Strategic Plan FY19 - 21 · Centralised Service Model Fundraising Establish a Diverse and...

Strategic Plan FY19 - 21Our structured approach to execution

Jul 2018

2

Strategic plan FY19-21 (with descriptions)

Foundational

Establish a Positive Risk and Governance CultureDevelop a strong Marketing Capability

Clinical

Develop a Scalable Centralised Service Model

Fundraising

Establish a Diverse and Sustainable Financial Base

Team

Build a High-Performing Team

Gunawirra’s Mission statement

Foundation activities that needs to be acted upon on a continuous basis, e.g., processes, policies, compliance activities

Fundraising mechanisms that comprises of both existing sources and new sources to support the maintenance & growth of Gunawirra

Clinical programs include continuation of existing programs in its current form or improvements as well as launching new programs. All activities must support the mission of Gunawirra.

Team activities focuses on improving the capabilities and skills of team as well as finding new team members/volunteers to support the activities

aged 0-5 and to empower the Aboriginal parents of these children to intervene in their

own lives

To promote the best possible development for Aboriginal children

Our Purpose

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Strategic plan FY19-21

Foundational

Develop a strong Marketing CapabilityEstablish a Positive Risk and Governance Culture

Clinical


Fundraising


Team


to empower the Aboriginal parents of these children to intervene in their own lives

To promote the best possible development for Aboriginal children aged 0-5 and

Our Purpose

4

Explaining Strategy: Linking Goals to Purpose

Our Purpose

Imperative 1

Imperative 2

Imperative 3

Imperative n

.

.

.

Objective 1

Objective 2

Objective n

Goal 1

Goal 2

Goal n

Measure 1, Measure 2

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Gunawirra Strategy FY 19 - 21

Foundational

Develop a strong Marketing CapabilityEstablish a Positive Risk and Governance Culture

Clinical


Fundraising


Team


to empower the Aboriginal parents of these children to intervene in their own lives

To promote the best possible development for Aboriginal children

aged 0-5 and

Our Purpose

I. Establish a diverse and sustainable financial base

Obj #1: Strengthen existing Donor relationshipsObj #2: Build new funding streams through strategic alliances

II. Develop a scalable centralised service model

Obj #3: Develop strategic alliancesObj #4: Greater inter-program and specialist integrationObj #5: Regional and national program rolloutObj #6: Extend our programs to specialists

III. Develop a strong marketing capability

Obj #7: Establish a centralised donor databaseObj #8: Develop a digital strategyObj #9: Organise Regular promotional activities

IV. Build a high-performing team

Obj #10: Embed cultural changeObj #11: Improve organisational productivityObj #12: Develop an effective training strategy

V. Embed a positive risk and governance culture

Obj #13: Meet all regulatory and compliance standardsObj #14: Maintain current contract registerObj #15: Maintain focus on staff wellbeing and safety

Strategic Imperatives & Objectives

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Strategic Imperative #1: Establish a Diverse and Sustainable Financial Base

# Objective Goal FY19 Measure

1.1.1

Strengthen Existing Donor Relationships

Expand, deepen and leverage relationship with existing individual and corporate funding partners

1.1.2 Establish relationships with strategic funding sources to cover our infrastructure expenses

1.1.3 Increase funding applications to three tiers of government

1.1.4 Develop tailored strategies for each segment identified for funding

Build New funding streams through strategic alliances

1.2.1Align with relevant organisations such as schools and community health centres for joint funding opportunities and workload sharing

1.2.2 Leverage external expertise to identify new fundraising opportunities

1.2.3 Seek research grants through collaborations with academics from NSW and national universities

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Strategic Imperative #2: Develop a Scalable Centralised Service Model


2.1.1

Develop Strategic Alliances

Establish an ongoing reference group to develop Gunawirra central core as an Aboriginal Child and Family Holistic Centre for therapy, and education

