To lead and support the restoration, preservation and improvement of the total environment.
Strategic Plan
2009 - 2012
(3 Years)
Prepared by: John Phillips Executive Director KESAB environmental solutions Adopted by KESAB Board 23/6/2009 Reviewed and updated
CONTENTS
CONTENTS Page 2
MISSION OBJECTIVES
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KESAB OVERVIEW
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KESAB STRUCTURE Governance The Constitution Board of Management Staff Infrastructure Finance CHALLENGES STRATEGIC PLAN KEY STRATEGIC GOALS Goal 1. Programs and Initiatives 1.1 Research 1.2 Schools & Community Education 1.3 Local Government Education Initiatives 1.4 Business Initiatives 1.5 Community Engagement & Action 1.6 Climate Change Goal 2. Partnerships and Stakeholders 2.1 Existing Partnerships & Stakeholders 2.2 New Partnerships and Stakeholders Goal 3. Government Interface 2.1 Principle of collaboration 2.2 Service Delivery Agreements Goal 4. Finance, Capacity Building & Governance 4.1 Financial Management & Control 4.2 Governance and Policy 4.3 Risk Management & Succession Planning Goal 5. Communication and Marketing 5.1 Communications 5.2 Marketing
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KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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MISSION
(Adopted 23/6/2009)
To lead and support the restoration, preservation and improvement of the total environment.
OBJECTIVES
(Adopted 23/6/2009)
• To inspire, influence and advocate for environmental sustainability • To provide support through education, innovation, engagement and research • To deliver effective partnerships and programs ensuring mutually beneficial environmental outcomes
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
3
KESAB OVERVIEW
Keep South Australia Beautiful (KESAB) Incorporated as a community Association in 1966. Founding Members of KESAB were Adelaide Junior Chamber of Commerce (Jaycees), RAA, The Advertiser, SA Brewing Co, ACI Glass Packaging, and Holden Ltd (GMH). The purpose of KESAB was to engage community increasing awareness about the impacts of litter pollution through poor waste disposal behaviour and an emerging “throw away” society. KESAB played a pivotal role in founding the Keep Australia Beautiful National Association (1972). Litter awareness was raised through innovative media driven campaigns and clean up action via public events and school education. KESAB was the first NGO environmental group to deliver campaigns via radio and television using high profile media stars and free to air time. Within a decade KESAB programs embraced litter issues related to health, tourism, road safety, marine debris, recreational activities and public place infrastructure. Programs responded to broader environmental issues including waste minimisation, recycling, resource recovery, water conservation, catchment water pollution, habitat protection, re-vegetation, and recognising and embracing cultural and heritage by communities. KESAB established a position and reputation through expertise and skills in collaborative partnerships delivering litter, waste and resource recovery education programs and undertaking research including litter stream and waste audits building a data and knowledge base. The scope of environmental sustainability education services that has evolved over four decades embrace contemporary and emerging issues focusing on community engagement and capacity building being integrated into all KESAB programs. KESAB has the unique ability to work in collaboration with Federal, State and local governments and industry. Quality outcomes are achieved embracing regulative framework and engagement of the broad community delivering on-ground action. KESAB services the total South Australian community through partnerships initiated with key stakeholders seeking to influence and encourage best practice environmental outcomes. Programs adhere to the guiding principles of environmental sustainability, social equity, and economic balance based on community ownership, participation and personal action. In year 2000 Keep South Australia Beautiful re-positioned branding by adopting a new logo and stronger “environmental solutions” statement shedding the “just litter” perception. This change emphasised organisational response to emerging environmental and sustainability issues embracing waste, water, energy and bio diversity impacting on community. KESAB environmental solutions work collaboratively in and around the numerous dynamics impacting on communities with outcomes demonstrating measurable difference. The 2009 - 2012 Strategic Plan provides a template to guide KESAB environmental solutions through a period of change and challenge, embracing stakeholders and the community to actively contribute towards future environmental sustainability.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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KESAB STRUCTURE
KESAB is an Incorporated (1966) not for profit association. The KESAB Constitution (amended AGM 2005) provides the rules and regulations meeting association statutory and legal requirements guiding management and governance.
Governance KESAB Board adopted a Governance Statement in 2002. The Board is responsible for the overall corporate governance of KESAB including setting its strategic direction, establishing goals, and monitoring the achievement of those goals with a view to optimising overall performance and maximising value to partners and stakeholders within a framework of appropriate risk assessment and management.
