2020 Vision: SARC's 2016-2020 Strategic Plan

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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