Our Core Values

Our Core Values

We at The REES Initiative, believe that to succeed in implementing our vision, mission and philosophy, we needed to have a set of drivers that our directors, management committee, staff and volunteers could sign up to and make part of what motivates them.

Our core Values, underpin everything we do and were agreed upon after a period of consultation with our current users, the communities we serve and members of the community who wanted to see the right type of change take place.

Here at The REES Initiative, we understand that we are working ‘with’ our communities and not ‘at’ them.  Therefore to be effective and efficient in the provision of our services, during the project development and execution cycle, we need to ensure we have the capacity to understand who we work with.  In particular the broad frame of references diverse communities will have or how they feel and their experiences.

 

We appreciate the challenges we face in developing empathy with a range of BME communities.  The organisation, its staff, volunteers, directors and partners will never develop a complete emphatic approach but will continually strive to improve to get as close as possible to understanding those who we serve.

 

We achieve this by closely working with and involving our communities in what we do here.

Encouraging stakeholders to be actively involved in the success of The REES Initiative, entails everybody who has an interest in the organisation will take time out to listen.  Simply speaking, the culture at The REES Initiative is, there is no hierarchal structure when it comes to listening, everyone is equal and has a right to be listened to and an appropriate response given or action taken.

 

Regardless of an authoritative position someone may have, he or she will be approachable and listen to what others have to say.

 

In particular, directors, staff and volunteers will pay special attention and focus to actively listen to beneficiaries and communities we serve.  Furthermore, it is the responsibility of those who wish to serve to ensure a positive culture and environment exists where listening is encouraged and supported.

At the heart of empathy and listening to disadvantaged communities is to aspire, to give them hope and ambition that circumstances can improve and there are individuals, organisation, agencies and a range of structures that will help them.

 

This essential value is a two-way approach, we who deliver services must also be aspired that we will make a difference regardless of the challenges we may think we face.  We have an opportunity to make a real difference in people’s lives and the lives of their families, friends and loved ones.

 

We appreciate aspiration is personal and developed at a pace that is unique to the individual and there is no right or wrong pace, as each beneficiary comes with a unique set of challenges.

 

We also understand that aspiration can be stimulated through group work and positive association, in particular championing those who are succeeding and demonstrating it is possible, as role models.

The backbone to The REES Initiative is our ability to lead not just others but ourselves to realise potential.  When an individual initiates the journey of personal mastery to change his or her life, he or she has a direct and indirect influence on those around them.  Therefore and foremost, it is the responsibility of directors, staff and volunteers to set an example of personal leadership, in particular that of servant or transformational leadership.

 

Leadership is a quality that is not restricted to an environment or situation.  We know we are succeeding when our beneficiaries take the qualities and traits of leadership back to their families and their communities.

 

At The REES Initiative, everyone has a leadership role to play and to actively contribute to the success of the organisation and we all take pride individually and collectively in aspiring to deliver our Vision.

 

Leadership is the first step to the final pillar we aspire to, that of sustainability or continued change for the better, in those we serve.

Without belief in our beneficiaries, regardless of their personal circumstances or disadvantages they may face, then the delivery of services and projects becomes nothing more than a paper exercise.  A pre-requisite to belief is not to be judgemental in any aspect; it is not where the beneficiary has come from but where his or her potential lies.  The realisation of this potential is the corner stone of our belief in the changes we can inculcate.

 

The culture of the organisation is one of a positive attitude, of a can do mind-set, where everyone pools together, the directors, staff and volunteers to deliver upon our purpose, our

In achieving sustainability, The REES Initiative, understands we have to create a sense of personal responsibility in the beneficiary, to want to take the required steps towards positive change or advancement.  This core value in the organisations armoury is the equivalent to the thoughtful nurturing of a sapling into an oak tree.

 

By proactively involving beneficiaries in the organisation, we will endeavour to cultivate a desire or sense of wanting more, learning to make sacrifices to achieve short term and long-term goals.  In developing desire, beneficiaries will not only work on personal desires but also as a community to bring about collective change through desire to do more, to want more and to have more in life and in their communities.

