Our mission has not changed.
That was our first and most important strategic decision. Improving the health of vulnerable individuals and families by building partnerships and strengthening systems remains our mission.
The task of strategic planning is to answer a core question: How do we succeed in that mission, given the current environment?
It was a particularly difficult to answer this planning cycle because our operating environment is changing rapidly, possibly even existentially. A combination of structural and political changes are—or are likely to—impact our longest-running programs that provide healthcare access to uninsured adults and children in Montgomery County. Meanwhile, a broader focus on achieving equitable program outcomes and addressing social determinants of health has opened new opportunities for health-related work while increasing the complexity of program design, operation, and measurement.
That context led to decision 2: extending our planning cycle. Instead of having a new strategic plan adopted for the beginning of FY25, this plan begins with calendar year 2025 and runs for 3.5 years, until FY29. As with our FY21-FY24 operating plan, PCC’s senior team will operationalize this document by translating the board-approved strategic priorities into annual operating plans with SMART objectives.
Also in keeping with our prior strategic plan, this one outlines three main goal areas necessary for PCC and our partners to create durable, effective structures that provide value in our communities. To balance brevity with specificity, each new goal also includes critical elements that clarify areas of intent and directions for focus.
It builds on our mission foundation to build a blueprint for impact that considers optimal internal framing to support a growing organization, the floorplan that partners and service beneficiaries experience as they interact with our programs, and the exterior appearance that informs community identity.
What are we building from this 3.5-year blueprint?
Holding to the construction metaphor just a little while longer brings us back to what we are really trying to build. Whether tidy cottage or grand mansion, the building is only an output. The point of these plans is not (just) to create a measurable structure; it is to serve a purpose.
The architectural vision of our strategic plan is to create an environment that supports our best lives. One where the rooms function in a ways that meets people’s needs and the layout is not a navigational challenge but an intuitive delight. Where all the many skilled trades have together built something greater than the sum of its parts. Where our human vulnerabilities are answered by thoughtful solutions. Where residents feel comfortable throughout their life journeys and always empowered to thrive.
Click here to read PCC's 2025-2028 Strategic Plan.
That was our first and most important strategic decision. Improving the health of vulnerable individuals and families by building partnerships and strengthening systems remains our mission.
The task of strategic planning is to answer a core question: How do we succeed in that mission, given the current environment?
It was a particularly difficult to answer this planning cycle because our operating environment is changing rapidly, possibly even existentially. A combination of structural and political changes are—or are likely to—impact our longest-running programs that provide healthcare access to uninsured adults and children in Montgomery County. Meanwhile, a broader focus on achieving equitable program outcomes and addressing social determinants of health has opened new opportunities for health-related work while increasing the complexity of program design, operation, and measurement.
That context led to decision 2: extending our planning cycle. Instead of having a new strategic plan adopted for the beginning of FY25, this plan begins with calendar year 2025 and runs for 3.5 years, until FY29. As with our FY21-FY24 operating plan, PCC’s senior team will operationalize this document by translating the board-approved strategic priorities into annual operating plans with SMART objectives.
Also in keeping with our prior strategic plan, this one outlines three main goal areas necessary for PCC and our partners to create durable, effective structures that provide value in our communities. To balance brevity with specificity, each new goal also includes critical elements that clarify areas of intent and directions for focus.
It builds on our mission foundation to build a blueprint for impact that considers optimal internal framing to support a growing organization, the floorplan that partners and service beneficiaries experience as they interact with our programs, and the exterior appearance that informs community identity.
What are we building from this 3.5-year blueprint?
- An organization with the adaptive strength to pursue its mission in a rapidly changing world.
- Systems that work for the people within them, from service providers to end users or clients or patients
- Statewide solutions that build on thirty years of local lessons and collaborative process
Holding to the construction metaphor just a little while longer brings us back to what we are really trying to build. Whether tidy cottage or grand mansion, the building is only an output. The point of these plans is not (just) to create a measurable structure; it is to serve a purpose.
The architectural vision of our strategic plan is to create an environment that supports our best lives. One where the rooms function in a ways that meets people’s needs and the layout is not a navigational challenge but an intuitive delight. Where all the many skilled trades have together built something greater than the sum of its parts. Where our human vulnerabilities are answered by thoughtful solutions. Where residents feel comfortable throughout their life journeys and always empowered to thrive.
Click here to read PCC's 2025-2028 Strategic Plan.
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