2021-2025 SARC Strategic Plan: Stay the Course

SARC

STRATEGIC PLAN STAY THE COURSE

www.sarcsarcan.ca www.sarcan.ca

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TABLE OF CONTENTS

03

10

Overview

Strategy Map

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11

Planning Path

The Last Decade

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13

Guiding Framework

Priority One - Risk Stewardship

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14

Vision, Mission & Mandates

Priority Two - Enhancing the Customer, Membership, and Employee Experience

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17

Motivators

Priority Three - Growth and Innovation

08

18

SARCAN Customer Influences

Priority Four - Operational Excellence

09 Membership Association Influences

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S TRATEG Y OV ERV I EW This Strategic Plan sets out the principles, priorities and pathway that will guide our thinking, decisions and actions over the next four years. This Plan was developed over the course of many months by a team consisting of SARC's Board of Directors, Executive Director and Division Directors. It was further enhanced through contributions provided by employees at all levels throughout SARC's divisions and departments.

The previous Strategic Plan, SARC’s 2020 Vision, produced exceptional results. It accelerated and put in motion dozens of initiatives that transformed the way we worked. SARC’s 2020 Vision identified our top four priority areas and invested time, energy and resources in our People, our Technology, our Sustainability and our Culture. This next Plan, titled “Stay the Course”, builds upon the strategic goals of the prior Plan and is focused on maintaining and improving what we have built. This Plan also acknowledges when past practices, methodologies, tools or equipment need to be retired.

While the Plan sets out four pillars that will support our work, it also contains sixty Areas of Focus. Each Area of Focus will have a corresponding work plan that outlines the outcomes we seek to achieve and the actions required to accomplish the initiative. Performance will be measured using a number of different measurement tools and systems and will be reported back to the Board on a regular basis. SARC will also provide a high-level overview to the Membership on an annual basis.

AMY MCNEIL Executive Director SARC

This Plan lays out a number of exciting and innovative initiatives, while remaining steadfast to our commitment to upholding the work that has already been done. We will use this plan as our compass and anchor our actions to it to keep from heading off course.

The next four years will not be easy; in fact we will most likely face complexities that we have never experienced before. The year 2020 and the challenges it brought, propelled the organization forward in ways we had not expected. The swift arrival of the pandemic required our teams to pivot and adapt without the thought of failure the very definition of Stay the Course.

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STRATEGIC PL ANNING PATH This plan was developed by using a blend of traditional strategic planning methods and a modern strengths-based approach.

Appreciative Inquiry

The Voyage

A vital component of the approach taken was peer interviews. Board Members and employees from all areas of SARC engaged in personal interviews and answered questions aimed at seeking out the best of our people, the organization and the environment we operate within.

On August 27th, 2020, the SARC Board and Senior Management Team participated in a nautical-themed planning day. Individuals spent the day exploring the environment we operate in, the work we do, the values that guide us and what success looks like.

We took the time to:

Key Motivators

• • • •

Appreciate the best of what is Imagine what could be Determine what should be; and Create the plan of what will be

Realize, Renew, Replicate, Retire Groups reflected upon our past, reviewed our current initatives, and imagined our path in future.

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Board members and employees from all areas of SARC used a strengths-based approach to determine intrinsic and extrinsic key motivators.

GUIDING FRAMEWORK What drives us to create positive change and implement effective action.

Vision, Mission, and Mandates What we want to achieve and how we plan to accomplish it

Priorities The high-level themes that guide our actions

Targets and Performance Indicators

Values & Motivators These are the principles that unite us and guide principles and values the leaders will follow in carrying out the activities of the organization

Strategic Objectives and Areas of Focus Where we plan to focus our energy

How we will know if we are successful

Actions Actions we will take to meet our objectives

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OUR VISION

DIVISION M ANDATES

Persons of all abilities reaching their potential and enjoying full citizenship.

SARCAN

OUR MISSION To provide vision, leadership, and support through advocacy, education, and the development of personal and employment opportunities.

To be a leader in sustainable recycling, environmental protection, and opportunities for people of all abilities.

FINANCE To provide financial and administrative services in support of SARC’s services and SARCAN Recycling.

