OAITH Strategic Visioning Report revised Strategic Visioning Report Final.pdfTrends in Feminism...

Report

Ontario Association of Interval and Transition Houses

(OAITH) Strategic Visioning Session

September 26, 2013

Joan Riggs Catalyst Research and Communications

Ottawa, Ontario

OAITH Strategic Visioning Session Report

Catalyst Research and Communications • [email protected] 2

A. Introduction The Ontario Association of Interval and Transition Houses (OAITH) held a strategic visioning session with its membership on September 26th. Approximately 55 members were in attendance. The facilitator for the session was Joan Riggs from Catalyst Research and Communications. Charlene Catchpole opened the session and acknowledged that we were holding the meeting on the ancestral land of the Mississauga’s of the New Credit. B. The Current Context In preparation for the session, a survey was sent to all registered participants for the session and the membership of OAITH. There were fifty-one (51) responses in total. A report was prepared and distributed to the participants. (See Appendix B). The facilitator provided an overview of the results in a power point presentation. Some of the highlights from the presentation included:

1. The context for OAITH is that each person involved has a strong commitment. The issue of VAW at both the community and government level requires constant investment and education with inconsistent results. OAITH is intended to be a place where key and difficult discussions can happen in a safe context. That has not been happening for some time and it has affected the organization, the number of members and the investment in the organization.

2. No matter where a person is in the organization or who they are, there is a

lack of safety in OAITH at this time. Women are experiencing being judged. The measurement of each woman’s value is not organizationally defined and based on a collective set of commonly understood values or principles but rather is based on individual beliefs and personal alliances.

3. The strengths identified in the organization included: unity of purpose, the people, a unified voice, political action, social justice voice, approach to the work, education work with the membership and the joint funding proposals.

4. A key theme was that history was seen as both a strength and a challenge

at OAITH.

5. OAITH was rated quite low at doing its work. The most effective work was identified as the education work for members.

6. The internal challenges that were described were:

o Differences in strategic approaches to achieve the vision



o Disrespectful engagement o Political Action o Approach to addressing AR/AO o Structure and Processes o Loss of Membership o Declining Revenue o Ways of Operating o Financial Management o Lack of clarity around what is expected of leaders

7. The external challenges that were described were funding, the changes in

the way shelter work is done, the expectations and credibility on shelters, and the political and social climate.

8. The Integrated Feminist, Anti-Oppression, Anti-Racist Approach was seen

as needing to be strengthened including articulating what it means and identifying how to practice it in the work, structure and processes.

9. There are four leadership approaches: self, organizational, community and

systemic. At this time, OAITH is not clear what type of leadership it is promoting and where leadership is focused.

10. There are outcomes that people would like OAITH to move toward including being recognized as VAW leaders, establishing a training centre, doing education, research and political action. OAITH would have the capacity to effectively network and communicate with members and establish partnerships.

11. In moving forward, what people would like to see would be:

o Clear Strategic Vision and strategic plan o Organizational Renewal and restructuring that supports the work. o Open Communication o Address the internal issues o Integrate AR/AO into all of the work

12. While a number of partners and potential partners were identified it was

acknowledged that OAITH at this time is not ready for partnerships until some of the internal discussions are addressed.

13. The situation at OAITH looks similar to Type 2 Trauma: low or no trust,

unsustainable, hurtful thinking, feelings of helplessness and shame and not having good ways to process anger.

While there were many things to discuss, the focus for that one-day was on strategic visioning and where OAITH is going.



C. Key Strategic Areas that need to be considered The intent for the day was to develop a vision that was strategically placed in the current context. A number of contextual areas that will directly impact any vision developed were described. All of the points are documented and have been summarized by the consultant. (The detailed flipcharts can be found in Appendix A). Meta-Level Societal Trends There is:

A greater divide is occurring between rich and poor and increased polarization between people based on different points of difference.

World instability because of revolution, climate extremes and global warming.

The collective consciousness is increasing based on a “dumbing down of the masses” and reactionary or fear based thinking.

Trends in Feminism Feminism, as a movement, is going through further transition. Feminism is being lived in different ways based in part by the person’s age but also by each woman’s lived experience. There are new issues that feminism is grappling with such as harm reduction. While feminism is a movement there still remains an ongoing tension to impose behaviours and specific ways of thinking as being feminist. Trends VAW In society there is a cultural norm of violence against women and the complexity of abuse is not well understood. Women who access VAW services have complex situations that include housing, poverty, mental illness and immigration standards. VAW continues to be an underfunded. The issue of VAW is being co-opted like other social justice issues by corporations. Political The provincial government is a vulnerable government as a minority government. The federal government is dealing with its on financial scandals and has not had VAW as a priority for a long time, The political work done by OAITH has shifted including the approach and language as part of the bigger context. Trends in VAW Funding There has been no increase in funding for shelters for many years and the funding does not reflect the expertise and value of the VAW sector in society. Individual shelters have to fundraise, apply for grants etc. or rely on project funding that are time limited and specific. Pay equity has become a pressure for many shelters.



Trends in the Shelters The needs of the shelters are consistent and yet the funding investment has been stagnant. There is funding needed to pay bills and operate, to upgrade basic systems, to train staff to be able to respond to women’s complex needs, to meet legislative requirements (e.g. French Services, Accessibility) and to respond to the basic needs that women have (e.g. women don’t need to share rooms). Women’s needs Women’s needs are for safety, housing, system navigation support, advocacy, childcare and better responses from the legal system. Their needs are complex and require specific programs such as substance use / abuse programs. They are looking for specific supports including how to parent during this time in their life. OAITH (internal) There was an extensive list of areas that needs attention at OAITH in order to increase accountability, communication, membership numbers and stronger governance and membership cohesion. D. Visioning for the future The group was asked to go into groups to draw an image that would describe what OAITH would look like in five years if it were completely successful? Group 1 – The porcupine journey

We are on a journey. Today at OAITH we look and feel like a porcupine. We are moving towards sitting under an umbrella of common principles to have a conversation about where we will be going. There are many directions to go in but once we decide we will be going in the same direction.



Group 2 – Co-existing in our work

Group 3 – Weeping Willow tree

The work of OAITH needs to co-exist in balance. The training needs to support a set of core competencies that we want to see in the VAW sector and the organizations, including service delivery and effective systems. Work that OAITH does in the training can generate funds that can support the advocacy work. The other scale is for OAITH to do advocacy for systemic change.

