Strategic Focus · Pathways Southwest Strategic Plan 2018-2020 Strategic Objectives Strategic Focus...

Pathways Southwest Strategic Plan 2018-2020

Strategic Focus

In fulfilling our Charter, the strategy focuses around 4 priority themes that could impact our services over the next 3 years and beyond. To bring our themes to life, we have

developed 4 strategic objectives, to which our Vision, Mission and Values are fundamentally aligned. These objectives will underpin successful outcomes for all our stakeholders.

Our 4 Objectives are:

We will measure our success from 4 perspectives:

Clients How we create value for our clients; and how we continually improve our level of service

Financials How we add value for our clients while controlling costs and how we provide a balanced approach to investment in a full range of services

Internal Business Processes How we improve and excel in our joint business processes

Learning & Growth How we build our people and system capacity to meet future needs


Strategic Objectives

Strategic Focus Area: Unique Defining Brand Strategic Objective 1: Strengthen our position in the eyes of our clients and the community

Key actions to achieve the objective: Key measurements of achievement Time-line

We will know we have achieved the objective when we have: 1 2 3

1.1 Raise Pathways Southwest profile in the

wider community 1. Pathways Southwest current profile and level of community brand

awareness assessed

2. New Communication Plan developed and implemented

3. Pathways Southwest’s success stories showcased (based on qualitative data)

4. Impact of current location on the organisation’s profile evaluated

Q4 2018 then

annually

Q1 2018

Q3 2018 then

annually

Q4 2018 then

annually

Q4 2019

Q3 2019

Q4 2019

Q4 2020

Q3 2020

Q4 2020

1.2 Optimise on opportunities for

information sharing and profile raising 1. Opportunities for high value relationships with government; business and

other agencies explored

2. Staff educated re the importance of maintaining community connections

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing



Strategic Focus Area: Collaboration and Partnerships

Strategic Objective 2: Develop and strengthen partnerships that increase our communities’ knowledge, capacity and resilience in responding to mental health issues.

Key actions to achieve the objective: Key measurements of achievement Timeline


2.1 Identify and optimise our ‘points of

difference’ to increase opportunity and

maximise leverage for organisation

Current capability platform that outlines our ‘points of difference’ and

distinctive competencies

Q2 2018 then

annually

Q2 2019 Q2 2020

2.2 Promote ourselves as the lead agency in

networking opportunities

Number of strategic networks and partnerships increased Q2 2018 then

6 monthly

Q2 & Q4

2019

Q2 & Q4

2020

2.3 Identify opportunities to increase revenue

& diversify funding streams

High impact, high influence stakeholders who have the potential to assist the

organisation increase revenue/funding streams identified

Q4 2018 then

annually

Q4 2019 Q4 2020

2.4 Identify opportunities for collaboration

and partnerships 1. High impact high influence stakeholders for collaboration and partnerships

identified

2. Protocols for meaningful, sustainable partnerships created

Q4 2018 then

annually

Ongoing (as

required)

Q4 2019 Q4 2020



Strategic Focus Area: Integrated Service Model

Strategic Objective 3: Continually improve our service delivery model to ensure consistent, integrated partnerships with our clients; staff; carers and the wider community



3.1 Continue to embed an integrated service

culture via information systems, clinical

governance and alignment of consumer,

carer and family services

1. Auditing processes demonstrate compliance with regulatory requirements

2. Audits performed as per Strategic Objective 4: Governance (including

cultural audit)

Q4 2018 then

annually

Q4 2019 Q4 2020

3.2 Monitor organisational culture and service

delivery to ensure cohesive, integrated

processes; formulate report

Report of organisational culture and service delivery formulated Q1 2018 then

annually

Q1 2019 Q1 2020

3.3 Optimise usage of information systems to

improve organisational efficiency and

effectiveness

1. Full utilisation of SMS data base

2. Full utilisation of web based systems for external knowledge

3. Evidence of consistent collection and analysis of defensible, rigorous data

Q1 & Q3 2018 Q1 & Q3

2019

Q1 & Q3

2020

3.4 Align our integrated service model with

state and national standards and outcomes

Organisational outcomes align with state and national best practice outcomes Q1 & Q3 2018 Q1 & Q3