MEMBER SERVICES To provide leadership for the sector and support community-based organizations through training, consulting, and services.

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MOTIVATORS The energizing factors that give life and meaning to SARC. Our work has meaning and positively impacts people and the planet.

Our energy and passion for the work we do, raises the bar of performance, elevates results, and makes hard work fun.

Diversity and inclusion is about making a great place to work for all people.

We value the distinctive perspective and experience that everyone brings.

Our organization is unique and like no other. It is the incomparable nature of our work that keeps things from ever getting boring.

We get things done.

Procrastination or stagnancy is not an option.

Everywhere you look, you see the personality of the organization. We are creative, original, and fun-loving, while being accountable, professional, and results-driven.

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Saskatchewan residents consider a number of factors when deciding how and where to recycle.

SARCAN CUSTOMERS

Understanding what is important to our customers and what impacts their decisions, is a critical step in setting SARCAN's path for the future.

Influencing Factors

OU R CU S TO MERS H AVE CH O ICE S

THE Y WANT CONVENI EN CE

Why should I choose to recycle with SARCAN?

Is it easy to recycle with SARCAN?

SASK RESIDENTS ARE CO N SCIEN IOU S RECYCLERS What are the environmental, social, and economic benefits?

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COVID-19 IMPACT ED HO W PEOPLE RE C YC LE Did my recycling habits change due to Covid-19?

MEMBERSHIP ASSO CI ATION Influencing Factors

OUR MEMBERS HAVE CHOICES

THEY WANT CONVENIENCE

THEY EXPERIENCE CONSTRAINTS

Where should our organization purchase or access training, resources, or services?

Are services easy and convient to access?

Member engagement and Volunteerism is changing and the demands on Members' time is increasing.

COVID-19 BROADLY IMPACTED THE DISABILITY SECTOR Members have experienced a loss of revenue, disruption of services, unprecedented human resource challenges, and a reduction of volunteers/support.

They have also felt the strain of mental health and financial pressures and have had to reprioritize their use of time and resources.

As a membership association that provides an array of services and supports, SARC Members are our valued customers.

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STRATEGY M AP

ST R AT E G I C O B J ECT I V ES

PRI O RITI ES

Vision, Mission, and Mandates

Risk Stewardship

Risk management is an integral part of all areas of operations.

SARC identifies, analyzes, and takes appropriate risk mitigation actions for all initiatives.

Enhancing the Customer, Member, and Employee Experience

A positive, personal experience is crucial to our success.

SARC implements stategies aimed at enhancing peoples’ experiences, fostering relationships, and creating loyalty.

Growth and Innovation

Operational Excellence

Change and transformations are necessary for businesses to survive.

Process improvements increase the efficiency and the efficacy of our systems.

SARC integrates systems, equipment, processes, products, and services to remain efficient, effective, and relevant.

SARC incorporates processes in areas where improvements need to be made.

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OUR STRATEGIC PATH OVER THE LAST DECADE

2 0 16 - 20 2 0 OUR 20 / 20 V IS I O N

T IMIN G T H E RELEA SE AN D APPROVA L O F T H IS PL AN Due to the uncertainty and instability created by the COVID-19 pandemic, the approval of the plan was slightly delayed. Instead of being approved in August 2020, the SARC Board approved it in December of 2020, with an effective date of January 2021.

WHERE WE'RE HEADED

K EY TH EM ES Our People Our Technology Our Sustainability Our Culture

2016 2020

2021 2025 2021-2025 S TAY THE CO URSE KE Y THE MES

2 01 2 - 2 0 1 6 T H E NEXT C H AP T ER

Risk Stewardship Enhancing the Customer, Member, and Employee Experience Growth and Innovation Operational Excellence

2012 2016

KE Y T HEMES Organizational Performance Organizational Profile Service Enhancements Building on Success

2009 2012

2009 - 2012 S TREN G TH EN I NG O UR FO UN DAT I ON KEY TH EMES

WHERE WE STARTED

Governance and Membership Review Service Improvements Internal Realignment Positioning for the Future SARC STRATEGIC PLAN - 2021-2025 - 11

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STRATEGIC PRIORITIES

01

Our planning efforts have identified four key priority areas that will move us forward.

