Operational Plan July 2017 to June 2018

Transcription

1 Operational Plan July to June 2018 Page 1 of 13

2 Primary Objective SARRAH exists so that rural and remote Australian communities have allied health services that support equitable and sustainable health and well-being. Vision It is our vision that SARRAH is the voice for rural and remote allied health. We aim to influence health reform to improve allied health services, and provide support to allied health professionals in rural and remote areas. Values SARRAH s values underpin the primary objective and include the prioritisation of our organisational activities and resource allocation. We call our core values our perspective. They include: Inclusiveness Partnerships Fairness Equity Quality Advocacy. SARRAH provides individual rural and remote allied health professionals with opportunities to inform and influence health care by contributing our perspective to policy and planning processes that govern service delivery to rural and remote communities with the ultimate goal being enhanced community wellness outcomes. Our perspective is demonstrated by qualities such as: Valuing the individual grass roots allied health professional Meeting community needs Broad Consultation Achievement orientation. Page 2 of 13

3 Introduction The July to June Operational Plan has been developed to record strategies and actions designed to achieve the goals described in the SARRAH Strategic Plan The strategies and actions are: Specific Measurable Achievable Reviewable Time bound. The Operational Plan also identifies: What SARRAH intends to do and how Who will be responsible for the action When these will be done Whether the action is a new or existing activity and comparative priority for resources (low, medium or high) What resources are needed How progress will be measured or indicators of success that will help SARRAH know whether it has achieved its goals or not. Page 3 of 13

4 Membership Goal One: Build Membership SARRAH engages and amplifies the voice of our members and supports their service delivery. 1.1 Develop an innovative member communication, marketing and recruitment strategy. 1.2 Highlight the initiatives and successes of members in rural and remote service delivery. Engage an expert to develop a member marketing and communication strategy. Review membership categories and fees. Increase the reach of SARRAH social media through developing a social media calendar, integrating e-bulletin, social media content and regular postings. Develop guidelines and establish a library of relevant human interest stories for posting onto the website and social media. Review existing SARRAH awards and establish a new category for innovative allied health services High By 30 November Medium By 1 February 2018 Secretariat plus a $15,000-20,000 or a University no cost Terence In 2-3 years SARRAH has doubled visit numbers to the Membership and Resources sections of the Website. Board & Secretariat Terence In 3 years SARRAH has individual members, 40 corporate members and 1,000 supporters/friends. Medium On-going Secretariat Deslie Annually, SARRAH has retained 85% of existing members. High By 31 December High By 28 February 2018 Secretariat & Members Deslie Bi-annual SARRAH Conferences and Summits continue to develop as key networking forums for the sector. Secretariat & Members Deslie In 1 year SARRAH has introduced a revised set of awards. Page 4 of 13

5 for posting onto the website and social media. Goal Two: Member Support SARRAH supports its members in the field to deliver effective and efficient services. 2.1 Build professional development resources for members in the field. Produce a business case seeking funding from potential stakeholders to support and maintain the establishment of a clearing house for professional development resources. Medium By 31 July Secretariat & Financial Terence In 2 years SARRAH has established an accessible online clearing house of relevant professional development resources. 2.2 Develop practical supports for members establishing rural and remote allied health businesses and services. Publish a library of support material, information including facts sheets for allied health practitioners wishing to establish private elements into their rural practice. Medium By 31 March 2018 Secretariat Terence In 1-2 years SARRAH has published a suite of practical supports for members seeking to improve their business and service viability. Page 5 of 13

