community centre strategic plan

Strategic Plan

Canterbury City Community Centre consults with our Board, staff, volunteers, external stakeholders and service users to inform the development of a Strategic Plan every three years. The Strategic Plan is also informed by demographic data, research and industry trends.

Our current Strategic Plan 2023 - 2025  and is regularly reviewed to ensure it remains relevant and on track.

Northeast Community Center

Portland Fitness & Community Center serving Northeast Portland

1630 NE 38th Ave | Portland, OR 97232 | 503.284.3377 | Contact Front Desk   DONATE        

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Charting our future: strategic plan, fiscal years 2021–2023.

In early 2019, we set out to build on our successful 15-year history and craft a thoughtful strategy for our next three years. We initially began by thinking we needed to answer the big facility question: Do we stay and repair our old, historic building? Do we move and build out an existing facility? Do we build a new building from scratch?

Then we paused. Instead of pushing for an answer that was facility-based, we decided to shift to explore and answer fundamental questions about ourselves as an organization: Who are we? Who do we want to be? Who do we serve? How do we do what we do? What are we good at? What are our weaknesses? Is our operating model the right one?

While interrupted and delayed by COVID, we persisted. We surveyed members, met with partners, interviewed Board members, evaluated trends, assessed numbers, studied demographics, and more.

We are excited about our new Strategic Plan. This document will guide our work programmatically and operationally from 2021 – 2023. This work is critically important for us at this time, regardless of the answer to our long-term facility question.

We adopted five goals: Programmatically robust and community based. Champion and embed equity. Be a fundraising organization. Inspiring communications and marketing. Excellence in governance. 

Taken together, accomplishing these goals will make us a stronger organization that is better-positioned for our future.

We invite you to read, support, and engage with us to make our strategic plan a success.

The story of Northeast Community Center (NECC) is widely viewed as a home-grown success. Faced with the imminent closure of a historic property owned and operated as a fitness center by the YMCA, neighbors and supporters sprang into action. They organized, advocated, and fundraised. They formed a 501(c)3 organization, built a Board, bought the building, hired staff, developed programming, and sold memberships. Only 15 years later, NECC serves 3,000 people annually, operates two facilities, employs 50 staff and instructors, has a $1 million budget, and has built $750,000 in reserves. Clearly, an extraordinary amount of planning has been at the core of this impressive success. That said, NECC has never engaged in a formal, enterprise-wide strategic planning process. 

As membership and program participation has grown, NECC has grappled with the physical constraints of its building. Leasing an auxiliary space nearby has helped to relieve those pressures, but not solve them long term. Additionally, extensive and expensive capital improvements needed in its 100-year-old historic headquarters building present practical and financial challenges. Taken together, these two factors (space constraints and expensive capital needs) led the Board to begin discussing two possible scenarios: 1) stay in the building and make extensive capital improvements; or 2) buy and rehab, or build, a building nearby.

After consideration, the Board and Executive Director decided to take a step back, pivot from being building-driven to organization-driven, and engage in an organization wide strategic planning process. A solid strategic plan could help inform decisions about facilities, they decided, rather than a facilities plan driving the organization. Strengthening NECC would only help position it for success with whatever long-term decision it made about facilities.

The Board engaged Thomas Bruner with Bruner Strategies, LLC to facilitate and staff the strategic planning process. 

This report provides context and background intended to accompany the strategic plan document itself.

Components & Informational Sources

The following components and information sources guided and informed NECC’s strategic planning process.

Board Meetings. Five Board meetings included strategic planning as an agenda item, and included work sessions devoted to: 1) planning process, components and timeline; 2) areas of inquiry for key informant interviews, focus groups, and member survey; 3) strengths, weaknesses, opportunities and threats (SWOT) analysis; 4) exploration of Board readiness for fundraising; and 5) discussion of governance vs. management.

Organizational Review. Organizational structure, staffing configurations, programs and services, member demographics, community partnerships, and volunteerism were reviewed for the past 1-3 years, depending on availability of data.

Financial Review. Revenue, expenses, membership, and program participant trends were reviewed for the past 3-5 years, depending on availability of data.