The Constitution Under the regulations of the SA Associations Incorporation Act (1985) KESAB is required to adopt a Constitution providing the rules, regulations and by-laws as guiding principles of operation (Articles of Association). From time to time Members revisit and review the Constitution reflecting changing needs ensuring the body is an effective organisation operating to standards and within the law.
Board of Management KESAB Board consists of 10 persons, (9 elected, 1 appointed by the Minister). Board is elected by financial Members of KESAB and serve a two year term. Members can be re-elected for additional terms. Staff are not Members of KESAB. The Board meet regularly to receive reports and financial accounts, determine policy and other business and related matters. The Board Executive Committee (Chair, Vice Chair, Treasurer, Member) may be called upon from time to time to deliberate matters of special circumstance. The Board is responsible for governance and approval of annual budgets, major projects, and high level business decisions in collaboration with the Executive Director Board Members do not participate in day to day management but provide a set of skills and expertise supporting KESAB operations. The Chair of KESAB is automatically appointed as a Board Member of the Keep Australia Beautiful National Association.
Staff The Executive Director (ED) is responsible for the day to day operations of KESAB. The ED is responsible for the staff, financial management, regulatory requirements, government relations, business and community liaison, promotional, public relations and media statements. The ED prepares written reports and meets with the Board regularly. The ED prepares and oversees an Annual Report and independently Audited Statement of Financial Accounts and other matters required under the terms of the Constitution or State law and regulatory requirements. Skilled and trained staff are employed by KESAB under the direction of the ED within terms and conditions of contract or service delivery agreements.
KESAB environmental solutions Strategic Plan 2009 – 2012 Adopted June 2009
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Infrastructure KESAB owns freehold property located at Grange Road Flinders Park. SA The building houses a team of project officers supported by meeting and Board Room and warehouse for resources and equipment storage. A secure car park is located at the rear of the building. Project officers have access to individual workstations serviced by a regularly updated computer network and IT support, photo copier, printers, fax, mobile phones and other project enhancement equipment. A fleet of 6 vehicles supports project management. Staff training and special resources are provided supporting project management and service delivery.
Finance KESAB financial performance is dependant on a mix of corporate and government income streams through project and service agreements to deliver programs and education initiatives meeting mutual objectives. Income embraces membership, sponsorships, partnerships, grants, service agreements and product sales. Funding levels are subject to service and program delivery aligned with emerging community and environmental issues and is subject variables and other impacts. Capability and capacity ensures significant value add through a strong community network. A multiplier effect shows over 700 000 community hours are generated each year valued at $25 million towards environmental improvement and sustainability. The ED negotiates funding in collaboration with key network supporters and partners. Environmental issues and opportunities both in a political and corporate stewardship perspective are subject to continual change impacting on ability to attract consistent dollars. The misperception that NGO’s can perform on less than “normal” business is not realistic. KESAB identifies with the need to work smarter and more cost efficiently. The Strategic Plan target is to ensure program operating and administrative costs are fully recovered at a minimum.
