What is Strategic Planning_
Why is it important for the OAD_

A Strategical Plan is like a map. There are many roads to choose from. Some roads are well-travelled and others are unknown or aren’t used anymore. Some roads are short and others are long. Some are safe and some are risky. But they all go somewhere or nowhere. Knowing where you want to go, helps you to choose the best road and to make reasonable plans.

Strategical planning sets the goal, chooses the path and reveals how we will get there. It is exciting to chart a map into the future! A new Strategical Plan will strengthen our beloved OAD and propel it into the millennium, in control and with a renewed purpose and with a clear focus.

Strategical planning is not new. The OAD has done this on an informal basis since the beginning. What is new, however, is the chaotic and changing environment of the 1990’s. Many of our familiar roads to success don’t work anymore. They’ve become dead-ends and we need a new map. The OAD must make sense of this chaos and chart new paths. We must consider these issues and find a way to get through them:

Change itself has become a constant and like dominoes, there is a chain reaction. Change generates a huge volume of work that requires wisdom and resources. The Eldridge case is just one example of sweeping change and opportunity at its finest. How do we cope with the issues and demands that follow_ What other opportunities are out there_ At the same time, we can’t do everything. What are our priorities_

Changing government policies threaten access, services, education and funding; all issues dear to our hearts and future. Granted, the system was never perfect to begin with, but how can we be pro-active with systems whose own futures are un-knowable_ Systems may be here today but gone tomorrow. How do we protect and assert our rights in this environment_ For example, how do we deal with the growing trend towards mainstreaming_ Or the opposite, how do we deal with the loss of VRS services as we know it_ We need smart scenario planning so that we can vary our approaches within an instant.

Even if we did know what our priorities are, how can we afford our activities without proper funding_ Where is funding and how can the OAD qualify_ How can the OAD get on preferred funding lists_ How can we tap into other resources_ How can the OAD become financially secure_

The technological age has arrived and will impact us all at ever-increasing speeds. Deaf people are in danger of being left behind. Employment is fast moving out of reach for Deaf Ontarians who do not have computer skills. Communications through computers has an enormous potential for enhancing our lives. How can the OAD create a presence and provide leadership in this key area_ How can the OAD use technology for its own future growth_

Faced with their own “change-demons”, OAD’s partners such as service agencies and the provincial schools look to us for support and guidance. The demand for OAD reps. has skyrocketed and our Deaf leaders are burning out. They cannot continue to juggle family life, careers and volunteer work in this fast-paced environment. Also, leaders use their own money and vacation time to serve the OAD’s partners. How can the OAD and its partners best pool and coordinate resources towards a mutual benefit_

Consumer demand has increased as a result of OAD’s past initiatives. However, there are fewer volunteers than ever because of the trend towards cocooning. Deaf people now enjoy the benefits of TTY’s and Closed Captioned TV and do not volunteer like they used to. How can the OAD increase memberships and volunteerism so that its goals are achievable_ Moreover, the OAD cannot meet every individual need. We must clarify our overall roles and lines of accountability.

Indeed, our consumer base itself is changing. Deaf baby boomers are reaching middle age and will soon enter their retirement years. Their priorities, needs and issues will be different. There is also a significant influx of Deaf immigrants whose needs mirror those we have always fought for, yet they are distinct. We must reach out to both of these groups because they are a tremendous resource and because their issues will impact whatever we do.

Obviously, the issues are complicated and where will we end up without a good map_ Indeed, where will we find Deaf people who have the knowledge or experience in strategical planning_

Fortunately for the OAD, as part of a course requirement for York University and CET (CHS’s Equity Training Program), seven Deaf students must write a Strategical Plan for the OAD. Jim Hardman, Gerard Kennedy, Chris Kenopic, Joyce Lange, Gary Malkowski, Donald Prong and Werner Zahnleiter are writing the first draft on behalf of the OAD. An added bonus, is the expert advice of Professor Ruth Armstrong (York University and Schulich School of Business). Professor Armstrong is a highly respected consultant with extensive experience in business and management.

The first draft of the Strategical Plan will be presented to the OAD Board by May 1, 1998 and at that time, the Board members will take over responsibility and leadership for the plan. We will gladly work with them towards presenting a final document to the community at the OAD Convention on October 1-3, 1998 in Ottawa.

This is the first formal Strategical Plan in the OAD’s 112 year history. It is an exciting attempt to answer the questions and to chart a future. These documents are the next step for the OAD and for Deaf Ontarians. We must work together to give it life.