ACTION PLAN

Transcription

1

2 The SADC Côte-Nord Framework for Action 1 2 Main objectives of the framework for action 1 Support services for businesses Collective issues Regional strategic planning Diagnosis of the SADC Côte-Nord Summary of the areas surveyed and needs identified: Services: Improve our technical support services for SMEs (e.g. advice, workshops) Products: Offer funding adapted to the territory's needs (e.g. emerging entrepreneurs and stakeholders) Partnerships: Expand and consolidate our business network Market: Keep current (e.g. market studies, information watch) to better harmonize our actions Organization: Structure the organization and build its knowledge and skills base (e.g. procedures, competencies, governance) Our 5 priority areas for development 2 The tourism industry The fishing industry The biofood industry Entrepreneurship awareness Aboriginal and English-speaking communities A few statistics about our SADC Regular Investment Fund (period of 13 years) $5.5M in loans $1.7M in assets 147 loans funded 148 jobs created/maintained since % reimbursement rate (7.8% in losses) Youth Investment Fund (period of 14 years) $1.1M in loans $325K in assets 99 loans funded 137 jobs created/maintained since % reimbursement rate (2.7% in losses) 1 The five-year strategic development plan ( ) submitted by the SADC Côte-Nord to the Economic Development Agency of Canada (C). 2 Ibid. Page 2 of 8

3 Target #1: Foster the development of entrepreneurship Our 5 Targets Actions for Contribute to the creation and consolidation of businesses on the North Shore o Offer financial support services adapted to the specific needs of our territory o Promote the SADC's investment funds and assistance programs among entrepreneurs, promoters and partners on our territory Target #2: Work towards ensuring the future of our businesses Develop the knowledge and competencies of managers and entrepreneurs o Offer technical support that is adapted to the needs of our clientele o Increase entrepreneur awareness regarding the integration of new information and communications technologies o Increase entrepreneur awareness regarding the benefits of adopting a sustainable development approach Target #3: Support the socio-economic development of our communities Play a role in the efforts to take charge of the local economy o Contribute to the consensus-building and development efforts designed to foster local and regional socio-economic development o Offer our funding and local development services equitably among all North Shore communities Target #4: Consolidate the SADC's expertise and know-how Broaden the team's knowledge on the state of our economy o Build on our knowledge of the economic market o Consolidate our know-how in our 5 priority areas for development and our areas of expertise Target #5: Develop the SADC's organizational structure Develop the organization's structure, tools and knowledge and skills base o Continue efforts to keep the organizational structure and the team's competencies up to date o Provide support to the members on the Board of Directors Page 3 of 8

4 Target #1. Foster the development of entrepreneurship on the North Shore Objective: Contribute to the creation and consolidation of businesses on the North Shore Offer financial support services adapted to the specific needs of our territory Promote the SADC's investment funds and assistance programs among entrepreneurs, promoters and partners on our territory Offer our financial assistance programs to businesses Support funding projects with levels of risk that vary between high and low Encourage business start-ups and acquisitions involving youth people Support emerging entrepreneurs (priority need) Build our portfolio of funding products by adding loans offered by our partners Produce a map of SMEs on our territory in order to know and better target their funding needs Develop and implement a business development plan geared towards target populations Develop and implement a communications plan detailing the strategies identified with the Executive Director () Business Development Officers () Projects funded through the Investment Fund (including Contract Credit and Store Renovation projects): 12 Loan agreements concluded that involve funding partners (e.g. BDC): 75% of projects funded Projects funded as a direct result of outreach: 3 A risk matrix designed to reflect the funding strategy submitted by the BDO is used Projects funded through the Youth Strategy Fund: 3 The SADC program for emerging entrepreneurs (Programme Relève SADC ) is launched - A new loan is offered (Prêt Relève) targeting SME successors - An information workshop is offered to SME successors and parting owners - An agreement is made with the Sept-Rivière mentorship cell to recruit mentors exclusively for clients of the SADC's program for emerging entrepreneurs The BDC's new ICT Loan is included in the offer The new Coop loan (Prêt Coop) offered by Alliance Coop (Réseau des SADC, MEF, Desjardins Venture Capital, BDC, FTQ, FCQ) is included in the offer A list of SMEs by RCM, activity sector, level of maturity and development opportunity is created A list of target SMEs is created and eventually included in the business development plan Efforts are made to reach out to 8 SADC client SMEs and 8 SMEs that are not SADC clients Our business relations with our regular partners (e.g. BDC, CLD, Femmessor, CFE) are consolidated through at least 2 courtesy meetings per partner Efforts are made to reach out to 5 new targeted funding/technical partners: financial institutions, accounting offices, etc. (equitably spread out over our 3 RCMs) Three (3) campaigns to promote our services to our target clientele are deployed Quarterly analyses are conducted to determine the effectiveness of the communications plan The SADC's visibility is promoted through its participation in 7 activities The objectives in the communications plan are met Page 4 of 8

