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STRATEGIC PLAN2011-2014
U n i t e d S y n e r g i e s L t d
To be recognised leaders in building
local networks, partnerships and the
capacity for self-reliance, well-being and
the achievement of human potential
Contents
Our Environment 2
Our Strategic Framework 4
Our Focus 5
About Us 6
Our V ision 7
1 . Strategic Object ive - our future 8
2. Operat ional Object ive - our ser vices and products 10
3. Administrat ive Object ive - our people, systems and resources 11
Message from our Chair and CEO
On behalf of our Board and staff we are delighted to introduce the United
Synergies' 2011-2014 Strategic Plan. The development of the strategies and
goals detailed in our Strategic Plan has been achieved through the collaborative
effort and input of our staff, management, Board and external stakeholders.
Together we have shaped a plan for the next three years which identifies
our key priorities for how we will continue to grow and deliver our services,
while holding steadfast to our values and our vision for our clients and the
communities with whom we work – that they will have a sense of self, a sense
of place, a sense of purpose, and a sense of belonging.
Brett de Chastel
CHAIR
Sue Scheinpflug
CEO
2
U n i t e d S y n e r g i e s L t d
Our Environment
United Synergies operates at the frontline
in providing services and support to people
and communities. We know there are many
people who need help; people who experience
unexpected challenges in their life, or people
who have lived through and with intolerable life
experiences. Our vision is about the people we
support - that they may experience a sense of
self, a sense of place, a sense of purpose and
a sense of belonging. Our vision underpins our
actions every day.
Each year we support more than 2000 people
in diverse locations and communities. While
we pride ourselves in responding to emerging
needs in new locations, we remain grounded
and guided by our values and our vision for our
clients. Our values were formed in the founding
of our organisation more than 20 years ago,
through the dedication and determination of a
local community committed to providing better
support to young people who were homeless.
Today our supported accommodation programs
are part of a larger integrated suite of services,
covering all ages in a joined up model which
includes education, employment and training, as
well as specialist services such as our StandBy
suicide bereavement response service.
We recognise that social, economic and
environmental conditions can have a strong
influence on the capacity of individuals and
families to participate in their community and
achieve a sense of purpose and belonging.
Continued rapid population growth in many of
the communities in which we work, combined
with recent economic upheaval, regularly
stretches limited resources and infrastructure
beyond capacity. In the short period of time
allocated to the preparation of this plan, we
experienced unprecedented events associated
with our climate. Lives were lost and
communities were changed forever. How we
determine and then respond to often conflicting
priorities of need is challenging. We will stay
flexible and responsive to these events and
changing needs, and continue to advocate on
behalf of people and communities that require
our support.
We know that our capability is improved
when we work closely with our partners and
stakeholders. United Synergies values the
relationships with our partner organisations in
the delivery of many of our programs – they
enhance the availability and quality of services
and resources to people in need. Our partners’
feedback and contribution has become a routine
part of our planning and review processes.
Through our networks and stakeholder
relationships we continually take stock of the
bigger picture. As governments continue to set
new policy agendas through national partnership
agreements in the human services sector, we will
continue to convert these policies into practice
in the development of our services and products.
We will provide first hand evidence of what
works, closing the funding-delivery loop by our
practice informing the policy.
Work commissioned by the Australian
Government has measured the contribution
and capacity of the not-for-profit sector. As
governments increasingly purchase services
from the not-for-profit sector, the sector
continues to emerge as an industry of significant
scale with around 700,000 not-for-profits
contributing $43 billion to Australia’s GDP, and
employing around 8 per cent of the workforce.
3S t r a t e g i c P l a n 2 0 1 1 - 2 0 1 4
We welcome the expected regulatory reforms
to the sector and the long awaited recognition
of the important role our industry plays in the
delivery of social services.
Despite the expected reforms to the sector,
the competitive tendering environment will
remain a challenge and administrative burden,
positioning not-for-profit organisations and their
clients in an economic paradigm. We need to
remain competitive and continue to maximise
our resources if we want to continue to deliver
positive outcomes for our clients.
We acknowledge the increasingly important
role played by technology in the delivery and
administration of our services and the need to
keep pace with the constant developments that
occur in the telecommunications and information
technology industries. Our aim is to ensure that
our information management and technical
systems are more than administration tools –
they will be at the forefront of our everyday
work, enabling staff and our clients to achieve
new ways of working together and capturing
evidence of progress made and outcomes
achieved.
The staff of United Synergies is skilled in a wide
range of services. They have a commitment
to innovation in their practice and to meeting
professional and accountable standards in
all areas of their work. This experience and
expertise is the foundation from which we will
continue to diversify and expand.
