Strategic Plan 2023-2028

About Our Strategic Plan

• Our plan tells us where we are going, so we know where to prioritize our efforts.
• It is the result of several consultations with all SCS-related parties.
• Our plan has been prepared with consideration given to the Ontario government’s Journey to Belonging initiative and the changes it will bring to developmental services in mind.
• With our plan, we want to serve more clients in a timelier manner and have access to a greater range of services.
• Our plan will help SCS remain a leader in the field in a changing landscape.

Key Priorities

Our Strategic Plan 2023-2028 calls for SCS to focus its efforts over a five-year period on the following three key priorities:

• Key Priority 1: Elevate Client Experience
  Exceptional client-centric journey for both individuals and families.

• Key Priority 2: Cultivate a Workplace of Choice
  Nurture an environment that equips staff to provide exemplary support to individuals and families.

• Key Priority 3: Become a Regional Pioneer in the Journey to Individualized Funding
  Become a regional pioneer in a transformed developmental services sector.

Key Priority 1: Clients

Creation of an exceptional, client-centric journey for both individuals and families

• Enhance the capabilities of our online platforms to better serve our clients
• Harness data for improving service quality and client experience while respecting privacy
• Curtail service waitlists while introducing interim support mechanisms
• Optimize processes across all service domains (aided by technology where relevant and feasible)
• Synergize with MCCSS and community partners for effective service recipient placements
• Heighten client engagement through effective feedback channels
• Update our methods to better understand the objectives of the individuals and families we support

Key Priority 2: Employees

Our employees are fully equipped to support our clients

• Formulating a comprehensive succession plan for key roles
• Fostering an organizational ethos conducive to superior service provision
• Propagating a shared value proposition within SCS
• Deeply integrating Diversity, Equity, Inclusion, and Belonging as intrinsic to our identity and culture
• Delineating clear expectations and growth paths for leadership role
• Sustaining competitive compensation aided by a robust performance management framework
• Promote a culture of operational excellence and engage the entire staff in working toward a highly efficient workplace

Key Priority 3: Journey to Belonging

By following this carefully thought-out vision, our clients and employees have the best possible chance of success

• Refining our understanding of the unique needs, desires, and capabilities of the individuals and families we support
• Positioning ourselves as strategic leaders in catalyzing enhanced service availability in the broader Ottawa region
• Researching case management models in other regions to enhance our own services
• Facilitating collaboration that empowers others to seize opportunities presented by the evolving landscape and explain the changing landscape to our clients
• Build awareness and trust with our customers
• Position SCS as the strategic innovation leader in supporting greater availability of services in the greater Ottawa region