Year Income ‘000s Net assets 000’s 2008 $1 517 $ 778 2005 $1 477 $ 653 2000 $944 $593 1995 $643 $616 1990 $492 $864
Partnerships and new business development are increasingly contributing to the annual income mix to ensure improved and diverse income streams are sustained. The KESAB annual budget process is increasingly focused to ensure programs are cost neutral and evaluated for performance and “worth”. Finance management is entering a new transition period embracing change in KESAB management and staff, stakeholder and community culture.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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CHALLENGES
KESAB programs historically have been a mix of recurrent, short term and one off initiatives targeting specific community sectors and environmental issues. This will not change as one of our strengths is having the ability to readily respond to community demands and issues. Strong focus is directed to “hands on” contemporary and innovative approaches to education programs and campaigns working with a range of partners and stakeholders. Outcomes seek to change attitude and behaviour and improve environmental sustainability through engagement, education, awareness and personal action. Research is an important element of service delivery underpinning development, understanding and building stronger and more relevant programs in partnership with stakeholders. Income and funding is a challenge and KESAB is constantly seeking new funding partners. This Strategic Plan KESAB focuses on core business encouraging new opportunities and flexibility, without impacting on capacity to deliver. This requires balance ensuring we do not run too lean and fail to deliver, nor over step and fail to achieve outcomes. Measurement and evaluation techniques need to improve. Demand on KESAB comes from many sectors seeking to soak up our knowledge and expertise and in recent years we have successfully implemented a “price to engage”. This approach will continue to evolve as fee for service underpins program delivery and skills cost recovery. Communication techniques, marketing and brand strengthening will be reviewed to initiate improved strategies to engage and deliver. At times KESAB operates beyond the South Australian border and engages government, commerce and industry in the broader delivery of environmental education. This ensures continuous improvement, relevance and credible positioning of KESAB. External issues impacting on KESAB business and program delivery include political points of difference with interstate business stakeholders, limited corporate decision makers in SA, and scale of economy in South Australia reducing capacity to attract recurrent local funding. KESAB is a Member of the Keep Australia Beautiful National Association and we take a leadership role engaging KABNA to ensure balance and best outcomes for respective stakeholders. From time to time there is unavoidable conflict. Government policies and strategies, combined with agency funding arrangements require special management skills and often facilitate delivery of education initiatives supporting respective governments underpinning common environmental objectives. KESAB staff are employed on contractual terms linked to program funding. Contracts are usually 12 monthly. Tenure of funding and flexibility required sometimes impacts on staff performance, program flow and ability to build business capacity. The challenge for KESAB is to convert capability through stronger dollar value ensuring capacity is maximised through cost recovery, at the same not displacing the community or our objectives.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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STRATEGIC PLAN
KESAB environmental solutions plays a key role in educating the total South Australian community in environmental sustainability by encouraging action and behavioural change. Outcomes are achieved through collaborative environmental improvement programs and measured by level of community engagement and reach of resources. The Strategic Plan 2009 – 2012 reflects the change facing KESAB as we move into a period which will be dynamic and demanding on the community and the environment. KESAB Mission shows leadership in education initiatives and engagement as key catalysts required to influence community and embrace the next generation. Success of KESAB is measured by the ability to attract project income, maintain current, and build new partnerships, implement relevant environmental programs, and ensure service delivery meets stakeholder and community expectation. As a leader we demonstrate the ability to identify and influence issues, and respond quickly to opportunities ensuring proactive service delivery reaches all South Australians encouraging improved environmental care and sustainability through individual action. The 2009 – 2012 Strategic Plan is structured around revised objectives (2009) focusing on delivery of effective partnerships and programs with measurable outcomes. Strategies identify how we must better use skills and engagement as a leading facilitator. KESAB has the capability to achieve considerable “value adding” benefiting the community and environment. However capability should not be confused with capacity and the Strategic Plan ensures that our strongest asset staff will be able to deliver and meet objectives in a very demanding and difficult period. The Strategic Plan is focused on good financial management thereby supporting longer term goals over a 5 – 10 year visionary period albeit it is almost impossible to guess the political impacts and community response to the environmental landscape that is evolving. One certainty is the need for sustainability to be embraced in all elements of KESAB business. Five key strategic goals provide management and operational direction for the future of KESAB Each strategy goal is linked to goals, outcomes and performance measurement. The plan is not exhaustive and will require constant review. It provides a measure of where KESAB is in 2009 and where we strive to be in 2012.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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Key Strategic Goals:
1. Programs & Initiatives 1.1 Research - Litter Counts - Branded Litter Study - Program Evaluation - Social Attitudes & Behavioural Research 1.2 Schools & Community Education - Wipe Out Waste - NRM Education - Education Centres 1.3 Local Government Education - Litter, Recycling & Resource Recovery - Illegal Dumping - Program participation 1.4 Business Initiatives - Business development - Clean Site - Waste Auditing 1.5 Community Engagement & Action - Sustainable Communities (towns) - Awareness & Media Campaigns - Sustainable Cities - Road Watch - Please Butt It 1.6. Climate Change 2. Partnerships & Stakeholders 2.1 Existing Partnerships 2.2 New Partnerships 3. Government Interface 3.1 Principle of Collaboration 3.2 Service Delivery Agreements 4. Finance, Governance & Risk Management 4.1 Financial Management 4.2 Governance & Policy 4.3 Risk Management & Succession Planning 5. Communications & Marketing 5.1 Communications Plan 5.2 Marketing
KESAB environmental solutions Strategic Plan 2009 – 2012 Adopted June 2009
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KEY STRATEGIC GOALS
• • • To implement environmental sustainability education programs to the community embracing engagement, participation and action. To engage private and public sector stakeholders to partner and facilitate delivery of targeted community initiatives. To research, evaluate and measure program performance building on successful outcomes and strengthening drivers for environmental sustainability.