The willow tree bends and is flexible. It can survive different types of weather (context) and stay strong. The roots represent the grassroots and branches represent the knowledge that we have and the women have. The new life represents the new ideas, the young women and the new issues that will emerge.



Group 4 – Sacred Teachings Tree

Group 5 – OAITH Lens

The OAITH lens is a unique lens that is constantly being refined and updated through open dialogue within the organization. The lens informs the strategies and work that OAITH does. All of the work that OAITH does is within an integrated circle so that we are all using our collective energy to transform our world and sphere of influence.

Another tree was drawn as it represents a vibrant, dynamic organization that can provide a positive contribution to women and society. The roots of the tree are the seven sacred teachings. The flower are women who have come through the shelters and been supported and strengthened. The branches and leaves are the different shelters and services and actions that support the women.



Group 6 – The links of strength All of the work at OAITH is linked together and focuses on the needs of women and children.

Group 7 – The medicine wheel

OAITH has achieved a balance between funding; peaceful co-existence amongst our members as we respect each other’s uniqueness and diversity and an equality between the issues and women. OAITH is an interwoven web of relationships and we are committed to maintaining a balance so we stay focused on our work.



Group 8 – We have big ears

OAITH is an influential organization because it has credibility as the organization that listens to women and responds to their needs. OAITH is a strong, unified organization that promotes and practices internally what it promotes for social change. Summary of the Visions The visions were very consistent with a number of themes:

1. OAITH is on a journey and some very critical conversations need to be held that facilitates OAITH finding common ground.

2. The conversation has to be based on/informed by a set of grounding principles that everyone agrees to.

3. It is essential that OAITH have the capacity to have open discussions in order to best develop the appropriate strategy to respond to any issue.

4. OAITH’s work is coordinated and strategically focused. 5. The way of work at OAITH is dynamic and responsive to what women want

and the context we are facing. 6. OAITH is influential and can facilitate social change.

E. Reflection The group went into circle and each person was asked to speak about what they would like to see to move forward in this year. A number of specific ideas emerged. 1. Build on our strengths

2. Organizational stability and integrity

o Recognize and respect the different roles in the organization: staff, board members and members.

o Build accountability and transparency into the organization. (In part learning from the lessons of the past)



3. Establish new working relationships between OAITH members o Peaceful o Open, respectful, kind language and communication. o Establish a professional way of work. o Have integrity in the way we work together. o Relationship based organization. o Recognize that we are all leaders and need to model the way we want

the world to be. 4. Organizational Renewal

o Complete Organizational Review o Look at everything about the organization and ask some key questions:

o Who are we? o Where do we want to go? o Is there a basis of unity amongst this group?

o The work of OAITH o How will we do social justice work?

o Look at the current policies of the organization and examine whether they actually achieve the desired outcome (e.g. the policy of having racialized women on committees can only works if there is enough racialized women to share the responsibilities otherwise racialized women end up carrying a heavier burden than other members).

5. By-laws o Clarify if OAITH is a membership driven and membership informed and

what that means. o Revise the by-laws to resize the board.

6. Clear direction based on a strong foundation and vision

o Review and revise (if necessary) vision, purpose and mission. o Strategic Plan with achievable strategic directions. o Go back to the visions that we created and identify the actions that will

get us to those visions. o Reaffirm our standards/ethics and values that we live by and how we

live by them. 7. Communication

o Better communication between the Board and the membership. o Solution focused conversations o Create spaces for all the different voices in OAITH including dissenting

voices.

8. Get up to date on our history o Address any trauma that is part of our history. o Clear the air on the issues that are floating around us. o Deal with the longstanding conflict that is part of our organization.

9. Membership Development

o Develop a marketing strategy



F. Strategic Directions Based on the vision discussion and the areas that people wanted to see move forward, five strategic directions emerged. The group was asked to go to one of the five strategic areas and identify specific actions they would like to see happen in the next year. 1. Dealing with trauma and the OAITH herstory This was seen as work that needs to go before all other work or else the trauma and unresolved issues from the past will negatively affect the moving forward discussions. There is a need to get up to date. Suggestions that the group had: 1. Name and acknowledge that this is part of where OAITH is today.

o Unsustainable thinking - Shame, blame, feeling hurt, anger, helplessness, no trust

o Silenced women

2. Need to stop it in ourselves. 3. Develop process (es) to support OAITH to get up-to-date.

Get outside help Develop survey

o Each person’s primary concerns. o Different traumas in order of what to deal with

Conversations o Safety – create / insist safe environment o Acknowledge our “Her Story” strengths, why the anger exists,

validate if necessary o Leave egos personal agenda at the door o Recognize the difference between intent vs. impact o Be what you speak! Come in as equals o Strength focus

4. Remove the trauma

o Include harm reduction Smaller steps

o Find the middle ground on some issues. 2. Clarity of vision, mandate and purpose 1. What is the current mission / philosophy of OAITH?

o Where is that information held? Is it still relevant? 2. The membership needs to CLEARLY communicate what direction it wants

OAITH to go in. 3. When the dialogue ends there needs to be clarity:

o Purpose o Develop clear accountability for board and membership o Communication to ED and member rep.

4. The process for clarity:



a) Facilitated process with a number of steps so as to ensure that membership is fully involved.

b) Review existing vision / mission c) Develop a statement of principles to guide the review. d) Survey to membership

Relevant? Need to update? Modify?

e) Board will draft any revisions. f) Membership forum to review draft vision, mandate and purpose. g) Board to revise h) Membership to approve i) Organizational alignment based on the decision.

2. Organizational Review Once the clarity of vision occurs the organization would need to realign and use all resources, systems and processes to support the purpose. The group identified a number of steps to through and specific issues that need to be reviewed as part of the organization review: 1. What will be reviewed?

a) What is the purpose of regional meetings? b) What is the purpose of all committees? c) Address the disconnection between regional meetings and board meetings? d) Mentorship as a responsibility and role at OAITH. e) What is the ideal organizational structure for OAITH? (Note: it differs from

how we do business everywhere else in our lives) f) Succession planning –

o Individuals o Committees o Board members o Regional reps o Director

g) Can we be open enough to allow for all shelters to belong? What is the impact on those that do not belong?

o Second stage and women’s centres need to be considered as members as we are currently very shelter driven

h) Revenue generation (note: increased membership could mean decreased fees)

i) Who are the members of OAITH? How are they being oriented? Who is new to OAITH?

j) Definition of roles for all people at OAITH: Board members, members, staff, committee members, chairpersons, etc.)

