Toronto Centre for Learning & Developmen

Toronto Centre for Learning and Development: Developing Outreach Strategies

The Context

In 2023, the Toronto Centre of Learning and Development (TCL&D) engaged in a strategic partnership with OCAD University’s Master of Design in Strategic Foresight and Innovation program. This collaboration aimed to create an outreach and innovation portfolio, enhancing TCL&D’s ability to provide essential skill development and learning opportunities for underserved communities. This case study delves into the detailed strategy formulated through this partnership, emphasising the tailored recommendations and key areas essential for optimising TCL&D’s outreach efforts.

The Challenge

Vision & Aim

The Toronto Centre of Learning and Development (TCL&D), a nonprofit organisation committed to skill development and community advocacy, operates in Regent Park, Toronto. It serves both the local community and surrounding areas as part of Toronto's Social Services Sector.

Adapting to Change

The onset of the COVID-19 pandemic prompted TCL&D to recognise the urgent need to transition its program and service offerings to a virtual format. This shift was essential to continue serving their community effectively amidst the new challenges.

Strategic Partnership for Innovation

In response, TCL&D partnered with OCAD University to explore innovative strategies that would allow them to reintroduce and strengthen their ties with underserved communities in a post-pandemic context. This collaboration focused on leveraging TCL&D’s new hybrid delivery models to engage new and underserved communities, ensuring continued support and inclusion through their programs.

How might the TCL&D implement an innovative post-pandemic outreach strategy that compliments its hybrid programming, supports organisational growth, and maintains its unique identity?

Final Challenge Statement

The Analysis

Business Model and Value Proposition

TCL&D’s business model and value proposition were thoroughly assessed using Strategyzer Inc.'s Business Model Canvas (BMC) and Value Proposition Canvas (VPC). This comprehensive evaluation, based on interviews and secondary research, identified nine critical aspects of the organisation that align with its mission and vision.

Horizon Scanning

The team undertook a horizon scanning exercise focusing on Canada's social services sector to identify emerging trends, signals, and drivers of change. This process, structured around the STEEP+V framework (Social, Technological, Economic, Environmental, Political, and Values), helped categorise pertinent developments that could impact the organisation.

Interviews, Conversations, and Workshop

After background research and user interviews, we collaborated with the TCL&D staff in a workshop to refine the challenge statement and identify new opportunity areas. Furthermore, methods used in refining the challenge included interview coding, pruning techniques, and a SWOT analysis.

Innovation Pillars and Opportunity Areas

To support TCL&D’s outreach and growth, two primary strategic pillars were established: community expansion and organizational capacity building. These pillars are supported by strategic initiatives focused on brand communication, strategic partnerships, collective leadership, and service delivery, all aimed at fostering TCL&D’s long-term resilience and expansion.

In 10 years, TCL&D will be the leader in learning, continued education, and skill development for equity-deserving communities across the Greater Toronto Area.

Innovation Statement

The Solution

Brand Communication

Visual Rebranding: Enhanced visual identity that underscores connection, diversity, and belonging.
Digital Engagement: Augmented digital presence through enriched storytelling and user testimonials.
Physical Outreach: Distribution of physical materials and branded merchandise to elevate community presence.

Strategic Partnerships

Community Engagement Events: Hosting cultural events to enhance community engagement and support local artists.
Regional Collaborations: Forming partnerships in the Greater Toronto Area to expand reach without new infrastructure.
Alumni Network: Establishing an alumni network to foster long-term engagement and support.

Collective Leadership

Leadership Model: Implementing a circular leadership model to boost collaboration and potential.
Relationship Building: Promoting activities that enhance internal connectedness and morale.
Knowledge Exchange: Streamlining knowledge sharing in a hybrid environment to improve project management.

Service Delivery

Feedback Mechanisms: Systems for collecting and integrating participant feedback to refine programs.
Professional Development: Broadening community advocacy and leadership development opportunities.
Wellness Programs: Enhancing focus on mental health and wellness with supportive educational programs.
Paid Programs: Launching skill upgradation workshops and programs responsive to community demands.

Learn more about the Case Study

The following link will take you to our Medium article to learn more about the project.