THS Strategic Plan 2014-16OVERVIEW

Foundation Elements

1. Be accountable, transparent and act with

integrity

2. Build a solid financial foundation to meet

THS’ current and future requirements

Strategic Pillars

1. Strengthen THS’ core shelter operations

2. Prevent animal homelessness

3. Become a leader in the animal welfare world

Strategic DirectionsThe Toronto Humane Society’s mission is to promote the humane care and protection of all animals and to

prevent cruelty and suffering. Following no kill principles, we aspire to be a best-in-class animal shelter –

working in partnership with the community to find creative solutions and improve outcomes for all

animals. This overview outlines the major programs and plans to help us achieve that ambitious goal.

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Core Shelter Operations

GOALSS T R A T E G I C A C T I V I T I E S

2014 2015 2016

Protect animalhealth

Expand in-house behaviour programs Pilot behaviour/socialization foster pgm

Standardize treatment protocols across vets Purchase medical records software

Maintain immature kitten nursery/fosters Expand nursery hours to 24/7

Maximizeadoption & rehoming

Grow alternative placement (barn, store) pgm Build social service organization network to find placements (eg HIV org’n for FIV)

Pilot offsite adoption program

Minimize length of stay for long stay animals

Pilot adopt from foster pgm for high needs

Expand adoption marketing

Help strays Strengthen relationship with TAS

Expand stray resources on THS website

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Prevent Animal Homelessness

GOALSS T R A T E G I C A C T I V I T I E S

2014 2015 2016

Lower birth rate Maintain public spay/neuter clinic Offer spay/neuter 7 days/wk Double # of daily appts

Launch 4 targeted spay/neuter campaigns Explore mobile spay/neuter

Double the number of free TNRs Maintain TNR program

Expand spay/neuter marketing

Prevent surrenders

Expand pet food bank Open satellite pet food banks

Expand vaccination/microchip clinics Explore subsidized services for low income pet owners

Pilot post-adoption support

Improve pre-surrender counselling Pilot subsidized behaviour training

Reduce space-based euthanasia at other shelters

Strengthen partnerships with GTA rescues and shelters

Strengthen partnerships with Ontario rescues and shelters

Strengthen partnerships with East Canada rescues/shelters

4

Animal Welfare Leadership

GOALSS T R A T E G I C A C T I V I T I E S

2014 2015 2016

Strengthen legislation

Build relationships with key stakeholders Expand network province-wide

Maintain ongoing dialogue with relevant politicians and public servants

Advocate for change on selected issues

Advance public education

Increase companion animal educational resources on THS website

Review and update position statements Partner with wildlife organizations

Promote animal welfare and respond to issues

Promote THS Expand media relationships Hire one communications staff

Build brand awareness

5

Strong Governance

GOALSS T R A T E G I C A C T I V I T I E S

2014 2015 2016

Expand HR capacity (staff and volunteers)

Hire one HR staff Purchase HR mgmt. software

Increase staff training and professional dev’t

Improve communication with staff/volunteers Embrace culture change

Maintain building Maintain and improve shelter facilities

Increase transparency

Publish annual goals, statistics and financials Publish shelter statistics quarterly

Post Board minutes

Support Board of Directors

Develop Director orientation process Develop Director education pgm Develop evaluation process

Develop Director/volunteer succession plan

Strengthen governance

Improve committee structure

Recruit, inform and engage members

Develop/review key policies

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Solid Financial Foundation

GOALSS T R A T E G I C A C T I V I T I E S

2014 2015 2016

Diversify revenue stream

Explore expanded pet-related retail Draft cases for related business lines

Sell pet licences on behalf of TAS

Expand foundation and corporate funding

Draft grant proposals

Develop sponsorship opportunities Incl sponsorship opps in all pgm plans

Seek gift-in-kind and non-monetary support

Increase donations Increase fundraising revenue

Develop donor retention strategies

Pilot major gifts program

Launch planned giving marketing

Strengthen financial controls

Review financial policies

Develop internal audit process

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AssumptionsThe 2014 budget includes an increase in revenues; some projects are contingent on receiving

these additional funds.

The strategic plan is a living document; the projects and plans may change and/or the timing

may be adjusted depending on factors such as:

• Sufficient and sustainable funding

• Competing or complementary community/partner activities and priorities

• Environmental changes (e.g. economic factors, regulatory developments, etc.)

The Board will also review the strategic plan on an annual basis and will make adjustments

where warranted.

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