STRATEGIC PLAN CONTENTS

Transcription

1 STRATEGIC PLAN

2 2 STRATEGIC PLAN CONTENTS

3 3 05 Introduction 07 Our Vision, Mission & Values 08 Context and Drivers for Change 10 One MCM 12 What Our Staff Say Great Outcomes Great Organisation Great Leadership 24 Back Cover Artwork

4 4 STRATEGIC PLAN

5 5 Welcome This Strategic Plan sets a clear direction for Melbourne City Mission over the coming three years with Great Outcomes for the people we support as our primary focus. People seek and receive services from Melbourne City Mission to enable them to get on with the life that they want to live. We have been doing this for over 160 years and we are still doing it because as an organisation we are responsive, creative, flexible and we deliver. The document summarises the current external environment and many changes that we and other not-for-profits are facing and will face over the period. On the following pages you will find a high level picture of the whole strategy, an introduction to the theme of One MCM, followed by details of the Principles, Directions, Aims and Deliverables over the life of the plan. The plan is a roadmap that provides a clear and considered guide to our growth and development over the coming three years. Our plan places all of the people we support at the centre of everything we do. We invite you to join us in our collective journey towards One MCM. The Board and Executive Team commend the plan to you.

6 6 STRATEGIC PLAN

7 7 Our VISION To create a fair and just community where people have equal access to opportunities and resources. Our MISSION We help people and communities to develop their own pathways away from disadvantage. Our VALUES We affirm Melbourne City Mission s ecumenical Christian heritage and acceptance of people of other faiths and no faith. The Christian principles of inclusiveness, love, hope, service, and social justice are fundamental to our practice. Everyone in the community has a right to have their voice heard. Everyone has the right to have the resources necessary for participation in community and social life. Collaboration and co-operation within a community leads to stronger responses and better outcomes. Lives can be changed and people are able to participate in society for their own and the common good. Stewardship of our resources is essential to the creation of a sustainable and viable future. We value what we learn from the communities and people we work with. Society is accountable for the wellbeing of our communities and for community decisions.

8 8 STRATEGIC PLAN Context and drivers for change Melbourne City Mission s Strategic Plan is informed by comprehensive analysis of our external environment. Key drivers include: The changing role of government: Whilst the starting point for Melbourne City Mission s work is community need, our work and that of our partners is enabled (or constrained) by government policy, regulation and funding. Over the life of our new Strategic Plan, it is anticipated that the Commonwealth will push for more human services delivery to be relegated to State and Territory governments and local governments, as well as education and vocational training. The Strategic Plan will enable innovation in an environment where government funding (our primary source of funding) does not fully cover the cost of service delivery, and resources for service and business development are, as a consequence, limited. Policy and funding uncertainty: Australia has long had a reputation as one of the world s most politically stable nations. However, over the life of our previous Strategic Plan we saw leadership turmoil at both a national and State/ Territory level, and the emergence of one-term governments. The Strategic Plan will optimise Melbourne City Mission s capacity to weather such uncertain times. The new human services marketplace: A market-style model of human service delivery is well-established in a range of areas where government was once a monopoly provider. These areas include disability, aged care, employment services, and some housing. The pace of change is particularly rapid in the disability space, with the National Disability Insurance Scheme scheduled for full implementation in mid Melbourne City Mission has already commenced work in our Disability Services to ensure we are fit for purpose in the NDIS environment. Over the course of this Strategic Plan Melbourne City Mission will need to prepare for individualisation and marketisation in other areas of our business as well.

9 9 New forms of funding: Data from the Australian Charities and Not-forprofits Commission shows that governments are heavily reliant on charities for service delivery. Melbourne City Mission is in essence a government contractor; these contracts are likely to increase as government reduces its direct service delivery. We know government funding does not cover all of our expenditure; it is therefore important that Melbourne City Mission remains nimble in its fundraising activity, with an ability to be responsive to changes internally and in the community sector as well as across the fundraising sector. Complexity of demand: There are almost one million Victorians who have one or more determinants of disadvantage and more than 300,000 Victorians are on the Commonwealth Disability Support Pension and Newstart allowance. Going into this Strategic Plan, Melbourne City Mission s work will take place against a backdrop of rising income inequality, an ongoing shortage of affordable housing, and growing youth disengagement and thus, increased demand for support but in an environment of policy and funding reform designed to reduce burden on government.