Key Informant Interviews. Individual interviews were conducted with 14 stakeholders, including ten Board members and 4 staff.

Focus Groups. Approximately 50 people received 2-3 invitations to participate in one of two focus groups: 1) members and program participants, attended by 4 people; and 2) community partners, attended by 5 people.

Constituent Survey. A web-based survey was written for members, program participants, and community partners, and sent three times to approximately 1,000 people; 256 responses were received.

Leadership Work Sessions. The Board President, Executive Director and strategic planning consultant met as a group 8-10 times to review the planning process, and discuss emerging trends, lessons learned, thematic findings, and needed adjustments.

COVID-19 Interruption

As the strategic planning process was entering its final phase, the pandemic hit and radically altered the operations of NECC at every level. As the community went into lockdown, the organization shifted into crisis mode, and pivoted to ensuring its immediate, near-term, and long-term viability. In partnership with the Board President and Executive Director, a decision was made to cease further planning activity, create a plan based on the information already gathered, and begin to operationalize some of the key findings that had already emerged, namely: 1) Be Excellent in Governance; and 2) Become a Fundraising Organization.

Shift in Consultation Focus

When the final stages of strategic planning activity ceased, the Board President and Executive Director requested the consultant’s support and guidance with immediate and near-term issues, including: developing strategic communications with members and program participants; leveraging staff to create a steady stream of online content; developing the structure to support the Board’s transition to governance from management; evaluating options for utilizing the Board’s authorized use reserves for fundraising; and creating, recruiting and hiring the new position of Deputy Director, Development & Community Engagement.

Strategic Plan Format & Terminology

NECC’s strategic plan includes five goals:

• Programmatically Robust & Community Based
• Champion & Embed Equity
• Become a Fundraising Organization
• Inspiring Communications & Marketing
• Excellence in Governance

Each goal has associated strategies, tactics, outcome objectives, leads, and timelines to guide and facilitate phased implementation over three years.

A definition of terminology used in the strategic plan follows.

• Goals. A broad aim toward which our efforts are directed. What we are trying to achieve.
• Strategies. A plan of action designed to achieve our objectives. How we will pursue and reach our goals.
• Tactics. A specific action step required to deliver on a strategy. The group of actions we will take to fulfill the strategy.
• Outcome Objectives. Measurable outcomes we will see if and when we are successful. The specifics metrics behind we are trying to achieve.
• Lead. The person responsible for championing an area of work, coordinating activity, and tracking progress.
• Timeline. The phased implementation of components of the plan over time.

Goals & Strategies

Goal 1. Programmatically Robust & Community Based

NECC’s programmatic offerings are relatively diverse and well-utilized, as evidenced by steady membership growth and strong participation rates. Programming tends to be fitness-based, and is geared toward older people or families with young children.

NECC operates through a traditional membership-based model, with people paying fees in exchange for access to services and programs. The organization reduces or waives fees for people who are lower-income. In recent years, these scholarship funds have not been fully utilized.

NECC provides onsite child care without charge for members.

While NECC service area encompasses 12 neighborhoods, inner Northeast Portland neighborhoods are most represented, including many with a higher-than average annual household income.

NECC is eager to expand its geographic reach, create programming that is more community-based and community-driven, focus on being a community center more than a fitness facility, and consider financial models other than traditional pay-to-play structures.

a.  Extend our geographic service area to Cully and connecting neighborhoods.

b. Invite communities to identify their needs and help develop programs they find relevant and useful.

c.  Adapt our membership and earned revenue models to allow for more equitable participation and engagement.

Goal 2. Champion & Embed Equity

NECC’s mission is to “help families and individuals achieve their wellness, recreational, learning, and cultural goals while being part of a diverse, welcoming community.” Among its six organizational values are: “Inclusiveness. We value all members of the community. We endeavor to make the Northeast Community Center relevant to all.” and “Respect. We value treating everyone with respect.” The organization has developed program-specific partnerships with several culturally-specific organizations.

