REDI_stategyplan_interactive.pdf -

Please enable JavaScript to view the full PDF

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 REDI’s Mission: Enabling individuals to attain respect, opportunity, and responsibility. REDI’s Values: • Reciprocal Respect • Trust • Integrity • Support • Honesty • Empowerment • Compassion • Accountability 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. 4 REDI Enterprises Society Strategic Plan 2021-2024 Strategic Priorities REDI will: REDI will: • Be considered a leader in disability • Provide programming that is services. responsive to stakeholder needs. • Support and advocate for inclusion. • Continue to be innovative in enabling individuals to attain respect, opportunity, • Foster greater understanding of inclusion and responsibility. in the community. • Respond to emerging individual and community needs. Programs and Advocates and Services are Leaders in our Responsive Community and Innovative INCLUSION Culture of Sustainable Excellence, Financial Leadership Resources and Innovation REDI will: REDI will: • Develop more diverse funding sources. • Have a culture of internal collaboration, continuous learning, and open • Expand social enterprises to communications. supplement government funding. • Be an employer of choice. • Have robust systems to support budgeting and financial planning. • Support staff training and development. • Be guided by clear policies and processes. • Use data and program evaluation for continuous improvement. 5 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 Programs and Services are Responsive and Innovative 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. 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 Sustainable Financial Resources 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. 9 connect with us: [email protected] www.redi.ca REDI Enterprises Society 860 Allowance Avenue SE, 2-560 Cassils Road East, Medicine Hat, Alberta Brooks, Alberta T1A 7S6 T1R 1M6 Phone: 403.526.5742 Phone: 403.362.6661