5 Target #2. Work towards ensuring the future of our businesses Objective: Develop the knowledge and competencies of managers and entrepreneurs Develop effective, ad hoc intervention plans and work tools (e.g. according to activity sector or level of risk) Involvement is planned according to the type of technical support requested A statistics registry for technical support is kept Periodic reports are made to the regarding the characteristics of client requests Offer technical support that is adapted to the needs of our clientele Ensure a warm welcome, personalized advice and timely follow-up for business project promoters, including those who are not making funding requests Meetings are held between clients and Business Development Officers and there is an equitable distribution of files, according to the expertise of each Business Development Officer (e.g. emerging entrepreneurs vs. special initiatives) The highest quality of customer service is offered to all the promoters who request SADC assistance A tool to analyze client satisfaction is integrated into SADC services Offer a professional, adapted advisory and accompaniment service New HRM tools (BDC) are promoted The usual management tools are provided to businesses A workshop is held on computerized bookkeeping (7 to 10 businesses) Increase entrepreneur awareness regarding the integration of new information and communications technologies (ICTs) Provide managers with information and an initiation to using the Internet, launching company websites and conducting business online An informational workshop on new ICTs is held (7 to 10 businesses) in collaboration with a partner organization that is an expert in the field Increase entrepreneur awareness regarding the benefits of adopting a sustainable development approach Develop a workshop on the sustainable development approach for SMEs (SD-SME) A workshop to build SD-SME awareness is held (7 to 10 businesses) in collaboration with a partner organization that is an expert in the field Page 5 of 8

6 Target #3. Support the socio-economic development of our communities Objective: Play a role in the efforts to take charge of the local economy Provide technical and financial support to local and regional strategic development initiatives Local development projects funded in each RCM: 3 Initiatives associated with our 5 priority areas for development are funded Contribute to the consensus-building and development efforts designed to foster local and regional socio-economic development Participate and collaborate in the various consensus-building activities hosted by government bodies and development partners Host meetings for purposes of consensusbuilding and planning with our different partners, for the benefit of the territory's socioeconomic development The SADC's participation in different strategic organizations (e.g. Table Côte-Nord Économique, WOW cruise committee, tourism advisory committee [CRÉ / ATRM], Sept- Rivières entrepreneurship committee, Sept-Rivières mentorship committee, the Lower North Shore socio-economic committee) is consolidated Meetings, gatherings, online or telephone conferences and regional meetings are held with our partners: Meetings for the SADC network's Standing Committee: 3 Consultations between the C/SADC: 2 Meetings between local partners (CLD, CLE, CJE): 6 Offer our funding and local development services equitably among all North Shore communities Create and stick to a schedule, in keeping with our availabilities and weather permitting, to visit the villages on our territory Fulfill our obligations with respect to official languages Economic stakeholders and project promoters in the communities are visited (tours): Sept-Rivières: 2 Minganie: 2 Lower North Shore: 2 All our public and official written communications, including our website, are translated Our annual report and action plan are translated and published online Our advertisements that target the Lower North Shore are presented in both official languages in the Lower North Shore newspaper The bilingual character of our services is highlighted by the signage in our office Page 6 of 8

7 Target #4. Consolidate the SADC Côte-Nord's expertise and know-how Objective: Broaden the team's knowledge on the state of our economy Keep the SADC Côte-Nord's information watch up to date The content of the watch is updated on a weekly basis and made available to the members of the team and our BOD through a secured page on our website Build on our knowledge of the economic market Complete macro- and micro-economic studies in order to inform the organization's strategies Participate in regional development activities Analyses conducted on the state and trends of the local and regional economic markets: 2 Meetings (gatherings, online/telephone conferences) are held with our partners: Meetings for the SADC network's Standing Committee: 3 Consultations between the C/SADC: 2 Meetings between local and regional partners (CLD, CJE, Femmessor): 6 Consolidate our know-how in our 5 priority areas for development and our areas of expertise Participate in knowledge-building activities associated with the following areas: emerging entrepreneurs, tourism, the fisheries, biofood, entrepreneurship awareness and Aboriginal/English-speaking communities Each team member involved in this action participates in 4 training activities: conferences, symposiums, workshops, webinars, etc. Page 7 of 8

8 Target #5. Develop the SADC Côte-Nord's organizational structure Objective: Develop the organization's structure, tools and knowledge and skills base Apply the knowledge acquired during the SADC's 2012 organizational diagnosis to the organization of work Adapted products, services and business development strategies are developed and implemented (e.g. program for emerging entrepreneurs, market studies, partnerships) Continue efforts to keep the organizational structure and the team's competencies up to date Implement a consultative style of human resources management that is adapted to the work team Create a body of the organization's know-how that includes procedures for key tasks included in the scope of each position Continue efforts to update the competencies included in the scope of each service and area of expertise The team The team The process for updating the responsibilities included in the scope of each service is finalized and implemented New employees are integrated into the team, receive training and support and are evaluated according to the characteristics of each position and the organization's vision An individual development plan (a series of activities designed to help an employee grow and thrive while providing the organization with the necessary competencies) is created for all employees, in close collaboration with each individual The team is consulted regarding the content of the annual Action Plan Two (2) teambuilding activities are organized and proposed to the team (e.g. participation of the SADC team in the 2013 Mamu Marathon in Sept-Îles) Each employee creates 3 work procedures that fall under the work description of each position Employees participate, as needed, in technical competency development activities associated with our regular activities (e.g. lending field, financial analysis, advisory services, business management, communications and marketing, HR management, customer service, bookkeeping) Technical training and professional development is provided as needed and in keeping with the SADC's areas of expertise: emerging entrepreneurs, information technologies, our 5 priority areas for development (e.g. workshops, special shows, and the stakeholders dinners) Provide support to the members on the Board of Directors (BOD) Equip the members of the BOD and foster their professional development in keeping with best practices in the area of governance for non-profit organizations Board of Directors (BOD) Training on the role of BOD members is offered (e.g. Marco Baron conference) Internal policies and general regulations are updated Members are provided with opportunities to plan for the strategic positioning of the organization (e.g. BOD's annual strategic retreat) Page 8 of 8