A Family Resource Centre

Supporting Children

Youth & Families

Kitimat Child Development Centre Association
1515 Kingfisher Ave.
Kitimat BC V8C 1S5
Tel: (250) 632 - 3144
Fax: (250) 632 - 3120
E-mail: info@kitimatcdc.ca
Web site: www.kitimatcdc.ca

Statement of Principles

"We at the Kitimat Child Development Centre are dedicated to providing our clients with the best quality services, and to providing our employees with a safe working environment.

Our staff are customer orientated and as members of the Child Development Centre Team we are technically motivated and dedicated to providing efficient and effective service to the most important people in the world – our valued clients.

The present and future of our organization is based on our ability, to work as a team, to work together, and to provide our community and our clients with the services they expect, and with the quality they deserve.

We are dedicated to creativity, to service, to integrity, and to customer satisfaction where excellence has been our tradition since 1970."

Our current strategic goals are:

Programs and Service

Goals

Overall our goal for the Centre is to be a community family resource Center, to build on our strengths and through collaborative practices identify community needs and implement strategies to meet these needs.

To be leaders in the provision of family centered, client focused, collaborative practice for all our services.
To implement the philosophy that all doors lead to services and if we do not directly provide a service that will meet a need we will be aware of how to refer or access other resources.

(This was noted as our number one strength on our strategic planning questionnaire.)

This area of emphasis was chosen as this is what we do. – why we exist.

Objective

Actions

what should be done

Who, Why How Measured

To have stability in the provision of high quality programs and services that are delivered using principles of family centered and best practices.

Maintain our commitment to service by attending to our mission and vision, values and effective leadership.

Centre will be seen as a resource through the effective implementation of our communications strategy. .

Centre will regularly consider community needs assessments.

100% reported the Centre is forward thinking and committed to service. 96% stated our service were of high quality

52% reported we are doing well in this area. 29% identified the need to improve in this area. Move this to 75% doing well. 10% seeing the need for continued improvement.

The Centre will provide family centered, client focused services.

Annual review by staff of service values at staff meetings, during annual performance reviews and staff newsletters.

Information available during intake process, in Centre publications and include information on our web site of what is family centered, client focused services

Review results of satisfaction surveys from clients and parents. – annual

86% reported we are doing well with this. Strive towards 95%.

Reviewing intake as part of Quality improvement CARF recommendation for March 08

Provision of advocacy education. Development of advocacy resources. Staff will demonstrate skills to help parents and clients advocate for their needs.

Increase the effectiveness of working with community partners (with a focus on working with the Coast Mountain School District.)

- Continue an annual staff team days and education sessions open to participation of community partners.

-Establish increased mechanisms for communication and coordination to occur

-look at strategies to improve better integration of information, shared workload, understanding of roles and functions, improved detection of needs, ways of mutual support and better co-ordination of services. .

Staff, ongoing and reviewed annually by Board of Director. Review progress using

68% felt the Centre was doing well working with other community services. 18% identified needs improvement. Move this to 80% and 10%.

87% reported linking with other services

was very important.

To be an agency committed to interagency, collaborative team that addressed family centred, client focused needs based services.

Active participation in community interagency committee with a focus on identifying and responding to service needs.

Staff responsibility. Ongoing, measured yearly with annual report of accomplishments.

Services at the Centre will be accessible to all.

Continue to apply for funding to put in a lift between the upper and lower floors of the Centre.

Continue CARF accreditation processes

78% reported it was very important to be an organization committed to quality improvement. 22% stated this was important. Measure this with attaining another three year accreditation and addressing any recommendations that come from this review of our programs. Attained Three years to 2010 November 2007

The Centre will continue to focus it’s resources on meeting client needs. The Centre will provide a continuum of services for Child, youth and families that are responsive to identified needs.

