Strategic Priorities

what’s on the horizon

the ncdc strategic plan identifi es four key directions, as follows:

GrOWth & eXpAnsiOn OF services

We will implement an effective, effi cient, and integrated approach to managing the growth of services, to meet the increasing needs of children and youth with developmental needs and families in the community. description: Current waitlists for service require that we expand our services—both to serve more families, and possibly to provide a wider range of supports. This may include: working with other organizations and government to develop local services; fi nding better waitlist management approaches; coordinating with Aboriginal service delivery; and addressing other emerging service needs. We will proactively engage in conversations and planning about questions such as “How large do we get?”, “What will be needed in the organizational structure?” and “What other models of service delivery are feasible to explore?” rationale: This strategic direction is a direct response to our growing community. Success in this area will allow us to more fully live up to our mission, vision, and philosophy, by providing support and assistance to children, youth, and families when they need it, and as they change over time. It will enable us to better manage waitlists, and address space needs as we grow.

FundinG & FundrAisinG

We will expand our sources of funding and increase fundraised revenue to support unfunded and underfunded services, as well as facility expansion. Description: Our current funding must increase to adequately cover the cost of providing quality services for families, children and youth, while providing fair and equal wages and benefi ts. Some people are unable to access services due to waitlist times and government eligibility requirements. There are some supports that the provincial government does not fund. In addition, the expansion of services will require additional space, either in our current location or other facilities. To accomplish this, we will need to expand our annual operating budgets as well as capital resources. We will access additional funding from provincial ministries, as well as federal and municipal government and foundation funding, and investigate individualized funding. We will continue to implement our fund raising and marketing plan. Rationale: This strategic direction will enable us to better meet community needs and our mission statement. Timely,

Board of directors (back row l-r) Jim plasteras, Andrea mccaw, michael robinson (president), colin Bartlett, Graham ramsay (vice president), stuart hopewell; (front row l-r) Jane eade, Blake mcGuffi e Jean-marc Jaquier (treasurer), nancy Axford

open, and equal access is a key element of our philosophy and we can only ensure this with increased funding levels. It will also enable us to reduce waiting times, recruit and retain qualifi ed staff, and reduce our dependence on government funding. The latter would make us less vulnerable to sudden shifts in government priorities and funding programs. We have considerable experience and successes to date in Resource Development with signature fundraising events, support from event sponsors and service clubs, and adding a fundraising/ marketing staff position. Our positive profi le in the community, awareness of government initiatives, property for facility expansion, and CARF accreditation will assist us in resource development initiatives.

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AdvOcAcy

We will implement advocacy efforts to reduce barriers to service access and to raise awareness of the NCDC and children and youth with developmental needs, and their families in the local community. Description: We have formalized our advocacy efforts. We will continue to partner with the Vancouver Island Health Authority, Ministry for Children & Family Development, School Districts, and Aboriginal communities to advocate for additional services. We will focus our advocacy work on several specifi c areas within the purview of the provincial government, including: adequate funding to recruit and retain qualifi ed staff; reduce wait times; address increased government contract requirements such as accreditation and reporting; increase access to staff training and