Our Strategic Plan

 

Scadding Court's Strategic Plan 2018-2022


SCCC VISION 
A healthy community in which every individual and group has the capacity to achieve their 
full potential.

SCCC MISSION

To support and foster the well being of individuals, families, and community groups by providing and encouraging both local and international opportunities for recreation, education, athletics, community participation and inclusive social interaction.

SCCC CORE VALUES

Scadding Court Community Centre will strive to:

  1. Work in partnership and collaboration.
  2. Use research and evaluation to identify and respond to community needs.
  3. Strive to provide all community members with full access to our programs and services.
  4. Promote access to technology for all community members.
  5. Be open to new opportunities as they arise.
  6. Consider SCCC in the context of being a member of the local, provincial, national and global communities.
  7. Develop and deliver programs, services and an environment that builds capacity in both individuals and groups, thereby supporting them in achieving their potential for personal and social health.
  8. Foster an environment of diversity and inclusion.
  9. Be an organization that is:
  • Equitable
  • Inclusive
  • Respectful
  • Competent
  • Innovative
  • Ethical
  • Responsible
  • Accountable
  • Credible
  • Environmentally responsible

10. Be an organization that emphasizes:

  • Excellence
  • Teamwork
  • Integrity
  • Leadership
  • An atmosphere of caring, sensitivity, fairness and imagination                              


STRATEGIC DIRECTIONS

Direction #1: Continue and enhance an organizational culture of innovation and action that extends across all levels of the organization.

Direction #2: Contribute to strengthening a diverse, inclusive and revitalized community through public space animation, local economic development, and agency redevelopment to meet community needs.

Direction #3: Foster a culture of collaboration through innovative and non- traditional partnerships, incubation of emerging organizations and development of new service delivery models.

Direction #4: Catalyse and facilitate programs and social change-focused activity in response to community needs: issue identification, research, capacity-building, policy development, communications and mobilization.

Direction #5: Expand the engagement of, partnership with, and service delivery for women.


HIGHLIGHTS OF THE PROCESS

In total 116 people participated in the survey

  • SCCC consulted stakeholders in the following ways:
    • 4 focus groups with targeted user groups: two sessions with seniors, one session with settlement service users, and one session with youth
    • SurveyMonkey form, available on website and circulated via email to stakeholders
  • The main directions of the organization have not changed, but suggestions were made to enhance two directions. Three directions previously identified will continue to inform the organization’s work, while two directions were amended; one to focus on developing programming for women, and the other to add emphasis on diversity in our work. The majority of feedback asked that we expand and enhance what we are currently doing
  • The number of new users of the Centre has increased year on year. We anticipate that this will continue to happen as the neighbourhood changes and we introduce new responses to community-identified needs. Redevelopment will have a significant role to play as we project out what service needs will look like as the Alexandra Park redevelopment progresses
  • The top programming needs identified by participants were: parenting programs, newcomer and women’s programs (please note we are not currently running any women’s programs), greenhouse, aquaponics and social enterprise programs, and programming for people living with disabilities (please note our programming for people living with disabilities has not expanded- we did not meet this direction in the last 5 year strategic plan). It is to be noted that seniors intentionally did not prioritize seniors programs- they felt their vote should go to different programming areas that they believe are meaningful, which has, to a degree, skewed the results – seniors programming is a priority with our aging population
  • Not all program users are familiar with the range of programs and services we provide. This explains the feedback related to satisfaction with programs and many participants not knowing about what we provide

LESSONS MOVING FORWARD 

  • SCCC needs to do a better job of promoting our programs and services in the neighbourhood and across the city
  • SCCC needs to develop a thoughtful outreach strategy that can encompass all the areas of the work that we do
  • SCCC needs to better integrate information-sharing about programs and services internally- between and amongst programs.