RID Unveils Bold New Mission, Vision and 2013-2016 Strategic Plan
Embracing Strategies Today that Build the RID of Tomorrow

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Strategic Plan (PDF version)

Alexandria, VA – July 1, 2013 – The Registry of Interpreters for the Deaf, Inc. (RID) Board of Directors is pleased to announce a new, forward-thinking mission and vision that embrace the changes within the profession while honoring the organization’s history. The board adopted a cohesive and ambitious three-year strategic plan to support the new mission and vision. The mission, vision and strategic plan fundamentally shift the alignment of resources to meet the needs of RID members while fortifying the future of the organization. These guiding documents also serve as a commitment to valuing member feedback received from recent surveys and forums on the future of the association. This feedback consistently pointed to three succinct areas of strategic focus: professional credibility, member experience, and organization strength, which are outlined in the 2013-2016 Strategic Plan.

Mission: What We Do
The Registry of Interpreters for the Deaf, Inc. promotes excellence in the delivery of interpreting services among diverse users of signed and spoken languages through professional development, networking, advocacy, and standards.

Vision: Our Desired Future
By honoring its past and building a dynamic future, RID envisions a world where:

  • Linguistic rights are recognized as human rights;
  • The Deaf Community and the Deaf-Heart are vital and visible in every aspect of RID, the interpreting profession as a whole and among individual interpreters;
  • Interpreted interactions between and among individuals who use signed and spoken languages are as rich as direct communication;
  • The interpreting profession is formally recognized and is advanced by robust professional development, standards of conduct, and credentials.

“In July 2011, the board’s primary focus became the search for the next executive director. Once that was completed with the hiring of Shane Feldman as Executive Director, who began his duties on January 1, 2013, our next task was to provide him with a strategic plan that encapsulates priorities to meet our members’ needs while revering our traditional values,” said RID President Brenda Walker Prudhom. “We could not lay the groundwork for the strategic plan without first defining our mission and vision. To do so, we revisited the stellar work of the Philosophy Mission Goals and Diversity Statements Workgroup, or PMGD. This workgroup garnered member input and feedback about the intrinsic values that we hold as individual interpreters as well as those weaved throughout the core of our organization. Additionally, acknowledging some of the recent challenges we face, it was imperative to realign the strategic plan with the priorities that have been identified by RID members so that we can work to address the challenges before us.”

“In the six months that I have been on the job and throughout my RID Learning Tour, it has become quite clear that RID members are passionate about the organization and upholding our founders’ values. Members have shared that the association must remain relevant by meeting the demands of today’s professional interpreters and Deaf community. The 2013-2016 Strategic Plan aims to meet these needs by allowing members to enrich their membership experience and strengthen their professional credibility,” said Executive Director Shane Feldman. “The operational success of our programs and services depends on clear mission-based strategies with measurable goals. We are confident that, with the opportunities that lie before us in the strategic plan, RID will achieve success at the organizational level, and these positive outcomes will transcend into the field and community.”

President Prudhom continued, “It is absolutely critical to provide the necessary tools to uphold our mission, to embrace our vision and achieve our strategic objectives. These tools include not only the leadership provided by the executive director but also the blueprint for success via a relevant strategic plan. As RID approaches the door of our 50th anniversary, this strategic plan sets the stage for the next 50 years by incorporating ambitious, yet achievable, goals.”

The Development of the Mission and Vision through the Work of the PMGD
The work of the Philosophy Mission Goal and Diversity Statements Workgroup (PMGD) provided the foundation for the mission and vision development. Forums held at the 2009 and 2011 RID National Conferences provided members the opportunity to discuss and define the core values of the organization.

In recognizing that the guiding statements of the organization play an important part in the connection RID members have with their professional organization, the PMGD was created by the RID Board of Directors in 2008 to conduct an analysis of how best to elicit member input in re-evaluating the overarching direction of the association through a review of the Philosophy, Mission, Goal and  Diversity Statements.

President Prudhom noted, “This feedback revealed that RID’s values are not just ours as an organization but are those of the individuals who comprise RID. These core values are displayed through the deep passion that members hold for RID’s future direction and are intertwined in this organization’s foundation and identity. Therefore, incorporating these values into RID’s guiding statements was essential to identify priorities and implement measurable goals in our continued progress as an association.”