Board and staff report valuing diversity, equity and inclusion, and an eagerness to advance those principles at NECC. Even so, NECC is overwhelmingly homogeneous in regards to race and ethnicity of its Board, staff, members, and donors. Board and staff generally lack relationships with, proximity to, and experience in operationalizing diversity, equity and inclusion.

Given its stated intention to advance diversity, equity and inclusion, NECC has the potential to become a champion of, and operationally embed, equity.

a. Further develop and implement an equity lens policy and framework that guides decision-making across the organization.

b. Operationally embed equity in policies, procedures and practices across the organization.

c. Elevate voices and leadership of people of color and gender-diverse across the organization.

d. Pursue, nourish & maintain mutually beneficial partnerships with culturally-specific organizations.

Goal 3. Become a Fundraising Organization

NECC has a strong, dedicated base of members and program participants. The organization is viewed by many as “way more than a fitness center,” and many people have stories about the value and importance of the NECC community in their lives. There is significant connectivity and warmth toward the organization by members and participants, and between and among many members and participants. 

NECC operates with 92% earned income, and raises only $65,000 annually. While financially sound, the organization faces expensive capital needs as a result of owning and operating out of a 100-year-old historic building with significant deferred maintenance. No NECC staff have fundraising experience, the Board is largely inactive in fundraising, and the organization lacks information systems, processes, and procedures for identifying, cultivating, asking, and stewarding donors and funders. While there is socioeconomic diversity among members and participants, NECC’s geographic service area includes neighborhoods with significantly higher than average annual household incomes and net worth.

Building on its successes and strengths, NECC is well-poised to become a fundraising organization.

a. Invest in contributed income-generating capacity by creating dedicated staffing, systems and processes for fundraising.

b. Increase Board engagement in fundraising, with 100% “give” at a level that is personally meaningful, and 100% “get.”

c. Retain and grow current donors through ongoing, personalized stewardship.

d. Grow contributed income through continual identification, cultivation and asks of individual, corporate and foundation prospects.

Goal 4. Inspiring Communications & Marketing

NECC is full of great stories – families who raised their children at NECC; seniors who remain healthy, independent, and connected because of NECC; friendships that have been forged at NECC; members who receive scholarships and financial assistance; program partnerships with other community providers; a local, independent community center that has succeeded financially; and many more.

That said, NECC’s communications have tended to be internally focused, information-giving rather than interactive and engaging, largely transactional, and primarily about that “what” and not the “why”. The organization has lacked a more strategic, nuanced, and segmented communications strategy. Similarly, NECC thinks little about proactively marketing to prospective members, participants, and donors. 

Given the depth and richness of its history, stories, and program offerings, NECC is well-poised to communicate and market effectively.

a. Develop multi-channel communications plan that engages, inspires and informs current constituents.

b. Develop multi-channel marketing plan that inspires and engages prospective members, participants and partners.

c. Share stories with current and prospective audiences that reflect and amplify the voices of the broad community the NECC strives to serve.

Goal 5. Excellence in Governance

NECC’s Board has effectively stewarded the organization to growth and financial stability. Many key performance indicators of organizational health are significantly improved today as a result: membership and program participation has grown, financial reserves are healthy, and on old historic building has been thoughtfully maintained with cost-consciousness.

At the same time, the Board’s focus and orientation tends toward management rather than governance, resulting in some lack of clarity about roles and responsibilities. It typically operates as a committee-of-the-whole rather than through committees, making it less efficient. 

While most members donate annually, the Board in aggregate does not fundraise. While some members are actively engaged, others are inactive other than attending Board meetings.

Building on its successes and strengths, NECC now has the opportunity to be excellent in governance.

Strategies.

a. Transition Board to governance focus from management focus.

b. Increase Board productivity by creating a robust committee structure.

c. Increase levels of Board engagement individually and in aggregate.

d. Monitor performance toward strategic plan goals and outcomes.

