strategic plan 2017 2019 - pandsi · strategic context background pandsi (post & ante natal...

Strategic Plan

2017 – 2019

Developed in

August 2016

Last reviewed in: February 2017

Table of Contents

STRATEGIC CONTEXT .................................................................................................................................... 3

1. STRATEGIC PLAN .................................................................................................................................... 4

1.1. NEEDS ANALYSIS ............................................................................................................................ 4

1.2. SWOT ANALYSIS ............................................................................................................................. 5

1.3. STAKEHOLDER ENGAGEMENT ..................................................................................................... 7

1.4. STRATEGIC PRIORITIES – IN DETAIL ........................................................................................... 8

1.5. PRIORITIES FOR 2017 ................................................................................................................... 15

Appendix A: Risk Management Plan ............................................................................................................... 16

STRATEGIC CONTEXT

BACKGROUND PANDSI (Post & Ante Natal Depression Support & Information Inc.) is a Canberra based organisation that plays an important role in providing professional and peer support, education and information for families in the Canberra and ACT region who are experiencing Antenatal Depression (AND), Postnatal Depression (PND) or Anxiety. Together these are known as perinatal depression and anxiety.

Our organisation began in mother’s homes as two self-help groups, one on each side of Canberra. These groups amalgamated in 1989 and began to receive government funding in 1997. During 2016 PANDSI achieved accreditation under the National Standards for Mental Health Services and held its first major fundraiser - The PANDSI Cake Off. The latter resulted in the ACT Government committing to match funds raised from this event over the next four years to a maximum of $100,000.

Our aim is to help reduce the negative outcomes of perinatal mental health conditions and build resilience in families by:

Providing information, support and appropriate referral to women, men and their families who are affected by perinatal mental health issues including antenatal or postnatal depression and perinatal anxiety

Raising community awareness of these conditions Forming productive relationships with other organisations in the sector to

enhance services for the target group

We are committed to providing evidence-based services and have established a service delivery pathway that ensures that services offered are tailored to meet each client’s individual needs during their recovery journey.

Over the years, our programs have developed based on the needs of the women and the families we serve. Today, 300 new clients access PANDSI every year, and this number continues to grow with demand putting pressure on available resources.

VISION To improve the perinatal mental health of women, men and their families in the ACT.

MISSION To provide evidence based, innovative early intervention support and information to help families understand their perinatal mental health, normalise their experiences and build resilience. To assist families on their pathway to recovery, work with the community to reduce stigma and benefit the wider society.

VALUES Respect We have regard for people and treat them well in all our interactions both within and outside of PANDSI. We recognise the dignity and rights of all and we make time to listen, to be courteous, and to respond.

Resilience We encourage resilience and believe that everyone has the ability to recover and maintain their wellness. We also believe that everyone's journey is individual and they are the expert in their own lives.

Diversity We see people as individuals and appreciate and welcome their differences. This approach enriches us individually and collectively, harnesses understandings and skills for our work and informs the enactment of our values.

Acceptance We accept that everyone's journey is their own individual journey. We accept that everyone comes with a varied history and that everyone's story is valued.

Integrity PANDSI consists of passionate, committed, professional people who live out our values.

1. STRATEGIC PLAN

1.1. NEEDS ANALYSIS

PANDSI was established to provide support, education, information and referral services to those impacted

by post and antenatal depression. The organisation was established to address a need that was not being

met by existing services. Demand continues to grow for our service with waiting lists being well managed to

ensure women are supported to the best of the organisation’s capability and resourcing.

Perinatal anxiety and depression is the result of biological, sociological and psychological factors occurring

during the perinatal period (the time from conception to one year postpartum) and can affect mothers and

fathers.

Australian research suggests that up to 10% of women experience antenatal anxiety and/ or depression,

increasing to 16% of women experiencing postnatal anxiety and / or depression. 10% of fathers are also

affected. The total number may be higher as many more struggle without seeking a diagnosis or support

(RANZCOG College Statement: C-Obs 48 (2012)).

Of women identified with antenatal or postnatal depression 50-70% of those untreated remain depressed 6

months later. 25% of women will develop a chronic illness and 25% of women will develop recurrent

depression (RANZCOG College Statement: C-Obs 48 (2012)).