1. Programs & Initiatives
Strategy
1.1 Research Litter Counts To conduct South Australian litter counts and trend analysis. Social Attitudes & Behaviour To implement social research identifying community behaviour and actions that will influence change. Branded Litter Study To link litter KESAB research and data to the KABN Litter Index and Branded Litter Survey. Program Evaluation To embrace reporting of evaluation and performance outcomes in all programs. 1.2 Schools & Community Education Wipe Out Waste To engage schools throughout SA in the Wipe Out Waste schools program. To monitor, evaluate and improve Wipe Out Waste program NRM Education To facilitate NRM Education. Education Centres To deliver environmental sustainability education in collaboration with stakeholders.
Goals
To improve understanding of perceptions, triggers and actions influencing behavioural change and participation in environmental initiatives by the community. To maintain credible litter research data analysing trends and impacts of littering. To implement targeted anti litter initiatives.
Outcomes
Increased knowledge of community understanding of littering triggers and impacts about environmental sustainability issues. KESAB is peak reference body for litter data and information. Increased stakeholder engagement influencing community change. Innovative programs and initiatives implemented based on sound research. Increased school take up of waste and environmental sustainability education. Increased stakeholder support and participation in education programs. Greater understanding, integration and participation in environmental education and relevance to community. Focused and consistent delivery of school and community based environmental education.
KPI’s
Quarterly litter counts and analysis (Feb, May, Aug, Nov) each year. Priority litter types and hotspots identified. Research findings linked with National data Research findings applied to new program and campaign delivery.
Build Wipe Out Waste as the key schools waste education program in SA. Establish NRM education as the preeminent natural resource management education program in SA. Partner key stakeholders in relevant environmental education initiatives. Monitor and evaluate education programs ensuring relevance and continual improvement.
All South Australian schools have access to WOW resources and materials by 2012. Evaluation implemented and findings show high acceptance and participation in programs.(ongoing) New or revised elements are integrated into WOW and NRM programs.(ongoing) 6 key stakeholders engaged and supporting waste education initiatives.
Programs & Initiatives cont. Strategy
1.3 Local Government Initiatives Litter To develop and deliver litter prevention and resource recovery education programs in partnership with local government. To collaborate with stakeholder groups to embrace litter awareness, prevention campaigns and initiatives. Illegal Dumping To collaborate with stakeholders and encourage stronger litter and illegal dumping enforcement measures. Program participation To increase support and participation in core community programs (Sustainable Communities (towns), Sustainable Cities, Road Watch, Clean Site. 1.4 Business Initiatives Business development To identify new business partners and income streams supporting KESAB objectives. Clean Site Position Clean Site as key building and construction education program. Waste Auditing To develop waste auditing expertise and relevant skills supporting business engagement opportunities.
Goals
Outcomes
KPI’s
Increased waste education services delivery through local government by KESAB. Renewal of existing and new KESAB service agreements with councils. New litter and illegal dumping regulations implemented. KESAB local government programs integrated and delivered cost neutral by June 2010. Local government services delivered by KESAB evaluated.
To increase local government engagement with KESAB and community through service delivery agreements. Develop a suite of education resource materials supporting council recycling and resource recovery systems. Maintain current and build new partnerships with councils. Advocate for strengthened litter and illegal dumping regulations and enforcement.
Local government integrated into core community programs and initiatives Relevant and targeted education resources for local government waste collection systems. New partnerships with local government. Stronger litter prevention and illegal dumping enforcement regulations (legislation).
Improve KESAB waste related skills base and service delivery capability in collaboration with business sectors New commercial partnerships supporting litter, recycling and resource recovery/reduction initiatives. Ongoing development and maintenance of Clean Site to be recognised as an exemplar program
Improved waste audit training and skills. Skills, training and capacity schedule built into KESAB operations Clean Site maintains strong presence and relevance in building and construction sector. Increased business network collaborating with KESAB.
