Perspective Putting it into - STRATEGIC PLAN 2018-2022 - Rainbow's End
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Putting it into
Perspective
rainbowsend.ca STRATEGIC PLAN 2018-2022
What is a Social Enterprise? Our Vision … Our Mission
In 2012, the Ontario government proposed a provincial strategy aimed at
supporting Social Enterprises. In 2016, the province launched their Social Rainbows End is focused on upholding the mantra of
Enterprise Strategy with three main target areas: “Putting People First”, what does this mean?
1. Equipping social enterprises with solid business fundamentals.
Building a strong foundation to serve the communities of today and To Rainbows End this is the notion that everyone deserves
tomorrow. the chance to work, and that all persons have the right to be
2. Connecting social enterprises to markets and capital to grow and treated with an equitable level of respect.
scale. Unlocking new markets and capital to help maximize their
potential. Rainbow’s End is a member of a diverse and growing community,
3. Demonstrating the value of social enterprise and social finance.
where ever member has the power to affect positive change, in their
Promoting their potential to investors, government, and communities.
own meaningful way. It is this community that Rainbow’s End is so
proud to be a part of, and has helped to create the realization that the
Rainbow’s End’s 2018-2022 quality of life in our community is defined by the quality of life of each
strategic plan looks to build individual member.
off of the current success of
Rainbow’s End and align to
the provincial strategy of Vision
promoting growth within the
sector To provide opportunity where there was
no opportunity.
Who is Rainbow’s End Community Development
Corporation?
Rainbow’s End Community Development Corporation (Rainbow’s End),
is a not for profit, social enterprise focused in the City of Hamilton and Mission
surrounding areas. Rainbow’s End employs over 65 individuals with lived
experience of mental illness. Rainbow’s End manages its businesses
under two foci: property management and food services.
To create supportive and diverse social
enterprises through which people living
with mental illness can experience
MORE MORE MORE
empowerment, inclusion and dignity.
PARTNERSHIPS EFFICIENCY ENGAGEMENT
1 PUTTING PEOPLE FIRST 2018-2022 STRATEGIC PLAN 2Our Core Strategic Priorities
The main priorities of Rainbow’s End are to highlight our strategy to support our
community through advocacy and service.
our employees in developing skills, confidence and self-worth in
Support new roles and opportunities
for better education and inclusion of people with lived
Advocate experience of mental illness in employment and the community
our customers and community by providing high quality services
Serve delivered by our employeesHow We Will Live Our Priorities How We Will Live Our Priorities
for better education and inclusion
our employees in developing skills,
of people with lived experience of
Support confidence and self-worth in new Advocate mental illness in employment and
roles and opportunities
the community
Develop an Internal Culture of Support
Rainbow's End – Employee
Create an Internal Advocacy Platform
Culture
Culture
• Develop opportunities to harness skills within Rainbow's End to
create and foster a supportive environment through coaching; Formalize Rainbow's End position as an employer of choice for
• Harness opportunities within Rainbow's End develop and people with lived experience of mental illness.
enhance the skills of employees (i.e. job rotation and new roles).
Develop an internal advocacy plan.
Employee – Employee • Develop messaging principles to advocate Rainbow's End as an
• Develop a culture of mutual support for each other (i.e. peer employer of people with lived experience of mental illness.
support opportunities).
Develop Supportive Partnerships
Partnerships
Partnerships
Partnerships for Organizational Support Build External Advocacy through Partnerships
• Foster partnerships in the community to support organizational
Leverage Rainbow's End position as an expert for employment of
goals, such as with:
people with lived experience of mental illness.
o St. Joseph’s Healthcare Hamilton; • Identify opportunities for Rainbow's End to become a go-to for advice
o Inspiration Place; within the Hamilton and area when discussing employment of people
o Seek out other Partners to support our employee get the with lived experience of mental illness.
support they need (financial, housing, food).
Seek out other community partners to further drive mental health
Partnerships for Employee Support employment issues in the community.
• Identify external partners who can support our employees further
their personal goals (i.e., financial literacy support).
5 PUTTING PEOPLE FIRST 2018-2022 STRATEGIC PLAN 6How We Will Live Our Priorities How We Will Get There
Rainbow’s End Strategic Plan 2018-2022 is a multi-year plan that
our customers and community by will leverage existing success while building future opportunity in
Serve providing high quality services alignment to our priorities.
delivered by our employees
Year Internal External
2018 • Develop Board and • Strategic Plan
Employee Skills Matrix Launched
Identify Internal opportunities to develop Rainbow’s Establish the • Complete operational
Baseline review of businesses
End
Internal
Continue developing our two businesses: Property Management and 2019 • Develop internal • Identify new
Food Services. partnership plan and potential partner
• Focus on becoming more efficient and driving quality within the Build messaging organizations to
businesses. Partnerships • Complete operational align to strategic
• Connect with customers to understand opportunities for improvement review of property priorities
management and food
Review opportunities to expand outside of the two business service businesses
• Allow for broadening of skills of employees (i.e., administrative • Identify new internal
support in “Head Office”). opportunities for skill
growth
2020 • Identify new opportunities • Sustain new
outside of property partnerships and
Partnerships
Develop partnerships to further our enterprise
Sustain management and food align to strategic
offerings. service businesses priorities and new
Partnerships
Align businesses with partners to provide an all-encompassing ways of doing
service to customers coordinated by Rainbow's End. business
• Property Maintenance – align with partners to provide an all-season
2021 • Launch new opportunities • Continue to sustain
service for customers;
outside of property and develop new
• Food service – expand food offerings through partnerships with local
Further new management and food partnerships to
businesses.
Opportunities service businesses further the growth
of Rainbow's End
2022 • Begin development of • Engage partners to
2022-2026 Strategic Plan plan for the next
Plan for the strategic plan of
Future Rainbow's End
7 PUTTING PEOPLE FIRST 2018-2022 STRATEGIC PLAN 8You can also read
