Our Strategic Priorities – Bridging Relationships Between Universities and Providers

MISSION

To bridge relationships between universities and providers, and build robust, sustainable academic leadership programs that promote and support the field of aging services.

VISION

To inspire passionate students in the field of aging services to meet leadership needs of the country with quality higher education programs and partnerships for rewarding, impactful careers.

GOALS

The Centre has goals of creating twenty-five (25) effective, robust, and sustainable academic programs, one thousand (1,000) paid field experiences, and significantly expand the number of strong partnerships by the year 2025.

ADVANCING THE STRATEGIC PLAN

The Vision Centre’s strategic plan advanced in 2023. Our priorities for the Centre’s first year will focus on coordinating partnerships, promoting the importance of the profession, and providing the resources necessary to develop and expand programs.

  • Advance Deliverables: This year, we will launch a digital directory of programs, coordinate partnerships, provide webinars, host the annual symposium, and create and distribute resources solidifying a consultative model.
  • Leverage Relationships: A critical element of the Centre’s success this year will be to leverage relationships that will help influence action and results.
  • Fulfill our Fund Development Needs: The broad leadership and stakeholders of the Centre will solidify and fulfill the initial fund development needs to provide the necessary support to operationalize and advance our shared goals.

PILLAR 1

INFRASTRUCTURE AND COMMUNICATIONS

Develop the necessary processes and systems so the nonprofit will operate both efficiently and effectively moving forward.

Strategies:

  • Enhance quality of the communications and outreach for respective stakeholder groups.
  • Develop a business model for supporting developing academic programs that has an approach of coordination, promotion, and resources (CPR).
  • Develop and retain an administrative leadership team.
  • Focus on the development and support of the Board and Advisory Council.

PILLAR 2

PROGRAM GROWTH AND INFORMATION

Provide high quality educational and learning resources, support faculty development and engage with necessary organizations in the field.

Strategies:

  • Expand academic programs with dedicated successful senior living leadership programs.
  • Advance proactive curriculum and pedagogical approaches that respond to contemporary changes in the field of aging services, including necessary standards of learning.
  • Have a high quality, and sufficiently available, number of paid field experiences for emerging leaders.
  • Invest or partner with a group to insure a strong faculty and staff development program.

PILLAR 3

CONNECTIONS AND PARTNERSHIPS

Advance the Centre’s visibility and role as a national leader in the senior living leadership field.

Strategies:

  • Maintain a high level of national visibility for Vision Centre by leveraging university, association, and organization partnerships.
  • Build partnerships between universities and organizations.
  • Advance administrative and public policy influence via research, publications, and Vision Centre events.
  • “Tell the story” of the Vision Centre, partners and emerging leader’s successes externally, through thoughtful and creative activities and public relations efforts.

PILLAR 4

FUND DEVELOPMENT

Build on fundraising efforts to support goals and financial needs of the Vision Centre.

Strategies:

  • Pursue fundraising efforts to support the Vision Centre.
  • Create and maintain a fund development plan that recognizes current and future growth needs to foster a resilient Centre.

PILLAR 5

SUPPORTING DIVERSITY EFFORTS

Enhance and increase the diversity within and across the senior living leadership field to prepare them to lead cultures of inclusion and belonging for all.

Strategies:

  • Increase support efforts to expand the diversity of the senior living leadership population.
  • Enhance faculty cultural competency paying attention to the intersection of ‘values’ and practical needs.
  • Be aware and improve the diversity among Vision Centre board and leadership.