Strategic Plan
Our Strategic Priorities
Bridging Relationships Between Universities and Providers
MISSION
The Vision Centre serves as a catalyst to build and sustain relationships between universities and providers, helping design and inform academic programs that develop and support leadership in aging services.
VISION
The Vision Centre will inspire and inform partnerships between universities/colleges and providers to generate the leadership needed to meet the changing scope and composition of aging services in the United States.
GOALS
The Vision Centre will serve as a catalyst by engaging senior-living providers, academic institutions and associations each year to provide robust resources and to advance collaborations that foster effective and sustainable academic programs, enabling 100% paid field experiences and opportunities for future leaders.
Moving Forward
Advancing the Strategic Plan
The Vision Centre’s plan advanced in 2024 encompasses a broad set of goals that all require some attention to help us achieve our ultimate outcome of attracting, training, and retaining the best and brightest individuals to serve as highly effective leaders for the senior care and services spectrum.
Advancing Deliverables
Producing an exceptional digital directory of programs, coordinating partnerships, providing webinars, creating and disseminating resources and solidifying a consultative model.
Leverage Relationships
Leverage the strength of the Vision Centre’s national network by engaging partners, advisors, and industry leaders to advance innovation, share expertise, and expand the Centre’s impact across aging services.
Fund Development Needs
The broad leadership and stakeholders of the Centre will solidify and fulfill fund development needs to provide the necessary support to operationalize and advance our shared goals.
Moving Forward
Advancing the Strategic Plan
1. Development of Programs and Products
Goal
Support high-quality academic programs and leadership development in senior living.
Key Strategies
- Design and support Tiered University Programs: strong, promising, and new programs
- Advance curriculum, micro-credentialing, and accreditation approaches
- Increase diversity in leadership pipelines (HBCUs, underrepresented groups, American Indian communities)
- Expand paid field experiences nationally
- Support faculty development through partnerships and digital clearinghouses
Measures
Program expansion, consultation numbers, webinar attendance, student participation, and field experience metrics.
2. Partnerships
Goal
Strengthen and recommend collaborations to foster future leaders in aging services.
Key Strategies
- Facilitate university-provider collaborations via regional networks
- Maintain national visibility through associations and conferences
- Build synergies with organizations aligned with the Centre’s goals
Measures
Number of active partnerships, regional forum participation, and collaborative programs launched.
3. Informed Advocacy and Education
Goal
Raise awareness, influence policy, and provide thought leadership in the field.
Key Strategies
- Advance research, publications, and public policy initiatives
- Implement a robust webinar series for faculty, students, and providers
- Launch a student ambassador intern program to promote the senior living leadership field among peers
- Share success stories and leverage PR to elevate the field’s image
Measures
Publications, webinars, presentations, ambassador program participation, and stakeholder engagement metrics.
4. Fund Development
Goal
Ensure sustainable resources to advance the Centre’s mission and initiatives.
Key Strategies
- Maintain a diversified funding plan including individual, corporate, and foundation support
- Expand donor participation across multiple levels (major gifts, sponsorships, projects)
- Align fundraising with strategic programs and initiatives
- Fund development oversight led by Board, Executive Team, and dedicated coordinator
Measures
Funds raised, board/staff/advisory contributions, grant submissions, and financial plan tracking.
Supporting Operations & Infrastructure
- Enhance communications, marketing, and social media outreach
- Retain and develop leadership and staff; succession planning in place
- Strengthen Board and Advisory Council recruitment, diversity, and engagement
- Embed DEIB efforts across all activities