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

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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.

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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.

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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

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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

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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.

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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

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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

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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

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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

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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

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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

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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