2. The Approach:

a) Embrace this rather than fear this. It’s not about what we do bad it’s about how we do better

b) Needs to be built in as a process rather than crisis reactive c) Let go of all assumptions d) Don’t get stuck in “it’s the way we’ve always done it”. We have to continue.



3. The Process:

a) The revised vision & mission will inform our organization review b) Clearly communicate to membership why it is important to be part of the

review. c) Look at organizations that work well as models which we can use to

develop further for ourselves d) Do team building specifically for the Board as part of the process. e) By-law review (CRA – federal due by Jan 1st, provincial by 2015)

o Take our procedure o Take our dates o Revise using clean, plain language

3. Social Justice The social justice group, in addition to doing the exercise, presented work that had been done by individual members of OAITH at a time when the Social Justice Action Committee was suspended as an internal issue was addressed. The suggestions they had for how to OAITH could move forward around social justice issues included:

One billion rising = example Flash / freeze mobs Queen’s Park activity Video or something that speaks to OAITH social justice work (put on the

website) Work that individual shelters can’t always do

o Stronger together o More powerful o Less risk

Social media campaigns – engage women with this knowledge Strong visible response in media to VAW Media report card OAITH report card

4. Board Accountability There were a number of suggestions for improving board accountability:

a) Communicate throughout key organizational processes. b) Put board minutes and the board agenda on the website. c) Do a monthly newsletter.

Clarify what accountability means

o Accountable to legislation re: not for projects o Accountable to our mission, vision and goals o Accountable to Constitution and policy o Accountable to ourselves o Legal obligations and liability – risk management o Accountable to women and children



There are a number of issues to be further reviewed:

o When there is a process where their needs to be privacy (because of legal obligations) what is appropriate to share with the membership?

o Structure does not have support of resources to be able to always maintain a high transparent level of communication?

o What is informing decisions? What past documents? Is it the current context?

o What is the process for the passing of the torch from the “old board” to the “new board”?

5. Communications

Define what is to be communicated to membership Develop “tool kits” –What do members need from the Board, Committees

and Regions Website should include:

o Committee/board minutes o Current/updated info on site o Organizational flow chart

Have an up-to-date members email list Have info in advance when going to meetings

G. Consultant’s Observations The Strategic Day showed that OAITH members could sit together in a meeting and have meaningful dialogue in a respectful way with each other. It also showed that there are underlying tensions and outstanding conflicts that are embedded in the organization. There will need to be a process developed and forums to get up to date with this history. Throughout the day women came to me to ask that we go off agenda and deal with the immediate conflict that only some women in the room were directly involved in. There was a sense of urgency that the conflict superseded the intended agenda that women had come to discuss and that if the issues were aired, there would be resolution. In some ways it speaks to an innocence that does not well serve OAITH. Conflict does harm and sometimes permanent damage if it is not dealt with in a good way. It requires preparation for people to come into the room and to be able to share their thoughts in a good way and it requires creating and maintaining a process that is safe for people to say what they need to say without judgment or consequences. The room of women, on that day, was not prepared for that discussion. At this time in the history of OAITH there are many important conversations that need to be held and it is imperative for them to be held so that the organization can move forward in the important work that is done by each person in the organization.



Some of the conflicts are based on either/or thinking instead of a leadership style that can work with paradox and more complexity. There is a need for OAITH to do both political advocacy and education. There is a need to have a toolbox of strategies for advocacy that includes protest and relationship building. One strategy over another without sound deliberation leaves OAITH weaker as an organization. H. Moving Forward

The OAITH membership on that day of strategic visioning spoke clearly about moving forward. There is a need to have an honest and frank discussion about where OAITH will be in the future. Based on that decision, the structure, processes and systems of OAITH need to be updated. Before any of that work can be done, there needs to be a process to get up-to-date and address any issues that get in the way of women being able to speak honestly at any discussions and be respectful of other women’s points of view. The evaluation results below further confirms the direction that was proposed in the Strategic Visioning day.

I. Evaluation Results An evaluation was done one month after the session to get feedback on the impact of the session. The evaluation was done through survey monkey. There were 18 responses or about 42% of those that were in attendance provided feedback.

1. Overall, how would you assess the day? Was it effective in starting the conversation about a strategic vision for OIATH? (1 not useful to the discussion to 5 very useful to the discussion on strategic visioning)

2 6%

3 22%

4 44%

5 (very useful) 28%

How would you assess the day?



The overall assessment of the day was that it was useful to addressing strategic visioning. 72% found it to be very useful or useful. The group found it useful to have a third party facilitator who was knowledgeable on the issues. There was recognition that it was a good day despite the historical baggage that is part of any conversation currently being held at OAITH.

“As a starting place only. The underlying issues are deeply rooted and complex and need to be pulled out.”

There were some suggestions that the AGM should have happened before the day of moving forward. The tension around the discussions that would happen at the AGM only increased throughout the day.

“The idea was good but with the tension for the AGM mounting, it was difficult.”

“Likely, the AGM should have been held the night before - an

AGM always means fresh new beginnings with new leadership.”

2. Each part of the day was rated (1 not useful to the discussion to 5 very useful to the discussion on strategic visioning)

Aboriginal Opening

86% of the evaluation respondents fold the opening very useful or useful. It was intended to set a good and respectful tone for the day. In the closing round a number of people acknowledged Charlene and the opening that was done.

Power Point Presentation based on the survey

87% of the respondents found the survey presentation very useful or useful. There was no one below a 3 so everyone found it somewhat useful.

2 7% 3

7%

4 26%

5 (very useful) 60%

Aboriginal Opening



• “The power point I believe was a honest reflection of the association.” • “The results from the survey that Joan shared with us were very

compelling.” • “I found the survey results were very helpful in understanding some of

the dynamics in the room”

Setting the Context for the Strategic Vision

75% of the respondents found this exercise useful or very useful.

