REDI Enterprises Society Strategic Plan 2021-2024 take flight. 2 Founded in 1952, REDI Enterprises Society exists to actively promote social change to effect inclusion of persons with disabilities/ disadvantages in our community. 3 The objects of the Rehabilitation and Employment for Developing Independence (REDI) Enterprises Society are: To cooperate with public and private sector groups to: • actively promote social change to effect inclusion of persons with disabilities/ disadvantages in the community. • provide support to persons with disabilities/ disadvantages and their families. • develop strategies for advocacy and self-advocacy for persons with disabilities / disadvantages. • encourage individual positive growth for persons with disabilities / disadvantages. REDI’s Mission: Enabling individuals to attain respect, opportunity, and responsibility. REDI’s Values: • Reciprocal Respect • Trust • Integrity • Support • Honesty • Empowerment • Compassion • Accountability 4 REDI Enterprises Society Strategic Plan 2021-2024 Strategic Priorities 5 Advocates and Leaders in our Community Programs and Services are Responsive and Innovative Sustainable Financial Resources Culture of Excellence, Leadership and Innovation REDI will: • Be considered a leader in disability services. • Support and advocate for inclusion. • Foster greater understanding of inclusion in the community. REDI will: • Provide programming that is responsive to stakeholder needs. • Continue to be innovative in enabling individuals to attain respect, opportunity, and responsibility. • Respond to emerging individual and community needs. REDI will: • Develop more diverse funding sources. • Expand social enterprises to supplement government funding. • Have robust systems to support budgeting and financial planning. REDI will: • Have a culture of internal collaboration, continuous learning, and open communications. • Be an employer of choice. • Support staff training and development. • Be guided by clear policies and processes. • Use data and program evaluation for continuous improvement. INCLUSION Advocates and Leaders in our Community Desired Outcomes – by 2024 REDI will: • Be considered a leader in disability services. • Support and advocate for inclusion. • Foster greater understanding of inclusion in the community. Strategic Actions – Over the next three years, REDI will: • Showcase REDI successes and share our expertise with others. • Develop a program of external communications, including: • Implementing a social media strategy. • Providing education and training to other agencies and professionals. • Support the self advocate groups to have their voices heard. • Develop awareness and education programs to help the community understand inclusion. 6 Desired Outcomes – by 2024 REDI will: • Provide excellent, innovative programming that is responsive to stakeholder needs. • Continue to be innovative in enabling individuals to attain respect, opportunity, and responsibility. • Respond to emerging individual and community needs. Strategic Actions – Over the next three years, REDI will: • Ensure that the voices of individuals are heard in the design and delivery of services and programs. • Develop new employment and self-employment opportunities for individuals. • Identify community partners to collaborate with on service delivery, training, and other joint ventures. • Build capacity to respond to changing needs including aging individuals, mental health, addictions, FASD and crisis management. • Utilize technology where appropriate for service delivery. Programs and Services are Responsive and Innovative 7 Culture of Excellence, Leadership, and Innovation Desired Outcomes – by 2024 REDI will: • Have a culture of internal collaboration, continuous learning, and open communications. • Be an employer of choice. • Support staff training and development. • Be guided by clear policies and processes. • Use data and program evaluation for continuous improvement. Strategic Actions – Over the next three years, REDI will: • Foster open internal communications within teams and across the agency to develop team and shared understandings. • Develop an enhanced staff recruitment and retention plan. • Provide competitive compensation. • Ensure a healthy and safe work environment. • Support staff to develop skills to be able to respond to the evolving needs of individuals. • Foster leadership development and conduct succession planning across the agency. • Streamline and simplify policy and procedures. • Engage in a more purposeful planning and research to inform service delivery and operations. • Develop and implement program and service evaluation tools. 8 Desired Outcomes – by 2024 REDI will: • Develop more diverse funding sources. • Expand social enterprises to supplement government funding. • Have robust systems to support budgeting and financial planning. Strategic Actions – Over the next three years, REDI will: • Grow current social enterprises. • Develop new social enterprises. • Design and carry-out a fund-raising campaign. • Explore diverse funding options, including grant funding and fee for service. • Ensure ERP systems provide data and information to support planning and efficient operations. Sustainable Financial Resources 9 REDI Enterprises Society takeflight@redi.ca www.redi.ca connect with us: 2-560 Cassils Road East, Brooks, Alberta T1R 1M6 Phone: 403.362.6661 860 Allowance Avenue SE, Medicine Hat, Alberta T1A 7S6 Phone: 403.526.5742