2019

Q1 & Q3

2020

3.5 Build internal capacity 1. Learning culture evidenced throughout the organisation

2. Skills and capabilities of staff and volunteers improved

3. Capacity of staff, volunteers and resources optimised

4. Resources used responsibly and respectfully

Ongoing &

review

annually

Q1 2019 Q1 2020



Strategic Focus Area: Governance

Strategic Objective 4: Strengthen our organisational culture through governance, systems and processes to ensure sustainability and responsible growth

We will do this by aligning with the AICD Good Governance Principles and Guidance for NFP Organisations (2013)



4.1 Clarity of Board Role and Responsibilities

Consider Board Composition to enhance the

collective functioning of the Board

Board Effectiveness

Ensure ethical and responsible decision

making throughout the organisation

Board Charter implemented

‘Skills & Experience’ matrix and Board Succession Plan implemented

Board calendar that includes key governance and recurring matters for board

oversight implemented

Annual Board performance review implemented

Code of Conduct including agreed set of values and behaviours implemented

2018

2018

2018

2018

2018

4.2 Ensure an appropriate system of Risk

oversight

Ensure the organisations resources are

utilised in an efficient and effective manner

to achieve purpose

Provide information to the Board in a form

that aids decision making; ensuring Board

operates with integrity and ensures

accountability

Policies and procedures in place to enable effective oversight and management

of risks

Indicators to measure the organisation’s performance on execution of strategy

and achievement of purpose (financial and non-financial)

A reporting framework that provides the Board with timely, relevant

information, in an easily understood format, that helps the Board measure

performance against KPI’s and objectives and facilitates appropriate analysis.

2019

2019

2019


4.3 Ensure ongoing alignment of organisational

purpose and strategic plan

Review the capacity and capability of the

organisation to deliver its purpose

Review Stakeholder engagement plan &

communications

Annual review of Strategic Plan scheduled in Board Calendar

Strategic Plan and our purpose (for 2021-2023) aligned

Staff succession planning processes assessed as appropriate

Regular reporting on resource planning & management in place

Volunteer Policy as appropriate

Key stakeholders and role of Board in engagement clearly identified

Effective Stakeholder engagement.

Effective communication plans including Annual Report

Annually

Annually Annually

2020

2020

2020


Measuring our Strategy against the Balanced Score Card

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Business Plan Strategic Objective 1: Define our position in the eyes of our clients and the community

Key Actions Measures/Targets By When By Who

1.1.1 Analyse annual survey data Report and recommendations tabled at staff and Board meetings Q1 2018/19/20 Exec

1.1.2.1

1.1.2.2

Develop New Communication Plan

Review New Communication Plan effectiveness annually

Communication Plan tabled for approval; implementation commenced

Report and recommendations tabled for approval and implementation

Q1 2018

Q1 2019/20

Exec

1.1.3 Capture, analyse and formalise qualitative data a. Data and success stories included in Annual Reports

b. Success stories included in Newsletters

c. Success stories included in social media

Q3 2018/19/20

Ongoing monthly

Q3 2019/20

Exec

Staff

Exec/Staff

1.1.4 Survey Key Stakeholders; collate feedback; analyse data;

formulate reports d. Survey designed & carried out

e. Feedback collated & analysed

f. report and recommendations formulated & tabled at staff and

Board meetings

Q1 2018/19/20

Q2 2018/19/20

Q4 2018/19/20

Mgmt

1.2.1 Analyse all opportunities for potential high value

relationships and partnerships

Report and recommendations tabled at Board meetings Q1 2018/19/20 Exec

1.2.2.1

1.2.2.2

1.2.2.3

Educate staff on the benefits of networking

Review, update/develop organisational promotional

resources

Collect and analyse networking activity data

Staff skilled in networking and promotion

Promotional resources available to staff for networking

Report and recommendations tabled at staff and Board meetings

Ongoing

Ongoing

6 monthly

Q3 & Q1

Mgmt

Mgmt

Mgmt


Business Plan Strategic Objective 2: Strengthen partnerships that increase communities’ knowledge, capacity and resilience when responding to mental health issues


2.1.1

2.1.2

Develop Organisational Curriculum Vitae (CV)

Maintain (as current) Organisational CV

Organisational CV developed and tabled at staff and Board meetings

Organisational CV kept current

Q2 2018

Ongoing; annual

review

Mgmt

Mgmt

2.2 Collect and analyse information from strategic network

feedback, consultations and organisational data collection

and resource use; formulate report

Report tabled at management, staff and Board meetings 6 monthly

Q2 & Q4

Mgmt

2.3 Continually monitor and add potential sources of increased

income and/or alternative funds

Information tabled at management and Board meetings Q4 2018; annual

review

Exec

2.4 Develop Statements of Agreement as appropriate (e.g.

letters, MOAs, emails)