Analysis result was 52% felt we were doing well with this. Goal is to increase this to 80%. Measure this by using focused questions asking for parent feedback during and at the end of sessions. 91% of respondents felt we were doing this well. Goal is to 100% be client need driven. Measure this with client feedback both qualitative questionnaires and qualitative feedback. Annually

Cultural diversity will be respected in the provision of all services and actions of the Centre.

57% reported our services are reflective of the cultural diversity of our community. Improve this to 75%. Measure success on client outcome surveys and on next strategic planning questionnaire.

10.

57% reported our services are reflective of the cultural diversity of our community. Improve this to 75%. Measure success on client outcome surveys and on next strategic planning questionnaire

Support increased attention to improving transition times for clients.

Improve co-ordination between programs provided by the Centre.

Interagency and communication strategy addressed in 2008

2004 January -Review of Plan:

Mission statement was revisited by Board and Staff early 2003.
Vision statement did not get completed review.
Transition plan towards name change is occurring.
We are adding Family Resource Centre to documents and grant applications as applicable.
We are also using the term "family resource centre" more frequently in our communications.This is an ongoing change and no end date has been established.

Understanding of services by board and community:

This is ongoing and has been a challenge especially with all the change occurring with the move to regional governance, separating funding authorities into First Nations and other, Community Living and Child Development. Etc.

Input on how to keep board members up to speed on the changes is welcomed.
Some brochures have been re-published.
We are working with Terrace CDC to have a common glossy brochure of services, More work needs to be done here.
Our web site needs to be updated on a regular basis.

Profile of our funding and sources.

The interagency collaboration in our community is envied by others.

We are actively participating in this both at the staff and governance level. This will be ongoing.

Profile of funding and budgets is a weakness that we need to put more accounting resources into. Part of this is the transition from a long term staff to new staffing in this department.

Strategic Area: Leadership and Governance
Overall objective: to have pro-active leadership and governance.

Objectives	Action Plans	Target Dates	Responsibility
To have an effective accountable Board of Directors	1. To review and update the board of directors orientation package. 2. To review the governance structure of the Association. 3.To provide opportunity for mentoring between board members and for on going learning. 4.To have a partnership between board and staff for collaborative respectful provision of our services.	1.Done 2.Done 3.Ongoing 4.Ongoing	1.Board and E.D. 2.Board and Admin. support 3.Board 4. Board and Staff
To have a voice in community development.	1. Provide support and assistance for staff/board and community members to participate in affiliate/governance and partner organizations.	Ongoing	Board and Staff
To have a profile with our funding sources of what services we are able to provide.	1.Continued interactions with funding agencies. 2.Foster inter-agency, inter community collaborative agreements.	Ongoing	Board and Staff

Previous Strategic Plans:

The Kitimat Child Development Centre is a strategic organization. The following is a brief summary of our strategic planning, mission, vision and goal setting history.

In January of 2001 the goals and objective the Board had determined in their priority goal setting January 2000 and the Annual plan dated September 2000 to August 2001 was summarized into the current strategic plan.

In 1991 our Mission statement was The KCDC is dedicated to helping children with special needs and their families within the context of their community by providing therapy, education and support.

Notes from 1991 show discussion the issues of 1991 were integrated pre-school, facility, day care, wait list for pre-school, transportation, infant development program, union, fundraising, joint programs with other providers, public relations.

In 1994 the vision statement was revised. Another minor revision was done in 1997. A vision statement is where we are going. It should be a picture of what we are working towards.

In 1995 the plan included restructuring of the board, planning committee terms of reference, pubic relations and fund raising

1996/97 included categories for Board Development, Community Interaction, Provincial Interaction.

1998 had political advocacy, volunteer co-ordination and fund raising, facility planning, programs, governance, nominating and public relations.

In 2000 our plans were divided into four strategic areas: Governance, Finance, Programs and Administration.

We have approached strategic planning in different ways. We have held a number of board/ staff planning days with facilitators. In 1999 we had an external management review of our organization by an external consultant.

In 2003, January we held a planning day and the current plans have been adopted. We also revisited our mission, vision and goal statements. This revised Board policy and procedure manual was also adopted.