RISK ST E WA RD SH I P Our organization operates in a complex environment and to be successful we need to understand the interdependent nature of opportunity and risk. Taking the right risks at the right time and understanding risk tolerance is an important component of our risk management strategy. We will be placing additional focus on assessing the quality of our risk management program and driving to resolve gaps in our risk mitigation processes.

We will enhance risk assessments to ensure adequate and responsive controls are in place and that such controls are properly executed.

We will be implementing processes that further reduce intolerable risks.

AREAS OF FOCUS ENHANCE FRAUD PREVENTION

UPGRADE SUPPLY INVENTORY MANAGEMENT SYSTEM

MIGRATE PAYMENT SYSTEM TOWARDS CASHLESS TRANSACTIONS

REVIEW GROUP PROGRAMS

ENHANCE RISK RELATED POLICIES AND TRAINING

CONVERT TO PAPERLESS REPORTING

EXPAND CYBER AND IT SECURITY

REVISE CRIMINAL CONSOLODATE MIGRATE TO CLOUD RECORD ASSET TO ACHIEVE REALSCREENING MANAGEMENT TIME DATA RECALL PROCESS TRACKING SYSTEM

UPGRADE LOGISTICS/ TRANSPORT TRACKING SYSTEM

CONSISTENT APPLICATION OF SARCAN STANDARD OPERATING PROCEDURES

UPDATE SUCCESSION PLANS

REVIEW RISK MITIGATION GOVERNANCE PROCESSES

EXPAND SCOPE AND CAPACITYSARCAN SYSTEM AUDITS

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STRATEGIC PRIORITIES Our planning efforts have identified four key priority areas that will move us forward.

E N H A NCI NG THE CUS TO ME R, ME MBE R, A ND E M P LOYE E E XPE RIE NC E

02

People and the experience we provide to them continues to be a top priority. SARCAN customers value convenience and COVID-19 has further demonstrated to us that they also want choices in how to recycle. SARC Members, and other nonprofit organizations that access our training or other services, also want options and are seeking a high quality return.

We compete for employees of all abilities and backgrounds. We remain committed to providing a respectful and positive workplace for all and want all employees to feel valued.

When our employees feel and perform their best each day, they in turn provide exceptional customer and Member service. This plan further focusses our efforts on improving the experience for people.

AREAS OF FOCUS UPHOLD, LEAD AND PROMOTE DIVERSITY AND INCLUSION

REFRESH RECRUITMENT AND RETENTION INITIATIVES (BOARDS, SECTOR, SARC/SARCAN) STRIVE FOR COMMUNICATIONS EXCELLENCE

ASSESS RECYCLING CONVENIENCE

LAUNCH SYSTEM-WIDE E-TRANSFER

SOLICIT INPUT FROM MEMBERSRE: SUPPORTS AND RESOURCES FOR BOARDS

PROMOTE THE VALUE OF NEW RECYCLING STREAMS -ONE STOP RECYCLING

EXPAND LEARNING CENTRAL RESOURCES AND TRAINING

INCREASE MEMBER ENGAGEMENT & MEMBER SATISFACTION

DEMONSTRATE LEADERSHIP IN EMPLOYEE PSYCHOLOGICAL HEALTH AND SAFETY

IMPROVE BUILDING & RECYCLING ACCESSIBILITY

INTRODUCE VIRTUAL CONSULTATION AS ALTERNATIVE TO IN PERSON

EXPAND SARCAN SUPERVISOR DEVELOPMENT TRAINING

EXPLORE NEW WAYS TO TELL 'OUR STORY' AND CELEBRATE ACHIEVEMENTS

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DEVELOP PROFICIENCY USING OFFICE 365

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STRATEGIC PRIORITIES

03 AREAS OF FOCUS

Our planning efforts have identified four key priority areas that will move us forward.

