OUR MANDATE

To build a community where every individual and group has the capacity to achieve their full potential.

SCCC’s mandate is “to support and foster the well-being of individuals, families, and community groups by providing and encouraging both local and international opportunities for recreation, education, athletics, community participation and inclusive social interaction.”

our history

In the late 1960s – early 1970s, the Dundas /Bathurst Street neighbourhood underwent a period of urban renewal where many new housing units were built with little consideration for the need for more community facilities. In 1973, an Advisory Group developed a proposal for the land and a community-controlled community centre.

1973

Led by the SCCC Advisory Board, a majority of local residents, the area City Councillor and School Trustee all actively participated; the development was carried forward by local residents, who signed petitions, attended public meetings and worked patiently and persistently through a series of committee and planning sessions. In March, the land was secured and a firm commitment of capital funding was made by the City of Toronto, the School Board and the Library Board.

1976

In June 1979, SCCC opened its doors to the public with a community celebration. Today, we are an organization known for innovative, high quality, economic development, social and recreational programming, particularly for low-income children, youth, seniors, newcomers and people with disabilities, as well as for progressive community and social development activities that extend across the city.

1979

sccc facts

  • Engaging Youth

    In 2003, SCCC co-founded the largest scholarship in the city in partnership with Blaney McMurty LLP and Toronto Community Housing. Investing in Our Diversity has awarded over 500 scholarships worth over 1.3M. (177- need to shorten)

  • Advancing a Culture of Inclusion

    In 2009, SCCC was awarded the William P. Hubbard Award for Race Relations for our work on changing the police complaints system in Ontario.

  • Community-led Public Realm Improvements

    In 2013, SCCC received a Special Jury Award from the Toronto Urban Design Awards – “this project represents a remarkable initiative undertaken by a community association as a means to engage the public in the life of the street.”

Our Strategic Plan

The 2017 strategic planning process identified 10 core values and identified the importance of our commitments to: equity, inclusion, respect, competence, innovation, ethics, accountability, credibility and the environment.
  • We strive to: Work in partnership and collaboration; provide all community members with full access to programs and services; promote access to technology; be open to new opportunities; be a member of our local, provincial, national and global communities; create a capacity-building environment for both individuals and groups, and foster an environment of diversity and inclusion.
  • We are an organization that is equitable; inclusive; respectful; competent; innovative; ethical; responsible; accountable; credible and environmentally responsible.
  • We are an organization that emphasizes: excellence, teamwork, integrity, leadership and an atmosphere of caring, sensitivity, fairness and imagination.
Five strategic directions inform our work:
  • 1: Continue and enhance an organizational culture of innovation and action that extends across all levels of the organization.
  • 2: Contribute to strengthening a diverse, inclusive and revitalized community through public space animation, local economic development, and agency redevelopment to meet community needs.
  • 3: Foster a culture of collaboration through innovative and non- traditional partnerships, incubation of emerging organizations and development of new service delivery models.
  • 4: Catalyse and facilitate programs and social change-focused activity in response to community needs: issue identification, research, capacity-building, policy development, communications and mobilization.
  • 5: Expand the engagement of, partnership with, and service delivery for women.
116 people participated from all  local population and ethno-racial groups through in-person focus groups, electronic feedback forms and an online survey. Funders, partners and  sponsors all actively participated in assisting with defining the directions identified, later confirmed by the Board.
SCCC learned we must:
  • Place a stronger focus on promoting our programs and services in the neighbourhood and across the city;
  • Develop a more effective outreach strategy that encompasses all our areas of work;
  • Better integrate information-sharing about programs and services internally- between and amongst programs.
The 2017 strategic planning process identified 10 core values and identified the importance of our commitments to: equity, inclusion, respect, competence, innovation, ethics, accountability, credibility and the environment.
  • We strive to: Work in partnership and collaboration; provide all community members with full access to programs and services; promote access to technology; be open to new opportunities; be a member of our local, provincial, national and global communities; create a capacity-building environment for both individuals and groups, and foster an environment of diversity and inclusion.
  • We are an organization that is equitable; inclusive; respectful; competent; innovative; ethical; responsible; accountable; credible and environmentally responsible.
  • We are an organization that emphasizes: excellence, teamwork, integrity, leadership and an atmosphere of caring, sensitivity, fairness and imagination.
Five strategic directions inform our work:
  • 1: Continue and enhance an organizational culture of innovation and action that extends across all levels of the organization.
  • 2: Contribute to strengthening a diverse, inclusive and revitalized community through public space animation, local economic development, and agency redevelopment to meet community needs.
  • 3: Foster a culture of collaboration through innovative and non- traditional partnerships, incubation of emerging organizations and development of new service delivery models.
  • 4: Catalyse and facilitate programs and social change-focused activity in response to community needs: issue identification, research, capacity-building, policy development, communications and mobilization.
  • 5: Expand the engagement of, partnership with, and service delivery for women.
116 people participated from all  local population and ethno-racial groups through in-person focus groups, electronic feedback forms and an online survey. Funders, partners and  sponsors all actively participated in assisting with defining the directions identified, later confirmed by the Board.
SCCC learned we must:
  • Place a stronger focus on promoting our programs and services in the neighbourhood and across the city;
  • Develop a more effective outreach strategy that encompasses all our areas of work;
  • Better integrate information-sharing about programs and services internally- between and amongst programs.

Board and Policies

SCCC is governed by the City of Toronto and is a one of ten Association of Community Centre (AOCC) members. We follow all legislation, regulations, policies, procedures and guidelines as directed by the City.

The SCCC Board of Directors is made up of 14 members of the community who are appointed by Toronto City Council, including the local City Councillor and the Toronto District School Board Trustee.
Policies include:

Get in Touch.

We welcome feedback on making our services more accessible. Please send suggestions by email, phone, or visit the reception desk. Our building has ramps, an elevator, allows service animals and welcomes support persons.

Address

707 Dundas St W, Toronto, ON M5T 2W6

Phone

(416)-392-0335

Email

scccinfo@scaddingcourt.org

Hours of Operation

Monday – Friday: 9:00 a.m. – 9:00 p.m.
Saturday: 9:00 a.m. – 5:00 p.m.
Sunday: CLOSED