An organisiation's vision is not about what or how that organisation does business. It is about the positive outcomes it will achieve for its clients.
4
U n i t e d S y n e r g i e s L t d
Our Strategic Framework
Our V ision
Sense of Self Sense of Place Sense of Purpose Sense of Belonging
Our Mission
To be recognised leaders in creating the capacity for self-reliance,
well-being and the achievement of human potential through providing
direct support and building local networks and partnerships.
StrategicObjective
Maintaining our leadership and market position as innovators in the development and provision of human services.
Our Services & ProductsOur Future Our Systems & Resources
Creating a sustainable, just environment where everyone reaches their potential.
AdministrativeObjective
OperationalObjective
Being open, honest and accountable.
Our Values in Action Our Values in Action Our Values in Action
• People
• Place
• Time
• Resourcing
• Processes
• Products
• Technology
"Know-How"
• Consulting & Knowledge Transfer
• Developing & Trialling Service Models & Products
• Evaluating
• Evidence based
• Leadership
• Values Based
• Market Relevant
• Innovative
• Forward Thinking
• Staff Consultation & Sharing
WISDOM & FORESIGHT
• Partnerships
• Networks
• Public Private - NGO Initiatives
• Listening to our Stakeholders
MEANINGFULPARTNERSHIPS
SHARING KNOWLEDGE &
EXPERIENCE
• Outcome Focus
• Research & Analysis
• Evidence Based
• New Business
• New Products & Services
• Engaged & Motivated Staff
CONTINUOUSLY LISTENING & LEARNING
"Can-Do"
• Early Intervention
• Building Resilience & Capacity
• Whole-Of-Life Support
• Safety Net
EXEMPLARY SERVICE RESOURCEFULNESS
• Transparent
• Open
• Accountable
• Contestable
• Compliant
RESPONSIBILITY
5S t r a t e g i c P l a n 2 0 1 1 - 2 0 1 4
Supporting People
Strengthening Communities
Our Focus
United Synergies is a values-based organisation.
• Toexpandourabilitytoprovidesupport
to Queenslanders to achieve their full
potential, wellbeing and happiness
• Tobeanationallyrecognisedproviderof
suicide support in Australia to minimise
loss and provide support in bereavement
• Tostaytruetoourvaluesandrecognise
our people – they are key to us making a
difference
Our values drive all of our decision making and
strategic planning and are integral to who we are
and what we do.
During this strategic plan period, we will focus
on key areas that will enhance our business and
enable us to move closer to achieving our vision,
while maintaining our values-based approach.
We wil l focus on
Longer term vis ion
• Growingservices:meetingtheneedsof
people in new areas/locations
• Expandingintonewandemergingareas
– earlier intervention, Indigenous people
and communities, family, whole of life
support
• Stayingtruetoourvalues
• Understandingourimpact
6
U n i t e d S y n e r g i e s L t d
Vision
An organisation’s vision is not about what or
how that organisation does business. It is about
the positive outcomes it will achieve for its
clients. Our vision is our reason for being, why
we come to work, why we care, why we enjoy
making a difference, why we take business risks,
why we work as a team, why we often sacrifice
our own time, why we believe in ourselves.
United Synergies is proud of its vision – to create
an environment where our communities, our
familiesandeveryindividualachieves:
A sense of self, a sense of place, a sense of purpose, and a sense of belonging.
United Synergies is a not-for-profit organisation
committed to making a difference to the lives of
others.
We provide support to communities, with
emphasis on families and young people, to assist
them in achieving their full potential. We work
with our clients to help them achieve stability
and security in their lives.
Who We Are and What We Do
United Synergies provides assistance to around
2000 people every year across four broad areas
ofactivityandcommunitysupport:
• Education,EmploymentandTraining
• SupportedAccommodation
• StandByResponseService
• CommunityDevelopment
We play an important role in the local community
working directly with people in need, but
also through providing advice, consultancy
and partnering with other human service
organisations to contribute to a broader society
where everyone is given the opportunity to
achieve their full potential.
United Synergies is an independent, not-for-
profit, community based organisation, governed
by a Board of volunteer Directors. We work
closely with, and receive funding and support
How We Work
from, our partners which include federal, state,
and local governments; businesses; schools
and other community organisations, as well
as volunteers who assist us in delivering our
programs and services.
Most of the services we provide are to
people living in the Sunshine and Cooloola
Coast regions; however our reach into other
geographic areas continues to grow as our
reputation for being leaders in innovative service
delivery gains wider recognition.
