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Visions 2020 History

In 2003 Visions 2020 was resurrected by Community Futures Cowichan and over the next couple of years a lot of work was done to bring the vision statements up to date. In March of 2006 Community Futures handed the reins of Visions 2020 over to Social Planning Cowichan. The following community vision statements were developed as part of the Visions 2020 process:

Overarching Vision Statement: The people of the Cowichan Region work together to collectively take responsibility for a caring, safe, prosperous, diverse, ecologically sound community and ensure opportunities for current and future generations.

Economy Vision Statement: The Cowichan economy will be diversified and thriving under a community driven regional growth management plan that facilitates sustainable development within existing sectors.

Education Vision Statement: All Cowichan residents value, participate and take responsibility for accessible education and training opportunities that continuously increase each other’s capacities and collective contributions.

The Natural Environment Vision Statement: The Cowichan Region preserves, conserves, protects and enhances its natural ecosystems and manages growth within this framework.

Health, Community and Social Services Vision Statement: The Cowichan Region is a caring and safe community that proactively works together towards excellence in innovative, integrated and holistic health and social development for all.

Housing and the Built Environment Vision Statement: The Cowichan Region encompasses distinct and vibrant planned neighbourhood communities that work collaboratively to ensure socially environmentally friendly development, including appropriate infrastructure, affordable housing, and green recreation spaces.

Transportation Vision Statement: Transportation infrastructure within the Cowichan Region meets the needs of all residents by providing a variety of affordable, reliable and environmentally acceptable modes of transportation that minimizes traffic congestion, supports the economic development, and is inclusive of cyclist and pedestrian needs.

Future Priorities


In addition to our current focus areas and through a combination of internal and external factors we have identified the following additional priorities for Social Planning Cowichan over the next 5 years:

Poverty Reduction
Poverty is seen as a critical issue for the community at this time and creating a strategy to respond to this issue has been identified as a priority.

Communications, Accessibility and Partnerships
Social Planning has a history of partnership in the Cowichan Region. Continuing to forge successful partnerships and strategically identifying organizations who may be potential partners is an important priority. By continually gathering community input into priorities, Social Planning can be flexible in setting its own priorities for research and planning.

As part of our role in the community, Social Planning needs to improve our communications regarding community needs and to increase the accessibility of information, both through online resources and by acting as a repository of related information. 

Sustainable Funding
In addition to our core funding, Social Planning Cowichan has traditionally sought grant funds to deliver projects. While Social Planning has had a high success rate in securing these funds, grant funding can be precarious as funding priorities shift or funding sources decline or disappear. Collaboration with other organizations has also been important, particularly as Social Planning does not wish to compete with organizations who are delivering services. This has also meant that Social Planning has not sought donations or memberships as a source of funds. The development of a strategy to ensure sustainable funding for Social Planning is required.

Policy Development
We have identified a need to develop policies to support the structure and functioning of the organization including human resources and finance policies and role descriptions for board roles and committees. As well, the need for project screening criteria that clearly defines possible exit strategies has been identified.