Early intervention or assistance to help the mother showing symptoms of perinatal depression can bring significant cost savings. If the number of women affected by perinatal depression in 2012 were reduced by 5% (2300 women), total costs in the first two years/10 years/20 years could be reduced by $136 million/ $178 million/$203 million. (PricewaterhouseCoopers Australia (PWC) for beyondblue (2012)).

Mental health problems affect the wellbeing of the woman, her baby, her partner and family, during a time

that is critical to the future health and wellbeing of children. Early detection and intervention can improve

outcomes for all and are the responsibility of all maternity care providers.

Access to appropriate healthcare, support and education is essential if we, as a community, are committed

to addressing the needs of women and families who have been affected by this illness.

Public awareness and acceptance of post and antenatal depression has improved largely as a result of

organisations like PANDSI making the public and government aware of the issues and encouraging those

impacted to seek support.

As the only post and antenatal support service based in Canberra, PANDSI is a critical service that provides

a local and innovative pathway of support for Canberra women and their families.

MARKET STATISTICS

Demand for PANDSI’s services is likely to continue to grow over this planning period:

1 in 7 women who experience pregnancy or parenthood will experience a level of post or antenatal depression (Deloitte 2012)

The birth rate has risen by 31.6%in the past ten years to 2015, with a slight decrease of 0.2% between 2014 and 2015. (ABS stats)

The Canberra region has over 93,000 families and a population of 395,000 with the population projected to increase to over 400,000 by 2019.

TARGET MARKET

The services of PANDSI are aimed at individuals and families in the ACT community. PANDSI works regularly with women, their families, the health sector (referrals), community sector, business community (sponsorship) and government (policy setting and funding). PANDSI’s target market is anticipated to remain stable over this planning period.

COMPETITION Currently, there are no other organisations within the ACT providing post and antenatal specific support services. However, this situation may change as other community sector organisations seek to diversify their services in a restricted funding environment and as the Government moves to tender community mental health services for the 2019 funding round.

1.2. SWOT ANALYSIS

PANDSI attained accreditation under the National Standards for Mental Health Services during 2016

reinforcing it possesses strengths in its evidence-based service and skills base and is operating in a non-

competitive market that sees demand for support services exceeding supply capacity. Together with the

success of the inaugural PANDSI Cake-Off, these activities helped to strengthen PANDSI’s governance

model and raise the profile of PANDSI significantly. However, there remain considerable challenges such as

secure funding and premises, resourcing pressures and capitalising on our increased profile. The PANDSI

Board, staff and a number of stakeholders have been consulted to identify and assess each area of risk and

in identifying mitigating strategies.

STRENGTHS STRATEGY TO USE STRATEGIC PRIORITY

Responsive & evidence-based service model with academic credibility

Actively promote service model with Government

and strategic partners

Investigate growth and revenue opportunities

Continue efforts to reach out across the

community and meet the needs of diverse

families

Deliver services that are

contemporary and

evidence-based

Consolidate existing

model

Strong Governance model, including, National Standards for Mental Health Services accreditation

Maintain regular review of policies and procedures, implement relevant accreditation recommendations

Periodic review of Board and subcommittee scope and charters

Board review of Strategic Plan outcomes/scorecard twice a year

Board assesses new ideas against Strategic Plan priorities

Ensure sustainability for our business model (i.e. maintain accreditation, retain/successfully bid for ACT Government contract to deliver PANDSI services).

Good connections & profile with ACT Government (funder), other stakeholders in local primary and acute care sectors

Establish and maintain strong relationships with

key partners (incl. ACT Government) to drive

agenda and promote desired health and social

outcomes

Continue to build the

profile of PANDSI

Build Formal and

Informal Partnerships

Strength and Diversity of Board

Harness the Board’s personal commitment to help

lead and drive promotion/growth strategies

Ensure sustainability for

our business model

Respected community reputation

Word of mouth referrals, promotion to community organisations, media

Feedback/evaluation from clients continues to be

evaluated

Community development

Staff expertise and commitment

Strong selection, induction and training processes Deliver services that are

contemporary and

evidence-based

Strong, healthy

workplace

WEAKNESSES STRATEGY TO OVERCOME STRATEGIC PRIORITY

Capacity to meet increased demand for services, or to create new services is limited

Continue to ensure funders aware of demand statistics

Ensure fundraising used in part to extend services in priority areas.