7S t r a t e g i c P l a n 2 0 1 1 - 2 0 1 4
Our V ision for our Cl ients
Sense of Self Sense of Place Sense of Purpose Sense of Belonging
Our Ser vicescreating a sustainable, just environment where everyone reaches their potential
Education Employment & Training
• Connect2Mentoring
• Indigenous Mentoring and Employment Programs
• Youth Connections
• Youth Support Coordinator Program
• Flexible Learning (in partnership with Youth+)
• Learning for Life (in partnership with The Smith Family)
• Get Set For Work
• Positive Futures
• Participate in Prosperity
Suppor ted Accommodation Programs
• Residential Care • Transitional Accommodation
• Supported to Independent Living
• Younger Parents Program
StandBy Response Ser vice
• 24/7 suicide bereavement response service (delivered with regional partners)
• Training, consulting services and local capacity building
Community Development
• Booin Gari – annual Indigenous fesival
• Australia Day Youth Safety Initiative • Networks and Partnerships
Our People Our Values
responsibility exemplary service continuously listening & learning wisdom & foresight
sharing knowledge & experience resourcefulnessmeaningful partnerships
Our Mission
Recognised leaders in creating the capacity for self-reliance, well-being and the achievement of human potential through providing direct support and building local networks and partnerships
8
U n i t e d S y n e r g i e s L t d
Maintain our leadership as innovators in the development and provision of human services.
Outcomes
• Operatinginnewlocations,withnewand
existing services
• StrongstableBoardfocusedon
governance and strategy
• Robustandproductiverelationshipswith
key stakeholders
Key Strategies
Governance
• Applytheexpertise,networksand
knowledge of the Board to the governance
and leadership of the organisation
• MembersoftheBoardcontributetochange
management of the organisation through
their own learning and development
• Continuesuccessionplanningthatistimely
and in sequence with the organisations’
strategic direction, ensuring the Board is
comprised of complementary skill sets
• Assessandmonitortheexternalenvironment
and risk framework in which the organisation
operates
• EnsuretheBoardcontinuestoassessand
monitor the outcomes and results of service
delivery
• Maintaingovernancepracticeswhichenable
regular contact and engagement with staff
Strategic Planning and Leadership
• Improvetheaccessibilityandconnectedness
of staff to leadership through formal and
informal processes
• Continuetostructureplanningtimeand
reviews as part of a planning cycle to
ensure the organisation remains flexible and
responsive to opportunities
• Ensurethatresearch,networksand
partnerships and our changing external
environment factor into organisational
objectives and decision making
• Maintainplanninganddecisionmaking
processes that are consistent with the
value base of the organisation to ensure
cooperative and inclusive engagement with
staff
• Ensureprofessionalandrespectful
communications are central to all activities
Wis
do
m &
Fo
res
igh
t Co
nti
nu
ou
sly
Lis
ten
ing
& L
ea
rnin
g
1 . Strategic Object ive - our future
9S t r a t e g i c P l a n 2 0 1 1 - 2 0 1 4
New Business
• Pursuenewoperatingcontextsandlocations
to expand the existing suite of programs and
services
• Respondtoareasofneedinexistingand
new communities with particular emphasis
on Indigenous support; early intervention;
whole of life support; and training and
development opportunities
• Pursueopportunitiestoformalisepartnership
arrangements on the basis of strategic
interests, both geographically and in
common areas of service provision
• Expandandreplicatetheprovisionofthe
StandBy service across Australia
• Achievetheseobjectiveswhilepreserving
the culture and values of the organisation
and maintaining the quality of service
expected from United Synergies
• Assessbusinessopportunitieswithinthe
context of our strategic objectives and risk
management guidelines
• Co-optexpertiseandcapitaliseonin-house
capacity when determining ability to deliver
new programs
• Maintainorganisationalcapacityacrossall
levels – strategic, operational, administrative
– matched to our growth
Me
an
ing
ful
pa
rtn
ers
hip
s
Research and Evaluation
• Investinourpeople,technologyand
strategic alliances to enable United Synergies
to make valuable contributions to research,
policy and practice in the human services
sector
• Usecurrentpractice,knowledgeand
evaluations to inform the continuous
improvement and expansion of services and
products
• Stayabreastoftrendsandprioritiesin
research and policy which may influence
future strategies and services
• Improveourcapacitytoevaluateservices
to determine transferability of expertise as
demonstrated by the StandBy program
Stakeholder Relationships
• Continuetodeveloprelationshipswith
funders which foster shared business
strategies and solutions for clients and
communities
• Valuetheimportanceofstakeholder
relationships in delivering and expanding our
services to clients
• Ensureourcommunicationwithstakeholders
is consistent with our strategic plan
• Investinpartnershipswhichareformally
structured and achieve results that value add
to the organisation
• Monitortheeffectivenessofpartnershipsand
our performance
• Developstrategicalignmentswithcorporate
sponsors and networks with common values
1 . Strategic Object ive - our future
Supporting People
Strengthening Communities
10
U n i t e d S y n e r g i e s L t d
Create a sustainable, just environment where everyone reaches their full potential.
