Our Vision"That all persons live in a state of dignity, share in all elements of living in the community and have the opportunity to participate effectively"

Our MissionTo facilitate the participation of people with disabilities in the life of the community and its economy. This mission is addressed in the context of both advocacy activities and service provision.
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Community Living Prince Edward's Strategic Plan 2013 - 2014

Community Living Prince Edward's Strategic Plan was adopted by the Board of Directors in January 2012 and was created with significant input from the organization?s Quality Enhancement Committee, which is tasked with a lead role in the agency?s efforts to improve the quality of its supports.

The Strategic Plan will guide the work of the organization over the course of the next several years. It is meant to be a living document; thus, it is expressly intended that it will evolve over the time, as circumstances change.

The Board and employees of Community Living Prince Edward are committed to a review of the plan no less than every six months, as new challenges emerge and new opportunities present themselves.

Key Strategic Objectives:

a) Undertake a comprehensive review of the operations of the Board of Directors,including an overhaul of Board policy, in order to ensure that they meet the needs of a modern organization.

b) Pursue Continuous Quality Improvement initiatives, included accreditation, to ensure a high degree of excellence in service, and to enhance the reputation of the organization.

c) Pursue alternative models of support in order to better position the organization to meet emerging trends in service demand and evolving developments in the sector including:

i. Additional and alternate accommodation models for people that extend beyond traditional services, in order to meet the needs of both ageing and young people.

ii. Additional and alternate models for providing respite for families.

d. Implementation of computerization and on-line forms, streamlining our documentation and central file systems.

e. Implement CORE Competencies as the primary model for staff recruitment and training, and as a central quality assurance mechanism.

f. Undertake a comprehensive review of the body of agency financial policy, in order to ensure that the organization is positioned to respond to emerging trends in the sector, including individualized funding.

g. Develop a comprehensive risk management and mitigation strategy in order to protect the organization and the people it serves.

Quality Enhancement Committee:

The Quality Enhancement Committee is comprised of self-advoactes and front-line and management staff, and reports to the Board of Directors bi-monthly. The Quality Enhancement Committee draws input from a variety of stakeholders, including people supported by the agency, their families, community partnerss, and agency staff.