3 13%

4 56%

5 (very useful) 31%

Power Point Presentation based on the survey

2 6% 3

19%

4 56%

5 (very useful) 19%

Setting the Context for the Strategic Vision



A Vision of OAITH in the future

75% of the respondents found the vision exercise useful or very useful.

Moving Forward Circle (right after lunch)

A number of people noted that they liked hearing from everyone although it was not as strongly received as the other exercises. 66% of respondents found it useful or very useful.

“The words and thoughts shared in circle from most were honest. I believe others did not speak their truth.”

1 (not useful)

6% 2 6%

3 13%

4 56%

5 (very useful) 19%

A Vision of OAITH in the future

1 (not useful)

6% 2 19%

3 19%

4 37%

5 (very useful) 19%

Moving Forward Circle



Specific areas of focus for the next year (world café and presentations)

The exercise was the least strong part of the day. 56% of the participants found this very useful or useful. Closing Circle

73% of the respondents found the closing circle useful and very useful. 3. What was the highlight of the session for you?

a) The long-standing concerns were raised and were written down and

they were so clearly and openly discussed.

• “The opportunity to put some of the issues out on the table and talk openly about them.”

• “Seeing that some of the truth was put on the table.”

2 13%

3 31%

4 44%

5 (very useful) 12%

Specific areas of focus for the next year

1 (not useful) 13% 2

7% 3 7%

4 46%

5 (very useful) 27%

Closing Circle



b) Having a forward moving discussions.

• “The other highlight was the fact an open, honest and purposeful

discussions were held and opportunities were given to allow for this.”

c) The process

• “Focused yet opportunities for discussions and healing.” • “Small groups focus work was very meaningful and engaged/involved

everyone in the room.” • “There was a positive energy in the room (regardless of the obvious

tensions).” • “I liked the entire day - I just think the timing was off.” • “The combination of the involved exercises with the members coupled with

the naming and the container to allow the speaking of truth. When Joan named, this organization is in a Type 2 Trauma, I felt relieved.”

• “I think people were very honest and that meant it was emotional for some.”

4. What was the least effective part of the session for you? a) Some people did not feel that any part of the day was not useful or effective.

• “It was all good, well organized and purposeful goals were met.” • “Nothing really - I had a MUCH better experience overall this year

than in years past.” • “I don’t feel there was a "least" useful. I found usefulness in all

parts of the day.” b) The least effective part of the day was when one of the small groups used the presentation back to the full group to share work that was not related to the day.

• Presentations back to the larger group. I feel this is an important step in any work group setting, however I felt that some groups had a different motive.

• Having a group make a pitch about a project that they worked "on the side" was inappropriate and deceitful

• The last part of the day when the presentation from some shelters on social action of OAITH

• Having the agenda hijacked to view a video that had been created by a very small group. Many of us are doing great social justice work and yet we were not afforded the same opportunity

c) Other elements of the session that could have been stronger or improved that were mentioned were:

• The closing circle. “If you were after the first 15 or so people it was difficult to come up with something new to say,”

d) The feelings that were in the room that were not discussed



• Many of the serious "issues" did not really get dealt with during the day, which meant that when the AGM started that evening, many of the tensions boiled over there

• Trying to vision in a positive way with so much anger, animosity and unspoken frustration and hurt in the room

• The unresolved, largely unspoken issues • There needs to be a facilitated conversations with the individuals who are

involved in the conflict at some point because having that "elephant in the room" was not fair to anyone.

e) The AGM that was later in the day • “Although the day was good, the evening AGM was not. I'm losing patience

and hope for OAITH.” • “What happened in the evening was ugly and divisive and what the

politicians would like to see… A women’s movement divided.” • “I was very disappointed in the evening of the games being played.” • “After such a fabulous day, the AGM at night was still very contentious and

felt antagonistic.” f) Some women were just focused on moving forward.

• “Looking forward to next steps. How do we move forward when we are so divided and people feel so strongly that it's not possible to even have the discussion?”

• “How do we create the space for Fierce Conversations without the dissolution of OAITH?”

5. What else would you wanted to have happen at the session? 1. More time.

• As a starting off point it was great. We could've used 2 full days but I understand the funding limitations.

• More time! 2. Addressing the issues currently affecting OAITH and its inability to deliver on its

mission.

• A more open discussion about the blocks to moving forward ~ how are we going to get out of our own way?

• I wish we would have actually had the discussions that were brewing & boiling underneath

• I know that while an investigation is active, individuals cannot speak openly about it, and an organization's hands are always bound tighter than an individual in these matters. However, I think every effort should have been made to ensure that the investigation was completed before the strategic visioning day and AGM took place (perhaps they should have been scheduled later in the year to facilitate that) so a separate facilitated meeting could have happened for the individuals directly impacted by the incident or incidents involved.

• I hoped to deal with the ongoing toxicity, and put some of it to rest.



3. The day and then the AGM made some people question their long-term

commitment • This was my first time coming to OAITH get together and I was completely

shocked at lack of professionalism exhibited by some participants. • I am unsure if I will remain a member.

6. What do you want to see happen from the Strategic Visioning Day?

a) A continuation of the honest and difficult discussion.

“Moving forward in a healthy way isn't going to happen until or unless we can open up about the barriers we now have with each

other. Only then can we process the goals that came out of strategic visioning day.”

b) Clear strategic plan based on the vision discussion.

“Follow through on some of the recommendations generated by the

group as a whole. Don't let this information slip by.”

c) Proactive implementation of the objectives with the development of operational plans and timelines.

d) An organizational review based on the discussions out of the strategic visioning day.

e) Transparent communication moving forward

“Change, commitment, more transparent and open communication.”



Appendix A Key Strategic Areas that need to be considered Meta-Level Societal Trends

There is a greater divide between rich and poor and increased polarization between people based on different points of difference.

o Global bullying o Religious dogma is prevalent o Rigidity of roles o Feminization / masculinization o Misogyny growing

World instability – revolution o Climate extremes/ Global warming

Reactionary thinking o Fear based living

Collective consciousness is developing Social media Attempt to “dumb down masses”

o Significant roll-back on achievements o Suppression of the whistle blowers. o Reproductive rights are declining o Desensitization

Trends in Feminism

While defining feminism, include the lens of racialized women and Aboriginal women

Feminism “then and now” – what are younger women’s interest and perspective?

Gender-based violence perspective o Who is excluded? o How do we include the experiences of LGBTQ communities?