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Many Seattle Parks and Recreation facilities will be closed Monday, May 27, in observance of Memorial Day.  These facilities and services are  CLOSED :

• Community centers and teen centers
• Environmental learning centers
• Indoor swimming pools
• Green Lake Small Craft Center
• Mount Baker Rowing and Sailing Center
• Amy Yee Tennis Center

These facilities are  OPEN  on regular schedules:

• Interbay, Jackson Park, Jefferson Park and West Seattle golf courses

Community Center Strategic Plan

Community Centers  are places where people recreate, celebrate and meet their neighbors and help to make our city a great place to live, work, and raise a family. They provide a number of benefits to the people of Seattle. Seattle Parks and Recreation is preparing a Community Center Strategic Plan to strengthen the role that Community Centers play in our City.

2016 Community Center Strategic Plan

• Download the 2016 Community Center Strategic Plan

Community Center Stabilization Projects

The 2016 Community Center Strategic plan named eight community centers for major maintenance projects focused on extending the life of these facilities and increasing programming potential. The eight centers are listed below. Each link brings you to more information about that center's project.

Green Lake Community Center and Evans Pool Improvements include pool pump and heating replacement, electrical repairs, pool deck cleaning and sealing, gym floor leveling and refinishing and more.

Hiawatha Community Center Improvements include electrical repairs, water and sewer pipe replacements, furnace and water heater repairs, roof replacement, and more.

Jefferson Community Center Improvements include electrical repairs, kitchen upgrades, ADA improvements, elevator installation, roof repair, and more.

Loyal Heights Community Center Improvements include kitchen remodel, repairs to kids' room and flooring in classrooms, ADA improvements, gym floor and wall repair, and more.

Magnolia Community Center Improvements include gym, multi-purpose room, and hallway floor repairs, ADA improvements, kitchen remodel, roof replacement, and more.

Queen Anne Community Center Improvements include kitchen remodel, roof repair, gym floor repairs, ADA improvements including restroom repair, and more.

South Park Community Center Improvements include ventilation, restroom remodeling, ADA improvements, roof repair, and more.

City Council Budget Action on the Community Center Strategic Plan

The Community Center Strategic Plan recommends $1.3 million in improvements for community center operations. The funding comes from the Seattle Park District’s Community Center Rehabilitation and Development Initiative. The Plan was funded in the 2017 City budget. The Plan:

• increases hours of operation
• eliminates the drop-in fee
• adds staff for operational and programming improvements

The following recommendations were not funded in the 2017 City of Seattle budget:

• provides free programming at 5 centers
• funds staff training
• increases performance management

What is the Community Center Strategic Plan?

The Community Center Strategic Plan lays the foundation for both operational and facility decision-making for the community center system in the future. The 2014 Parks Legacy Plan established two general goals for community centers:

Ensure community centers are the focal points in our neighborhoods and serve as places where people can connect, foster relationships, build community, and enhance their health and well-being by offering programs, activities, and events to Seattle’s changing population.

Ensure community centers are physically and emotionally safe and welcoming places for individual enrichment and community growth.

The strategic plan sets a course for achieving and strengthening these goals that were established in the Parks Legacy Plan.

Community Centers in Seattle

• Seattle Parks and Recreation currently operates 26 community centers across the city with a total budget of approximately $11.4 million.
• These facilities have various levels of service, staffing and hours of operation.

Parks and Recreation

AP Diaz, Superintendent Mailing Address: 100 Dexter Ave N, Seattle, WA, 98109 Phone: (206) 684-4075 Fax: (206) 615-1813 Email: [email protected]

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Strategic Plan

The essential elements of a strong and effective organisation are good governance, appropriate and transparent systems and processes, great leadership, reflective practice, happy and healthy staff, and clear purpose and direction..

At a governance level we are focussing on better management of risk, greater transparency of process, financial sustainability, development of new policies, and the tightening and alignment of existing policies and processes, resourcing for expanded use of technology, and exemplary employment practice. Strategic appointments to our board support this work.

You can read the latest Victory Community Centre Strategic Plan and Covid-19 impact report below.

2022-2025 Strategic Plan

VCC Community Engagement Report 2022

Strategic Plan and Community Survey

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Geeveston Community Survey

Summary Report, May 2021

Every 3 years the Geeveston Community Centre Inc. (GCCI) develops a new Strategic Plan as part of its core funding agreement with the Department of Communities Tasmania. GGCI uses a community development approach for its engagement with the local community and our partners. Locally we are known as GeCo.