More information about the work of the PMGD, including feedback related to the values held by RID members, can be reviewed on the RID website.

Mission and Vision: Defining Achievement through the Strategic Plan
From September 2011 through December 2012, the board identified four areas of priority: Certification, Technology, Relationships, and the Executive Director Search. Upon the hiring of Shane Feldman as the new executive director, the board moved to establish a strategic plan that would set the direction for the organization through resource utilization and program prioritization in a way that sets specific, measurable goals for the organization.

Having a mission and vision in place that was relevant to identifying and supporting RID’s core values today allowed to board to ensure that the strategic plan reflects the desired direction from RID members. This strategic plan reaffirms commitment to excellence in interpreting through three critical priorities that set forth bold initiatives and clearly articulated goals: professional credibility, member experience and organization strength.

The development of the strategic priorities began at the March 2013 board meeting, and the work culminated with feedback that was incorporated into the final document from both the Deaf Advisory Council and Diversity Council. The board approved the 2013-2016 Strategic Plan during a virtual board meeting on May 30, 2013. The 2013-2016 Strategic Plan goes into effect on July 1, 2013 and ends on June 30, 2016.

According to Feldman, “Professional credibility cultivates pride in your professional organization; member experience heightens support for and participation within RID; and overall organization strength works to enhance the infrastructure to support RID and foster connections among all entities tied to RID. These priorities address the paramount issue of trust that is currently at the forefront of discussions within the organization. As we proceed with the strategic plan, I am excited about the collaborative effort among board, staff, volunteers, members and partners in achieving the goals that will further strengthen our commitment to excellence in interpreting.”

Fiscal Year 2013-2016 Strategic Priorities

The full copy of the strategic plan, with goals, can be found here.

Professional Credibility:  RID certified interpreters will be recognized as demonstrating a qualified level of linguistic and cultural competency for professional interpreting services.

Member Experience: RID will be a model for effective communication and interaction, demonstrating ideals of inclusivity among all members, levels and partnerships in a way that builds trust by informing and engaging members in the ongoing efforts to achieve excellence in interpreting.

Organization Strength: RID will be a sustainable, credible organization that operates with professionalism, transparency, and ethical rigor reflecting its full commitment to the diverse communities we serve.

The Future of Strategic Planning in RID
The work of the PMGD from 2009-2012 established an important precedent that will be incorporated into all future strategic planning efforts. RID must continue to maintain a relevant mission and avoid mission-drift, in which the work of the organization could move away from the intent of its members. The board has agreed to create a process to re-assess and identify the organization’s core values which ensures that RID continues to evolve with a changing profession and consumer base, as well as improve upon that which was previously developed.

In the future, the board will implement a more extensive strategic planning process that includes the creation of a committee to review the RID mission and vision for the next rendition of the strategic plan. The scope of work for the committee that gathers information for reviewing the mission and vision, as well as developing the 2016-2019 Strategic Plan, will have specific timelines to achieve their objectives via member feedback and participation. To ensure sufficient time for this work, the committee will be appointed in early 2014 and will be asked to deliver a proposed mission and vision as well as feedback for strategic priorities by September 2015. The new board that is sworn into office at the 2015 RID National Conference will then utilize this information to establish new priorities for the 2016-2019 Strategic Plan that will continue the evolution and advancement of the association.

For a successful organization that meets its members’ needs, it is imperative that the strategic plan supports the mission and vision and in turn that the annual budget supports the strategic plan. This ongoing process creates a virtuous cycle in which RID members are engaged in periodic dialogue to steer the organization through the development of a well-defined mission and vision and can resonate with, and support, the identified priorities for each three-year period. This investment in mission-based strategies and priorities ensures that RID meets the needs of its members in a way that supports the core values of the organization and those who comprise it.

The board will seek feedback on how it can meet the goals of the 2013-2016 Strategic Plan at a forum, to be hosted by the board, at the 2013 RID National Conference and via virtual participation by RID members. More information about these opportunities to engage in this dialogue is forthcoming.