year period include:
An Organization with Capacity
Staff completed 36 training opportunities.
Implemented new food donation tracking methods.
Enhanced Strategic Communication
33% increase in social media followers.
69% increase in social media engagement.
Increased efforts to meaningfully engage with the community.
Leading Through Advocacy & Engagement
Created and publicized educational lesson plans about food insecurity for teachers.
Efforts to advocate for change and awareness of food insecurity.
Recruited 50+ new volunteers.
Maintain Financial Stability
Successful recipients of 4 significant grants.
Created more public resources for ways to support KLFS.
Responsiveness to Community & Member Agency Needs
Family Cooking Project benefited 311 families between 2021-2023.
Establishment of Easter Dinner Initiative.
LCFM now serves over 550 individuals per month (in 2021, serving 325 per month).
Expanded Summer Lunch Program to 3 locations.
Although KLFS significantly progressed between 2021-2023, we also encountered challenges that would impact our ability to achieve 100% of our goals. The two primary challenges we met in the last three years were a lack of staff capacity and gaps in definitive and regulated data measurement instructions implemented from the beginning of 2021.
In the development of the new 2024-2026 Strategic Plan, KLFS will build on our five strategic directions to enhance our goals, work to stabilize staffing, and establish instructions to measure and track all data.
2024-2026 Strategic Plan
The 2024-2026 Strategic Plan was created by reflecting on the achievements and shortcomings of the 2021-2023 plan, which will ensure our language and intentions are clear and relevant and our strategic goals are up to date and actionable.
Staff collaborated to revise the language and intentions stated in our mission, values, and strategic directions:
Our Mission: Then VS Now
Then (2021-2023)
Kawartha Lakes Food Source is a community effort to reduce hunger in the City of Kawartha Lakes by:
Maintaining a central distribution centre to supply food to organizations that provide food to those in need,
Raising public awareness, and
Working in concert with other local not-for-profit organizations.
Now (2024-2026)
Kawartha Lakes Food Source strives to reduce hunger in the City of Kawartha Lakes by:
Maintaining a central distribution centre to support member organizations that provide food to those in need,
Raising public awareness about food insecurity through education,
Working in concert with our community, and
Addressing local needs through the creation and implementation of resilience-based programs.
Our Values: Then VS Now
Then (2021-2023)
The work we do, product we deliver and services we provide reflect the values of our organization:
Accountability to all stakeholders
Effectiveness to achieve our mission statement
Respect for those we serve
Support where needed
Collaboration with all
Advocacy for positive change
Now (2024-2026)
The programs and services we deliver reflect the values of our organization:
Collaboration with those who serve the food insecure
Accountability to all stakeholders
Respect for all
Equity, diversity, and inclusion
Support for positive change
2024-2026 Directions and Goals
Staff also worked to update the five established strategic directions and our goals for the new plan:
Enhance Organizational Capacity
a) Ensure 100% coverage on the skill, knowledge, and experience required to have an organization with capacity by December 2026.
b) Maintain employee and volunteer retention at 75% annually.
Maintain Strategic Communication
a) Maintain current practice of sharing KLFS news and food security related information 260 times annually.
Lead with Credibility and Engagement
a) Strengthen working relationships with three key community partners annually through increased engagement, activity, and outreach.
b) Engage 100 community members in advocacy-based conversation annually.
Preserve Financial Stability
a) Increase financial donations by 20% by December 2026.
Respond to Member Agency and Community Needs
a) Deliver ten resilience focused programs/projects by December 2026.
Conclusion
The work of fighting hunger and food insecurity is constantly changing, therefore, the work outlined in the 2024-2026 Strategic Plan is progressive in nature. The purpose of the strategic plan is to provide a framework for decision-making over the next three years, carefully considering how best to serve our member agencies and the community. The Strategic Plan will be reviewed and updated on an annual basis between January 2024 and December 2026. During this time, KLFS will continue to do what we do every day, approaching our work with intention and mindfulness, ensuring we are always serving our community.