As part of developing the Geeveston Community Centre Strategic Plan (2021-2024), the Centre conducted a survey to help set the direction for the Centre and how it supports the local community.

What did we do?

The centre engaged an external consultant to develop the Strategic Plan, including delivering the community survey. The survey was designed in consultation with GCCI staff members. The survey was open for 14 days in May 2021. Survey monkey was used to collect online responses and the survey link was promoted via the GCCI email list and a boosted post on our Facebook page (within the local geographic area). Hard copies were provided on the front desk, during Centre activities and at the Geeveston Feast (a monthly  community event). As an incentive, survey participants had the opportunity to register for 1 of 3 $50 voucher prizes. Of the 188 survey participants, 150 entered the competition.

Where do our Survey Respondents live?

Listed to the right are locations that 5% or more of participants listed as where they live. All most all participants live int he local area. 

How had respondents utilised GeCo in the last 12 months?

• 62% Follow Geeveston Community centre on social media
• 32% Drop into the centre
• 18% Buy fruit and veg via the Scrubby Hill Farm online shop
• 18% Participated in programs or groups e.g. driver training, literacy support, crafts group, eating with friends or community shed (for men and women)
• 15% Access services via the Centre
• 14% Participated in GCCI workshop/s
• 13% Shop at the GCCI Scrubby Hill Farm Market Garden weekly Pop Up market
• 10% Through volunteering
• Other – for example participated in the school holiday program, hired space within the centre, and attend appointments for outreach services.

Communication

We asked how our community like to keep in touch with what is happening at Geeveston Community Centre.

Social media is the most popular way to keep in touch with what is happening at GCCI (63%) followed by our regular newsletter, email and dropping in.

What are the priority Health and Wellbeing  issues in our community?

We asked, When thinking about yourself, friends and family who live in the local area, what do you think are the important health and wellbeing issues? (Tick all that apply) We provided a list and an opportunity to suggest other issues. Here are the priority issues for our community. 

What is the best way for Geeveston Community centre to support the health and wellbeing of our community?

We asked about which programs and support the community would like to see Geeveston Community Centre focus on to support the health and wellbeing of people in the local area. Respondents could choose as many as they thought were important for us to prioritise.

• Enhancing Connections:  Creating community events so people can come together and enjoy themselves – 67%; People connecting with each other – 66%
• Supporting the community to build new skills:  Building new skills such as cooking, growing food and using digital technology – 62%
• Contributing towards community food security:  Improving access to healthy affordable healthy food – 57%
• Employment:  Helping people to find work – 55%
• Speaking up for community:  Advocating to all levels of government on behalf of the community – 49%.

Followed closely by…

• Creative activities such as music and arts – 47%
• Improving literacy – 38%
• Volunteering – 36%
• Other – activities and programs for youth, after hours and weekend programs, health education, building skills, day trips, sexual health, skill development / artisan / craft activities/ workshops – after school hours that can involve parents and be fun, and are educational for kids; language classes (single responses for each), drug and alcohol services.

What else would you like to tell us?

For our final survey question, we wanted to give the community the opportunity to tell us about other issues or ideas that might be on their minds. We asked if there was something else survey participants would like to tell us. Around 25% of the community members who completed the survey shared some thoughts.

Thank You!!

We thank the Geeveston community for participating in our Community Survey. It has been a very valuable experience for the Centre to check in with the community and to make sure our future Strategic Plan reflects their priorities and future needs as much as possible.

Who in our community completed the survey?

What does the community think of GCCI?

We took the opportunity in the survey to ask – how likely are you to recommend Geeveston Community Centre to family, friends and/or community members? The vast majority of survey participants said they are likely to recommend the Centre, a very positive result.

We then asked a follow up question to participants to tell us in a few words why they would recommend us to family, friends and/or community members. We analysed their feedback and have provided the themes for responses and several examples of each as follows…

Staff and Volunteers

Many respondents were incredibly positive about their interactions with staff and volunteers describing them as friendly, helpful, and caring.