How are men being engaged? How do we begin to explore this? Harm reduction is being applied in a larger social context Assumptions attached to feminism – we are all supposed to be, act, talk in

the same way Trends VAW

Society in General o There is a cultural norm of violence against women o Complexity of abuse is not well understood (not just physical, also

includes forced marriage etc) o More illness in general (e.g. physical) o Poverty o Lack of affordable housing options, difficult / inconsistent approval

process (Toronto-specific maybe)



Women o The needs of women / children are complex (mental illness,

additions, younger women) Undocumented women and “mean” immigration laws Funding

o Co-opting social justice issues / organizations by corporations / companies to market products

o Shrinking funds (revenue flat-lined; expense increased) Safety and visibility of shelters in the community Technology, social media

o Can be great, but can be used against women o Especially for rural shelters (needs to be accessible)

Political

Change in the provincial government (Premier and ministers) o Vulnerable government – good time to push

Not good at federal level – a lot of financial scandals Our political work as a movement and different – varying approaches to

action / lobbying, being too “mainstream” too “politically correct” o We no longer use words like: advocacy, demands, lobbying,

activism o Fear-based o Loss of passion o With more staff in specific positions now, losing some of whole

picture o The lack of representation at OAITH meetings is ongoing issue –

raised constantly but we have not successfully addressed it Trends in VAW Funding

There has been no increase in funding for shelters for many years There is an unequal distribution of money based on original needs and

funding. The funding does not reflect the expertise and value of the VAW sector in

society. Individual shelters need to fund raise, grants etc. or rely on projects that are

time limited and specific. Pay equity has become a pressure for many shelters.

Trends in the Shelters The needs of the shelters are consistent:

Ongoing infrastructure support Security upgrades, IT upgrades Funding for prevention work Funding from other sources other than MCSS Sanctuary status Funding to meet legislative requirements (e.g. French Services,

Accessibility) More shelter, bed / space so women don’t need to share rooms



Funding to pay bills and operate Standardized approaches to save of our work Safety planning, risk assessment Funding to train staff to be able to respond to women’s complex needs

Women’s needs

Women’s needs o Safety o Housing o System navigation support o Advocacy o Child care o Better response from the legal system

Women specific substance use / abuse programs o Inclusive service – i.e. integration of harm reduction o To be met and supported in the stage they are at while receiving all

the information we can provide o Safe injection equipment o Safe disposal / sharps containers

Supportive parenting (mothering) strategies o Contemplate how even our physical structures impact mothering o Children o Kindness / listen

Condoms Safe smoking equipment Women only space

OAITH (internal) All of these internal areas require attention.

Membership o Recruiting o Retention o Strategy

Shared vision Fun – health and wellness Cohesiveness – Membership Governance

o Restructuring e.g. of board o Policies – more buoyant and updated

Listening o Structure o Difficult conversations

Clarity of vision – funding Clear vision – organizational Role definition

o Review o Utilize internal structure in place o Revise



Accountability o Membership o Funders o Each other o Board o Provincial legislation o French language service o AODA o Bill 168 o Health and safety

Internal means – o Staff o Board o Membership

Leadership around change – change management Developing a strategy infrastructure Healing past hurts / trauma Holding difference of opinions Funding

o Stabilize o Sustainability

Internal communications External communications Outdated policies

o Need clarity o Prioritize



Appendix B

Report

Ontario Association of Interval and Transition Houses (OAITH)

Preparation for the Strategic Planning Session

Joan Riggs Catalyst Research and Communications

Ottawa, Ontario September 24, 2013



Ontario Association of Interval and Transition Houses

(OAITH) Preparation for the Strategic Visioning Session

J. Introduction The Ontario Association of Interval and Transition Houses (OAITH) decided to do a strategic visioning session with its membership. In preparation for the session, a survey was sent to all registered participants for the session and the membership of OAITH. There were fifty-one (51) responses in total. This report is a summary of the survey results. K. The Strengths of OAITH The members of OAITH can clearly see the many and potential strengths of OAITH. The answers are summarized before: a) Unity of Purpose

• “The greatest strength is that all of us are in the same lifeboat - we all are experiencing the same difficulties with funding, clients, staff, education etc.”

b) The People • People were described as:

• Passionate • Having a wealth of knowledge • High commitment • Experience of members • Creativity of members • New and emerging leadership

c) Unified Voice

• “Being the only registered, funded and recognized organization at the Provincial level playing an umbrella role for the sector.”

d) Political Action

• Also defined as: • Lobbying for change • Advocacy with provincial government around VAW • Connections with funders • Good connections with government • Connections with national movement

“OAITH gives us a voice at provincial tables...something that individual shelters would not be able to do. I've always appreciated that OAITH has kept us up to date on changing legislations, trends, inquests etc....again, something that individual shelters often don't have the time or the resources (or the expertise) to do.”

“OAITH has all the knowledge from all the agencies and individual women to assist those women and children in our province who need information, support and guidance to be safe and improve the quality of their lives.”



e) Social Justice Voice • The work to change systems and processes that contribute to VAW. • Survivors having a voice in the social justice work. • Support women when they are fleeing violence.

f) Approach to the Work

• AR/AO feminist analysis • Analysis of VAW with a feminist framework.

g) Education Work with the Membership

h) Funding Proposals

• Coordinate requests that avoid duplication and addresses provincial wide needs.

Running theme throughout the responses: History is seen as both a strength and challenge to the organization. L. The Work that OAITH Does OAITH has organized its work around two key areas: political action and training. Political Action 70% of the survey respondents said they are involved in the OAITH political action. People described their engagement as including:

• Handing out leaflets at bus stations • Actions at Queen’s Park • OAITH lobby activities at the community level • March on Parliament Hill • Writing letters to MPPs • Supporting on-line petitions

Limited activity and impact • “I don't believe that picketing in front of the parliament buildings gains anything

without other strategies to work for change within the system.” • “We would participate if OAITH comes up with some new "stuff". The VAW

sector is small in size - yet our issue affects so many women. So many sectors are continuing to make gains due to their strength and power (teachers, cops, nurses - just to name a few). How can we compete for policy maker’s attention? We have to do something different and relevant.”

