Strategic Plan
2026-2028
Our Process
We built this plan by listening to the people who know PCH best. Residents, families, staff, board members, and partners shared what matters most through surveys, a board retreat, and a staff retreat. We invited them to be candid and critical about how we show up and where we could grow. Their trust in us and their courage in naming challenges and opportunities shaped every step of this plan.
With those voices guiding us, we used a Theory of Change framework to examine why we exist, who we serve, and how our work makes a lasting difference. We explored our role in residents’ lives and what it means to stay true to our purpose while adapting to a shifting context. That clarity gave us the priorities and guideposts to lead and serve with a commitment to stability, dignity, and belonging.
Our Priorities
1. Housing Sustainability & Quality
We provide housing that supports adults with IDD not just today, but for the long term. Every home should feel safe, comfortable, and adaptable to changing needs.
Desired Results
All homes meet high standards of safety, accessibility, and quality
Rent remains affordable while supporting sustainable operations
Strategic renovations and updates ensure long-lasting quality
Residents and families express trust and confidence in their homes
2. Family & Resident Support
We center the experience of residents and caregivers, ensuring homes provide stability and dignity. Support goes beyond housing to foster confidence, independence, and belonging.
Desired Results
Residents report feeling safe, respected, and empowered
Families experience reliable communication and transparency
Programs and resources are responsive to individual needs
Staff and caregivers have the tools to provide consistent, high-quality support
3. Community Partnerships & Visibility
We thrive through meaningful connections with organizations, neighbors, and the broader St. Louis community. Our presence is visible, trusted, and valued, amplifying impact.
Desired Results
Strong, collaborative relationships with disability and housing organizations
Increased public awareness of PCH as a leader in inclusive housing
Active participation in local advocacy, events, and community initiatives
Recognition as a reliable, connected, and valued partner
4. Organizational Sustainability & Leadership
We invest in leadership, staff, and operational systems to ensure longevity and adaptability. We cultivate a culture of clarity, accountability, and shared purpose.
Desired Results
Clear governance and leadership structures that support strategic goals
Sustainable staffing, training, and succession planning
Efficient, transparent operations with consistent data and reporting
Staff, board, and leadership are aligned, engaged, and equipped to lead change
What's Next?
Over the next three years, PCH is focused on building a future where adults with disabilities can count on both safe, accessible homes and the stability, dignity, and belonging that come with them. This plan reflects a commitment to strengthening what already works, addressing what needs improvement, and making thoughtful decisions that ensure our housing and supports remain reliable for years to come.
As we move forward, we will continue investing in the quality of our homes, strengthening communication and trust with residents and families, and expanding partnerships that connect people more deeply to their communities. At the same time, we are intentionally strengthening our leadership, data, and operational systems so PCH can grow responsibly, respond to changing needs, and advocate more effectively for inclusive housing.
Together, these efforts position PCH to not only meet today’s needs, but to lead with care, clarity, and purpose into what comes next. For a deeper look at how PCH is planning for long-term stability, quality, and belonging, view the full Strategic Plan below.