Message from the CEO and President
Throughout the past year, Community Living Toronto has continued our work in fostering inclusive communities across our diverse city.
Having a key to your own home in a safe neighbourhood, being a valued team member at your place of employment, participating in meaningful community activities and taking public transit independently are just some of the key ingredients in creating a society that is inclusive of everyone. In times of global instability, a transforming developmental services sector, and changing needs of the people and families we support, Community Living Toronto has continued to work towards our vision by modernizing our supports and services while ensuring financial prudence.
Guided by our five-year strategic plan, we’ve made notable progress towards our key priorities of Organizational Strength, Innovation and Leadership & Advocacy, by assessing and harnessing our current resources to inspire new ideas and opportunities. You’ll read in this report the many ways we’ve done this successfully, from focusing our real-estate strategy on reducing our footprint and maximizing our properties, continuing our progress in areas such as employment supports and Specialized Resource Homes, and leveraging technology through partnerships to create platforms like DiscoverMyRoute which build capacity and enable community participation. Our successes are plentiful, and we’re proud to reflect on and celebrate them.
Next year, we’ll continue to explore and seize opportunities that are aligned with our strategic goals, and that will position us for future success. The evolution of our day supports, respite services and housing are just some of the areas we’ll focus on to create inclusive supports that foster belonging. From our earliest days as an organization, the Community Living movement has been about grassroots engagement and advocacy. We have embraced this legacy over the past year as part of our Community Engagement strategy. We’ve been connecting with our government orders at all levels to share our stories, ideas and experiences to raise awareness about developmental services and to advocate on critical issues.
Finally, our continued successful delivery on our strategic plan will rely on the skills and expertise of our Board of Directors, our diverse staff, and volunteers as well as our close partnership with our colleagues at CUPE 2191 and the Ministry of Children, Community and Social Services. We’ll also continue to put our trust in our engaged membership base and the generosity of our many donors. With strength in numbers, together, we can continue to foster inclusive communities where people of all abilities belong and are valued.