Deliver services that are contemporary and evidence-based

Depend on staff to maintain quality of service

Continue to maintain high training and recruitment

standards


our business model

Marketing/social media strategy at early stage of development

Implement and resource a targeted communications and social media strategy

Raise the profile of

PANDSI in the wider

community

General community awareness not strong

Increase awareness outside expectant mother community. Build on Cake Off Facebook network

Raise the profile of PANDSI

OPPORTUNITIES STRATEGY TO USE STRATEGIC PRIORITY

Build on success of inaugural 2016 PANDSI Cake Off

Position PANDSI for annual Cake Off to maximise ACT Government commitment to match fundraising to $100,000 over 4 years (i.e. $25,000pa). Including Canberra cookbook and Inaugural Mini Cake Off PNDA week November 2016.

Build corporate partnership opportunities (via Cake Off/training pilots) and other general fundraising monies

Ensure sustainability (growth and diversity) for our business model

Build partnerships to complement PANDSI vision, mission and values.

Further improve/formalise stakeholder evaluation in strategic planning processes

Annual discussions/survey with key stakeholders, eg. funders, patron/s, relevant sector agencies, partners, clients

Stakeholder Engagement

Reassess service delivery resourcing model

Trial new ways of service delivery: e.g. staff mix, use of volunteers, antenatal and dads groups

Ensure sustainability (growth and diversity) for our business model

Changes to ACT Work Safety ACT 2011 to focus on psychological wellbeing of staff

Position PANDSI to take advantage of these changes

Seek out new business streams to grow own-source revenue: pilot family friendly workplace PANDSI training, accreditation.

Deliver services that are contemporary and evidence-based

Build partnerships to complement PANDSI vision, mission and values

Further strengthen Board with new Board members

Use updated Board skills matrix to identify gaps

Clarify role of subcommittees/integration/crossover issues

Ensure sustainability for our business model

Risk management – strengthen financial management oversight

Seek new auditor as part of periodic renewal of external auditor


Government policy commitment for early perinatal intervention

Continue to build relationships with Government and target funding programs


New channels/partnerships Actively pursue opportunities to collaborate with

other organisations

Raise the profile of PANDSI

THREATS STRATEGY TO OVERCOME STRATEGIC PRIORITY

Scarce funding Monitor business performance and seek to grow own-source revenue

Seek out sponsorship opportunities


our business model

Premise lease expiring early 2017

Proactive search for centrally located offices, build costs into current year and ongoing budget, seek out refurbishment sponsors.


our business model

Negative publicity Have response strategies prepared and ready for implementation should the need arise, including Board and senior staff training is PR damage mitigation.


our business model

Competition and 2019 Tender for service

Implement a regular market analysis exercise to understand potential competitors

Ensure staff/Board agreed on scope and quality of service we present. CEO maintains involvement with ACT Health Procurement Reference Group to inform PANDSI tender strategy.

Ensure sustainability

(growth and diversity) for

our business model

Agree role of partnering in service delivery

Improve basic statistical collection/evaluation

1.3. STAKEHOLDER ENGAGEMENT

Client and stakeholder feedback is very important to PANDSI and informs our strategic planning and

program development. The staff and Board were extremely heartened by feedback received as part of the

accreditation process in early 2016 and also sought feedback on performance and strategic direction through

two recent surveys: the Community Development Survey; and a Community Strategic Planning Survey to

help inform our new three year plan. Senator Katy Gallagher, PANDSI Patron, was also consulted as part of

the planning process.

Our first accreditation assessment report commented: “PANDSI enjoys a strong reputation both with clients

and its community of interest with outcomes that are well documented and positive. It fills a unique space

between hospital and mental health services and clearly addresses a significant community need. It’s

flexible, inclusive and client focussed programs and services are managed in a non-judgemental way by staff

and volunteers alike. The values and vision of PANDSI are clearly demonstrated in its daily practice.”

Clients, health service providers, government and community organisations all provided feedback during

October 2016 to PANDSI on operational and strategic matters. In summary stakeholders agreed:

Our mission is right and they are happy with our current focus and service delivery

They are encouraged and involved in planning and delivery of our services

With respect to challenges stakeholders felt PANDSI will face over the next three years, almost unanimously

it was felt the key issues will be growth in demand for services (from a growing Canberra, the new maternity

model of early release from hospital, and an increasingly culturally diverse population) and maintaining

and/or increasing funding.