10 10 STRATEGIC PLAN ONE MCM Melbourne City Mission has a vision to create a fair and just community where people have equal access to opportunities and resources and a mission to help people and communities to develop their own pathways away from disadvantage. This strategic plan places the people we support and the outcomes they seek as the number one priority and the focus for the organisation in the coming three years. The reason we exist is not changing but the way we achieve great outcomes is. Melbourne City Mission provides a broad range of services encompassing disability, early years, education, employment, homelessness, justice and palliative care. We are one of a few large and diverse organisations based in Victoria; we regard our diversity as our strength. The environment we are currently working in is changing rapidly, to one where the people we support are at the centre of an emerging human services marketplace. We need to understand the future marketplace, assess our capacity to operate successfully within it and design strategies to respond to it. We need to be a great organisation that supports the work of the services to deliver the best service possible to the people we serve. In executing our new plan we need great leadership to guide us, to educate, to inform and inspire our staff to deliver the highest quality in a new paradigm of service delivery. One way is by pulling together under the banner of One MCM. Through this concept, we demonstrate that we are all in it together ; that we can and will support one another through change and continuous improvement, to produce the great outcomes the people we support expect from us and the broader sector where we will apply leverage. The notion of being all in together includes the voices of those we support and advocate for. One MCM is a platform for furthering the work that occurred during the previous plan, in aiming toward integrated service delivery. One MCM means that the shared services required by the services to undertake their work, is responding to the appropriate needs and priorities and delivers high levels of internal customer satisfaction. One MCM means that we share knowledge, experience and expertise across our services, for example, the development of an Melbourne City Mission practice framework for the betterment of the clients we serve. One MCM means that our high level organisational priorities, strategies and actions are shared and understood by all so that when we concentrate our resources and effort in one area, we all know and understand why (for example, the Business Aligned Technology Transformation Strategy. One MCM is a cultural shift and one that attempts to bring the diversity within Melbourne City Mission together where we need to, to strengthen the organisation. The key directions in the strategic plan are directions that apply to the whole organisation and will have whole of organisation initiatives and those that guide specific parts of the organisation.

11 11 Great Outcomes Great Leadership Great Organisation We lead the way We are deeply valued What we do works We deliver quality We prosper

12 12 STRATEGIC PLAN ONE MCM TO ME MEANS... What our staff say One person who the people we support can contact, one plan to meet their needs no matter what support they require, and lots of great outcomes for them and their life! Jenny Boulton Leading with emotional intelligence and putting the health and wellbeing of staff first. Strong, happy and healthy staff leads to a positive culture with great outcomes for the people we support. Morgan Cataldo Together we are one. Simon LePage One MCM is about learning, respecting and celebrating our unity in diversity. We all stand on sacred ground. Darcel Russell & Fiona Moore Staff, clients, volunteers and supporters of one program are connected by a thousand threads to all the other workers, clients, volunteers and supporters throughout our organisation. It s like a map of the city, a pattern of veins running through a body, or the constellations among the stars we are all connected. Gabi Macdonald

13 13 One standard method for each process; one common set of applications; one controlled document library; one intranet; and one operating platform. A change that our promising organisation has been waiting for... United we stand, divided we fall. Gemma O Brien It means one repository, where data is entered once, but shared many times. It means one centralised integrated approach to how we do things, and a workflow that is controlled by one set of business rules. Louise Segafredo We are all in it together. We will support one another through change and continuous improvement so we produce great outcomes for the people we support and the broader sector. Dave Wells Using staff knowledge and skills to break down silos and work more collaboratively, to achieve better outcomes for the people we support. Desiree Smit

14 14 STRATEGIC PLAN GREAT OUTCOMES Principle: What we do works! AIM 1 AIM 2 Client Feedback is heard, harnessed and responded to OUR SERVICES ARE BASED ON EVIDENCE OF WHAT WORKS DELIVERABLE 1 We listen and learn from the people we support and this contributes the highest quality services Changes to services are based on evidence through reviews, evaluations, data collection and analysis DELIVERABLE 2 The voices and experiences of the people we support are captured and embedded into our practice. We clearly demonstrate performance against outcome benchmarks DELIVERABLE 3 Co-design is explored and understood and a pilot commenced

15 15 Direction: We understand the needs of the people we support. AIM 3 AIM 4 THE DIVERSITY OF THE PEOPLE WE SUPPORT IS REFLECTED THROUGHOUT MCM SERVICES ARE DELIVERED BASED ON THE GOALS IN CLIENT PLANS success Indicators We have created a culture of inclusion that reflects the diversity of the community we serve A Diversity Strategy is in place, including but not exclusive to a policy on Aboriginal and Torres Strait Islander People Our staff profile compliments the diversity of our clients Outcomes are achieved based on plans Outcome achievements are published in our marketing collateral Our service level is at the right level needed by the client, no more, no less The people we support report being heard by MCM The people we support report high levels of satisfaction with our services Service outcome measures are in place Diversity policy and strategies are in place

