Strategic Plan for 2023-2028
Preamble
The Strategic Plan update sets out a clear vision for McLaren Housing Society, and identifies actions needed to turn the vision into reality. The Strategic Plan will be both a map and compass for our organization, guiding our priorities and allocation of resources. It is a “living document;” the Board of Directors will re-visit the plan annually and make any adjustments required because of changing circumstances.
Vision
A healthy, evolving, and inclusive community for people living with HIV/AIDS.
Mission
We provide housing options and associated services to support the wellness and dignity of those living with HIV/AIDS in a community that is tailored to their specific needs.
Definitions:
We provide housing options, facilities and services directly, and host or implement services directly through a variety of partnerships, and by giving assistance in connecting or referring residents to external services, including:
- Government subsidized housing;
- Portable subsidies;
- Supportive housing;
- Community partnerships;
- Living facilities where respect, safety and a sense of community are encouraged;
- Support services and referrals to health and community resources;
- Developing partnerships with community organizations, health providers, and AIDS Service Organizations to deliver services and programs
We take a perspective that addresses the specific health impacts of HIV/AIDS on wellness relating to mental, physical, sexual, and social health. We consider wellness to be dependent on the Determinants of Health and recognize the primacy of housing: “Housing is Health”. This approach incorporates better health outcomes at the individual, family and community level. We concentrate our efforts and measures on the impact of housing and associated services on those health and wellness outcomes.
We recognize that wellness is best achieved when individuals and communities have real choice, and have effective involvement that is meaningful in both community and individual areas. We strive to provide tailored and responsive solutions and a range of options that reflect this approach. Stigma and its relationship to the Determinants of Health for our community also informs our decisions, interactions and partnerships.
We house a population of people living with HIV/AIDS but we recognize that many people also live with the associated impacts, from families of our residents, to the community they live in, and their various vulnerabilities. While we are clear on who we house, we are also clear on the greater community we can affect positively. Our waitlist contains people who are living in BC, with low/limited incomes, often inadequately housed, and who possibly have been at risk of becoming homeless.
We develop and provide a range of housing options, some as defined in our funding contracts, others that are more customized or blended options. Housing options include government subsidized housing, portable subsidies, supportive housing, and community partnerships We recognize the need for our housing options to evolve to meet the cultural economic and demographic challenges faced by our community.
McLaren believes in providing the necessary support to ensure people can remain in housing which is suitable for their dignity and well-being. They may require additional resources to maintain suitable housing or shelter based on individual needs. This also incorporates a strategy to extend our continuum of housing to address the spectrum of need and allow for movement along this continuum.
We recognize that our residents and potential residents live in a community that encompasses a broad range of identities and members. We recognize the benefits of community and support for it as key to achieving our mission. We understand and engage specifically and collectively, however we do so after meaningful and respectful involvement.
We recognize that while our residents may have commonalities, their lives are particularly their own and therefore we respond to their needs, over and above our organization’s or our funder’s. This allows us to more effectively meet our mission, the imperatives of our funders, and the requirements of our contracts. We work tirelessly in a creative manner to meet the sometimes-extraordinary needs of our residents. However, this orientation toward accommodation of our residents is key to our success.
We are experienced professionals and are able to assess both housing and wellness needs through evidence-based practices, intentional engagement, monitoring, and planning.
We see the following needs as primary for our residents:
- The provision of comfortable, safe, and affordable housing
- An opportunity to create a home – a safe and welcome living space
- Greater personal wellness, independence, and stability
- Opportunities to make informed, healthy choices and live full lives
- Increased community engagement, and the creation of a personal social network
- An individual’s inherent right to have a place to call home
Values
We hold these values in common and express them in our daily work. These values tell others how we accomplish our mission and what to expect in our dealings with them.
We strive for excellence in all we do for our people, our programs, and our community.
Our team is committed to improving upon and building current leading best practices in all areas of our housing and service delivery. We are actively involved in creating better solutions for our residents. Non-adversarial, inclusive, and respectful, we foster beneficial relationships that are effective, inclusive, and respectful as a result.
Commitment
We are passionate about our work, and care deeply about the people we serve.
We model and inspire giving freely of ourselves in our work and our lives. Our caring and compassion extends to our residents, our colleagues, our families and our communities.
We take action based on the needs of both individuals and our community; the moral and ethical implications impacting the community; and the consideration of the greater good.
We build strong, supportive and respectful relationships among all members of our community.
We are accountable at a personal, professional, and organizational level for measuring and knowing our impact and meeting the standards set. We recognize that we operate in a complex world that demands we consider the practical implications of our decisions.
We value the differences among us, and draw upon our differences to generate creative, collaborative solutions. We do this intentionally to strengthen our ability to achieve our goals.
Priorities
- Define our programs and services.
- Address the diverse and evolving populations we serve currently and in the future.
- Create a plan to address our residents’ needs as they age within our housing.
- Develop and enhance our relationships with funders, partners and community.
- Maintain, enhance, diversify, and increase our key assets: our facilities and business model.
- Evolve with the community of care.