“The volunteers are extremely kind, helpful, and attentive. Whatever concerns or questions you have, they will most likely be able to answer for you. Also, the amenities on offer for those who might need them are amazing.”

“Found the staff and volunteers genuinely have individuals and the community’s best interest at heart.”

“Great organisation. You welcomed my mum recently when she needed somewhere to work. A great supportive network for our community!”

Inclusive, community and connections

Many survey participants remarked that GCCI is inclusive and enhances community connections and support for people living in the local area.

“Because they cater for everyone. Men, women, and children. They have supported many people and are to be commended on the  ervices and support they offer. I have been a part of many things since 2000 not long after moving here. From craft, lead lighting, cooking and  also was a volunteer. These things I did and the things my children did was very helpful and beneficial and makes you as a community member inclusive and involved.”

“Great way for the community to connect with others, get involved in programs, emergency relief and have social interaction.

“Community centres are the literal hub of a village. They are important crossroads of giving and receiving hope and help.”

“Friendly, helpful, non-judgemental staff. Great programs on offer.”

Courses, Services and Activities

Respondents viewed the Centre favourably because of the variety of opportunities to participate through workshops and activities or access services.

“They run great courses and are very helpful”

“They provide diverse programs and an opportunity to engage with others in the community”

“Geeveston community have done so much for the community doing things such as having the computers available for those who don’t have one and helping them become computer literate.”

“Lots of services, friendly and helpful folk, Wi-Fi access, job seekers.”

“The food bank is an amazing resource if people are doing it tuff.”

“It’s a friendly place space that supports our community on various levels. It helps with courses, activities, and mental health support.”

Food and Farm

Programs that relate to Eating with Friends meals, emergency relief, food growing, and the Scrubby Hill farm were especially remarked on by respondents as a reason for why they view GCCI favourably. 

“Provides excellent community services, especially the frozen meals and veggies.”

“Great fruit & veg. Always willing to help anyone in need in the community.”

“Local, friendly, efficient, and yummy food.”

“Love the selection and goodness of the fruit and vegetables box and the convenience of delivery.”

Geeveston Community Centre Strategic Plan

Developed from the Community Survey, May 2021

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Neutral Bay Community Centre Joint Strategic Plan 2022-24

Consultation has concluded

Feedback closed 30 August 2022

The Neutral Bay Community Centre Joint Strategic Plan is a collaborative joint strategic planning statement created between Council and Neutral Bay Community Centre (NBCC).

NBCC is an independent, not-for-profit community organisation that provide a wide variety of free and low-cost activities for the Neutral Bay community, including community events, health and fitness classes, computer lessons and special interest groups.

The Joint Strategic Plan 2020-2024 outlines Neutral Bay Community Centre’s vision and strategies focusing on three key goal areas:

• Engagement: with community and business
• Offering: range and quality of activities
• Sustainability: resources, funding, physical space

Find the Draft Neutral Bay Community Centre Joint Strategic Plan 2022-24 in the Document Library.

Have Your Say - use the online submission form (below) or alternatively, send submissions to:

• Email - [email protected]
• Mail - North Sydney Council, PO Box 12, NORTH SYDNEY NSW 2059

Note: Submissions are considered open access information under the Government Information (Public Access) Act 2009. In the interests of public transparency, submission in its entirety may be made available via Council’s website. Submitters are encouraged to read Council’s Information Sheet: Making a Submission to Council   prior to making a submission. All feedback received will be considered, however it is not intended to reply to individual respondents.

For further information contact Council's Access and Inclusion Coordinator on 9936 8195.

Submission Form - NBCC Joint Strategic Plan

Use this form to provide general feedback.

Note: In the interests of transparency, any submission you make is open to public scrutiny under North Sydney Council's Access to Information Policy . Council generally makes the submission, and the name and address of the person/organisation making the submission, publicly available on our website (or associated sites) unless the submitter requests otherwise. 

Document Library

This consultation is open for contributions.

