PALS-FINAL STRAT PLAN 2022 to 2025

PALS-FINAL STRAT PLAN 2022 to 2025

TABLE OF CONTENTS

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MESSAGE FROM BOARD PRESIDENT ACKNOWLEDGMENT THE PALS D.N.A. VISION

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MISSION VALUES

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SWOT ANALYSIS PESTLE ANALYSIS STRATEGIC PRIORITIES OUTCOMES AND ACTIONS APPENDICES Appendix A: What We Heard Summary Report Appendix B: Core Competency Assessment Tool Report

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PALS Strategic Plan: 2022—2025

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MESSAGE FROM BOARD PRESIDENT For over 40 years Project Adult Literacy Society, more commonly known as PALS has been changing lives through literacy. Over time PALS built a strong foundation and is considered to be one of the best literacy organizations in Alberta. I have been involved with PALS for nearly 20 years and have seen the organization overcome many obstacles. With sudden leadership changes and the emergence of the Covid pandemic and resulting shifting and unstable funding environments, the past 2 years have been the most challenging that I can remember. Many of the Board of Directors were new to PALS and had to hit the ground running. The first step was to an Executive Director. With exceptional leadership of the new Executive Director, the staff, tutors and volunteers worked tirelessly to find ways to stay connected to our learners and provide the help and support they have needed. Additionally, the Board and Executive Director has been able to complete the goals set out in the previous Strategic Plan, working to build out better operational capacity in succession planning, financial reporting, and budgeting. PALS did not just survive during these difficult times, we have flourished. We will continue to build on our strengths, and to learn and adapt to any challenges that face us. The Executive Director has lead with her passion, creativity and innovative ideas and continues to make strong connections with community leaders. With strong leadership, a diverse and knowledgeable board, skilled staff and the exceptional commitment of our tutors and volunteers, PALS looks forward to what the next 40 years will bring.

Barb Haines, President

ACKNOWLEDGMENT PALS acknowledges that we are on Treaty Six territory, and we respect and honor the diverse cultures, histories, and knowledge of the First Nations, Métis, and Inuit peoples whose footsteps have marked these lands for centuries.

We also acknowledge the damaging legacy of colonialism, cultural genocide, and its impacts on Indigenous ways of knowing.

We understand the role we have in reconciliation through our work and commit to creating a space that is inclusive of Indigenous worldviews in our approach to literacy and learning.

PALS Strategic Plan: 2022—2025

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THE PALS D.N.A. VISION A community in which all adults are confidently literate so that they can realize their full potential. MISSION Changing lives through literacy. VALUES • Dignity: Every person has the opportunity to be confidently literate.

• Every person should not be limited by financial barriers, time flexibility, and level of skill to access literacy learning and support.

• We meet the needs and build on the capacity of each individual.

• Improved skills enable individuals to have more choices, make more informed decisions, have greater involvement in the community, and pursue lifelong learning.

• Reading, writing, numeracy, language, and digital literacy have a direct impact on self-fulfillment.

• Inclusion: All persons receive equal access to our services.

• We believe in barrier-free, equitable access to our services.

• We embrace and celebrate diversity and are committed to providing an inclusive learning environment.

• We acknowledge that learners come from all backgrounds and walks of life. We work to create a barrier-free learning experience for all people regardless of race, gender identity, age, disability, country of origin, religion, colour, creed, or sexual orientation. We understand that the more inclusive we are, the better our work will be.

• We are open to Canadian citizens, landed immigrants, refugee claimants, and people on work visas.

• Respect: Our learners, staff, donor and funders, and volunteer mentors are treated with respect.

• Our volunteers are mentors and leaders who are vital and crucial to the Society and receive on-going support.

• Our staff are valued members of the organization.

• Our learners bring a wealth of experience through diverse backgrounds, challenges, and expectations.

• Our donor and funders are valued, and their resources are efficiently and effectively used to realize client outcomes

PALS Strategic Plan: 2022—2025

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SWOT ANALYSIS

INTERNAL

STRENGTHS

WEAKNESSES

Individualized learning experience for clients • One-to-one tutoring • Small groups • Learning is tailored to the needs and goals of the student • Individualized learning needs goals and learning style Holistic, effective programming • Well-rounded programming including math and computer literacy aimed at improving holistic quality of life • Ability to offer digital literacy (especially with COVID and increased need for this learning) Exceptional volunteers • Volunteers and staff understand the level that their students are coming at • Staff/volunteer experience, assessment tools. • Volunteer base and the number of volunteers, longevity (almost 150) Exceptional board and staff • Strong foundation (longevity, people who are passionate, belief in mission and vision), reputation in the community, passionate staff, board • Professional, diverse board, and a learning environment that contributes to development • Executive Director’s ability to handle critiques, feedback, and several challenges

Organizational development • HR is a big weakness, HR policies, OHS, current legislation • There are no benefits for staff • Succession planning/HR • They struggle with competitiveness to get staff as they cannot offer appropriate salaries • Organizational structure work. Have an HR audit or review • Technology Operational improvements • Physical location not accessible – elevator doesn’t work well. The building is old and unbearable. Furniture is old/broken. Computers are slow. Infrastructure challenges • Lease is up during this time frame for the strategic plan • Dealing with COVID and adapting to those struggles with technology: Zoom,

SharePoint, training, tutors, learners etc. Resourcing and financial limitations

• Dependency on a few sources. Need funding diversity (fundraising capacity weakness?) • How to grow and scale when opportunity emerges (funding would potentially put them in a struggle position) – skills plan • Serves a large service area, however the >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14

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