2.1.2 Partner with University of Wollongong to develop research and rigorous ‘road-testing’ of innovative models

2.1.3 Enhance service quality through mentoring, esp., through pro-bono supervision by the Sydney Institute for Psychoanalysis

2.2.1 Couple the individual-centred clinical therapies with the various group therapies

Greater inter-program and specialist integration

2.2.2 Integrate the transition from Young Aboriginal Mothers Pregnancy Program to Young Aboriginal Mothers Program

2.2.3Develop specialists in speech therapy, occupational therapy and educational psychology, from private providers so they are integrated into our ‘wrap-around’ services

2.3.1 Replicate, tailor and scale the above service models to rural areas then nationally

2.3.2Arrange monthly follow up meetings or video-conferences with pre-school educators and attendees of our training seminars to provide support, follow up and reinforcement

2.3.3Encourage, train and recruit Aboriginal community development workers, therapists and specialists for urban and regional preschool clusters

2.4.1Extend the trauma-informed seminars to relevant settings such as maternal health workers, child psychologists, school counselors and community health centres

Regional and National Program Rollout

Extend our Programs to Specialists

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Strategic Imperative #3: Develop a Strong Marketing Capability


3.1.1

Establish a Centralised Donor Database

Map and update all donors, clients, suppliers, board members and stakeholders to a centralised database

3.1.2 Centralise all past and future funding applications onto one database

3.1.3 Activate online auto-alerts for eligible funding opportunities, especially from government sites

3.2.1 Create greater online presence to increase our profile via our website and social media

Develop a Digital Strategy

3.2.2 Enable access to our academic articles as links on our web-site to reinforce the quality and depth of our research

3.2.3 Integrate our website marketing with our printed collaterals to ensure consistency of brand

3.2.4 Optimise mobile applications and social media platforms to extend the Donate Now campaign

3.3.1Arrange high profile public events to acknowledge donors, showcase achievements, build networks, promote branding and attract revenue

3.3.2 Develop protocols for Patron, Governors and Ambassadors to attract wider networks, media attention and funding credibility

3.3.3 Initiate publicity campaigns and fund-raising appeals around key calendar events

Organise Regular Promotional Activities

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Strategic Imperative #4: Build a High-Performing Team


4.1.1

Embed Cultural Change

Optimise on university student placements and work experience to encourage careers by Aboriginal candidates at operational, Management and Board levels

4.1.2 Develop a strategic people management framework

4.1.3 Review and refresh the Reward and Recognition system

4.2.1 Optimise the skills and time of our volunteers in diverse activities including administration, marketing and fundraising

Improve Organizational Productivity

4.2.2 Implement organizational design changes and align KPI’s for all staff to refreshed strategy

4.2.3All our personnel to undertake psychoanalysis externally to mitigate against vicarious trauma, compassion fatigue and burnout

4.2.4 Improve recruitment processes and create new career pathways

4.3.1 Create and implement a succession planning framework

4.3.2 Develop talent development programs for top 10% of staff

Develop an Effective Training Strategy

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Strategic Imperative #5: Embed a Positive Risk and Governance Culture


5.1.1Meet all Regulatory and Compliance Standards

Gain national accreditation and registration for management, programs, procedures and staff

5.1.2 Update and refresh the Risk Management Framework and Plan

5.2.1 Update all Employee contractsMaintain Current Contracts Register5.2.2 Update all Service Provider contracts

5.3.1 Ensure Occupational Health and Safety requirements are met through monthly management review

5.3.2 Ensure all insurances remain current

Maintain Focus on Staff Wellbeing and Safety

Next Steps1. Management to review and send it to Board for approval

2. Board approve the strategic plan

3. Close actions, if any

4. CEO to build activities and a roadmap

5. Board agree measures and a KPI plan for CEO

6. Board to monitor the progress of activities and performance of CEO

11-Jul-2018

18-Jul-2018

25-Jul-2018

17-Aug-2018

22-Aug-2018

Ongoing

Strategic Plan FY19 - 21 · Centralised Service Model Fundraising Establish a Diverse and...

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