6 Advocacy and Public Policy Goal Three: Health Reforms SARRAH builds its leadership in advocacy for improved health services and outcomes in rural and remote Australia. 3.1 Develop strategic policy positions on health initiatives and reforms of relevance to rural and remote Australia, including disadvantaged groups such as Aboriginal and Torres Strait Islander peoples and publicly promote the positions. 3.2 Make strong and ongoing representations to government on SARRAH s advocacy priorities. Establish a program and commence reviewing existing policy/position papers and developing new positions in response to Government reforms. Continue meeting and engaging with Ministers, Opposition, minor parties, and independent politicians and their staff, and Department. Medium On-going Members, Secretariat & subject to funding may include employing a Policy Officer CEO In 2 years SARRAH has documented policy positions on all priority health reforms and projects. Medium On-going Board & Secretariat CEO SARRAH ensures relevant Ministers, politicians, and Department officials are advised of SARRAH s priority concerns and policy positions. Meet with State/Territory Health Ministers, where relevant, to discuss jurisdiction issues. Medium On-going Board & Secretariat CEO SARRAH ensures relevant Ministers are advised of SARRAH s priority concerns and policy positions. Page 6 of 13

7 3.3 Maintain representation on committees and forums to influence rural and remote allied health policy. Strategically select relevant committees, forums and working parties for SARRAH engagement to influence rural and remote allied health policy. Medium On-going Board & Secretariat CEO SARRAH responds to all relevant federal government enquiries and/or consultation processes. 3.4 Develop a communication strategy to raise awareness of SARRAH s policy priorities with members, government, media, and external stakeholders. Develop and implement a communication strategy, including social media, to release significant policies, key advocacy messages and position statements to our stakeholders. Medium On-going Board & Secretariat Terence SARRAH communicates its priority positions to the media and key stakeholders. Page 7 of 13

8 Goal Four: Building the Evidence for Allied Health SARRAH gathers and promotes evidence of the efficacy and cost benefit of allied health service interventions addressing the needs of rural and/or remote communities. # Strategy Action Priority Timeframe Resources (human, material, financial) 4.1 In collaboration with key partners and corporate members, develop a Research Framework on the evidence and cost effectiveness for allied health service supports in the rural and remote context. 4.2 Develop a clearing house capacity or relevant research on rural and remote allied health service provision. Establish a working group comprising interested stakeholders to assist in developing and publishing a Research Framework. High By 1 September Stakeholders, Secretariat & approach potential or interested organisations to seek assistance under a pro-bono arrangement Universities & CEO In 1 year SARRAH has developed with its partners, a Research Framework to collect data and develop reports on allied health services that meet community needs In 3 years SARRAH has auspiced 2 large and 5 smaller research projects under its Research Framework to build evidence for rural and remote allied health services Use SARRAH Conferences, Summits, and other forums to highlight its activities and achievements under the Research Framework In 2 years SARRAH has enhanced its website to include access to a coordinated clearing house of research relevant to rural and remote allied health. Page 8 of 13

9 Sustainability and Business Practice Goal Five: Sustainability SARRAH achieves and maintains funding sources that deliver long-term sustainability. # Strategy Action Priority Timeframe Resources (human, material, financial) 5.1 Diversify SARRAH s income by developing alternative income streams. Identify fundraising and/or sponsorship opportunities and develop and implement a plan targeting potential sources. High Commence work on 1 July Board, Secretariat & Financial CEO, Deslie & Terence In 2 years SARRAH has increased its core recurrent income to a minimum of $500,000 annually. 5.2 Develop and seek funding for project proposals that align with SARRAH s mission. Identify opportunities, develop business relationships with entities/organisations and submit project proposals to potential funders. High On-going Secretariat & Financial Deslie & Terence In 1-2 years SARRAH has obtained funding for 2 major organisational projects. 5.3 Improve marketing of SARRAH to potential partners, sponsors, and corporate supporters. Review, amend and distribute to potential stakeholders a SARRAH funding prospectus. High Commence work on 1 August Secretariat Deslie & Terence Number of prospectus distributed and to who. Page 9 of 13

