STRATEGIC PLAN Samaritans Foundation

Transcription

1 STRATEGIC PLAN For all people Samaritans Foundation The social welfare arm of the Anglican Church in the Hunter, Manning and Central Coast.

2 Contents Contents 02 About us, Mission, Vision, Values 03 Introduction 04 Samaritans Strategic Pillars 05 Enabling a good life with people we support 07 Inspiring our people to achieve their potential 09 Leading innovation and impact in social policy 11 Partnering with others to deliver service excellence 13 Building sustainability through financial independence 15 Page 2

3 About us Samaritans offers services in the Central Coast, Newcastle, Hunter, Mid-North Coast and Central Western regions of NSW. Over 100 services support children, youth, people living with a disability or with mental health concerns, parents, families and those who are homeless throughout these communities. Samaritans encourages people to have a voice and be offered choice as we recognise all people are valued members of their community. Samaritans also engages in advocacy to promote justice, reconciliation, peace and dignity for all in our community no matter what their circumstance. Our proud origins The Samaritans Foundation is the social welfare arm of the Anglican Church in the Hunter, Manning and Central Coast. Mission We seek to provide unconditional support to people in their needs and to promote just social and economic policies. Vision For communities where there is love, peace, justice, reconciliation and dignity for all people. Where there is care for the vulnerable and their environment and where each individual has the opportunity to contribute and participate fully in community life. Values Compassion, Integrity, Justice Page 3

4 For All People People are the heart of Samaritans. The people we have the privilege to support and advocate for, the staff and volunteers of our organisation, our donors and funders, the people we partner with including our Diocese and its Parishes, as well as the broader collective of people with whom we create community. It is these people who are central to this three-year Strategic Plan. The plan addresses five pillars of strategic intent that guide our objectives and initiatives: Enabling a good life with people we support Inspiring our people to achieve their potential Leading innovation and impact in social policy Partnering with others to deliver service excellence Building sustainability through financial independence Each of the five strategic pillars directs Samaritans to build strong communities where we believe there can be personalised support, justice and dignity for all people. The plan builds on our strong foundations, encourages excellence and innovation, and calls for further collaboration and inclusion to enhance community. What underlies this plan is a desire to truly listen. Listening to those we support, our staff, our partners, and providing the opportunity for these voices to be heard in our delivery of services, in our advocacy, and in our community. Samaritans has always aspired to provide quality services to many different groups of people. Our service delivery supports people with a disability, young people, children, families, those escaping domestic violence, and those leaving prison, among others. What brings these diverse groups of people together under the umbrella of Samaritans is our desire to provide unconditional support to everyone. We are for all people. Page 4

5 THE PILLARS OF OUR STRATEGIC PLAN PARTNERING with others to deliver service excellence LEADING innovation and impact in social policy ENABLING a good life with people we support BUILDING sustainability through financial independence INSPIRING our people to achieve their potential Page 5

6 ENABLING a good life with people we support Page 6

7 We will: ENGAGE MEANINGFULLY WITH THE PEOPLE WHO ACCESS OUR SERVICES TO ENSURE THAT THEIR PREFERENCES, NEEDS, AND VALUES ARE INCORPORATED INTO THE SERVICES WE DELIVER. DEVELOP OUR CAPACITY TO CONTRIBUTE TO THE BROADER COMMUNITY CONTEXTS IN WHICH THE PEOPLE WHO ACCESS OUR SERVICES BELONG. DELIVER SAFE, IMPACTFUL AND HIGH QUALITY SERVICES. 1. Developing a Consumer Engagement Strategy that targets participation at all levels of Samaritans. 2. Strengthening the ability of Samaritans to be a safe and inclusive organisation through the following activities: Reconciliation Action Plan Disability Inclusion Action Plan Employer of Choice for Gender Equity White Ribbon Accreditation Child Safe Organisation Carers (Recognition) Act 2010 Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Rainbow Tick National Standards for Volunteer Involvement 1. Defining the role of Samaritans in supporting and contributing to each of the domains of the NSW Human Services Outcome Framework (safety, home, economic, health, education and skills, social and community, and empowerment). 2. Leveraging new and existing partnerships within the community to provide broader support to the people who access our services. 1. Increasing the focus on Enterprise Risk Management in decision making and priority setting. 2. Implementing the Service Excellence Framework. 3. Implementing an organisational structure that supports and enhances person-centred service delivery. 4. Developing a comprehensive Impact and Outcomes Strategy that identifies, measures and reports on impact and outcomes. Page 7

