Beyond the Half Century

Transcription

1 Beyond the Half Century BARKUMA INC LEVEL 3, 151B SOUTH TERRACE, ADELAIDE SA 5000

2 CONTENTS Acknowledgements 1. Introduction 2. Who we are 3. Towards Our Challenges 4. Our Mission 5. Our Vision & Belief 6. Our Core Values 7. Statement of Strategic Intent 8. Key Result Areas Enabling people with disability to be valued members of the community Page 1

3 Acknowledgements Beyond the Half Century Barkuma s plan is a collaborative effort by the Board of Directors, the leadership team, management, volunteers, staff, supported employees and families who worked together, talked and listened to each other to decipher, develop and deliver a strategy that provides an agreed pathway to The strategic planning process was capably facilitated by Darren Williams from DW Consulting. Darren s expertise, guidance and encouragement ensured stakeholders stayed focussed and contributed for which we are appreciative. 1. Introduction Beyond the Half Century is a rite of passage for Barkuma as it matures and reflects on the past 50 years. We have learnt and developed from the past and built on our experiences. At 50 years of age we are proud to acknowledge that Barkuma is sound, experienced, realistic, intelligent, ethical and reliable; and that we respect human worth and dignity as we strive for excellence in a new and uncertain business climate. Barkuma s Strategic Plan has four Key Result Areas (KRA s). These are accompanied by a set of objectives and initiatives that will be actioned by measurable team business plans developed by the staff themselves. These plans will contain achievable Key Performance Indicators (KPI s) and will be reviewed annually, and this business planning process will be linked to the formulation of Barkuma s annual budget to ensure the appropriate allocation of funds and resources. 2. Who we are Barkuma Incorporated is a not for profit charitable organisation which provides a range of services to assist people with disability to be included in the community. Established in 1967 by a group of parents in Adelaide's northern suburbs, Barkuma has grown to employ more than 250 staff across metropolitan Adelaide, and currently provides services to more than 850 people living with disability. Enabling people with disability to be valued members of the community Page 2

4 Barkuma s services include: Barkuma - Employment Supports Team Employment (Disability Employment Services) Western Employment Services Area Eastern Employment Services Area Transition Services Commercial Services (Australian Disability Enterprise) Elizabeth Holden Hill Barkuma - Lifestyle Supports Accommodation and Respite Lifestyle Intervention Supports Northern Central Direct Supports Intake and Development Barkuma - Human Resources Training Services (Registered Training Organisation) Quality, Risk and Safety Barkuma Corporate Services Finance Information Technology Marketing Administration Chief Executive Officer - Support Services Barkuma currently receives funding from a number of sources including the federal and state governments, donations, development proposals and grants and revenue from commercial and training services. Enabling people with disability to be valued members of the community Page 3

5 3. Towards 2020 Our Challenges The rollout of the National Disability Insurance Scheme (NDIS) across Australia, although welcomed, is having a profound effect on the disability sector which is experiencing unprecedented transition and change. It is estimated that government disability funding will increase three fold under the NDIS and in the future this funding will go directly to those who are in receipt of an approved disability plan and budget from the NDIA. With the increased overall disability funding it is hoped that the most vulnerable, most disenfranchised, most segregated, most challenged, most able, most willing to learn and most deserving members of our community will be encouraged to dream and be listened to, and have their opinions and choices respected. From now on people with disability who are seeking support will become customers ; they will have control of their own disability support funding. Competition between disability support organisations (both not for profit and for profit) will be fierce and services will have to ensure they offer best practice in order to stay relevant to their purpose ; they will have to become spirited marketers. In addition to statistical data which reveals One in five people in Australia is living with disability; communities are ageing; health care systems are overloaded and failing; and there is a critical shortage of appropriate and affordable housing Barkuma must accept the challenges this data reveals and determined action and provide leadership by securing affordable, appropriate and accessible houses for tenancy for those in need South Australian unemployment status stands at the worst in mainland Australia Barkuma must also accept the challenges of aggressively pursuing business contracts and opportunities in order to employ people with disability in supported employment; and sourcing and placing people with disability into supported and open employment of their choice. The NDIS has placed many additional demands on disability services and these demands will likely increase as will the expectation for culture change, best practice and enhanced outcomes as Barkuma transitions to a person centred approach to support. At this stage of the roll out of the NDIS, the general public requires constant information in order to understand that the increased investment in disability services by the federal government actually replaces the individual state/territory contributions of the past. This lack of understanding is reflected in the decline in philanthropic donations to not for profits and Enabling people with disability to be valued members of the community Page 4

6 charities which now have to build in the transformation of their entities to fee for service businesses to ensure they are securely placed to cover running costs, wage increases, etc. The leadership team must ensure Barkuma s individual unit cost for service provision is comparable, competitive and within the rates set for NDIS services by the NDIA; and adherence to binding legislation, governance and Awards. Barkuma s workforce needs to be agile, capable and responsive to the needs of those purchasing its services. We need to ensure that efficiencies are gained through smarter work practices and a conscientious commitment to lowering overheads and sharing the workload in a responsible manner. Whilst it is important to have specialised services it is just as important to have the agility to generalise, adapt and respond to need quickly and appropriately. The ability to work collaboratively together within Barkuma, with local, state and federal governments and in partnership with other ethical organisations is a priority. By working together, sharing the workload, our expertise and our ideas, organisations like Barkuma will strengthen as will the South Australian disability sector. 4. Our Mission To enable people with disability to be valued members of the community. 5. Our Vision and Belief The inclusion of all people expands individual potential and strengthens the community. 6. Our Core Values Respecting human worth and dignity Being included Promoting individual growth and development Improving quality of life Striving for excellence Enabling people with disability to be valued members of the community Page 5