 

In the delivery of services and projects, beneficiaries will be consciously exposed to core principles of peer, social and environmental influences on curtailing or growing desire.  Beneficiaries will develop the capabilities to have a personal vision, learn how to plan, taking actions that become habits towards social and economic prosperity.

Empathy

Here at The REES Initiative, we understand that we are working ‘with’ our communities and not ‘at’ them.  Therefore to be effective and efficient in the provision of our services, during the project development and execution cycle, we need to ensure we have the capacity to understand who we work with.  In particular the broad frame of references diverse communities will have or how they feel and their experiences.

 

We appreciate the challenges we face in developing empathy with a range of BME communities.  The organisation, its staff, volunteers, directors and partners will never develop a complete emphatic approach but will continually strive to improve to get as close as possible to understanding those who we serve.

 

We achieve this by closely working with and involving our communities in what we do here.

Listening

Encouraging stakeholders to be actively involved in the success of The REES Initiative, entails everybody who has an interest in the organisation will take time out to listen.  Simply speaking, the culture at The REES Initiative is, there is no hierarchal structure when it comes to listening, everyone is equal and has a right to be listened to and an appropriate response given or action taken.

 

Regardless of an authoritative position someone may have, he or she will be approachable and listen to what others have to say.

 

In particular, directors, staff and volunteers will pay special attention and focus to actively listen to beneficiaries and communities we serve.  Furthermore, it is the responsibility of those who wish to serve to ensure a positive culture and environment exists where listening is encouraged and supported.

Aspiration

At the heart of empathy and listening to disadvantaged communities is to aspire, to give them hope and ambition that circumstances can improve and there are individuals, organisation, agencies and a range of structures that will help them.

 

This essential value is a two-way approach, we who deliver services must also be aspired that we will make a difference regardless of the challenges we may think we face.  We have an opportunity to make a real difference in people’s lives and the lives of their families, friends and loved ones.

 

We appreciate aspiration is personal and developed at a pace that is unique to the individual and there is no right or wrong pace, as each beneficiary comes with a unique set of challenges.

 

We also understand that aspiration can be stimulated through group work and positive association, in particular championing those who are succeeding and demonstrating it is possible, as role models.

Leadership

The backbone to The REES Initiative is our ability to lead not just others but ourselves to realise potential.  When an individual initiates the journey of personal mastery to change his or her life, he or she has a direct and indirect influence on those around them.  Therefore and foremost, it is the responsibility of directors, staff and volunteers to set an example of personal leadership, in particular that of servant or transformational leadership.

 

Leadership is a quality that is not restricted to an environment or situation.  We know we are succeeding when our beneficiaries take the qualities and traits of leadership back to their families and their communities.

 

At The REES Initiative, everyone has a leadership role to play and to actively contribute to the success of the organisation and we all take pride individually and collectively in aspiring to deliver our Vision.

 

Leadership is the first step to the final pillar we aspire to, that of sustainability or continued change for the better, in those we serve.

Belief

Without belief in our beneficiaries, regardless of their personal circumstances or disadvantages they may face, then the delivery of services and projects becomes nothing more than a paper exercise.  A pre-requisite to belief is not to be judgemental in any aspect; it is not where the beneficiary has come from but where his or her potential lies.  The realisation of this potential is the corner stone of our belief in the changes we can inculcate.

 

The culture of the organisation is one of a positive attitude, of a can do mind-set, where everyone pools together, the directors, staff and volunteers to deliver upon our purpose, our

Desire

In achieving sustainability, The REES Initiative, understands we have to create a sense of personal responsibility in the beneficiary, to want to take the required steps towards positive change or advancement.  This core value in the organisations armoury is the equivalent to the thoughtful nurturing of a sapling into an oak tree.

 

By proactively involving beneficiaries in the organisation, we will endeavour to cultivate a desire or sense of wanting more, learning to make sacrifices to achieve short term and long-term goals.  In developing desire, beneficiaries will not only work on personal desires but also as a community to bring about collective change through desire to do more, to want more and to have more in life and in their communities.

 

In the delivery of services and projects, beneficiaries will be consciously exposed to core principles of peer, social and environmental influences on curtailing or growing desire.  Beneficiaries will develop the capabilities to have a personal vision, learn how to plan, taking actions that become habits towards social and economic prosperity.