The rural and out of Toronto area shelters described how challenging it was to participate in some of the political action because it is often in downtown Toronto during work hours. Training



66% of the survey respondents said they are involved in the OAITH training. The training that people were involved in included:

• Online training on Risk Assessment. • Education day at the annual meeting. • AR/AO training. • On-line options • Harm Reduction

Some of the training is too basic for some of the survey respondents but they see the value of the training material that has been prepared in the last few years. M. How Are We Doing? The survey asked people to describe how effective OAITH was at achieving its commitments (as they are described on your website). (1 being not effective and 10 being full effective) The ratings are quite low as shown in the table below. What was also evident in the responses is that some people could not move away from the internal issues that OAITH is having and referenced their comments around commitments to the current conflict with the board and the Executive Director’s role.

Commitment Average Removing barriers to equality for all women and children.

4.7

Ensuring the voices and experiences of all abused women are heard when working for social change.

5.5

Increasing awareness through education, public advocacy and empowerment for OAITH member agencies.

5.1

Assisting shelters in offering support and services to women.

4.0

Offering training of to OAITH member shelters.

6.2

Working with our equity-seeking allies in the community to end all forms of violence and oppression of women.

4.6

Commitment 1: Removing barriers to equality for all women and children. The range of responses was across the spectrum (see chart below). Many respondents said that they did not know how OAITH did this work and would not know how to measure the results of the work. Others recognized that there were campaigns by OAITH but did not feel the results had been effectively communicated to the membership or public.

“Wow really great tools created in the last few years”



Others thought that OAITH did excellent work in this area.

• “Many of the advancements that have been made for women in abusive situations over the last 30 years have been because of OAITH's lobby efforts”.

• “OAITH has done amazing work and has been recognized nationally with creating inclusive spaces.”

Commitment 2: Ensuring the voices and experiences of all abused women are heard when working for social change. Some respondents rated this commitment as very effectively done:

• “Our AR/AO Policy framework, the training that we have provided in this area across the country is ground breaking work.”

• “OAITH has worked hard, and has been effective at including survivor voices.”

The Survivor’s Committee was identified as a key mechanism to meet this commitment.

Removing barriers to equality for all women and children (1 being not effective at all and 10 being fully effective)

812%

717%

69

512%

415%

320%

26

1 9%



Concerns were raised about this commitment. When “all” is put into the sentence it creates an expectation that is very ambitious and some felt was impossible.

“How can anyone do this? The voices and experiences of ALL women impacted my abuse? Impossible. Our clients want access to services when they need them. They want out of poverty. They need transportation and childcare. They need affordable and timely access to legal services. Then they can move out of an abusive relationship.”

This concern was further elaborated with the observation that “OAITH’s voice is one sided and does not speak in a voice that is inclusive of women with a differing philosophy or understanding of family violence.”

Another concern was that this couldn’t be done effectively without resources.

• “This is done well when the opportunity arises - limited resources affect the number of "tables" at which OAITH's voice can be heard.”

Ensuring the voices and experiences of all abused women are heard when working for social change

(1 being not effective at all and 10 being fully effective)

29%

311%

411%

56%6

14%

721%

811%

911%

16%



Commitment 3: Increasing awareness through education, public advocacy and empowerment for OAITH member agencies.

There were a number of comments that recognized that the education material in the last few years has been excellent. However the distribution is limited.

“Great training resources on line (webinars, materials, etc); however, it's like preaching to the converted; the materials and resources should be made available to a wider audience (schools, hospitals, etc) for a fee. Then OAITH would have a means of generating income as well.”

While other comments identified the training materials as not useful for their needs.

“The training packages are not useful for us as they are not at all approaching the level of training we need. Further I have actually seen painfully bad video vignettes that my staff have been horrified by. (Worker talking about her own failure to address what she perceived as the client’s racism rather than on the clinical issue the woman faced).”

The wording of this commitment was also questioned. What does “empowerment for OAITH member agencies” mean and how does OAITH do it?

Increasing awareness through education, public advocacy and empowerment for OAITH member agencies


26%

39%

420%

514%

612%

715%

815%

93%

16%



Commitment 4: Assisting shelters in offering support and services to women. The comments for this commitment were at two ends of a spectrum. On the one end was a sense that this is the meaning and focus of the work at OAITH. The other end felt that this was not happening at all or were not sure that it was happening. There was a general sense in the comments that shelters do this work on their own.

Commitment 5: Offering training of to OAITH member shelters. This area was the highest rated and received the most positive comments.

• “In the past year or two, we've seen improvement in this regard (staff resources; on line training, etc.). Continue to promote best practices.”

• “The ongoing training days at the AGM have been extremely well received.” • “The training modules and online training partnerships with Springtide

Resources and Luke's Place have been outstanding.” • “Annual Education Day & previous years' AR/AO training has been

particularly helpful.”

However there were other comments that noted that the training was not relevant for their shelter.

Assisting shelters in offering support and services to women


211%

321%4

11%

511%

69%

711%

89% 1

17%



• “The workers in my shelter are more experienced than the training being offered and need a higher level of training.”

• “The training put out there doesn’t meet the needs of my shelter...harm reduction was implemented 12 years ago, policy binder not needed - we have our own.”

Commitment 6: Working with our equity-seeking allies in the community to end all forms of violence and oppression of women. Again, the range of perspectives was in evidence in the comments. Some people felt that OAITH worked with many allies while others did not see OAITH at many tables or be part of some of the key VAW provincial work.

Offering training of to OAITH member shelters (1 being not effective at all and 10 being fully effective)

23%

39%

46%

53%

612%

740%

89%

93%

1 6

10 9%



N. Challenges the Organization is Facing The recent situation that has arisen at OAITH with the board dominated some of the comments and for some respondents it was symptomatic of entrenched issues that have been part of the organization. Some respondents were solely focused on the recent board and their decisions and process. Internal Challenges

1. Differences in strategic approaches to achieve the vision • Ongoing, longstanding end entrenched conflict. • Either/or thinking is polarizing the organization.

“Not everyone is on the same page regarding OAITH's vision. There has always been some division around those that want to see OAITH "doing more" for them as shelters i.e., giving them tools to use in their shelters, doing training, and providing networking support (incidentally, OAITH has been providing all of this especially in the last few years through the funding grant from OWD) and those that see OAITH's primary role as Advocacy and Lobbying the government.”

• Not full moving forward in any direction.

Working with our equity-seeking allies in the community to end all forms of violence and oppression of women.