10 Goal Six: Corporate Governance SARRAH maintains mechanisms to support accountable and transparent governance procedures, including planning, financial management, and reporting. 6.1 SARRAH Board members provide corporate governance oversight of operations. Review the organisations compliance against the Governance Charter. High May 2018 Board CEO The Corporate Governance Charter is reviewed annually for governance and strategic relevance. 6.2 SARRAH Board members implement a skills matrix to identify the skills, knowledge, experience and capabilities desired of the board to meet both the current and future challenges. 6.3 SARRAH employees implement sound corporate governance processes under the delegation of the CEO. Hold Board and Advisory Committee meetings every two months, as well as Audit and Risk Committee meetings every month. Complete a Board skills matrix to identify sufficient skills in allied private practice, research, fundraising, finances, government influences, high profile and other emerging areas Provide guidance to staff on their role and the organisations obligations to comply with corporate policies including the Constitution and Charter. High On-going Board & Secretariat CEO & Deslie Board and Advisory Committee meetings are convened within agreed timelines. High July Board Board In 1 year the SARRAH Board has taken active steps to complete a skills matrix identifying gaps through board renewal and/or professional development strategies addressing any governance deficits. High On-going Secretariat CEO AGM and Committee nomination processes are conducted in accordance with the constitution and relevant policies. Page 10 of 13

11 6.4 SARRAH develops an Annual Operational Plan setting out how it will achieve strategic goals. 6.5 SARRAH develops an annual budget ensuring sufficient resources are available to achieve strategic goals. Develop an Annual Operational Plan setting out how SARRAH will achieve strategic goals. Develop an annual budget to ensure sufficient resources are available to achieve strategic goals. High By 31 July High By 31 August Secretariat CEO The Annual Report is prepared on achievements against the Annual Operational Plan. Secretariat CEO SARRAH operates within its approved annual budget. Page 11 of 13

12 Goal Seven: Projects and Programs Management SARRAH manages projects and programs effectively and efficiently. # Strategy Action Priority Timeframe (when) 7.1 Implement projects and programs, such as the Rural Allied Health Generalist Pathway, to achieve objectives in accordance with funding agreements. Provide support, including developing and implementing a project plan, for the Rural Allied Health Generalist Pathway which is consistent with project objectives. Implement a Nursing and Allied Health Scholarship and Support Scheme (NAHSSS) project plan which is consistent with program objectives. High From 1 July Resources (human, President & Secretariat Deslie Provide accurate and comprehensive reports to the Queensland Government Department of Health within timeframes. Medium 1 July NAHSSS Team Sriyani & Ann Provide accurate and comprehensive reports to the Australian Government Department of Health within timeframes. Develop a 12 month NAHSSS budget for 2018 and monitor expenditure against the budget. Medium 31 December Secretariat CEO Provide monthly reports to Audit & Risk Committee 7.2 Develop and implement business cases seeking funding for all projects. Identify projects, produce proposals and secure funding. Medium On-going Secretariat & Financial CEO Succinct reports are prepared and disseminated on achievements against all projects. Page 12 of 13

13 Goal Eight: Human Resources SARRAH recruits, fosters, and values highly trained staff. # Strategy Action Priority Timeframe (when) 8.1 Recruit and retain staff with the skills, experience, and personal attributes required to meet SARRAHS strategic directions. 8.2 Develop a workplace culture in line with SARRAH values (i.e. achievement oriented, meeting community needs). Conduct a staff skills audit to identify gaps to be addressed in meeting the Annual Operational Plan. Organise monthly meetings and/or team support activities. Establish individual work plans that focus on achievable and realistic goals aligned to the Annual Operational Plan. High By 30 September Resources (human, Secretariat CEO & Deslie SARRAH has a highly competent secretariat staffing capable of addressing the strategic priorities. High Monthly Financial Deslie Secretariat staff demonstrate high levels of satisfaction within their roles at SARRAH. Medium By 31 December Secretariat Deslie & Sriyani SARRAH has achieved a high rate of staff retention - 85% annually. Page 13 of 13