Vision, strategic challenges and associated goals

Who we are / Strategic plan / Vision, strategic challenges and associated goals

Once the SWOT analysis had been made and approved, the following working sessions were directed at defining the vision or strategic option, in line with the general vision and mission. Subsequently, in another workshop, the challenges and goals were defined and agreed.

Vision

To be a leader in community development.

A pro-active organisation:

  • That networks.
  • That generates and shares knowledge.
  • That seeks and proposes innovative alternative.

The creator and promoter of social capital for the inclusion of each and every person.

Strategic challenges

  1. Develop SARTU’s area of intervention.
  2. Contribute to the development of social intervention in the Basque Country.
  3. Strengthen the management and co-ordination structure and improvement of internal cohesion.
  4. Develop innovative actions, measures and programs in the field of social inclusion and community development.

The series of actions to be undertaken over the next 5 years are focussed on the implementation of the strategic challenges.

CHALLENGE 1. Develop SARTU’s area of intervention

    1. GOAL: To take the lead in the area of Insertion Companies in the Basque Country through the following actions:
      1. Promote the creation of a co-ordinating entity. Business associations.
      2. Establish the Insertion Company (IC) sector.
      3. Work towards communication – recognition with the Administration.
      4. Establish relations with the Locat Social Services.
      5. Work towards Recognition – Partnership with the Social Actors.
      6. Implement Equal II.
    2. GOAL: To develop the areas of social inclusion and community development in excluded areas and to work towards the social and economic revitalisation of degraded areas:
      1. Compile experience and knowledge and disseminate it through the Organisation.
      2. Identify zones and consider formulas for action.
      3. Use the (potential) resources available for community development.
      4. Use the resources available to seek a link with the local environment.
    3. GOAL: Improve the intervention instruments: Assistance – Guidance / Training – Employment:
      1. Incorporate the gender perspective
      2. Incorporate multi-culturism.
      3. Design for each and every person.

CHALLENGE 2: To contribute to the development of social intervention in the Basque Country

  • GOAL: To strengthen the third sector networks and assume the leadership of those networks that are closest to the mission and values of Sartu:
    1. Participate in all those territorial initiatives to strengthen the third sector.
    2. Lead those initiatives to strengthen the third sector that are closest to the mission and values of Sartu.
  • GOAL: To strengthen relations with the Public Administrations. By participating in the management of the programs and policies and in the establishment of medium – long term agreements for their implementation:
    1. Strategically plan the levels of intervention with the Admin.
    2. Work to reformulate the types of relations with the Administration (agreements, etc).
  • GOAL: To strengthen relations with the associations and groups of users (as actors implementing the social intervention) in which the users are participating. Closer relations with associations and groups of users. Propose programs to get to know an increased number of associations and groups:
    1. To open communications channels.
    2. To establish relations with associations through mutual understanding and to promote a rapprochement through joint projects.
    3. To look more deeply into participation methodologies.

CHALLENGE 3: To strengthen the management, co-ordination structures and the improvement of the internal cohesion of Sartu.

  • GOAL: To develop the Sartu management team:
    1. TO increase the presence of the directors at each office, who should be responsible for:
      • Ensuring that Sartu’s overall vision is maintained in the office: To ensure that people are familiar with the Sartu project (Philosophy and strategic plan) and that a consistent and co-ordinated stance is maintained with Sartu.
      • Ensuring that the office functions at its best. To do so, the director shall be resonsible for implementing a work plan for the office, for managing the material resources and for personnel management. All in line with Sartu’s overall idea.
      • Adequately managing the office’s external relations: with public institutions, the third sector, etc…
      • Ensuring the implementation of assessment and monitoring processes, for continuous improvement.
      • Promoting, strengthening and channelling any innovation processes and the management of proposals and new developments which may arise.
      • Maintaining a united team of staff.
    2. To appoint a Federation Manager to the Management Commission.
  • GOAL: To develop the instruments required to co-ordinate the structures: To combine two levels: Associations / corporate structure.
    1. To improve the present structure of Commissions and Work Groups..
  • GOAL: To consolidate the philosophy and instruments of cohesion within Sartu:
    1. To actively transmit the philosophy within the organisation (integrate it into the rectruitment procedures,…)
    2. To consolidate and effectively transmit the instruments of cohesion.
  • GOAL: To manage Sartu in line with continuous improvement principles and systems:
    1. 1.To maintain, strengthen, standardise and develop the continuous improvement process throughout the organisation.

CHALLENGE 4: To develop innovative actions, measures and programs in the area of social inclusion and community development

  • GOAL: To prepare an Innovation Plan:
    1. To appoint a person responsible for the plan.
    2. To establish a system for compiling current knowledge and defining dissemination instruments.
    3. To plan new projects.

Associated goals

  1. To lead the area of Insertion Companies in the Basque Country.
  2. To develop the areas of social inclusion and community development in excluded areas and to
  3. To improve the intervention instruments: Assistance – Guidance / Training – Employment.
  4. To strengthen the third sector networks and assume the leadership of those networks that are closest to the mission and values of Sartu.
  5. To strengthen relations with the Public Administrations. By participating in the management of the programs and policies and in the establishment of medium – long term agreements for their implementation.
  6. To strengthen relations with the associations and groups of users (as actors implementing the social intervention)
  7. To develop the Sartu management team.
  8. To develop the instruments required to co-ordinate the structures: To combine two levels: Associations / corporate structure.
  9. To consolidate the philosophy and instruments of cohesion within Sartu (training, team work, internal promotion, participation, equal opportunities)
  10. To manage Sartu in line with continuous improvement principles and systems.
  11. To prepare an Innovation Plan.
  12. To generate the motivation required to develop innovation. Knowledge transfer

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