Strategic plan 2024-2029

ETHICAL, ACCOUNTABLE, EFFECTIVE, COMMUNITY-CENTRED

OUR STRATEGIC PLANNING PROCESS

At the end of 2023, the College Council embarked on a comprehensive strategic planning process to identify the future direction and priorities for the next five years. The College was committed throughout the planning process to ensuring that there was an opportunity for engagement groups to give input. In the initial stages of the strategic planning process, multiple engagement groups actively participated in the development of the Strategic Plan through focus groups, interviews and an online survey. This process was guided by our commitment to engagement and transparency. The engagement groups provided valuable insights and direction for the future of the College and contributed greatly to the final version of the Strategic Plan.

Following these engagement activities, Council members participated in facilitated sessions, in preparation for which they reviewed consultation findings from the surveys, interviews and focus groups and a number of other background materials. These facilitated discussions supported Council in refining our strategic framework and the strategic action plan development.

Our approach ensures that our Strategic Plan reflects the collective input of the College and its interested parties and sets a clear, focused direction for the next five years.

Download FULL
STRATEGIC PLAN

Strategic plan development inputs

Online Survey943 Participants
Focus groups
and Interviews
40 Participants
Strengths, Weaknesses,
Opportunities, and
Threats Summary
16 Themes
Environmental Scan7 Key Trends
Online Survey943 Participants
Focus groups and Interviews40 Participants
Strengths, Weaknesses, Opportunities, and Threats Summary16 Themes
Environmental Scan7 Key Trends

Groups Engaged With

805
805 Social Workers and Social Service Workers
86
86 Members of the Public
48
48 OCSWSSW Staff and Council Members
10
10 Provincial and National Regulators
10
10 Academia Partners
6
6 Government Partners
2
2 Provincial Social Work and Social Service Work Associations

Our Strategic
Plan reflects the
collective input
of the College and
its interested
parties and sets a
clear, focused
direction for the
next five years.

OUR STRATEGIC PRIORITIES


Regulatory ExcellenceReducing public risk and harm through leading regulatory approaches that serve the public and uphold ethical, professional practice.

Collaboration & PartnershipsBuilding strong relationships to enhance knowledge, improve professional standards and enhance public safety.

Organizational Agility, Innovation and EffectivenessSwiftly adapting to change, embracing technology for smarter work, managing growth effectively and always aiming for excellence.

Communication and AwarenessEnsuring clear, accessible and ongoing communication that informs and listens to people and communities.
Regulatory ExcellenceReducing public risk and harm through leading regulatory approaches that serve the public and uphold ethical, professional practice.
Collaboration & PartnershipsBuilding strong relationships to enhance knowledge, improve professional standards and enhance public safety.
Organizational Agility, Innovation and EffectivenessSwiftly adapting to change, embracing technology for smarter work, managing growth effectively and always aiming for excellence.
Communication and AwarenessEnsuring clear, accessible and ongoing communication that informs and listens to people and communities.
Regulatory Excellence

Reducing public risk and harm through leading regulatory approaches that serve the public and uphold ethical, professional practice.

We Will Statements

• We will articulate and advance our risk-based regulatory approach to reduce risk and prevent harm.
• We will make informed decisions, driven by data and grounded in evidence.
• We will continually enhance our regulatory practices, ensuring they are aligned with leading professional, ethical and equitable practice.
• We will stay at the forefront of changes in our regulatory environment and actively adapt our approaches to ensure they remain relevant, effective and equitable.
• We will measure, assess, adjust and enhance our regulatory impact, striving for excellence in all we do.

Organizational Agility, Innovation and Effectiveness

Swiftly adapting to change, embracing technology for smarter work, managing growth effectively and always aiming for excellence.

We Will Statements

• We will operate with agility to enable us to be prepared for the changing regulatory landscape and emerging technologies.
• We will allocate resources efficiently and proactively develop organizational capacity to serve evolving needs.
• We will implement service delivery standards and approaches that will result in an effective, timely and responsive organization.
• We will apply our learnings from First Nations, Inuit and Métis Peoples and principles of equity, diversity and inclusion to the standards and policies developed.
• We will build an equitable, diverse and inclusive workforce where all staff and Council have a sense of belonging and their talents contribute to organizational success.

Communication and Awareness

Ensuring clear, accessible and ongoing communication that informs and listens to people and communities.

We Will Statements

• We will clearly communicate our Code of Ethics and Standards of Practice to ensure people and communities are well-informed and provided with the right information.
• We will continue to create accessible and user-friendly resources that contribute to public protection.
• We will foster open dialogue with the public and the professions to continuously improve practices and respond effectively to the evolving needs of society.
• We will listen to the public and tailor our communication methods to meet diverse needs, utilizing various platforms and formats to effectively reach, inform and educate our communities.

Collaboration & Partnerships

Building strong relationships to enhance knowledge, improve professional standards and enhance public safety.

We Will Statements

• We will collaborate and engage broadly with equity deserving groups, communities, the professions, organizations and individuals on relevant topics that protect and serve the public interest.
• We will strive to achieve equity for those who are currently and have historically been denied.
• We will work with First Nations, Inuit and Métis Peoples and actively address the Truth and Reconciliation Commission of Canada’s Calls to Action that apply to the work of the College.
• We will strengthen partnerships with government, regulators and others to learn and advance common goals.

Download FULL
STRATEGIC PLAN

Groups Engaged With

805
805 Social Workers and Social Service Workers
86
86 Members of the Public
48
48 OCSWSSW Staff and Council Members
10
10 Provincial and National Regulators
10
10 Academia Partners
6
6 Government Partners
2
2 Provincial Social Work and Social Service Work Associations

Our Strategic
Plan reflects the
collective input
of the College and
its interested
parties and sets a
clear, focused
direction for the
next five years.