New business partners. (ongoing) Increased number of waste audits and business service contracts. Clean Site program recognised as peak building and construction education program Increased waste diversion and resource recovery from building and construction sites. (ongoing)
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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Strategy
1.5 Community Engagement & Action Sustainable Communities (towns) To engage the community to participate in environmental improvement programs meeting KESAB objectives. Road Watch – Please Butt It To engage and facilitate volunteer based initiatives embracing litter reduction and clean up activities. Awareness & Media To actively promote KESAB programs to the community through media and other complementary news mediums. To improve KESAB brand recognition and program association in the community. 1.6 Climate Change To identify opportunities to engage the community in education and increased awareness of actions to reduce impacts of climate change.
Goals
Evaluate all KESAB environmental programs and their relevance. Increased community volunteer base working in KESAB programs. Raise program awareness and community alignment in key programs Increased brand and program association by community.
Outcomes
Sustainable programs in partnership with community network. Integrated program delivery embracing KESAB, stakeholders and the community. Increased community volunteer support network through program delivery and other activities. Raised brand awareness of KESAB programs in community.
KPI’s
Integration of Sustainable Communities (towns) and Sustainable Cities programs March 2011 Programs evaluated and integration options considered and implemented June 2011 Volunteer network training and improved engagement process identified and implemented.2011 KESAB branding integrated into all deliverables.(ongoing)
Develop and integrate climate change information in all KESAB environmental resources. Identify and collaborate with new partners providing practical solutions to enhance climate change awareness and response in the community
Climate change principles integrated into programs, education initiatives and service delivery. Increased engagement and awareness encouraging action to reduce climate change impacts by the community. Opportunities to work with local government and stakeholders through new partnerships.
Demonstrable increased community awareness of climate change through KESAB programs. Climate change education resources identified and developed. Show case of climate change action in the community. Improved community coordination and understanding responding to climate change impacts
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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2 Partnerships & Stakeholders
• • To review current partnerships and strengthen current joint program delivery outcomes Scope opportunities and engage new partners supporting KESAB community education and initiatives. Strategies
2.1 Existing Partnerships and Stakeholders To evaluate current partnership and stakeholder program relationships. To scope the commercial worth of KESAB programs and activities. To identify gaps and opportunities to strengthen existing programs. To evaluate KESAB partnership program performance. To develop model partnerships demonstrating benefits of working with KESAB Establish a benchmark register valuing KESAB programs. Improve partnership and stakeholders interaction and support for programs. Undertake survey of partners to determine relevance and performance of KESAB and programs. To strengthen program support through partnerships. Document case studies and examples of partnerships. Evaluation of KESAB relations and performance with stakeholders Greater understanding of partner perceptions and relevance of KESAB services and delivery. Increased awareness and participation by partners in KESAB activities. Improved sharing of information about KESAB activities. Improved partnership relations. Demonstrated model partnerships. Quantifiable value of partnership outcomes Development of KESAB program “worth” register Partnership communications / information strategy developed. Improved partnership performance by KESAB. Stronger partnership relations Partner and stakeholder evaluation.
Goals
Outcomes
KPI’s
2.2 New Partnerships and Stakeholders To identify new partners and stakeholders with alignment to KESAB programs and services. To establish new commercial working relationships underpinning KESAB programs and activities. Identify corporate sector synergies with KESAB programs. Engage potential partners and stakeholders. Form new partnerships aligned to KESAB objectives. New partnership opportunities identified Relevant and collaborative programs with partner and stakeholder New partners and stakeholder funding. Increased KESAB Network and support base. Number of partners and supporters added to network. Increased awareness and relevance of KESAB programs New partnership program funding. Evaluation of performance.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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3. Government Interface
• • • To ensure interface with all levels of government and agencies. Showcase the benefits and worth of community engagement through joint KESAB and government initiatives. Embrace environmental improvement aligned with government strategies and targets Strategies
3.1 Principle of Collaboration Proactively liaise and promote KESAB to Agencies synergies and benefits of programs complementing South Australian government(s) strategies. Assess options and establish joint community partnerships with selected government agencies. Agreements and partnerships delivering community education programs in concert with government agencies. Increased recognition of KESAB by government as skilled service provider. Increased community engagement and service provision. 3.2 Service Delivery Agreements Protect and value service delivery agreements with all levels of government. Maximise benefits and value adding to the government and community in all service agreements. Identify and build new service agreements with government agencies. Increase community engagement and participation in joint government KESAB partner programs. Increase government awareness and understanding of value and benefits of community programs delivered in partnership with KESAB. Increased community engagement and participation in joint government / KESAB based programs. Cost efficient delivery of joint programs through the KESAB community network. Increased volunteer capacity supporting joint environmentally sustainable programs and actions. Improved KESAB position and awareness of brand in government and community. Renewal of Zero Waste Service Agreement 2011 Renewal of NRM Education Agreement 2011 New partnerships agreements at local government and State government agency levels10/11 Successful delivery of APY Lands agreement 09 -11 Evaluation and assessment process implemented against all agreements. Partnerships with government. Increased skills and services delivery engagement complementing government relations. New partnerships and services.