Under Review

Contributions to this consultation are closed for evaluation and review. The project team will report back on key outcomes.

Final report

The final outcomes of the consultation are documented here. This may include a summary of all contributions collected as well as recommendations for future action.

Important Links

• Neutral Bay Community Centre

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Quality Improvement Plan

In November 2021, the GBACHC Board of Directors led a comprehensive strategic planning process, which included an environmental scan, and gathering feedback from patients/clients, volunteers, staff, community partners, and Grand Bend area residents. The data and feedback were then compiled into a planning discovery report and used to develop three-year strategic directions.

Read the 2022-25 Strategic Plan – Rebounding & Coming Back Strong

The GBACHC has developed a Quality Improvement Plan (QIP) that aligns with its strategic plan. With the GBACHC’S core values acting as a foundation for the QIP, the plan aims to improve service effectiveness and patient/client experience in a safe and timely manner while ensuring equitable treatment for everyone.

The Grand Bend Area Community Health Centre (GBACHC) is a non-profit, community-governed organization that provides comprehensive primary health care and interprofessional health services.

Grand Bend Area Health Services Foundation

The Grand Bend Area Health Service Foundation (GBAHSF) is a charitable organization that undertakes fundraising for the GBACHC. It receives and distributes funds necessary to assist with capital requirements.

Grand Bend Site 69 Main Street East, Box 1269 Grand Bend, Ontario N0M 1T0 519-238-2362

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© 2024 Grand Bend Area Community Health Centre.

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Strategic Plan

Home » About Your CHC » Strategic Plan

Strategic Plan 2021-2024

Strategic planning provides an opportunity for an organization to reflect on the past, celebrate successes, and look ahead to the future. In 2020, after a period of organizational growth and change, including navigation of the ongoing COVID-19 pandemic, Brock Community Health Centre’s Board of Directors began the process of developing a new strategic plan. It was important that our new strategic plan respond to the changing nature of the healthcare landscape and reflect the needs of our clients and communities.

In direct response to what we heard from our community of stakeholders, in addition to the internal and external considerations that shaped the planning process, the following directions were developed:

• Delivering Quality Services
• Cultivating a Healthy Organization Equipped for Change
• Leading Through Effective Communication
• Building a Foundation for Success in Our New Home

These are over-aching themes, which are broad and oriented toward the future. Each strategic direction is expressed in greater detail through a series of related commitments and actions.

We are deeply proud of our organization’s successes and look forward to a future full of potential — one in which Brock CHC continues to provide high-quality primary health care, coupled with health promotion and education. By doing so, our organization will continue to grow its reputation as a vital part of the healthcare landscape within our community. We extend our gratitude to our community partners, staff, and everyone that took the time to contribute their ideas during the strategic planning process.

Formerly known as Carea Community Health Centre

2023-2026 Strategic Plan

About the 2023-2026 Strategic Plan

In 2022, Durham Community Health Centre, initiated a process to develop a three-year stra­tegic plan that would acknowledge the various challenges and opportunities our  community members have faced over the last three years. The strategic planning process helped to iden­tify a set of priority areas where proactive and sustained work would generate a significant impact, both internally and within the broader Durham region.

Under the guidance of our Strategy and Vision Committee of the Board, we undertook an inclusive and engaging strategic process that included:

• Client focus groups
• Board workshops and interviews
• Senior Leadership Team workshops and interviews
• Management team interviews
• Staff focus groups
• Key external partner interviews
• System leader interviews

In formulating this plan, we wanted to ensure that we actively listened to those who rely on our services, those who deliver our services, those who partner with us to deliver services to the community members, and those who have foresight into what our health and social services system needs are for today and for tomorrow.

This strategic plan recognizes the pace of change is rapidly accelerating in the current landscape. From an Ontario perspective, for example, the emphasis on integrated care and support has been amplified to address gaps and improve health outcomes for our residents. Our strategic plan will help us to remain grounded in community as we seek out innovative and creative practices and partner­ship opportunities that will allow us to respond to the needs and challenges of our community members.

To read the entire 2023-2026 Strategic Plan, click here .

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