8 INSPIRING our people to achieve their potential Page 8

9 We will: IMPLEMENT EMPLOYER OF CHOICE INITIATIVES THAT ATTRACT, RETAIN, AND GROW OUR PEOPLE TO BE LEADERS IN THEIR FIELDS AND DELIVER HIGH IMPACT SERVICES. BUILD RELATIONSHIPS ACROSS SAMARITANS THAT WILL CONNECT PEOPLE AND SERVICES. IDENTIFY, CELEBRATE, AND DEVELOP THE LEADERSHIP CAPACITY OF PEOPLE FROM ACROSS SAMARITANS. 1. Strengthening our recruitment and induction processes to attract and retain high quality employees. 2. Developing a competency framework that is underpinned by training, mentoring, and career development opportunities. 3. Building a performance management framework that links employee performance to the delivery of service outcomes and organisational goals. 4. Strengthening our Work Health and Safety and wellbeing initiatives to keep our employees safe, healthy, and happy. 5. Developing pathways for the people who access our services to engage in employment opportunities with Samaritans. 1. Implementing a business-partner approach to the delivery of corporate services. 2. Creating cross-department and crossdiscipline networks that bring people together to address key opportunities and organisational issues. 3. Developing an internal communication strategy. 1. Developing a leadership recognition framework that actively targets internal and external recognition of leadership. Page 9

10 LEADING innovation and impact in social policy Page 10

11 We will: BUILD A CULTURE OF RESEARCH AND EVALUATION THAT UNDERPINS INNOVATION, WORLD-CLASS PRACTICE, ADVOCACY, AND SECTOR LEADERSHIP. ADVOCATE FOR SYSTEMIC POLICY, FUNDING, AND PRACTICE CHANGE THAT ENHANCES THE OUTCOMES FOR PEOPLE WHO ACCESS OUR SERVICES, AND THE COMMUNITIES IN WHICH THEY LIVE. 1. Implementing Samaritans Research and Evaluation Framework. 2. Building a culture that supports appropriate risk taking in innovation and balances service quality with service innovation. 3. Engaging with leading researchers and their institutions to propose and deliver a focused, funded research agenda. 1. Developing an Advocacy Strategy that involves and represents the people who access our services, and that is driven by evidence from the frontline of service delivery. 2. Engaging in a disciplined manner with the local, state and federal jurisdictions of sector peak bodies, advocacy groups, and business groups. 3. Increasing visibility of Samaritans with political representatives, government agencies, and policy makers. Page 11

12 PARTNERING with others to deliver service excellence Page 12

13 We will: NURTURE INTENTIONAL PARTNERSHIPS THAT COMPLEMENT OUR ORGANISATIONAL STRENGTHS AND DELIVER MUTUALLY BENEFICIAL OUTCOMES. DEVELOP OUR INDIVIDUAL AND COLLECTIVE CAPACITY TO IDENTIFY, ESTABLISH, AND MAINTAIN PARTNERSHIPS. 1. Developing a Partnership Strategy that explores the full spectrum of potential relationships including memorandums of understanding, commercial agreements, joint ventures, partnerships, and mergers. 2. Partnering with the Diocese and its parishes to enhance our service delivery, advocacy, and organisational efficiency. 3. Developing a Volunteer Strategy that leverages the personal and professional experience of our individual and corporate volunteers. 1. Building on the foundation established by Samaritans Partnership Toolkit to support the development of partnerships. 2. Targeting the development of networking and partnership development skills in key positions across Samaritans. Page 13

14 BUILDING sustainability through financial independence Page 14

15 We will: INCREASE UNTIED REVENUE TO REDUCE OUR EXPOSURE TO GOVERNMENT FUNDING. IMPROVE THE EFFICIENCY OF OUR ASSETS AND OPERATIONS. INCREASE OUR REVENUE FROM SERVICE DELIVERY. 1. Implementing our Fundraising Strategy. 2. Scaling up our existing social enterprises in retail and cleaning. 3. Commercialising niche expertise and intellectual property in areas of service delivery such as behaviour support, restricted practices, and leisure travel. 4. Developing a market focused Marketing and Communications Strategy to grow our service offering in NDIS and social enterprise. 1. Investing in the implementation of the Information and Communication Technology Strategy including an Enterprise Management Information System (EMIS). 2. Developing a Property Strategy to optimise the efficiency of our property portfolio including both owned and leased holdings. 3. Focusing our decision making on the financial, operational, and strategic sustainability of services. 4. Optimising the structure and value proposition of the Organisational Effectiveness, and Strategy and Innovation portfolios. 5. Implementing Samaritans project management methodology through the Project Management Office (PMO). 1. Developing the organisational capability of Samaritans to be competitive in a service commissioning environment. 2. Strengthening the core Business Development capability of our Executive and Managers. 3. Identifying government funding opportunities that will support the natural growth and development of our services. 4. Working with the Anglicare Australia networks to develop state and national funding opportunities. Page 15

16 Samaritans Foundation - Diocese of Newcastle 36 Warabrook Boulevard, Warabrook NSW 2304 PO Box 366, Hunter Region Mail Centre NSW 2310 P: E: mail@samaritans.org.au