Strategic Plan

Buckett’s Way Neighbourhood Group Inc.

Strategic Plan

2011-2015

August 2011 Edited October 2011

BWNG Strategic Plan 2011-2015

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Contents

Introduction Page 3

Background Page 3

Vision, Mission, Values Page 4

BWNG Values Page 5-6

Analysis of BWNG’s Operating Environment Page 6

Key Result Areas for 2011-15 Page 6

Goals & Strategies 2011-2015 Page 7-11

Strategic & Operational Plan 2011-2015 Page 12-23

Appendix 4

Notes from Strategic Planning Sessions 23-24 August 2011 Page 25-31

Values Review Page 32-36

Analysis of Operating Environment - PEST and SWOT Page 37-38

Client/Carer Survey Results Page 39-40

Respite Client Survey Results Page 41


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Introduction Buckett’s Way Neighbourhood Group Incorporated (BWNG) is a not-for-profit, incorporated community organisation formed in 1989 to provide a variety of community services to people in the locality of Gloucester Local Government area and the area known as the Buckett’s Way Strip.

BWNG is governed by a volunteer Management Committee, which is voted in at the AGM by the members of the organisation. BWNG is managed by a Manager.

BWNG delivers many different services, which have varied sources of funding from the Federal and State Governments. Services include disability services; aged care services; personal support (Neighbourhood Centre), employment services (Centrelink agency) and training. BWNG employs Coordinators and staff and maintains a pool of volunteers to deliver these services, programs and projects.

BWNG owns and operates out of buildings at 14 Queen Street, Gloucester; The Cottage at 40 Tyrrell St; and rental of other properties.

Background BWNG previously engaged in strategic planning in 2007, with a planning horizon of three years. In 2011 BWNG undertook to review and plan for the next few years of operation. The Management Committee, management and staff engaged in a strategic planning process in August 2011, to plan for BWNG’s future to 2015.

The process of Strategic Planning for 2011-2015 included:

� A Review of BWNG’s Values by staff and Management Committee

� Client satisfaction surveys

� Strategic Planning over two half-days, involving BWNG Managers and Coordinators, key staff and some Board of Management members.

This Strategic Planning document reports the outcomes of the review, planning and decisions made by BWNG on the Key Result Areas, Goals and Strategies that BWNG will focus on over the next four years. A Strategic and Operational Plan is presented in table format, with personnel and timeframes to be added by staff. The Appendix contains results and reports on the Values Review and Client Satisfaction Surveys, as well as notes from the Strategic Planning Days.


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Vision BWNG’s Vision is:

Creating alongside the Gloucester community, quality support, enhancing lifestyle.

Mission BWNG’s Mission is:

� To provide a quality service to clients of the Gloucester community in the areas of aged care, disability, transport and youth, while being culturally aware.

� To provide services to assist people to live in their own homes and community.

� To bring individuals together in friendship, enjoyment and companionship.

� To assist individuals in a supportive and nurturing way to enjoy a wider range of life experiences.

� To provide opportunities for people and families to operate more fully in society.

� To work together to empower members of the community in a supportive and professional manner.

� To provide local training opportunities for individuals and businesses.

Values A review of BWNG’s Values was undertaken by staff and Management Committee members with the aim of identifying the common Values held by BWNG and describing characteristics and behaviours that they would commit to and display for BWNG to fulfil its vision and mission. The intention was to develop specific statements that will help staff, service users and the community better understand the intended meaning of BWNG’s Values. The Values and statements presented below are consolidated from responses received from those who participated in the Values review. A report of all responses is in the Appendix. BWNG’s Values are:

� Respect & Confidentiality

� Commitment

� Independence

� Integrity & Accountability

� Equity

� Innovation


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BWNG Values We value Respect & Confidentiality

This means that we:

− Uphold BWNG policies and procedures that are driven by National service standards and legislation

− Operate from a person-centred approach

− Treat our service users and colleagues with respect

− Respect people’s lifestyle choices and culture, belief systems and opinions

− Consult people on issues that concern them

− Make sure our service user’s needs are met with respect, dignity and commitment

− Keep safe people’s personal and private information.

We value Commitment

This means that we:

− Will do what we say we will, when we say we will do it, wherever practical and within resources

− Establish and monitor service agreements with our service users

− Uphold National standards and legislation by our commitment to the duty of care to our service users

and supporting our fellow workers in maintaining the duty of care

− Ensure our service users receive the best possible outcome and service in the least restrictive manner

that reflects National benchmarks.

