he horizon advanced education opportunities; and improve service and coordination for school age children. We will also focus on promoting awareness and education regarding children with special needs for people in the region, including the health sector. Rationale: This strategic direction will help us increase our own awareness and understanding, and better meet community needs. It will enable us to expand partnerships with community professionals and paraprofessionals, by proactively taking the opportunities to provide input to the medical community and speak to service clubs and other community organizations. This will create synergy with the first two strategic directions, as an increased profile will help our fundraising and expansion efforts. Our existing positive community partnerships and visibility, and participations in local committees means that we are already “on the agenda” and have a platform from which to quickly initiate this already strategic direction.
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successiOn plAnninG We will develop a succession plan for volunteer and staff positions. Description: A succession plan helps ensure continuity of knowledge, skills, and experience in both Board and staff groups, which in turn supports the long-term stability and capacity of the organization. It can include plans for training and knowledge transfer, and strategies such as mentoring, setting career paths, job shadowing, and phased retirement. Our succession planning will focus on Board leadership and key management positions. Rationale: Changes in Board membership and key staff positions can result in the loss of vital expertise and experience, as well as knowledge of the organization and community, and relationships with partners. Creating and regularly reviewing and updating a succession plan will help mitigate this risk.
the heart of the matter: ending the waitlist The Nanaimo Child Development Centre provides an interdisciplinary wrap around service to children and families. Early Intervention promotes optimal development in children and family support at a time that is critical for gains in developmental milestones. Waitlists and wait times for services are a significant barrier. Through coordinated advocacy and fundraising, children are experiencing a decrease in wait times in speech and language compared to previous, however, 8 months of waiting for assistance is still far too long. We must be diligent in our efforts to continue to mitigate this extensive wait for families. With your support and involvement we can make a difference in the lives of the children and families whom we serve!
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