Organizational Capacity ‘Enablers’
- A core part of our strategic plan, is continued investment in improving the efficiency and effectiveness of our organizational operations and core capacity. With 500 staff and 11 service delivery locations, an organization of our breadth and scope must have a sophisticated and comprehensive infrastructure to support client service delivery.
- We developed and launched new real estate, marketing, and communications strategies, including introducing a striking new logo and visual brand ‘Welcoming Newcomers’. Our People, Culture, & Inclusion (formerly HR) team supported the recruitment of over 100 new staff as we expanded services and developed a completely new compensation framework and process to ensure we are competitive in attracting and retaining the best talent.
- We introduced improved finance and IT systems to keep up with our responsibilities as stewards of public funds and our clients’ private and confidential information. With increased demands for digital service delivery, we invested in the back-end infrastructure to build this with safety and security.
- Our volunteer Board of Directors reviewed and revised their own governance policies and practices to further strengthen their strategic oversight and leadership of the Society.
Social Justice ‘Anchors’
Our Strategic Plan is designed to ensure we integrate principles of DEI (diversity, equity, and inclusion) and Truth and Reconciliation into all our activities and practices. Over the last year we undertook two significant strategy exercises to support this: the development of a comprehensive Truth and Reconciliation strategy (launched shortly after the end of the year), and a full DEI organizational assessment, examining both our strengths and weaknesses. Over 300 staff provided input that will lead to a multi-year DEI strategy.