G R O W T H A ND I N N OVAT I O N For the purpose of this plan, growth and innovation mean introducing new or improved ideas, products, services or processes. Strategic, carefully planned growth and innovation improves our chances of longterm sustainability, reduces risks, improves the customer, member and employee experience, establishes new partnerships and relationships and increases efficiency and efficacy.

INTRODUCE EXPLORE CASHLESS ALTERNATIVES FOR PAYMENT OPTIONS BULK ORDERS AND (E.G. REVERSE DEBIT BOTTLE DRIVES CARD)

EVALUATE DEPOT LAYOUTS, IMPROVE FLOW, EFFICIENCY SAFETY, CUSTOMER AND EMPLOYEE EXPERIENCE

DEVELOP NEW APPROACH TO CAPTURE HR METRICS IN DISABILITY SECTOR

ANALYZE MEMBERSHIP ASSOCIATION TRENDS

FURTHER ENHANCE GREEN EFFORTS TO REDUCE CARBON FOOTPRINT (E.G. ELECTRIC VEHICLES AND FUEL ALTERNATIVES)

DEVELOP INDIGENOUS COMMUNITY PARTNERSHIP STRATEGIES (RECYLING AND DISABILITY SECTOR)

EXPLORE/ EXPAND GROUP PROGRAMS AND SHARED SERVICES AVAILABLE TO MEMBERS

STIMULATE STRATEGIC THOUGHT- WHAT'S OUR NEXT GREAT IDEA?

ANALYZE NEW CONVEYOR SYSTEMS

EXPLORE EXPANSION OPTIONS HOUSEHOLD GLASS THROUGH DEPOTS

ASSESS FEASIBILITY OF DROP & GO STAND ALONE DEPOT(S)

MONITOR/ADAPT/ COMPLY WITH CANADIAN ZERO PLASTIC WASTE STRATEGY

REVIEW/REVISE IT STRATEGY. EXPLORE/ EXPAND/ CONTINUE TO SEEK STRENGTHEN AND IMPLEMENT NATIONAL AND NEW, INNOVATIVE INTERNATIONAL AND EFFICIENT PARTNERSHIPS WAYS TO DO BUSINESS

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STRATEGIC PRIORITIES Our planning efforts have identified four key priority areas that will move us forward.

O PERAT ION A L E XCE LLEN C E To achieve Operational Excellence, the day-to-day processes we use need to be effective. Initiatives that fall within this priority will be focusing on improving these processes by taking a proactive approach of identifying, analyzing and improving upon existing procedures with the goal of achieving new standards of quality.

04

AREAS OF FOCUS MAXIMIZE COMPACTION EXPLORE NEW COMPACTION TECHNOLOGY

FORMALIZE INVESTIGATION TECHNIQUES/ PROCEDURES

IMPLEMENT MAINTENANCE MANAGEMENT SYSTEM

REVIEW ADVOCACY ROLE

ASSESS BOARD RECRUITMENT AND LIMITATIONS DUE TO BYLAWS

UPGRADE DROP & GO CUSTOMER INTERFACE

STREAMLINE DATA COLLECTION

REVISE DEMOGRAPHICS REPORTING AND SOCIAL VALUE MEASUREMENT TOOLS

REVIEW COUNT PROCEDURES AND ACCURANCYFRONT, BACK AND D&G

STRENGTHEN/ EXPAND EMERGENCY PREPAREDNESS POLICY, PROCEDURES, TOOLS

EXPLORE NEW THEFT FRAUD DETECTION EQUIPMENT

ASSESS/ UPDATE ALL HR, OPERATIONAL, GOVERNANCE POLICIES. MIGRATE TO CLOUD

STRENGETHEN PROCESSES AND TRAIN CLOUD-BASED DOCUMENTATION AND FILE MANAGEMENT

EXAMINE TRAVEL REQUIREMENTS & EVALUATE PHYSICAL OFFICE VS HOME OFFICE

INITIATE, ACHIEVE, & MAINTAIN ORGANIZATIONAL ACCREDITATION

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STAY THE

COURSE

SARC

111 Cardinal Crescent P : 306.933.0616 E : contact@sarcan.sk.ca W : www.sarcsarcan.ca 20 - SARC - STRATEGIC PLAN 2021-2025