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2020 Vision SARC’s 2016-2020 Strategic Plan
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Looking Ahead We have a bright future on the horizon In 2018, SARC will be turning 50 years old. This strategic plan, our 2020 Vision, draws upon and reflects half a century of experiences and learning. Establishing the priorities outlined in our strategic plan required the collective effort of many. We took time to consider the past while focusing our sights on a very bright future.
Great care was taken to ensure that the priorities outlined in this plan are purposeful, relevant and conducive to the rapidly changing world around us. During our planning, we also identified critical values and guiding principles necessary for us to successfully achieve our goals; these beliefs have been woven into the plan and will continue to influence our decision making processes that set a clear path of our
2020 Vision!
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We have a network full of visionaries
Vision Statement “Persons of all abilities reaching their potential and enjoying full citizenship� Mission Statement To provide vision, leadership, and support through
advocacy, education, and the development of personal and employment opportunities.
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Division Mandates Member Services To provide leadership for the sector and support community-based organizations through training, consulting and services.
Finance To provide accurate financial information, accounting services and advice to the SARC Board and management. To provide pension, benefits and insurance programs.
SARCAN Recycling To be a leader in sustainable recycling, environmental protection and employment opportunities for people of all abilities.
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Our Critical Values and Guiding Principles The Pursuit of Excellence Our sights are set on achieving excellence.
Purposeful Innovation We will seek new ways of doing things when it is required to remain relevant and when data and evidence support change.
Define, Measure, Evaluate, Learn, Adjust We have a diverse customer base that we need to satisfy on an ongoing basis. We will be proactive in defining and responding to the needs and expectations of SARC Members, the public and our stakeholders. We are committed to measuring and evaluating our services and learning from our success and failures; then deciding whether to pivot or persevere.
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Our Critical Values and Guiding Principles Person-Centered We recognize that every person has gifts, skills and abilities. We will aim to listen, learn and support individuals to achieve their goals.
Ethics We will hold one another accountable for how we behave toward each other, fulfill our obligations, and conduct business operations. Ethics will serve as our compass.
Maximizing Value, Reducing Waste, Enhancing Productivity We will strive for continuous process improvements without compromising quality. We will seek to find smarter and more effective ways to do things.
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Process For Planning How we got to where we are August – December 2015 • Historic and landscape review • Lift, Shift, Drift assessment • Identified values and principles • Solidified themes
January – June 2016 • Divisional priority planning (Member Services, Finance, SARCAN Recycling) • Department priority planning
August 2016 • Presented final draft to SARC Board of Directors
September 2016 • Presented board-approved plan to head office employees
October 2016 • Presented 2020 Vision Strategic Plan to SARC Members, SARCAN employees and stakeholders
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Our Strategic Path… Onward and upward
2020 And beyond….
2009-2012: Strengthening our Foundation Priorities
2012-2016: The Next Chapter Priorities Organizational Performance
Membership
Organizational
Review
Profile
Service
Service
Internal Realignment Positioning for Future
Priorities Our People
Governance &
Improvements
2016-2020: 20/20 Vision
Enhancements Building on Success
Our Technology Our Sustainability Our Culture
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Strategic Priorities of SARC’s 2016-2020 Strategic Plan
Our People
Our Technology
Our Sustainability
Our Culture
Bright, Clear Ideas That focus on the future
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Strategic Priorities
Our People
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Strategic Priorities Our People Recruitment and Retention
Communications
Our people are our most important
Communication is the process of
organizational asset. Attracting
exchanging information between
dynamic, loyal, and hard-working
individuals or groups. It is a process
employees and board members is
where we try, as clearly and accurately
important; but keeping them happy,
as we can, to convey our thoughts,
challenged, and valued is critical.
intentions, and objectives.
Training
Technology
Training employees and board
Technology is changing at a rapid rate
members provides a substantial
and it is important for us to not only
return on investment. Training
be on top of new trends, but to be
equips individuals with knowledge
leaders in implementing technology
and skills, increases morale and
that will assist employees to do their
productivity as well as attracts
jobs more effectively.
and retains new talent.
Safety
Leadership Development
Workplace health and safety are
Leadership development is not about
paramount for us. We have an
a specific program; it is strategic and
ethical and legal obligation to
an integral part of our organizational
ensure that each and every
culture.
employee returns home each evening in the same condition that they arrived in.
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Our People Expand health, safety and wellness initiatives Establish leadership development strategy Evaluate and standardize SARCAN system training Improve our employee and SARC Board orientation and onboarding process
Expand internal cross-training strategies Evaluate training programs delivered to community-based organizations Expand professional development opportunities available to community-based organizations
Assess customer, employee, board of director and SARC Member satisfaction Implement new employment data collection system Effectively utilize change management strategies Expand internal and external human resource supports, services,
data collection and analysis Enrich our employee and board of directors recruitment and retention strategy
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Strategic Priorities
Our Technology
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Strategic Priorities Our Technology Computers
Communications
Utilizing computers and the
The right information going to the right
internet to modernize
people at the right time is essential.
communication, analyze data,
How we connect and facilitate the flow
store information, and improve
of information among individuals,
connectivity will further aid in
groups, and organizations is an
productivity and enhance efficiency.
important driver for success.
