Organisational Health Check-Up

Transcription

1 Organisational Health Check-Up

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3 Overview Overview of the Business Development Package and Organisational Development Toolkit Overview of available resources Activity: Outcomes and Impact How to engage customers in the process

4 EXCELLENCE IS NEVER AN ACCIDENT; IT IS THE RESULT OF HIGH INTENTION, SINCERE EFFORT, INTELLIGENT DIRECTION, SKILLFUL EXECUTION AND THE VISION TO SEE OBSTACLES AS OPPORTUNITIES. - ANONYMOUS

5 Challenges and Opportunities New models such as place-based approaches and person centred care Move of funding control from the organisation to the individual Move from input to outcome and ultimately impact measurement and the associated shift to results-based funding Important reforms being formulated and implemented in areas like disability, child safety, homelessness, mental health, community mental health and aged care services Demographic shifts such as the ageing population and the growth in population in terms of number, age and diversity Community s changing expectations about their growing needs for care

6 What Does this Mean? Need to prepare for service delivery and workforce impacts of reforms Need to critically assess business model Means different things to different organisations Success likely to include: high quality services, highly satisfied customers, capacity to adapt and grow and achievement of outcomes Organisations will require financially viable business models, strategic governance and leadership and fitfor-purpose staffing models

7 What is Organisational Development? A dynamic values-based approach to systems change in organisations and communities; it strives to build the capacity to achieve and sustain a new desired state that benefits the organisation or community and the world around them.

8 Sector Readiness and Workforce Capacity Initiative Accredited Training Non - Accredited Training Business Development Package Organisational Development Toolkit Modules Resources

9 Organisational Development Toolkit There are three areas within the Toolkit each with their own purpose: Tool A - Strategic Review: Review your organisation s strategic vision and service delivery focus and identify key weaknesses, strengths and future opportunities. Tool B - Strategic Capability Assessment: Assess the suitability of your organisation s business model to meet the challenges of today and of the future Tool C - Capability Development Plan: Develop an action plan (based on the information gathered in Tool B) to strengthen your organisation s operations and services

10 Organisational Development Context

11 Tool A: Strategic Review Vision - Does our organisation s vision lead us to the change we seek in ourselves and our community? Focus - Does our organisation have a clear focus on where we engage to achieve the change we seek? Enabling our Vision - Are we able to realise our desired changes and our vision of a preferred future? Capability - What capabilities and capacities do we need to deliver our desired change? Outcomes and Impact - How will we know if we are successful? Summary Overview - Based on the Strategy Challenge Questions above, produce a summary of this simple analysis and seek agreement.

12 Tool B: Strategic Capability Assessment 1. Strategic Capability 2. Governance & Leadership 3. Client and Market Focus 4. Financial Sustainability 5. Workforce Planning & Development 6. Innovation, Quality and Improvement 7. Information, Knowledge and Process Management 8. Collaboration & Partnering 9. Results

13 Tool B: Strategic Capability Rating Where you are now : Assessment Level 1 - Aspiring: We want to be able to do this in the future. Level 2 - Evolving: We have some capability but need more. Level 3 - Capable: We have confidently been doing this. Level 4 - Excellence: We do this consistently to best practice.

14 Tool C - Capability Development Plan Develop an action plan (based on the information gathered in Tool B) to strengthen your organisation s operations and services Includes scope to record: where you want to be (same levels as in Tool B) timeframes level of priority; and person responsible

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16 How to use the tool

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31 Available Resources

32 Organisational Development Modules The organisational development modules are designed to assist organisations to undertake more detailed work in some of the key areas of capability. These modules will be most effective when accessed by organisations that have completed the Organisational Development Toolkit and have developed a Capability Development Plan (Tool C). To help you identify the modules relevant to your organisation, the Business Development Areas from the Capability Development Plan (Tool C) are indicated at the start of each module. Module 1 - Costing, Pricing and Budgeting Module 2 - Collaboration and Partnering Module 3 - Workforce Planning Module 4 - Leadership

33 Other Resources Available

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35 Example Activity: Outcomes and Impact How do we know if we are successful? Outcome: The direct, intended beneficial effect on the stakeholders or interests our work exists to serve. Outcomes may be hard or soft but all require measurement using appropriate tools and processes. (acknowledgment to Robert Penna, 2014)

36 A Logic Model

37 Measuring Our Work Have rigorous, measurable indicators that are closely tied to their program goals Theory of Change: Highlighting the causal pathways from inputs and activities to long-term impact Measure three types of indicators: outputs, outcomes, and impact Logic trees showing how impacts are connected to goals

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39 Activity: Outcomes and Impact How will we know if we are successful? Consider the following in your response: Do we identify and collect information to demonstrate our success? Do we check our plans against actual outcomes? Do we analyse any differences or gaps between plans and outcomes to determine their root cause? Do we make the necessary changes to improve our processes or services? Are our measures relevant and meaningful to track progress towards our desired change?

40 Putting the Customer at the Heart QCOSS Organisational Health Check-Up

41 What makes a Customer-focused business? Customer-focused businesses put the Customer at the heart of everything they do.

42 Who is your Customer? A customer can come in many forms User(s) of your products or service and their families / friends Purchaser or funder of the product or service Supplier Staff member Volunteer Governance bodies anyone who interacts with your organisation could be classed as a customer. Most importantly, your organisation should discuss this and agree which group(s) will be the primary focus of your efforts.

43 3rdView Customer Identification Tool Have you asked Who are we here for? Who should be involved in this conversation? Who are you seeking to make a difference for? Who else? How do they sit relative to each other?

44 Schools who are they there for?

45 How to connect... Empathy and openness are key

46 The perfect birthday

47 Instructions Pair up to share your idea of the perfect birthday. Take turns and swap when instructed on the screen

48 Swap!

49 Different ways to connect 1:1 conversations are a great start. Other effective techniques include observation and focus groups.?" Depth Interviews Observation Focus Groups

50 Principles Building a Customer-focused business relies on a set of core principles Visualisation Openness Iteration Conversation & Collaboration Empathy

51 Find Out More: Contact: Shelley Birrell Project Officer Sector Capacity

52 About QCOSS The Queensland Council of Social Service (QCOSS) is the state-wide peak body for individuals and organisations working in the social and community service sector. For more than 50 years, QCOSS has been a leading force for social change to build social and economic wellbeing for all. With almost 600 members, QCOSS supports a strong community service sector. QCOSS, together with our members continues to play a crucial lobbying and advocacy role in a broad number of areas including: sector capacity building and support homelessness and housing issues early intervention and prevention cost of living pressures including low income energy concessions and improved consumer protections in the electricity, gas and water markets energy efficiency support for culturally and linguistically diverse people early childhood support for Aboriginal and Torres Strait Islander and culturally and linguistically diverse peoples. QCOSS is part of the national network of Councils of Social Service lending support and gaining essential insight to national and other state issues. QCOSS is supported by the vice-regal patronage of His Excellency the Honourable Paul de Jersey AC, Governor of Queensland. Lend your voice and your organisation s voice to this vision by joining QCOSS. To join visit