Since its founding ten years ago Pasadena Village has operated effectively as a close-knit member-driven organization of older adults who plan and implement a wide variety of programs for our mutual benefit as we age in place. We have emerged from the Covid-19 pandemic with the goal of growing stronger and providing a richer slate of programs and support for our members and, importantly, the community. To get there, we have developed this Strategic Plan as a road map to guide the next three years of our Village.
We seek to achieve a new, higher level of effectiveness for our member and the community. This Strategic Plan (the first for Pasadena Village):
Pasadena Village is a membership organization of adults over 55 whose mission is to foster vital independent living in a spirit of mutual support, enrichment and inclusiveness.
We invite older adults to thrive though new friends, meaningful experiences, and involvement in our wider community.
Inclusiveness: We create a welcoming environment where everyone is treated with respect regardless of age, ability, race, ethnicity, economic status, sexual orientation, gender identity, or political preference.
Enrichment: We promote participation, providing opportunities for growth.
Service: We commit to work for the good of Pasadena Village and the community at large with everyone having a role to play.
Appreciation: We value and encourage each person's gift of time and energy to the Village.
Joy: We encourage humor and good cheer.
Reflection: We provide opportunities to contemplate and share thoughts about life.
Legacy: We strive to share our values to build a better world.
In summer 2025, Pasadena Village will be a thriving, member-driven community of over 200 older adults in the greater Pasadena area. Pasadena Village will be a catalyst for conversation and activities on aging. The organization will be recognized as a leader in helping older adults age-in-place, and have a even stronger reputation for connecting older adults to the aging resources available in our community. it will be a financially strong nonprofit organization able to provide increasing value to the organization and the community.
We will deliver a curriculum of quality program offerings covering topics older adults need and want to know about, and grow our community of mutual support so members can continue to age with grace, purpose, and self-determination.
This plan is bold and realistic, inviting and exciting members to get involved in its implementation. All elements of Village experiences and operations have been considered, and priorities have been produced by eight Functional Area groups, each representing relevant Village committees and affinity groups:
LEADERSHIP: Village organization and leadership
DEVELOPMENT: fundraising for the Village
FINANCE: development of the budget
PROGRAMS: social, cultural, and educational activities including affinity groups
MEMBERSHIP: attracting, nurturing, and educating our members
COMMUNICATIONS: internal and external information, including the website
SUPPORT: internal and mutual support for members and volunteers
PARTNERSHIPS: relationships with outside organizations
These functional area groups each conducted a Strengths-Weaknesses-Opportunities and Threats (SWOT) analysis to focus on the areas where the Village is doing well, and where it has opportunities of improvement. With input from the memberships, these groups identified the most important focus areas. Solutions to many of the priorities are shared by more than one group.
The recommendations of the Strategic Plan are intended to be implemented over a period of three years by the staff, members, and volunteers. Details including the timing, cost, and persons responsible are detailed in the Strategic Planning Matrix with will be updated by the staff and progress will be shared wit the Board of Directors on a regular basis.
Pasadena Village must grow to be sustainable, and we must rise to the challenge of expanding our reach. By June 2025, Pasadena Village strives to have a membership of 200, an increase of 70 members. Inclusivity is a core value of Pasadena Village, and outreach strategies will be targeted to reflect the rich diversity of our community. A recruitment and retention strategy will be developed that will be accessible to members from diverse communities. Members will work together to cultivate an atmosphere of participation and contribution.
Pasadena Village members take an active role in building our community, thus strengthening their independence, reducing the negative effects of isolation, and addressing the wide variety of needs that come with aging. As members age, interests and abilities change, while the desire to find purpose and meaning in life remains. Pasadena Village will maintain its core structure of member-driven programming and build on its community of support so that all members are enriched by their involvement in the Village.
Members are responsible for building and maintaining the village community. Pasadena Village relies on members and volunteers to create programs and provide peer-to-peer support. As people age and new members join, cultivating and orienting new leaders will be critical to ensure the continuity of the mission and vision of the Village. Non-member volunteers, especially those under 55, will contribute to the community, reduce isolation, and promote inter-dependence. The Village will provide a structure to be open and responsive to creating new programs and ways of support.
Sustainable nonprofit organizations are built on a diverse funding base. Pasadena Village will improve its donor cultivation processes to identify and solicit donations from a broad donor base, including foundations, businesses, and individuals.
This Strategic Plan is the result of an intentional process of planning ahead so that Pasadena Village can maintain a strong level of service, self-determination and sustainability. Because this was our first Strategic Plan process, a significant amount of time was invested in identifying priorities.
The Executive Director will be responsible for the Strategic Plan’s progress. Board members will be engaged in the implementation process and the Vice President - Strategic Planning will regularly update the Board on the accomplishments in the current year and review of what remains to be done. The staff and volunteers will work with committee leadership, task forces, board members, and entire membership to implement this plan, identify new priorities, refine outdated ones, and keep the goals and objectives updated over the next three years.
The Strategic Plan will also provide a framework for our three-year budgeting process, with detailed budgeting for the first year and more general allowances for future years. This annual process will produce a rolling three-year budget and action process of implementation of our highest priorities.
Pasadena Village, 236 W. Mountain Street, #104, Pasadena, California 91103
626-765-6037 • info@pasadenavillage.org