217%

312%

417%

515%

615%

79%

86%

96%

1 3%



• Losing ground on a number of issues: social analysis, political influence and funding resources.

• Loss of focus on the work that we are trying to do and on the women and children that we serve.

• The lack of effectiveness and credibility with some of the political and lobbying work.

“An example: When asked who comes to the annual OAITH lobbying day at Queen's Park, it was the usual attendees - mostly from the NDP. A suggestion was made that maybe OAITH should take a different route with this lobbying as what is the sense of always speaking to the choir. The response was that OAITH would sit in an empty room if no one was there and that it was the politicians/people that needed to come to OAITH. That really says it all. Budgets are tight. Most of us have had no new money for 4 years with at least another 2-3 years (according to MCSS) with no new money. We are operating with our 1995 budget numbers - it is impossible! Services are suffering. And OAITH lobby people sit in a mostly empty room waiting.”

2. Disrespectful engagement • Internal discourse is too politicized. • Silencing of members. • Fear to speak out. • Loudest people dominate the conversation. • Bullying. • Hostile environment. • Judging members to be ‘not feminist enough’ or as ‘selling out.’

“Mixed messages that it is an inclusive space yet the overall environment is one of exclusion and single-minded rightness. There has been a long term silencing of opinion and belittling of different approaches.”

3. Political action

• Lack of consensus on the political action approach. (Collaboration or Confrontation).

4. Approach to addressing AR/AO is not addressing AR/AO

• There is not enough diversity in the attendees, board members and committee members.

• How AR/AO is addressed leads to bullying and shaming instead of education and change.

5. Structure and processes • Structure is not up-to-date and was established in the 1980’s. • Seems to be Toronto centric that does not respond to the size and

complexity of the province. • Don’t have processes and structures that can ensure equitable

engagement of all members in the province.



• Lack of processes to identify and address relevant issues of the full membership.

• Organizational structure that is not working. o Size of the board (19 board members). o Sufficient staff structure to get the work done.

6. Loss of membership

• Result is declining revenue and credibility.

7. Declining revenue • Membership fee is high. • Loss of funding due to loss of membership. • Lack of sustained funding.

8. Ways of operating

• Out of date policies and procedures • Board accountability is not clear.

o Role of the Board o In-camera sessions o Conflict of interest o Breaching confidentiality

• Communication methods • Ineffective and unproductive meetings.

“Outdated policies lead to misunderstanding, personal interpretation of process and a lack of objectivity and the impression of or lack of accountability by board members. Expectations, roles and rules need to be clearly articulated.”

9. Financial management

• Not always being accountable around fiscal responsibility. • Financial issues • Historical mismanagement of funds. • 3 years of deficits and utilizing reserves.

10. Lack of clarity around what is expected of leaders of OAITH

• Executive Director role and responsibilities • Board role and responsibilities

External Challenges

1. Funding • No core funding • Reliance on membership fees • Government underfunding of the sector • Other organizations are accessing VAW funding

“Lack of funding and support to feminist, umbrella organizations doing advocacy.”



2. Change in the way of shelter work • Accreditation • System Navigation Approach

3. Expectations on shelters

“The shelters seem to be a catch all for all women's complex needs and shelters are continuously doing more with less.”

4. Political and social climate • Continued movement to the right • Austerity politics • Sexism, misogyny • Depoliticizing VAW issues • Equity and social issues are being pushed to the margins. • Gender lens is decreased.

5. Credibility

• OAITH no longer represents all shelters from across Ontario. • OAITH continues to lose respect as an organization from its

membership. • Multiple groups are forming rather than supporting OAITH, which

might undermine the collective voice.

“Provincial Government is ready to fund us, but our turmoil is seeing us lose creditability with them, and risking potential funding, national leadership. Some shelters are done with OAITH and are just involved in the Lets Talk Group.”

O. Applying an integrated, Feminist Anti-Racist/Anti-Oppression Approach 1. Articulate what this means so that there is a common understanding of what

this approach means. Make this relevant to the work of OAITH at this time.

“A clearly articulated understanding of what this actually means to members as it would seem the words and intent are spoken consistently but practiced differently.”

“The perspective and implementation of this work is harmful to many communities and actually creates the same patriarchal hierarchical structure of neo-liberalism and keeps women from working from a strength and empowerment framework. It is also a ethno-centric North American model and is not widely used by many feminist social justice frameworks.”

2. Apply an intersectional lens in the work we do.

• Understand the complexity of oppression • Understand the hierarchical nature or oppression



“We have one VAW system, that those involved in OAITH advocated for-crime and punishment. This may not work for all women and their families. It may not work for same-sex families. Our legal, family and social understanding of 'domestic violence' also may not work for everyone. Canada is much more diverse then it was in 1977, but we still apply the same approach.”

3. Develop practical and respectful ways to work towards this approach in the

way of work. • Start with being respectful in our own internal conversations and

listening to each other. • Apply an intersectional lens in the work we do. • Walk the talk.

“I want to be part of an organization that develops healthy relationships with the big systems - and build trust. With trust, we can make change.” “Be the change we want to see, role model leadership the exemplifies change and strength and courage.”

4. Engage the widest range of people that reflect the VAW community, including survivors.

5. The approach would guide the work of the organization and inform structure

and processes.

6. Provide training and education for members and the public.

7. The work would guide the strategy and the way we work with others: collaboration for change, solution-focused.

“Our understanding of VAW needs to be more inclusive of diverse communities. OAITH needs to collaborate more, create fulsome partnerships.”

There were some comments that recognized that the current way of doing this work is limiting and blaming and does not get OAITH to any outcomes. Consultant’s Thoughts The responses describe very different focuses on how they want to apply an integrated, feminist, anti-racist, anti-oppression approach. The focuses also describe the different approaches to change and leadership:

a) Self-leadership: Walk the talk, model the behaviour that you want to see happen. Be the change that you want to see.

b) Organizational leadership: Construct organizational structure, practice, processes and systems that are consistent with the values and approach that you are working to achieve.

c) Community leadership: Engage and mobilize people in the community around the change you want to create.



d) Systemic leadership: Advocate for and negotiate through leverage points for change in broader systems.

