OUR HISTORY

Holland Christian Homes was established by a group of forward-thinking Christians who wanted to see their loved ones cared for in their senior years. In addition to their Christian faith, they shared common Dutch roots having come to settle in Canada–primarily after World War II.

Today, the second and third generations of those early pioneers are leading and driving HCH forward and pushing the organization towards even higher standards of quality, best practices and resident satisfaction. Holland Christian Homes has a strong and engaged membership base, a highly committed member-elected Board of Directors and is supported by a large team of faithful volunteers. Together with our medical professionals, care-givers, support personnel, dieticians, administrative staff and clergy, all members of the HCH team are totally committed to the vision and mission of HCH on a daily basis. We are all stakeholders.

OUR STRATEGIC PLAN

A Message from the Board of Directors

On behalf of the Board, I am very pleased to present the new Holland Christian Homes Strategic Plan (2026-2030), a document that will serve as a guide in decision making over the next five years.

This strategic plan outlines Holland Christian Home’s priorities and direction as we continue our mission to serve seniors with compassion, dignity, and excellence in care. As a faith-based non-profit organization, our work is grounded in Christian values that call us to serve others with love, respect the inherent worth of every individual, and act as responsible stewards of the resources entrusted to us.

In a time of growing demand and complexity in senior healthcare, this plan reflects both careful analysis and prayerful discernment. It is informed by engagement with our stakeholders, an assessment of evolving community needs, and a strong commitment to delivering high-quality, accessible services that support the whole person—body, mind, and spirit.

A key component of this process was gathering input from both within and beyond our community. During November and December 2025, we conducted focus groups and surveys, with engagement opportunities promoted through email, campus posters, The Tie That Binds, and word of mouth. We were grateful to receive input from nearly 200 participants, including:

• 71 participants across eight focus groups
• 120 survey respondents (including 62 paper responses submitted online)

We invited a broad range of voices to participate, including:

• Board Members
• Senior Management
• Care Partners (Staff)
• Volunteers
• Tenants and Residents
• Individuals on waiting lists
• Community partners and stakeholders
• Funders and donors

Our strategic priorities focus on strengthening our Christian identity; enhancing person-directed care delivery; expanding access; supporting our care partners; and ensuring long-term sustainability. Each priority will be supported by clear objectives and measurable outcomes to ensure accountability and transparency at every level of the organization.

As we move forward, we remain guided by our faith and our responsibility to those we serve. We are grateful for the continued leadership of all care partners, the Board of Directors and all of our stakeholders, and we look forward to working together to advance our mission in the years ahead.

Case GeleynseChair, Board of Directors

Strategic Priorities (2026-2030)

Priority One: Maintain and Strengthen Christian Identity

1. Expand and deepen external and internal Christian partnerships
2. Implement a structured orientation on our Christian Values
3. Increase visibility of faith in public presence and marketing

Our Commitments:

Over the next three to five years, we are committed to Maintaining and Strengthening Christian Identity by:

• Making sure our Christian beliefs, values, and mission remain a clear and active part of everything we do, not just historically, but in daily operations, culture, and public image.
• Building stronger relationships with churches, Christian organizations, ministries, schools, and faith-based community groups (“external”).
• Encouraging stronger faith connections and collaboration among care partners, leadership, students, volunteers, and members inside the organization (“internal”).
• Creating a formal training / on-boarding program that teaches care partners, students, and volunteers about our Christian beliefs, mission, expectations, and values.
• Making our Christian identity more noticeable in branding, advertising, social media, websites, events, messaging, and public communications.

“We want to intentionally reinforce and visibly express our Christian mission through partnerships, education, and public communication.”

Priority Two: Improve Quality, Accessibility, and Coordinated Person-Centered Care

1. Advance the progress towards Eden Certification
2. Investigate ways to expand Assisted Living Services
3. Expand Adult Specialized Services

Our Commitments:

Over the next three to five years, we are committed to Improving Quality, Accessibility, and Coordinated Person-Centered Care by:

• Improving the coordination, and quality of care/services while making services easier for people to access.
• Continuing to work toward being recognized/certified in the EDEN approach to care – focusing on the individual person’s needs, preferences, dignity, and choices (“person-centered care”), emphasizing empowerment, relationships, and meaningful living.
• Exploring opportunities to offer more assisted living support and increase or broaden programs designed for adults with specialized needs such as dementia or memory care, mental health, complex medical care, rehabilitation and/or adult day programs.

 “We want to improve care quality and access, while making services more person-focused by adopting better care standards, growing assisted living options, and increasing specialized adult support services.”

Priority Three: Invest in Care Partners (staff), Volunteers, and Leadership Development

1. Support PSW training and required registrations / certifications
2. Strengthen succession planning across the organization
3. Implement a standardized, transparent job evaluation system

Our Commitments:

Over the next three to five years, we are committed to Investing in Care Partners (staff), Volunteers, and Leadership Development by:

• Focusing on improving and supporting the skills and qualifications of care partners who provide care and lead the organization.
• Identifying high-potential employees.
• Training future managers/leaders.
• Creating backup plans for important roles to avoid disruption when key people leave.
• Implementing a job evaluation system to ensure fair compensation.
• Building internal leadership talent, mentoring care partners into leadership positions.

“We want to strengthen our workforce and leadership so we can provide better care and remain sustainable in the future.”

Priority Four: Maintain and Upgrade Facilities and Infrastructure Through Responsible Financial Stewardship

1. Explore the benefits of establishing a Foundation
2. Develop a strategic plan for Bethany Place
3. Identify and implement solutions for parking challenges
4. Develop a plan to address debt reduction and cash flow improvement

Our Commitments:

Over the next three to five years, we are committed to Maintaining and Upgrading Facilities and Infrastructure Through Responsible Financial Stewardship by:

• Keeping our buildings, property, and systems in good condition – improving or modernizing when needed.
• Reviewing and revising financial operating and capital policies and procedures to ensure alignment with the organization’s evolving financial needs.
• Creating a Fundraising Plan to explore the benefits of establishing a charitable foundation or fundraising arm.
• Creating a long-term roadmap for “Bethany Place.”
• Figuring out ways to effectively address the current parking situation.

 “We want to provide responsible financial stewardship, by handling finances wisely so we stay financially healthy, while maintaining our facilities in good condition”.