Outcomes
• Continuouslyimprovedservicesand
products as experienced by clients and
communities
• Ourvaluesandcapabilityunderpinning
our growth
Key Strategies
Service Development and Provision
• Maintainacontinuumofservicesprovidedto
clients via an integrated, wrap-around case
management approach
• Supportresourceful,innovativeandcreative
service delivery strategies to ensure clients
receive the support they require – we find a
way
• Embracediversityandinclusivenessto
extend our support to all who require it
• Accessthebroaderservicesystemthrough
networks and referral pathways to ensure the
best possible outcomes for clients
• Initiateresponsesandprojectswhichprovide
a broader community benefit
• Undertakeadvocacyincircumstanceswhere
our ability to deliver quality service to our
clients in a manner consistent with our vision
and values is compromised
• Protectexistingfundingstreamsbymeeting
and exceeding the expectations and
requirements of our clients
• Acknowledgeandcelebratetheachievements
and difference our services make to clients
and communities
Organisational Design and Capacity
• Improveandmaintainformalandinformal
mechanisms to allow for regular and open
communication within and across the entire
organisation
• Provideforconnectivityandsharingof
information and personnel across all
locations
• Organiseservicedeliveryaroundproductive
and complementary skills sets
• Measureproductivityandperformance
against clearly defined responsibilities for
individuals and teams, service outputs and
personal contribution
Learning and Improving
• Developandimproveservicesystems
through sharing of information and data
internally and externally
• Incorporateevidenceandresearchintothe
design and development of services
• Evaluatetheeffectivenessofprograms
to identify opportunities for continuous
improvement
• Benchmarkservicesandproductsagainst
industry best practice
Sh
ari
ng
kn
ow
led
ge
an
d e
xp
eri
en
ce
Ex
em
pla
ry S
erv
ice
2. Operational Objective - our services and products
11S t r a t e g i c P l a n 2 0 1 1 - 2 0 1 4
Open, honest and accountable.
Outcomes
• Professionalpeople,systemsand
resources to deliver the strategic plan
Key Strategies
Our People
• Attractqualitystaffviaeffectiverecruitment
procedures
• Monitorthecapabilityandskillswithinthe
organisation to ensure capacity to deliver
organisational objectives
• Ensurestaffsafetybyadheringtoworkplace
health and safety requirements
• Monitorandcontributetostaffwellbeing
through regular supervision and support
• Assiststafftoexpandtheirskillbaseand
professionally develop through access to
opportunities within the scope, structure and
resources of the organisation
• Continuetoimproveperformanceand
professional development procedures that
are timely, personalised and encourage high
levels of motivation and job satisfaction
• Encouragepersonalinvestmentinnurturing
the cultural and spiritual capital of the
organisation
Our Systems
• Planandimplementawholeoforganisation
business management system
• Useanagreedsetoffinancialandrisk
management indicators as part of the regular
reporting and monitoring of organisational
performance
• Maintainaccuratebudgetingprocesses,
streamlined and on-time reporting and
acquittal procedures
• Innovateanddesignsystemsof
administrative excellence which contribute
to operational management systems in the
human services sector
• Continuetoinvestinandimproveour
internal and external communication and
information management systems and
maintain a whole of organisation standard
for all written communications
Our Resources
• Ensurethequalityandlocationofour
physical assets and facilities enable the
effective provision of services for our clients
• Providesafeworkingenvironmentsandtools
to ensure our staff is comfortable, inspired
and able to achieve high standards
• Improveandmaintaininformation
technology capabilities which supports staff
in their delivery of service
Re
sp
on
sib
ilit
y
Re
so
urc
efu
lne
ss
3 . Administrat ive Object ive - our people, systems and resources
Supporting People
Strengthening Communities
Sense of Self • Sense of Place
Sense of Purpose • Sense of Belonging
12-14 Ernest St, PO Box 365 Tewantin Q 4565Phone (07) 5442 4277 Fax (07) 5442 4846
www.uni tedsynerg ies .com.au
12-14 Ernest St, PO Box 365 Tewantin Q 4565Phone (07) 5442 4277 Fax (07) 5442 4846
www.uni tedsynerg ies .com.au
Sense of Self • Sense of Place
Sense of Purpose • Sense of Belonging
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