7 7. Statement of Strategic Intent Barkuma will be a leader in the provision of disability services. We will grow our capacity to provide person centred services that enable more people to reach their potential. We will be an innovative and unified organisation that is A service of choice Values driven Able to meet service demand Positioned to inform and influence. 8. Key Result Areas Barkuma has adopted four KRA s; that is the things that we at Barkuma absolutely must do to carry out our responsibilities in order to achieve our team s business plans and goals. This is an essential activity of Barkuma; it is an expectation that all Barkuma personnel will understand and contribute towards the completion of the organisation s business plans and achievement of KRA s. If we do it, and do it well, it can contribute significant value to your team and the longevity of Barkuma. If you are unsure of how you can assist, your manager will work with you and your team around what is expected in order to fulfil your individual and team s responsibilities within Barkuma s strategic plan over the next three years. KRA 1- Service delivery KRA 2- Building organisational capacity KRA 3- Workforce development KRA 4- Financial sustainability Enabling people with disability to be valued members of the community Page 6

8 KRA 1- Service delivery Objectives Barkuma will: o develop and expand services o deliver a continuum of services that meet or exceed customer expectation o work in an ethical and person centred framework o Be courageous and innovative in service design and delivery. KRA 2- Building organisational capacity Objectives Barkuma will: o offer staff development opportunities for growth and development o review and analyse the organisation s assets to ensure maximum return o review, analyse and document the organisations systems and processes to ensure maximum return o strengthen the Barkuma brand via a strategic approach to marketing o develop Barkuma s commercial operations. KRA 3- Workforce development Objectives Barkuma will: o have processes and systems in place to increase efficiency o ensure staff are well equipped to deal with future challenges o build a great culture positive, engaged and motivated o develop and encourage a flexible workforce o reduce lost time injuries o where possible have the right person in the right place, invest in staff and volunteers and assets commencing with risk o benchmark against other agencies o foster a brand ambassador culture. KRA 4 - Financial sustainability Objectives Barkuma will: o use current investments to finance potential growth opportunities in line with its mission and increase the appetite for risk o maximise purchasing power and opportunities o ensure affordability of services under the NDIS. Enabling people with disability to be valued members of the community Page 7

9 KRA 1: Service Delivery Objectives Develop and expand services Initiatives/Actions Continuum of support services for people 5 to 25 developed Expand supports for people with complex needs Strategically partner with other organisations Our footprint is agreed and a plan to preserve and extend that footprint exists Deliver a continuum of services that meet or exceed customer expectation Every customer has an opportunity to provide feedback annually as a minimum An integrated system for gathering and addressing feedback is developed Funding bodies/participants agreed expectations are met on time and reviewed annually or as per contract/service agreement guidelines All customers will have an agreed annual plan Barkuma will work in an ethical and person-centred framework Be courageous and innovative in service design and delivery Demonstrate commitment to community development to enable our clients the greatest choice and control All customers will have an agreed annual plan Barkuma has an ethics framework Use Easy English and symbols consistent with NDIS Decision and risk framework exists to allow you to filter/assess opportunities in an agile and timely manner Matrix of committees and forums that we maintain is developed Research and implement community development frameworks and approaches Enabling people with disability to be valued members of the community Page 8

10 KRA 2: Building Organisational Capacity Objectives Staff development for growth and diversification Review and analysis of the organisations assets to ensure maximum return Review analyse and document the organisations systems/processes to ensure maximum return Strengthen the Barkuma brand via a strategic approach to marketing Initiatives/Actions Workforce development plan in place to ensure staff have skills to deliver current and future organisational needs/services Review all Buildings and facilities to ensure efficient and effective use and capacity. All fit for purpose, mapped and aligned Marketing/CRM, IT, Payroll, HR, Admin, Quality System Develop and implement marketing and communications strategies specific to internal and external stakeholder groups Develop Barkuma s commercial operations Review all commercial arrangements to ensure maximum return to Barkuma. Development of relationship and contract management capacity Form and develop Partnering opportunities Enabling people with disability to be valued members of the community Page 9

11 KRA 3 : Work force Development Objectives Organisational Development Process & Systems in place to increase efficiency Process & Systems in place to increase efficiency Staff are well equipped to deal with future challenges Introduce Liveware Initiatives/Actions Train staff in Action HR, knowledge skills audit tool deployed Maximise Sharepoint Ensure all industrial tools comply and maximise efficiency Professional development and plans in place for each employee Employee culture survey conducted every 2 years Review and continuously improve our appraisal system Build a great culture positive, engaged and motivated All HR practices reflect a Customer service approach Flexible work force EA provides for flexible use of staff resourcing across the business Targeted induction process Increase in targeted training to meet organisational goals Reduce Lost Time Injuries Right Person in the right place, invest in staff as our asset commencing with risk Benchmark against other agencies Foster a brand ambassador culture Increase WHS reporting and accountability Internal promotion ratio minimum 1:3, staff turnover around 10% Measure positive return on investment not just Sick leave EA conditions Barkuma s values are clear visible and understood by all Key messages are clear concise and understood by all Enabling people with disability to be valued members of the community Page 10

12 KRA 4: Financial Sustainability Objectives Use our current investments to finance potential growth opportunities in line with our mission and increasing our appetite for risk Initiatives/Actions New business interstate (Barkuma Ltd) New businesses in South Australian Regional areas Increase house/property portfolio Invest in new businesses in local communities. Maximise purchasing power and opportunities Affordability of services under NDIS By 2020 Elizabeth factory is upgraded/modernised to attract and retain business Partner with other organisations EA considers modern awards and industry parity to enable services to be delivered affordably Enabling people with disability to be valued members of the community Page 11