We value Independence

This means that we:

− Support people to maintain independence that enables them to remain independent in their homes

and community in a safe and secure manner

− Provide services that do not create dependence on the service system; rather help our service users

to live as independently as possible for as long as possible

− Support our service users and their families to make their own choices regarding decisions about their

lives.

We value Integrity & Accountability

This means that we:

− Uphold BWNG policy and procedures, contractual obligations, legal and legislative requirements.

− Allocate client service resources in a transparent manner and provide the services as agreed with our

service users

− Maintain quality services in line with National bench marks, legislative requirements and continuous

quality improvement

− Provide accurate information in response to client questions and requests in a timely manner.

− Ensure accountability systems support National benchmarks, contractual, governance, legal and

legislative requirements.

We value Equity

This means that we:

− Support implementation of processes that are transparent for the allocation of resources; and that

ensure equity of access and allocation

− Operate from a person-centred approach

− Encourage and accept diversity

− Operate with fairness and impartiality

− Allow for equal opportunity and democracy.


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We value Innovation

This means that we:

− Encourage and support a learning culture; are committed to professional growth and development,

the provision of safe work environment and opportunities for career advancement and development

− Invite and encourage feedback as an opportunity for learning and growth

− Commit to successfully enacting our various roles and responsibilities

− Encourage ideas and provide the resources necessary to develop and implement innovative methods

of service delivery that meet the needs of our service users

− Continually strive for excellence.

Analysis of BWNG’s Operating Environment An analysis was undertaken of the factors that are expected to affect BWNG now and in the next few years. These include external factors such as Political and Legal; Economic; Social and Demographic and Technological; industry trends and competitors. BWNG’s Strengths; Weaknesses; Opportunities and Threats were also analysed. A summary of these factors is in the Appendix. Client Satisfaction surveys were conducted prior to the Strategic Planning days and the results taken into account in planning for the next few years. Overall, client satisfaction with BWNG’s services was high. A summary of the survey results is in the Appendix.

Key Result Areas for 2011-2015 There are seven Key Result Areas (KRAs) that have been identified for BWNG to focus on over the next four years:

1. Service Users & Delivery

2. Financial & Funding

3. Human Resources & Professional Development

4. Quality Assurance

5. Alliances & Partnerships

6. Governance & Operations

7. Image

Goals were clarified in each of the Key Results Areas. Strategies were developed for achieving each of the Goals. These are listed in the following pages. Work plans and project plans will be developed by staff, and will be linked to the Goals and Strategies. The Strategic and Operational Plan appears in the table beginning on page 11.


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Goals & Strategies 2011-2015 KRA 1: Service Users & Delivery Goal 1.1: Reliable, flexible, quality and holistic service delivery that meets and exceeds service user requirements and expectations

Strategies: � Ensure service users are part of service delivery planning process � Inform service users of their rights and responsibilities at first point of contact:

advocacy; feedback and complaints; service delivery; respect for values and beliefs; abuse and neglect; confidentiality; privacy; dignity; consent.

� Ensure service is delivered within contractual requirements, including national benchmarks and legislative requirements

� Ensure service meets the Attendant Care Industry Management System Standard (ACIMSS) standards

� Review, evaluate and continuously improve our service � Ensure service considers aspects of service users, which may include but are not

limited to: psychological, financial, physical, spiritual, educational and communication.

Goal 1.2: Person-centred service delivery will occur through development and delivery of services that are performance delivered and Nationally benchmarked.

Strategies: � Embed person-centred approaches in all areas of policy and procedures � Train all staff in person-centred approaches � Ensure that all client documentation is presented in accessible formats � Inform stakeholders of person-centred approach and BWNG's commitment to this

model of service delivery � Ensure the allocation of appropriate resources for person-centred approach.

Goal 1.3: Confidential and respectful service delivery

Strategies: � Respect and treat information as confidential to comply with legislated privacy

requirements such as the Information Protection Principles � Advise service users at first point of contact of BWNG’s Policy around Confidentiality � Obtain consent of service users before dissemination of any of their personal details � All staff and volunteers to sign off on a Confidentiality Agreement prior to

commencement � Provide training to all staff and volunteers on confidentiality as part of induction and

ongoing training. KRA 2: Financial & Funding Goal 2.1: BWNG will be viable, sustainable and profitable to enable it to fund its’ vision, mission and desired future, key results and strategic direction

Strategies: � Identify funds of relevance to enable the desired strategic outcomes � Prioritise needs and spends of BWNG to ensure that maximum benefits of funds are

realised.