As PANDSI continues to raise its profile through fundraising and other activities, we are reminded by

stakeholders to keep asking the question “does this give us increased capacity to deliver services?”, and to

keep checking that the organisation has the internal capacity and Board and staff alignment to meet any

growth targets. It was also made clear that partnerships are central to the success of small organisations

such as ourselves and that we should be seeking to grow resources through partnerships.

It is worth noting that both clients and community organisations commented that access to our services

(other than by phone) was more difficult for north side (i.e. Gungahlin) clients.

1.4. STRATEGIC PRIORITIES – IN DETAIL

Based on our needs and SWOT analysis we have agreed the following five strategic priorities for 2017 – 19.

Strategic priority area

2017 – 2019 Outcomes 2019 Scorecard

What do we want to do? We will be successful if we have:

1 Ensure sustainability for our business model

Maintain our financial performance under the new service agreement, successfully tender for five year contract.

Diversified funding sources and built strong relations and associations with funding bodies and sponsors

Value adding, motivated Board and stable, motivated staff, who feel supported by processes and infrastructure

Sound policy in place, which is regularly reviewed

Maintain accreditation early 2019.

2 Raise the profile of PANDSI and perinatal mental health in the ACT

PANDSI recognised as the primary point of information and support in the ACT region

Communicated successes widely and effectively

Effective and well maintained communication strategy (including: website and social media)

Improved community literacy about perinatal depression

3 Deliver effective, evidence based services

Delivered inclusive services

Services are informed and continuously improved based upon both internal and external evaluation

PANDSI services are endorsed by key stakeholders as being a primary resource for families experiencing perinatal anxiety and depression

Agreed measurable outcomes as part of a successful tender process.

4 Grow and diversify service offerings as appropriate

Programs characterised by continuous quality improvement and innovative approaches

Waiting lists are minimised, manageable and responsive

Minimised barriers to access PANDSI services (outreach support, subsidised transport, and CALD services)

5 Build partnerships that complement the PANDSI vision, mission and values.

Strong relations with local media

Diversified partnerships to improve reach

Strong relationships with major NGOs (ACTCOSS, PANDA, others)

Corporate partners contributing resources and enhancing PANDSI profile

The actions required to meet these strategies are outlined in the following tables.

STRATEGIC PRIORITY AREA 1:

Sustainable business model

Strategies Action Status Responsibility

Secure ACT Government 5 year contract

Develop action plan to meet requirements of tender process: consider outside support to complete

Position ourselves to compete, including understanding what Government needs; knowing who else is or could be in the competition. Consider possible partners for joint tender if clear Government preferences larger organisations or ‘joint ventures’.

Commencing CEO/Board

Grow own source revenue

Plan for annual Cake Off to maximise ACT Government commitment to match fundraising to $100,000 over 4 years (i.e. $25,000pa). Including: Inaugural Mini Cake Off (PNDA week November 2016); claiming the date as day before Mother’s Day; Canberra cookbook launch PNDA week 2017.

Pilot Family Friendly Workplace PANDSI training

Commenced Board/CEO

Maintain skilled and diverse Board with a strong organisation Governance model.

Board evaluation due in May/June 2017 (i.e. every 2 years, last one May 2015)

Implement relevant accreditation recommendations and prepare for re-accreditation process

Periodic review of Board and subcommittee scope and charters: clarify role, integration, crossover issues

Board review of Strategic Plan outcomes/scorecard twice a year (March/September)

Board assesses new ideas against Strategic Plan

Ensure Board skills matrix regularly updated for new and ongoing members and considered for skills gaps.

May 2017

Commenced

Commence 2017

Ongoing

Ongoing

Board/CEO

Secure new premises Sign new lease, carry out refurbishment where necessary, adjust current and future budgets to accommodate set up and ongoing costs, negotiate for additional funding if necessary/possible

Seek sponsors for refurbishment where applicable

Commenced CEO/Board

Align service offering to funding model

Continuous review of services to: understand target market; costs of each program; capacity to deliver any changes

Articulate achievable service levels within existing funding and outputs required by funders

Improve basic statistical collection and evaluation

Regular monitoring of business performance to understand and mitigate funding pressures, reallocate resources

Consider development of three year budget to align with Strategic Plan

Ongoing CEO/Board


Raise the profile of PANDSI and perinatal mental health in the ACT


Recognised as primary point of information and support for the ACT region

Communications and Fundraising subcommittee to review need for Communication strategy for 2017-2019 once Strategic Plan approved.

