Scadding Court Community Centre
  • Phone :

    416.392.0335

  • Address :

    707 Dundas St W, Toronto, ON M5T 2W6

  • Email :

    scccinfo@scaddingcourt.org

Our Vision

  1. Home
  2. Our Vision

OUR HISTORY

SCCC FACTS

OUR STRATEGIC PLAN

SCCC BOARD & POLICIES

OUR MISSION

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 VISION

A healthy community in which every individual and group has the capacity to achieve their full potential.

We honour the land that we’re on, which is the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many Indigenous Nations from across Turtle Island, including First Nations, the Inuit and the Métis.

 

These nations and this land were subject to the Dish with One Spoon Wampum Belt Covenant, an agreement to peaceably share and care for the land and its resources.  Other Indigenous Nations, and all settlers, immigrants, and newcomers, are invited into this covenant in the spirit of respect, peace, and friendship.

 

Today, Tkaronto, now known as Toronto, is under Treaty #13 with the Mississaugas of the Credit.

OUR HISTORY

  1. 1978
  2. 1973
  3. 1976
  4. 1979

  1. SCCC foundation

    Scadding Court Community Centre (SCCC) was built in 1978 as a one-storey, 55,000 square foot facility. Its founding vision was that of a community-controlled centre with a social/recreational focus and mandate which allowed people in the neighbourhood to plan and develop their own services and activities.

  2. Advisory Group formation

    In the late 1960’s – early 1970’s, the Dundas Street/Bathurst Street neighbourhood underwent a period of urban renewal, with many new housing units being built but little consideration given to the need for more community facilities. An Advisory Group formed in 1973 to develop a proposal for the land on the southeast corner of Dundas and Bathurst Streets. Community members were engaged in a process that culminated in the decision to develop a community-controlled community centre. A consultative process was used to design the facility and create a Steering Committee to secure the land, and get capital funding from the three levels of government. Five committees were set up to look at management, daycare, seniors programs, recreation and youth, and common community space. By 1976, the land was secured and a firm commitment of capital funding made by the City of Toronto, the School Board and the Library Board.

  3. Obtaining operating funds

    In March 1976, an SCCC Advisory Board was struck to oversee the project and to obtain operating funds. It included a majority of local residents, the area City Councillor and School Trustee. The development of SCCC was carried forward by local residents, who expressed their strong support by signing petitions, attending public meetings and working patiently and persistently on long series of committee and planning sessions.

  4. Opening doors to the public

    In June 1979, SCCC opened its doors to the public with a community celebration. Since then, we have become an organization known for high quality social and recreational programming, particularly for children, youth and people with disabilities as well as for progressive community and social development activities that extend across the city.

SCCC FACTS

OUR STRATEGIC PLAN

SCCC CORE VALUES

Scadding Court Community Centre will strive to:

  1. Work in partnership and collaboration.
  2. Use research and evaluation to identify and respond to community needs.
  3. Strive to provide all community members with full access to our programs and services.
  4. Promote access to technology for all community members.
  5. Be open to new opportunities as they arise.
  6. Consider SCCC in the context of being a member of the local, provincial, national and global communities.
  7. Develop and deliver programs, services and an environment that builds capacity in both individuals and groups, thereby supporting them in achieving their potential for personal and social health.
  8. Foster an environment of diversity and inclusion.
  9. Be an organization that is:
  • Equitable
  • Inclusive
  • Respectful
  • Competent
  • Innovative
  • Ethical
  • Responsible
  • Accountable
  • Credible
  • Environmentally responsible

10. Be an organization that emphasizes:

  • Excellence
  • Teamwork
  • Integrity
  • Leadership
  • An atmosphere of caring, sensitivity, fairness and imagination

STRATEGIC DIRECTIONS

Direction #1: Continue and enhance an organizational culture of innovation and action that extends across all levels of the organization.
Direction #2: Contribute to strengthening a diverse, inclusive and revitalized community through public space animation, local economic development, and agency redevelopment to meet community needs.
Direction #3: Foster a culture of collaboration through innovative and non- traditional partnerships, incubation of emerging organizations and development of new service delivery models.
Direction #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.
Direction #5: Expand the engagement of, partnership with, and service delivery for women.

HIGHLIGHTS OF THE PROCESS

In total 116 people participated in the survey. SCCC consulted stakeholders in the following ways:

  • 4 focus groups with targeted user groups: two sessions with seniors, one session with settlement service users, and one session with youth;
  • SurveyMonkey form, available on website and circulated via email to stakeholders;
  • The main directions of the organization have not changed, but suggestions were made to enhance two directions. Three directions previously identified will continue to inform the organization’s work, while two directions were amended; one to focus on developing programming for women, and the other to add emphasis on diversity in our work. The majority of feedback asked that we expand and enhance what we are currently doing;
  • The number of new users of the Centre has increased year on year. We anticipate that this will continue to happen as the neighbourhood changes and we introduce new responses to community-identified needs. Redevelopment will have a significant role to play as we project out what service needs will look like as the Alexandra Park redevelopment progresses;
  • The top programming needs identified by participants were: parenting programs, newcomer and women’s programs (please note we are not currently running any women’s programs), greenhouse, aquaponics and social enterprise programs, and programming for people living with disabilities (please note our programming for people living with disabilities has not expanded- we did not meet this direction in the last 5 year strategic plan). It is to be noted that seniors intentionally did not prioritize seniors programs- they felt their vote should go to different programming areas that they believe are meaningful, which has, to a degree, skewed the results – seniors programming is a priority with our aging population;
  • Not all program users are familiar with the range of programs and services we provide. This explains the feedback related to satisfaction with programs and many participants not knowing about what we provide.

LESSONS MOVING FORWARD

  • SCCC needs to do a better job of promoting our programs and services in the neighbourhood and across the city;
  • SCCC needs to develop a thoughtful outreach strategy that can encompass all the areas of the work that we do;
  • SCCC needs to better integrate information-sharing about programs and services internally- between and amongst programs.