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Strategic Planning began in February 2009 with a diverse group of individuals who came together during a retreat of several days and several meetings to guide the development of the Society over the next three years. This group re-defined the Vision and Mission, which were adopted by the Board of Directors, and developed 5 key Strategic Priorities.

Thoughtful growth is important at this time in the organization's development. Vital Society's current funders desire to see their current home sharing direct contractors migrate to local organizations. Additionally, home sharing is currently the primary method by which CLBC is funding residential services. There is a need for the organization to attract youth if it is to remain current.

Goals:

• Develop new services for adults and youth
• Ensure the organization is able to offer a range of models of support including home sharing and respite, employment and crisis support

It is important to consider ways to alter the current risk culture of the organization to encourage and support individuals to experience new opportunities. Increasingly, organizations are being pushed to ensure that the individuals it supports are afforded opportunities to fully experience citizenship.

Goals:

• Communicate to ensure that those providing services are fully aware of the organization's risk culture and are provided with tools to assist in decision-making.
• Conduct a policy review to ensure that policies and procedures are not restrictive to the process of expanding the organization's risk culture. Amend all policies that restrict or impede the expansion or development of new opportunities.

The organization is aware that one of its most important assets is its employees. Investments in ongoing employee training will have a positive impact on service quality. Ways to improve employee retention need to be developed, which will have a positive impact on service quality.

Goals:

• Establish a comprehensive employee recognition program
• Review/revise employee appraisal and training processes
• Develop a communication strategy

Increasingly, government is expecting all of its partners to have a plan in place to reduce their carbon impact. There is greater meaning and importance to this theme in the broader community context. A focus on the development of a green plan for the organization may have leverage in the community, assist in discovering new partners and provide a real opportunity for the organization to combine customer need with community impact. Goals:

• Develop a plan to reduce the organization's carbon footprint
• Design a plan to develop land and grow food

It is recognized that an organization's culture has a significant impact on its performance. Changing the culture of Vital Society from one of seclusion and sheltered care to community inclusion and valued participation is essential to the growth of this organization and its recognition, once again, as a leader in the community in the field of developmental disability service.

• Increase opportunities to partner with community
• Increase opportunities to fundraise or accept donations
• Create Employment Opportunities for Participants
• Promote awareness of community living
• Improve emphasis on citizenship

• Vital Society Strategic Planning Retreat July 2009
• Vital Society Strategic Development Plan 2005 - 2008
• Values Based Strategic Planning: The Foundation of Organization Effectiveness