Organisational viability, capacity and income improved Q4 2018;

annual review

Exec


Business Plan Strategic Objective 3: Continually improve our service delivery model to ensure consistent, integrated partnerships with our clients; staff; carers and the wider community


3.1.1

3.1.2

3.1.2

Develop internal audit programme

Implement internal audit programme

Monitor all feedback

Internal audit programme developed

Internal audit programme implemented

Feedback acted upon

Q4 2018

Q4 2019/20

Q4 2018/19/20

Exec

Exec

Exec

3.2.1

3.2.2

Perform annual Cultural Audit; formulate report

Monitor and review the organisational culture

Report tabled at management, staff and Board meetings

g. Staff feedback recorded

h. Improvements Register developed and implemented

Q1 2018/19/20

Q1 2018; ongoing

Q1 2018; ongoing

Exec

Exec

Exec

3.3.1

3.3.2

3.3.3

Identify and utilise System Coaches

Continue to monitor staff skills and training

Regularly monitor data quality

a. Staff are aware of System Coaches and their role in the

organisation

b. Reduced time spent on data cleansing/correction

Minimised data entry error rates

Improved accuracy and completeness of data

Q1 & Q3 2018;

ongoing

Mgmt

Mgmt

Mgmt

Mgmt

3.4.1

3.4.2

3.4.3

3.4.4

Align service delivery with state and national standards.

Assess service delivery against state and national standards

Align service delivery with state and national outcomes

Assess service delivery against state and national outcomes

Develop audit tool to measure the organisation against state and

national standards

Implement the annual standards audit and reporting process

Develop audit tool to measure the organisation against state and

national outcomes

Implement the annual outcomes audit and reporting process

Q1 2018

Q1 2019/20

Q1 2018

Q1 2019/20

Exec

Exec

Exec

Exec

3.5 Maintain and utilise existing Training Framework All approved training meets Training Framework criteria

Organisation promotes a learning culture that encourages staff and

volunteers to share skills and resources

Organisation identifies opportunities for staff and volunteers to best

utilise their skills, knowledge and interests

Q1 2018; ongoing

Q1 2018; ongoing

Q1 2018; ongoing

Exec

Exec

Exec


Within organisational Cultural Audit, staff and volunteers are

questioned about their training and learning

expectations/experiences

Q1 2018; annually

Exec


Business Plan Strategic Objective 4: Strengthen our organisational culture through governance, systems and processes to ensure sustainability and responsible growth


4.1 Develop and Implement Board Charter

Develop and Implement Board Skills & Experience Matrix

Develop and Implement Board Calendar

Develop and Implement Board Code of Conduct

Board Charter implemented and in use

Board Skills & Experience Matrix implemented and in use

Board Calendar implemented and in use

Board Code of Conduct implemented and in use

Q1 2018

Q1 2018

Q1 2018

Q1 2018

Board

4.2 Review and Improve Risk related Policies & Procedures

Develop and Implement Key Performance Indicators for

execution of strategy and achievement of purpose

Develop and Implement Reporting Structure

Risk related Policies & Procedures reviewed & determined effective

KPIs developed, measured and monitored (for effectiveness)

Reporting Structure developed, populated and utilised consistently

Q1 2019

Q1 2019

Q1 2019

Board

4.3 Schedule Annual review of Organisational purpose and

strategic plan in Board Calendar

Review the Strategic Plan and alignment with our purpose

for period 2021-2023

Assess and critique Staff Succession Plan

Ensure regular reporting on resource planning &

management

Assess and critique Volunteer Policy

Identify key stakeholders and role of Board in engagement

Assess effectiveness of Stakeholder engagement

Review communications framework including Annual Report

Annual review of Organisational purpose and Strategic Plan reviewed

and updated (as required)

Strategic Plan 201-2023 developed

Staff Succession Planning oversight completed

Resource Planning & Management oversight completed

Volunteer Policy updated and effective

Key stakeholders identified

Stakeholder engagement oversight completed

Communications framework reviewed and updated (as required)

Annually

H1 2020

H1 2020

H1 2020

H1 2020

H1 2020

H1 2020

H1 2020

Board

Strategic Focus · Pathways Southwest Strategic Plan 2018-2020 Strategic Objectives Strategic Focus...

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