The Board of Directors established a committee to develop a new strategic plan for PHC in December 2021 and approved the committee mandate in January 2022. The Strategic Planning Committee began its work in February 2022, which included updating PHC’s vision, mission, and values, and developing new strategic priorities for the period 2022-2027. The new strategic plan builds upon the strategic priorities developed in 2015 and updated in 2018, and reflects insights from population and health statistics, current socioeconomic conditions on Gabriola, and local community needs. See Appendix B for some local data that sets the context for the new strategic plan. The vision, mission, and values statements were given directional approval by the Board on March 22, 2022, followed by directional approval of the strategic priorities on May 24, 2022. Subsequently, at a meeting on June 1, 2022, the strategic priorities were discussed with lead staff members, who made valuable contributions to establishing associated goals and measures. See Appendix C for a chronological list of the goals and associated timelines. The Committee recommended that the board engage in a two-stage process of approval of the plan, which consisted of initial approval of the plan as presented (step 1), followed by a process to involve stakeholders in reviewing and contributing to the plan (step 2). The Committee incorporated stakeholder input into the plan in preparation for final approval at the October 2022 Board Meeting and prior to the Annual General Meeting in November. Stakeholders include staff, volunteers, partners, program participants, donors, and interested members of the broader community. The members of the Strategic Planning Committee are MaryLee Burns, Roger Christie, Audra Davies, Brenda Fowler, Jennefer Laidley, and Wendy Phillips.

• Gabriola’s resident population is 4,500, which is an increase of 27.8% in the past twenty years. (Source: 2021 Census; 2001 Census). • The population of Gabriola Island is expected to grow by 17% in the next ten years. (Source: BC Stats Population Projections) • Gabriola has nearly as many seniors (1,995) as working-age adults (2,205), and only 290 children aged 0 to 14 (Source: 2021 Census). • Gabriolans’ median age is 63.2, which is significantly higher than the BC average of 42.8. (Source: 2021 Census) • Gabriola Medical Clinic data indicates that approximately 60% of the attached patients are over 58 years of age. Urgent Treatment Facility (UTF) visits have increased by 40% in the 4-year period from 2015 to 2019. • The same data shows that 38.3% of attached patients have complex care needs and 10% have a mental health diagnosis. • Gabriola has lower incidence and prevalence of most select chronic diseases compared to BC, but higher incidence rates of depression and mood and anxiety disorders. (Source: BC CHSA Health Profile Version 1.0, 2020) • 1 in 65 Gabriolans were identified as homeless in the 2019 provincial homelessness count as compared to 1 in 653 in BC, and 1 in 270 in Nanaimo. (Source: Gabriola Health Report 2020) • Approximately 18% of Gabriolans are in low income (compared to 11% for BC). Gabriola has higher levels of low income across all age groups than the BC rates, with 19% of children, 18.7% of working age adults, and 16.6% of seniors in low-income. (Source: 2021 Census) • Approximately 36% of Gabriolans live alone. Of the 64% of households comprised of two or more people, 74% are couples without children, 17% are couples with children, and 9% are one-parent families. (Source: 2021 Census) • 23% of Gabriola households are in “core housing need” (either spending 30% or more of income on shelter, living in unsuitable housing, or living in housing with major repairs needed). 93.5% of the housing stock on Gabriola is single-detached houses. (Source: 2021) • The SPEAK survey indicated that 79% of children on Gabriola indicated being stressed and 93% said they had less connection with friends after the pandemic than before. (Source: BC COVID- 19 SPEAK Dashboard Round 2) • The survey also indicated that 68% of Gabriola residents said they had a sense of community belonging, which is a decline from 83% before the pandemic. 53% indicated they had worsening mental health and 26% said they felt helpless.

Monitor government policy decisions, changes in the economy, and non-profit best practices to better advocate for policy changes and understand potential implications to program development - Annually Expand employee focused activities to enhance employee satisfaction and pride in PHC goals / impact; continue focus on staff development and retention - Annually Q1, 2023 Enhance program awareness across the Gabriola community Annually; establish baseline Annually; annual schedule of staff participation - Showcase local program innovation and provide local / rural perspectives to provincial policy and program makers - by June 2023 Enhance use of recognizable branding across programs (e.g., grow with us, neighbours helping neighbours) - Ongoing Expand inter-generational activity across PHC programs (food program, day program, kids programming) and community programs; restore programming to pre-pandemic levels and continue selected virtual programming - Ongoing Continue to build on community care practice team to match needs with services and expand community awareness (seniors’ program) and integrate with community-based services - Ongoing Review and implement food program review recommendations - 2022 and ongoing Complete senior program review and leverage communication and insights from UN Decade on Aging (2021 - 2031); review and implement recommendations - 2022/2023 Engage 50+ demographic into PHC opportunities (volunteering or programs); and explore new programs to support Aging in Place while increasing social involvement and supporting mental wellbeing - Various 2022-2024 Review best practice in volunteer development and coordination, including identifying clear volunteer roles, and recruiting and training for specific roles; evaluate need for volunteer coordinator role - March 2023 Improve data automation across programs; explore application of Link2Feed across all PHC programs - Feb 2023 and June 2023 Develop fundraising goal with corresponding plan to support annual goals - signature event vs. other activities - June 2023 Identify and implement solution to address summer and Christmas break gaps in School Nutrition program - June 2023 Optimize board & committee structure and function; establish succession planning for Board members and committees - Nov 2023 (AGM) Develop plans that reflect PHC’s need for an additional facility and potential renovation of The Commons to support current and future programming - Dec 2023 Develop a set of communication tools across programs to streamline internal and external communications; update contacts; clarify connections between programs - Dec 2023 Establish an appropriate evaluation framework that reflects quantitative and qualitative data (beyond standard grant reporting) to drive program and process improvement and support communication and fundraising activities - 2024 Increase PHC capacity to work with primary care providers in Gabriola’s integrated primary care network to improve seniors’ health - 2024 Promote / encourage neighborhood-based connections; increase social involvement; leverage community partnerships - 2024 Develop a model that defines PHC role and involvement in mental wellbeing and resiliency with a focus on education and connection, not mental health clinical treatment - 2024 Expand food literacy program partnership / education with GES and/or Hope Center After School Programs; expand food literacy program to Grocery and Senior Program participants - Jan 2024 Develop capacity plan to double the number of SUSO participants - 2025 Complete audit to assess environmental impact of programs: evaluate level of locally sourced foods; identify waste stream, plastic diversion, etc.; identify impacts of climate change for current and future threats, future mitigation efforts - 2025 and ongoing Develop and implement a suite of programs under Social Connection and Involvement in consultation with community partners and program users to meet the needs of the increasing number of adults living alone on Gabriola - June 2026 Deepen existing collaborations with community partners and establish new ones to address community and organizational needs - Ongoing; 2027 Collaborate with local transportation programs to enable greater and consistently reliable program access - 2027