Equipment
Customer Experience and Education
Individuals require the right tools
We have a diverse and valued
to do their jobs. Maximizing and
customer base, comprised of SARC
effectively using appropriate
Members, the public, and
tools and processes increases job
community-based organizations.
satisfaction, supplements results,
We strive to provide an exceptional
and better positions us for the
experience to all.
future.
Transport
Streamline Processes
We can affect cost reduction and
Streamlining out-of-date and
increase productivity by
inefficient processes benefits all
ensuring the overall use of the
organizations. Process improvement
fleet is maximized. We can also
is vital.
reduce travel costs by utilizing video conferencing technology.
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Our Technology Expand use of technology to improve communication Expand online delivery training opportunities Evaluate operating systems Launch intranet Explore new recycling technology Upgrade accounting software Reduce carbon footprint through use of green technology Evaluate Management Information System (MIS) Reduce paper communication Explore expansion of in-depot video display system Retire antiquated technology Explore new noise reduction technology Examine expanding central procurement service Enhance existing customer education efforts
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Strategic Priorities
Our Sustainability
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Strategic Priorities Our Sustainability Contract Management
System Improvements
Contracts define the working
Diverse approaches, methodologies,
relationship between parties.
tools, and technologies will support
Successful business agreements
system improvements. We recognize
clearly define processes/procedures
that system improvements cause
necessary to manage implementation,
change and therefore require a
performance and termination. Our
responsive change-management
ethics will frame our contracts.
approach.
Financial Stewardship
Customer Service
Being a financial steward requires thoughtful, conscientious decisions, supported by data. We must always consider the how, why and impact of our decisions. We have been entrusted with this responsibility
As a customer-driven organization we must be responsive to their needs. While attracting new customers will be a priority, keeping our existing customers will be our first priority.
and approach it with great care.
New Ventures
Brand Conservation
Answering the question, “is this
We need to ask why and how we
idea relevant, contemporary,
align our goals to be set up for the
necessary, achievable and viable?�
future and help us grow into the next
will determine our pursuit of new
generation.
and expanded opportunities.
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Our Sustainability Evaluate services provided to SARC Members Expand service for community-based organizations and engage groups who are not SARC Members Explore opportunities to recycle new materials Evaluate non-legislated recycling, define solutions for problem materials Initiate a collaborative approach to marketing for non-legislated products Conduct depot expansion feasibility studies in designated communities Initiate framework for ‘green depot’ Investigate alternative funding models Evaluate Standard Operating Procedures (SOPs) Review our models of service (i.e. – hours, availability, accessibility, areas of service) Conduct process efficiency study Expand partnerships Improve marketing efforts to attract new customers Conduct communications, marketing, and brand audit
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Strategic Priorities
Our Culture
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Strategic Priorities Our Culture Unified
Diversified
When teams come together to
Diversity isn’t about meeting a
achieve a common purpose, they are
quota. It is about recognizing
greater than the sum of their parts.
and embracing the talents,
We recognize the value of a unified
perspectives, and experiences
SARC Membership, SARC Board and
of all people.
employees.
Inclusive We strive to be a welcoming organization where everyone is treated with respect and dignity and everyone feels valued.
Customer Focused Employee satisfaction directly impacts customer experience. Employees that feel valued, respected, well–equipped to do their job and enjoy coming to work provide exceptional customer service.
Committed to Excellence Commitment to excellence is a contagious attitude. We endeavor to be the best, be totally committed and achieve the highest standards. Excellence is our refusal to adopt a sloppy, halfhearted, "near enough is good enough" perspective.
Professional Professionalism is not about a position title. It happens at every
level of our organization. We define it as being trustworthy, respectful, competent, empathetic, courteous, dependable, cooperative and acting with integrity.
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Our Culture Target strategies to advance the image and value of community-based organizations Formally establish a diversity and inclusion policy Develop workplace strategies to encourage fun and connectivity Acknowledge champions of our values and core principles Proactively respond to change and initiate opportunities for affected parties to strategize Improve internal and external communication efforts Revitalize employee, SARC Board and SARC Member engagement strategies Invigorate employee recognition initiatives Enhance customer service training Expand efforts targeted to improve customer experience Develop employees to speak confidently as public ambassadors Boost efforts aimed at organizational and culture development Evaluate awards programs Conduct respectful language audit Encourage cohesion and collaboration amongst SARC Members and within SARC/SARCAN Recycling Strengthen image as a one of Saskatchewan’s Top Employers
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Evaluation Leads to Informed Decisions Over the next four years, we will be assessing whether existing projects, initiative, tools, equipment and strategies have achieved their intended goals. Once we understand how and why the project has achieved its intended purpose, or why it may not have done so, we can adjust our course. We will convert what we learn into how we build on or improve; and occasionally, retire existing practices. We will celebrate our successes and cultivate the ground that supports our achievements. We will also foster an environment that motivates people to learn from things that have not worked. Evaluation is not about finding out everything, but about finding the things that matter.
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To view an electronic version of the SARC Strategic Plan, please visit our website: www.sarcsarcan.ca Facebook
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With 2020 Vision
WE SEE GREAT THINGS