Invest in Program & Service Innovation to Meet Youth Needs

Increase CFY owned/operated housing stock. v

Ensure participants’ needs steer our services & supports. v

Expand program hours. v

Increase and enhance on-site mental health supports. v

Prioritize authentic youth leadership in guiding organizational development. v

Expand service delivery to four more regions of the province. v

Invest in high-quality impact measurement & research. v

Key Actions

• Increase the number of private units owned by CFY within St. John’s by 50% by 2028.

• Establish agreements with various public and private entities with the goal of expanding management/ownership of affordable housing

• Decrease CFY housing stock waitlist to two weeks by 2025.

• Invest in the expanded operation of housing units outside of the St. John’s metro region.

Key Actions

• Lead program audits to determine gaps in programs and services and the next steps for investment.

• Engage regularly with the Youth Leadership & Advisory Council (YLAC) to help identify opportunities for program enhancement and growth.

• Engage with youth and young families, staff and data systems to guide service and delivery and growth needs.

Key Actions

• Offer programs and services on evenings and weekends where possible.

• Offer meals outside of typical 9-5 hours.

• Explore expansion of an in-community Outreach model, including pop-up locations.

Key Actions

• Seek funding for an additional therapist role & expand therapy services to other parts of the agency.

• Explore creative mental health support options, such as agreements with community partners or a peer mental health support program.

Key Actions

• Implement and support strong Youth Leadership and Advisory Council.

• Lead frequent conversations on the programs and services youth want and need.

• Facilitate dialogue between YLAC and the Senior Leadership Team and Board of Directors twice annually.

Key Actions

• Secure long-term funding from multiple levels of government to expand service delivery across NL.

• Scale service delivery to four more sites through in-person and virtual services, ensuring sites are acting as a network.

Key Actions

• Develop and publish quarterly dashboards that summarize organizational impact.

• Develop and implement regular impact surveys across all programs to support high-quality, outcomes-oriented data collection.

• Develop and implement an annual research agenda.

• Partner with federal partners to support data and evaluation work with other non-profit organizations.

• Collaborate with other non-profit organizations to tell a provincial story of need and impact.

• Invest in maximizing the use of the EMHware Client Management System.