SENIOR CENTER, INC.
STRATEGIC FRAMEWORK
2007-2010

INTRODUCTION

Senior Center, Inc. believes in strategic management, consistent review of our organization, and focusing our attention on the future. This Strategic Framework is designed to be a guideline of the priority issues for the next three years. The Senior Center’s historical origins are as a community development project. Community development is an interactive process that involves genuine partnership between the seniors of the Senior Center and community citizens. The volunteer leadership of the Senior Center is committed to continue that relationship.

The original Strategic Plan was created in April 2002 by an ad hoc Planning Committee and approved by the Board of Directors. In November of 2002, the Board of Directors delegated responsibility for monitoring this plan to the Executive Committee and it has been updated in 2004 and 2005. Updates to the framework are performed based on Board, member and staff input.

The Board and the Executive Director will assign responsibilities, timelines and outcome measurements to track progress of this framework as part of Board and staff annual action plans over the next three years.

MISSION

Senior Center, Inc. involves, enriches, and empowers seniors in our community.

 
VISION

Our vision is to be an indispensable asset to seniors and the community.

   
VALUES

Senior Center, Inc. values:

1. A high quality of life for seniors, and believes that Center experiences contribute to that goal.
2. Excellence, by being the provider of choice for seniors in enrichment and social experiences.
3. Diversity , and believes success depends on the Center’s ability to be inclusive and assure the availability of comprehensive programs and services to all populations.
4. A strong sense of community , and prioritizes effective partnerships with various community entities. We believe these partnerships result in a synergy that mutually enhances seniors' experiences and improves the community.
5. Fiscal constancy, by becoming a self-sustaining non-profit endeavor with long-term financial security and prudent monetary decisions.
6. Well-qualified staff. Provision of a highly-qualified, motivated staff is imperative for ensuring that the Center fulfills its mission.

STRATEGIC GOALS: 2007-2010

Strategic Issue: Promoting Positive Aging

We need to examine the perceptions of growing older, and redefine the meaning of later life in our society. We need to create a more realistic and helpful image of aging and confront the negative stereotypes of aging. We propose to embrace the variety and diversity that comes with age and to respect older adults for their intrinsic value as human beings. Strategies to support positive models of aging will be a focus of the Center. Through marketing, program evaluation and expansion the worth of the Senior Center as a vital part of the community will be more obvious.

Strategic Issue: Increasing Membership

Our mission strongly depends on having members to serve and membership dues to help offset costs. A major priority is to ensure an increasing member census representative of the demographics of our community. An expanding membership will allow flexibility in programmatic expansion and will contribute to economic stability.

Strategic Issue: Diversity

Because we believe diversity is strength, the Senior Center is committed to developing and maintaining an inclusive community within its membership, staff and volunteers. We can best benefit from the diversity of our community and to serve our mission by representing our community as widely as possible. Accomplishing this objective will result in improved funding sources (business, foundation, and individual); increased membership, and an inspired and energized Center community. 
 
Strategic Issue: Human Resource Development

Staff

Recruiting and retaining a qualified, motivated team of paid employees is a challenge in our area due to low unemployment, low inflation, high cost of living and population turnover. Senior Center requires a sufficient number of qualified paid staff in order to maintain and grow our program levels. Effectively addressing this issue will result in organizational efficiency, increased member satisfaction, and assistance in raising and utilizing resources.

Board of Directors

The volunteer Board of Directors is responsible for governing the Senior Center. Due to natural Board turnover, the development of the Board needs continual review and a formal process of self-evaluation. The better the board, the better the governance and the greater the benefit for all stakeholders to whom it is responsible.

Volunteers

Senior Center, Inc. depends on a strong volunteer force to provide a substantial portion of the labor to operate the organization. Our volunteer program encourages service to the greater community, which exemplifies the value of seniors and reflects on the contribution Senior Center members make in the community. Because volunteers choose to work to support our organization and volunteering is an important way we meet our mission, we must continue to develop our volunteer program. We must allocate resources to the program to ensure its success as well as continue to fully integrate volunteers into all areas of our organization. Success in this area will allow us to maintain and expand our level of service, and will ensure that volunteers have a meaningful experience and will continue to volunteer.

Strategic Issue: Increasing Financial Stability

The stability of Senior Center finances on an annual operating basis supports our ability to provide programs, maintain our building, retain qualified staff, and promote our work. It nearly maintains our ability to expand our hours and programming or begin new initiatives to meet the growing and changing senior population. Secure funding (means) allows us to meet our mission (ends). Strategies to increase earned income, formalize development plans, and administrative refinements will be prioritized and implemented.

Strategic Issue: Facility Management and Development

Our single largest fixed asset is the building in which the Senior Center, Inc. resides. Protecting it from deterioration, as well as continually adapting and improving it to meet the changing needs of our community, is in the best practical and financial interest of the organization. Long range planning for the future needs of the Center and its members must be done on a continual basis. The report of the Strategic Programming Committee (accepted by the Board of Directors in March, 2007) provides the framework for this issue.

Strategic Issue: Developing Comprehensive Methods of Program Evaluation

The result of outcomes evaluation not only includes operational efficiencies but also programmatic and fund development advantages. A statement of need combined with systematic data from a conscientious evaluation documenting need creates a compelling case for community support. In order to ensure we are meeting our mission, we must validate quality outcomes of our programs. The opportunity for national mentoring and benchmarking in this arena is timely.

On-going evaluation of how to adapt the Center to meet the needs of an ever changing and growing senior population, including expansion of programs beyond our current hours and facility, is imperative. We must be willing to add or subtract programs and services to meet the community’s needs. This requires constant attention from our leaders as well as review of resource allocation. Addressing these changes could result in current and prospective members utilizing the Senior Center, leading to increased membership recruitment and retention.