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:
- A high quality of life for seniors, and believes that Center
experiences contribute to that goal.
- Excellence, by being the provider of choice for seniors in
enrichment and social experiences.
- 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.
- 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.
- Fiscal constancy, by becoming a self-sustaining non-profit endeavor
with long-term financial security and prudent monetary decisions.
- 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.
| 