Goals
Outcomes
KPI’s
Implement relevant environmental sustainability activities and programs aligned with government strategies.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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4. Finance, Governance & Risk Management
• • • To strengthen financial and assets management reporting systems. To ensure sound financial management principles are integrated in all operations, programs and service delivery. To adopt sound governance and policy procedures in all management decisions. Strategies
4.1 Finance Management Manage KESAB finances and reporting procedures timely and professionally. Regular and accurate financial accounts, budgets and reports to the Board of Management. Implement full cost recovery against all programs and activities. Accounts independently audited annually. Accounts and financial reporting to meet deadlines. Financial reporting to accurately reflect trading and operational position. Programs and activities to operate cost neutral at a minimum. Regular, accurate and monthly reporting of financial accounts. Program based income and expense allocated proportionately against individual activities. Cost recovery achieved against all programs and services. Monthly income and expenditure th accounts prepared by 15 each month. Annual budget reviewed Oct, Dec and March each year Programs and activities break even at minimum 2010. Actual expense allocated against all programs. Annual audited accounts signed off by independent auditor
Goals
Outcomes
KPI’s
4.2 Governance & Policy KESAB Board adopt best practice governance principles. To review and assess all KESAB policies. To identify policy gaps and develop new policy where required. 4.3 Risk Management & Succession Planning To assess and implement risk management and needs. To develop succession plan procedures. To adopt best practice governance as a minimum standard. To improve KESAB policy framework. To implement policies reflecting KESAB business and objectives. Regular review of governance and Board performance. Governance measures identified and implemented. Improved policy framework developed and implemented. Board undertakes annual Governance performance review. (annual) Policies reviewed and gaps identified. Ongoing Policy schedule prepared. 2010
To adopt and implement best practice risk management procedures. To implement a succession plan policy process.
Risk management options identified and procedures adopted. Succession planning policy signed off.
Risk management issues assessed and Board report prepared 2010 Succession plan report prepared based on staff capability and operational needs.
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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5. Communications & Marketing
• • • To implement a KESAB communications plan to increase program and services awareness to all stakeholders. Raise profile of KESAB position as the leading litter and waste education NGO in South Australia. Implement a marketing campaign raising KESAB brand awareness. Strategies
5. 1 Communications Plan Develop a comprehensive KESAB communications plan. Integrate communications and public relations in all KESAB programs and activities. Position KESAB as the peak community organisation providing environmental sustainability programs Identify an “Ambassador” to promote key KESAB messages. 5.2 Marketing Strengthen KESAB product and brand ownership and awareness. Position KESAB as a market leader in environmentally sustainable education through community facilitation. KESAB brand integrated into all KESAB services. KESAB is recognised as the peak litter and waste education NGO in South Australia Programs and materials assessed and branding strengthened. Increased recognition by community of KESAB brand. Increased awareness in community of KESAB role associated with programs and activities. Brand awareness surveys 2010,2011,2012 Resources upgraded embracing improved branding. Increased recognition and understanding by stakeholders of KESAB purpose and role. Individual programs have communications plan built in. Improved communications engaging media and stakeholders. Strengthened KESAB communications and public relations through training and skills development “Public Face” engaged to promote selected KESAB initiatives. Communications Task Group formed and recommendations and options considered. Structured communications plan developed and implemented. Increased media contact and raised profile of KESAB as point of reference. Increased public face of KESAB programs and services in the community Communication plan considered and approved by Board 2009 Communication plan implemented 2010 All programs embrace communications template 2010 Increased engagement with media. Public “personality” delivering key messages.
Goals
Outcomes
KPI’s
KESAB environmental solutions Strategic Plan 2009 – 2012
Adopted June 2009
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