Strategy

STRATEGIC PLANNING 2018-2021

DEAF & HEAR ALBERTA

STRATEGY OVERVIEW APPROVED BY DHA BOARD OF DIRECTORS: JANUARY 31, 2018 OFFICIALLY PRESENTED AT AGM: JUNE 21, 2018

VISION STATEMENT

A world where the Deaf, hard of hearing & those at risk of hearing loss are recognized and respected so they can fully participate in society.

MISSION STATEMENT

To bring together Deaf, Hard of Hearing & Hearing Albertans with service and technology solutions to advance access and opportunity.

FINANCIAL PERSPECTIVE

If we succeed, how will we look to our financial funders & donors? What are our most important financial outcomes?
Develop a plan to clearly identify streams of organizational and program funding
Diversify
donor mix
& revenue base
Achieve self-sufficiency through a comprehensive, sustainable funding business model

CUSTOMER PERSPECTIVE

(CLIENTS, DONORS, PARTNERS, COMMUNITY)

How should we appear to clients/recipients? How do we create value for our clients/recipients?
Increase number of multi-sectoral stakeholders that align with DHA strategy
Attract
new clients
& customers
Enhance reputation in order to
attract more diverse
funders & donors
Increase awareness
of “Deaf, hard of
hearing, hearing loss
issues”
Increased
client
satisfaction
with DHA
Be seen as an ally with the Deaf community (increase awareness & advocacy)
Expand education
and support for those
living with or at risk
of hearing loss

INTERNAL PERSPECTIVE

To satisfy our customers, financial donors, and mission, at which business processes must we excel?” At what do we need to excel to fulfill client and donor expectations?
Advocate government
to obtain (accessibility)
public policy &
services priority
Secure funding to expand
to provide province-wide
delivery of core DHA
programs & services
Collaborate with multi-sectoral
organizations to enhance knowledge
& change attitudes about Deaf,
hearing loss & hearing health issues
Offer cutting-edge technology solutions appropriate for DHA clients & develop specific strategic service plans for Deaf & hearing loss communities
Increase client ease in
navigating DHA processes
resulting in a decrease in
service fulfillment time
Develop “navigation” tools
with broader-based reach
to enhance accessibility
for all clients

LEARNING & GROWTH PERSPECTIVE

How can our organization continue to learn and improve? To achieve our vision, how must our people learn, communicate, and work together?
Develop a human resources plan that matches the strategic objectives
Equip staff with skill building & tools necessary to support strategy
Implement a
performance based
measurement
system
Implement an improved financial accounting system that meets user needs