P. Outcomes

The question was asked, what outcomes would you like to achieve in the next five years? The responses were both internally focused (see the next section) and external outcomes, which are noted below: 1. Recognized Leaders in VAW

• Make shelter work more transparent, valued and respected. • Most shelters in Ontario are members of OAITH

“Be cohesive and come up with an excellent single, powerful message that we can all use.”

2. Training Centre

• A comprehensive training program for front line workers. • On-line training certificates for new front line workers. • On-line training for feminist issues including how politics connects to

feminism. • Market OAITH as training experts for shelters and other VAW services. • Have core training that is consistent with the values of OAITH.

3. Political Action

• Cross-sectoral advocacy. • More involved at the national level. • “I want OAITH to be sitting at tables

representing me because I don't have access to those tables.”

• Lobby for more funding.

“As we approach another election year, there has to be consistent voice at political tables advocating for education around issues of violence, inadequate funding struggles and discrimination towards female gender.”

4. Network and Communication with Members

• Practical information sharing for shelter operations that is on-line including practical support (e.g. HR issues), policy information and service delivery models.

5. Research

• Leading Practices • Statistical data gathering

6. Education and Prevention

• Social policy issues that relate to VAW. • Mental health and addiction issues.

“Shelters are hurting and need a provincial association that represents their needs. Funding has been frozen for 5 years yet I don't see this on OAITH's radar.”



• Public awareness campaigns where we use the same logo, same stats and speak with the same voice. Develop material and a PSA we can all use.

7. Partners • Continue to be part of the Canadian Learning Network. • Second Stage Housing • National partners

Q. Moving Forward

There were a number of suggestions that OAITH will have to focus first on the internal operations and to take a year to complete the internal tasks:

1. Clear Strategic Vision

2. Organizational Renewal

3. Restructure i. Membership/Regional structure ii. Board structure

• Governance Board iii. Staff structure iv. Working committees

“Need for a new board structure/decision making model. OAITH's board structure is grassroots/operational and has not changed much since it's inception. The board needs to restructure and move into a more strategic role and membership has to approve both the idea of restructuring and the new model before the board can begin the process of implementation. The membership has to decide whether to be membership driven or vision driven (board). Being a membership driven association without supporting membership develop is problematic.”

4. Strong support framework to the organization i. Development and training for membership and board and staff ii. Updated policies and procedures

5. “Strategic” Strategic Plan

• Accurately reflects the current context. • Is focused on where we collectively want to go. • Rooted in a shared understanding of feminist, anti racist, anti-

oppression framework. • Identify ways that OAITH can generate revenue using the activities

that it currently does (e.g. training).

6. Open communication and a friendly network. • Share practical information that will benefit in every day work. • Share innovative ideas and advocate positively to make change

happen.

“Be healthy. Be kind. Be productive. Be a VAW leader in Canada.”



R. Working Partnerships

There was a general acknowledgement that OAITH needs to do the internal work in order to be effective partners at this time. It was also acknowledged that OAITH does not consistently work well with others. However there were a number of suggestions of partners that OAITH needs to engage with:

• Shelter workers • Survivors • Government • Political Leaders • CAS • Police • Educational Institutions

Provincial Organizations

• Aboriginal Shelters of Ontario • Equity seeking organizations • Learning Network • OCASI • OCRCC • Action Ontarienne • Centre for Research on Violence Against Women

Also there were suggestions on the approach to take:

• marginalized women take the lead; • like to see OAITH work with community organizations in a collaborative as

opposed to adversarial manner; • have an associate membership; and • include representatives from coalitions at board members as a

resource/guest occasionally. S. At the Strategic Visioning Day

Questions Questions that you want to discuss at the strategic visioning have been grouped into a number of key areas: Big Questions

1. Who are we? 2. Who does OAITH represent? (membership, shelters, broader VAW

movement) 3. How will OAITH represent itself to government? 4. Where are we going? 5. What are top priorities as we move forward?



Working Together 6. How are we going to be with each other? 7. How can we accept differences and move forward? 8. How do we rebuild internally and become strong again? 9. How can we address the internal conflict now and in the future?

Learning from the Past

10. What transpired to get OAITH to this point and how do we learn from these experiences?

Accountability and Resilience 11. What is the financial plan for OAITH? 12. What is the most effective organizational structure for OAITH? 13. What accountability measures are in place for members and funders? 14. What is an effective board composition and size to ensure effective board

leadership and governance?

There were a number of people who responded that they wanted to spend their strategic visioning day on discussing the OAITH board role and actions in the most recent past. While this is not a strategic visioning discussion and is best discussed at the AGM, the questions raised are below:

1. Why did the board suspend the committees? What policies did they use to make that decision?

2. Why did the board not communicate about the complaint? (High level account)

Creating an effective space for work The question that was asked was: how can your participation be supported? There were a number of suggestions: The facilitation model would ensure that:

• All voices are heard; • No one’s thoughts are dismissed or judged; • Loud voices are not given the most space or time; • Challenging is done with kindness and respect; • Time lines for the discussions are respected; • Clear group norms on acceptable behaviours; • Keep the focus on the goals for the day.

Each person would take responsibility for their participation and:

• Listen to everyone; • Be open; • Suspend extreme thinking; • Discuss issues without making it personal.

A number of people indicated that they are not attending because they do not feel confident at this time that OAITH can have a respectful conversation.

A healthy, open respectful dialogue is what is desired.



T. OAITH – How You Describe Yourself

OAITH is a provincial coalition founded by women’s shelter advocates in 1977. Membership includes primarily first stage emergency shelters for abused women and their children, as well as some second stage housing programs and community-based women’s service organizations. The Association works with member agencies to educate and promote change in all areas that abused women and their children identify as important to their freedom from violence. OAITH operates from an integrated, feminist, anti-racist/ anti-oppression perspective on violence against women. We recognize that violence and abuse against women and children occurs as a result of unequal power and status of women and children in society. We also recognize that all racism and oppression of women is a form of violence. We are committed to:

• Removing barriers to equality for all women and children. • Ensuring the voices and experiences of all abused women are heard when

working for social change. • Increasing awareness through education, public advocacy and

empowerment for OAITH member agencies. • Assisting shelters in offering support and services to women. • Offering training of to OAITH member shelters. • Working with our equity-seeking allies in the community to end all forms of

violence and oppression of women.

Forget your perfect offering there is a crack, a crack in everything

That's how the light gets in. Leonard Cohen

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