16 16 STRATEGIC PLAN GREAT ORGANISATION Principle: We deliver quality! AIM 1 AIM 2 A shared practice framework is developed across key MCM services We accurately measure what we do DELIVERABLE 1 An organisation wide project is in place to develop a One MCM Practice Framework A key set of Outcome measures for the services we deliver is in place DELIVERABLE 2 Key Service models are documented Key performance measures are applied across MCM DELIVERABLE 3 Our service standards are consistent across the organisation Data is easily captured, analysed and used to improve services

17 17 Direction: In order to deliver Great Outcomes, MCM must be a provider that delivers the highest quality both at a whole of organisation level as well as at the service level. AIM 3 All services meet or exceed accreditation standards success Indicators All accreditations are current and are at the highest standard The Quality system is widely understood by staff and an integrated part of what we do Our reputation is exemplary and well known throughout the community All Quality accreditations are achieved to the highest standard A set of outcome measures is in place at MCM Attainment of Outcome measures can be verified A One MCM Practice Framework is embedded

18 18 STRATEGIC PLAN GREAT ORGANISATION Principle: We prosper! AIM 1 AIM 2 AIM 3 We have taken stock and are clear about the services we excel at We are highly competitive in the marketplace Our Shared Services capability matches our requirements DELIVERABLE 1 Services have been evaluated and consolidated where necessary A marketing strategy is in place Staff give high ratings to staff & systems in Shared Services surveys DELIVERABLE 2 A clear partnership strategy is in place When we grow, we are clear about what, where and why Back of house costs and capability are within industry benchmarks DELIVERABLE 3 Our reputation is exemplary Costs and capability are understood and pricing set accordingly Sub strategies are developed for: ICT Property & Facilities People & Culture

19 19 Direction: MCM identifies and develops the necessary business capabilities required in an emerging and dynamic marketplace to ensure our place in the community in the coming decades. AIM 4 AIM 5 We have the right structure & roles to deliver high quality services The stewardship of our resources secures our future success Indicators The People and Culture Plan results in MCM being an employer of choice We attract and retain the best possible staff Managers participate in development opportunities that increases MCM s management capability Our investment strategy provides a return Fundraising revenue increases and funds innovation Our environmental policy reduces our carbon footprint The number of people we support is increasing MCM welcomes organisations who wish to partner Our staff turnover rate is at or below benchmark Our fundraising revenue has increased We are recognised as an Employer of Choice Our systems support our work

20 20 STRATEGIC PLAN GREAT LEADERSHIP Principle: We lead the way! AIM 1 AIM 2 Our services improve as a result of research We support the voice of the underrepresented DELIVERABLE 1 Research is conducted with reputable partners An Advocacy Strategy is in place that is agreed and supported throughout MCM DELIVERABLE 2 Evidence based practice is embedded in our service models We support people who fall through the cracks and advocate for service models to address DELIVERABLE 3 We publish research We include and empower the people we support and embrace a positive complaints culture

21 21 Direction: We partner with others to determine what works, we implement what works, we analyse it, we spruik it and we embed it. AIM 3 AIM 4 We create innovative service models that deliver We influence public policy and opinion success Indicators We are invited to share our knowledge with others Government comes to us to seek advice about what works We apply for recognition, with we are recognised for our work We publish high level opinion pieces across all media We contribute to public policy and debate on issues that we are experienced in We are a key player in all political arenas covering all major areas of our work The people we support report that MCM changed their lives positively Opinion pieces and submissions published We are invited to public forums to present our work We have achieved recognition for our work Our expertise is sought as the industry leader

22 22 STRATEGIC PLAN GREAT LEADERSHIP Principle: We are deeply valued! AIM 1 AIM 2 Thought Leadership is encouraged and enabled Change is understood and welcomed DELIVERABLE 1 Staff share ideas through internally generated opportunities such as the One MCM Conference An agreed Change Management policy and implementation plan is in place DELIVERABLE 2 Staff are encouraged and enabled to lead and contribute to networks, forums, publications and research. Change is managed well and has a positive impact on the staff DELIVERABLE 3 An innovation fund is established to support new and exciting ideas generated by staff Succession plans are in place

23 23 Direction: We nurture, support and harness the power of the people who work at MCM. AIM 3 We develop our people success Indicators Our culture is clearly defined and supported to develop by everyone Development opportunities are identified, encouraged and engaged in Our staff possess the necessary skills to perform their jobs Staff satisfaction ratings are above industry benchmark High numbers of staff participate in development opportunities Innovative models continue to emerge MCM staff input into thought leadership opportunities is significant A One MCM Conference established

24 STRATEGIC PLAN Artwork Artwork by: Mandy Nicholson