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Established in 1978, Langs Farm Village Association (now known as Langs) was created by a group of citizens and service providers who were driven by a shared desire to maintain a safe community with accessible services in their local community. They believed that a community-based organization could be instrumental in promoting positive behaviour and preventing future issues.
Over the years, Langs has evolved into a dynamic and highly respected multi-service organization. Utilizing a community development approach, the organization provides a range of health, social and recreational services that remain tailored to the ever-evolving needs of the community. This has enabled Langs to become a thriving and vibrant hub of activity that is essential to the neighbourhood's wellbeing.
Langs is committed to ensuring that every person in our neighbourhoods will have a place to call home for health, wellness and community support.
Changed lives, healthy communities.
Integrity
Respect
Accountability
Collaboration
Innovation
Excellence(Our 'How')
A person’s health and well-being are impacted by various factors including income, housing, employment, education, social support, food security and the environment.
Each person’s knowledge, skills and experience enrich our communities.
The health and well-being of individuals are enhanced by involvement in their neighbourhood and wider community.
Shared ownership and responsibility for our community are achieved through positive relationships among individuals, staff and volunteers.
Services are welcoming, inclusive, flexible and responsive to the changing needs of individuals and communities.
Working together with volunteers, staff and community partners facilitates easier access to services in the community.
Health and well-being are enriched by actions taken at the individual, community and system levels.
The Langs board, in collaboration with a committee of board members and staff, engages in an extensive and comprehensive strategic planning process every five years. All feedback and input collected from needs assessments, satisfaction surveys, and community analysis of trends are taken into consideration and factored into the planning process. This ensures that the strategic planning process is comprehensive and well-informed about the current needs of the community.
The Strategic Plan 2021-2026 consists of 4 strategic directions and 11 strategic objectives. See the diagram below for more info.
Participants
a. Provide inclusive, welcoming spaces and diverse services to support people to achieve their best health.
b. Respond effectively to participants' basic needs and those with chronic conditions.
Communities
a. Increase community engagement, participation and volunteerism to build and enhance a sense of belonging.
b. Increase accessibility of essential services on site and off through a variety of partnerships and locations.
Systems
a. Collaborate across systems to improve access to and coordination of care.
b. Play a leadership role locally and provincially in areas of excellence such as Ontario Health Teams, Central Intake and Community Hubs.
Capacity
a. Strengthen and align resources (i.e., finances, IT, facilities, fundraising and systems) to offer sustainable programs and services.
b. Cultivate the leadership capacity, wellness, professional growth and expertise of our staff.
c. Enhance quality of care through research, evaluation and evidence- based practice.
d. Actively promote our brand, strengths and successes.
e. Offer a culture of safety and wellness that promotes psychological well-being where all staff can flourish.
The Strategic Plan 2018-2020 consists of 4 strategic directions and 10 strategic objectives. Click here to see the full plan diagram.