Plan for and complete entry for Telstra Business Awards 2017: set up small group of Board/staff to manage process.

Annual Twilight Seminar – consider how to work with partners to minimise cost/maximise numbers

Continue community development work among stakeholders/parents

Ensure raising awareness of PANDSI is a priority of Cake-Off activities

Ongoing CEO/Board

Accessible and well used website and social media presence

Maintain staff time allocated to social media management

Redevelop website to ensure meets organisational priorities of clients, stakeholders and potential partners (business), including single portal for easy online donations/fundraising

Use Google analytics to monitor use

Review regular newsletter production and best way and how often to reach target readership

Dependent upon resourcing

CEO

Grow general community awareness of PANDSI

Regular articles in HerCanberra

Develop promotional strategy around new premise move and key PANDSI events: Twilight, Cake Off

Commenced Board/CEO


Deliver effective, evidence based services


Service offerings informed by research and evidence

Strengthen continuous evaluation practices for each program o Establish expectations o Obtain feedback o Implement program changes as

necessary

Follow up on evaluation forms from exited clients

Explore electronic EPDS screening (partnership with COPE)

Undertake targeted research on new support group practices and innovations

Where appropriate, collaborate and consult with stakeholders and similar organisations to share ideas, best practice and update services

Ongoing CEO/Board

Ensure skilled staff, volunteers and a happy, healthy workplace

Identify training needs/opportunities to enhance skills of team members/Board in line with the ACT Workforce Development Strategy and operational requirements

Continue to develop good selection and induction processes

Determine how we know whether volunteers ‘are happy’. Board evaluation provides for Board volunteer feedback, what about those involved in program support and delivery?

Ongoing CEO/Board

Stakeholder engagement

Annual stakeholder discussions/surveys to be re-designed to also feed into planning process. Discussions might involve: funders, patron/s, relevant sector agencies, partners, clients.

Completed CEO


Grow and diversify service offerings as appropriate


Plan for growth and change

Position PANDSI to promote its services/training capability to take advantage of focus on the psychological wellbeing of staff under the ACT Work Safety Act 2011. Starting with pilot for Family Friendly Workplace.

Target: big accounting and legal firms, banks, large ACT construction companies, organisations that have bad track record in this area.

Aim for a minimum of 4 sessions p.a.

Where resourcing allows/is allocated, consider how services might be made more accessible for growing demand from north side (eg. Gunghalin) community/ies.

Commencing CEO/Board

Deliver inclusive services

Develop staff training plan, initially about LGBTI inclusivity. Future: consider visual clues for this and other communities on our premises and promotional forums such as website, social media.

CEO

Trial new programs Consider how to extend services to Dad’s (e.g. increased information sessions)

CEO


Build partnerships that complement PANDSI vision, mission and values.


Grow own source revenue

Build formal and informal corporate partnership opportunities (via Cake Off/training pilots) and other general fundraising monies

Consider fee for service products such as Family Friendly Workplace

Commenced Board/CEO

Grow our sphere of influence and knowledge

Support and enhance the Ambassador Program

Undertake, where possible, joint research projects (e.g. with Women’s Centre for Health Matters in ACT) to better inform our service delivery and to raise awareness

Explore the feasibility of a partnership with beyond blue

Commenced

TBC

Board/CEO

1.5. PRIORITIES FOR 2017

Of the strategies outlined above there are number of important actions that need to be undertaken in 2017.

These are detailed in the table below.

Action to take in 2017 Related Strategic objective

Target completion date

Responsibility

Move to new premises 1 April 2017 CEO

Procurement process engagement and planning 1 Ongoing CEO

Cake Off success 1/2/5 May 2017 Board

Board: self-evaluation due May, review Charter, subcommittee roles/charters, twice yearly review of annual plan outcomes, budget planning for 2017/2018 in May 2017.

1/2 June 2017 Board

Design and deliver Family Friendly Workplace 1/4/5 June 2017 CEO

Improve survey and statistical collection/analysis: volunteer satisfaction; exited clients; group evaluation; feedback forms and analysing outputs.

1/3 Dec 2017 CEO

Apply for Telstra Business Award 2017 2 June 2017 Board

Ambassador program – support and enhance 5 Dec 2017 CEO

Appendix A: Risk Management Plan

(refer separate document updated February 2017)

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