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Goal 2.2: Accountability to financial reporting requirements Strategies: � Ensure financial system and reporting meets Australian Standard ASO 4360 � Ensure that all contractual, legal and legislative requirements are met within the

financial resource allocation available.

Goal 2.3: Plan/Strategy to attract philanthropic donations Strategies: � Develop plan to attract donations

Goal 2.4: Financial system reflects Australian Standard

Strategies: � Establish effective risk management that is part of best business practice � Meet ASO 4360 standard for risk management and implement a risk management

system that meets the need of the organisation � Ensure financial system and reporting meets Australian Standard ASO 4360

Goal 2.5: Be out of debt – own and expand our buildings

Strategies: � Identify funds of relevance and isolate those funds for buildings � Prioritise organisational needs and expenditure of BWNG � Expand buildings to ensure they meet the current and possible future needs of

BWNG and the community � Work towards owning buildings via development of a financial plan that ensures

attainment of the goal.

KRA 3: Quality Assurance Goal 3.1: Become accredited – Attendant Care Industry Management System Standard (ACIMSS) and other applicable Australian Standards

Strategies: � Identify Australian standards that are applicable to BWNG as an organisation and

service provider � Review all policies and procedures via self audit and identify areas that require

further development to gain accreditation in ACIMSS / ASO 4360 � Identify other Australian Standards appropriate to BWNG that may be implemented in

the organisation � Enable staff and Management to connect with partners and alliances to ensure we

are keeping up with current industry standards, changes or directions � Develop quality manual for all areas that is compliant with ACIMSS and ASO 4360

and any other identified standards

Goal 3.2: Staff induction and training – staff are competent in their fields; all staff know what all roles and responsibilities are at BWNG

Strategies: � Ensure BWNG has clear roles and responsibilities for all roles, including delegated

authority, that is clearly shown in the organisational chart, job descriptions and policy � Ensure all staff are inducted prior to commencement � Ensure all staff are provided with ongoing opportunities for relevant training � Improve communication across BWNG, including clearly informing all staff of roles,

delegations and responsibilities


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� Optimise all areas of communications such as intranet, team meetings, Board of Management meetings, network meetings, training and newsletters.

Goal 3.3: Procedures reflect contractual and legislative obligations - OH&S, Policies, Service Delivery

Strategies: � Ensure all policies and procedures, documentation and delivery meet National

industry standards that are reflective of best practice, contractual obligations and accreditation

� Develop and maintain a system for internal audit

KRA 4: Human Resources & Professional Development Goal 4.1: Engaging the right people for the right job

Strategies: � Review all position descriptions via job analysis and ensure that they adequately

describe both the scope and limitations for the position � Identify what specific skills BWNG is prepared to train new employees in � Identify key delegations and outcomes (KRAs) required for each position � Identify key intangibles and personal attributes that make for success in each job, in

addition to education and experience � Ensure recruitment policies and procedures reflect the needs of the service user’s

person-centred approach and the organisation’s needs � Ensure that there is a process for recruitment that includes service user input.

Goal 4.2: Staff supported and skills optimised

Strategies: � Ensure all position descriptions identify minimum requirements to fulfil the needs of

the position � Ensure all staff have relevant training for their position via identification during

appraisals and supervision and support or for industry development � Ensure all staff skills are documented in their employee file � Ensure all staff have regular performance reviews, supervision and support

Goal 4.3: All positions have clearly identified duties and have described required tasks in a jobs procedures manual

Strategies: � Ensure every position clearly identifies tasks to be undertaken and the time frame

that is required; and produces a procedures manual. Goal 4.4: Effective Succession Planning is in place

Strategies: � All positions within the organisation clearly identify suitable relief staff for the position � Ensure Delegated Authority document is in place (in Position Descriptions) � Ensure BWNG organisational chart is up to date with clear delegations and authority � Identify other personnel available to fill roles with minimal disruption � Develop Board succession plan; and for Manager position.


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KRA 5: Alliances & Partnerships Goal 5.1: Develop and maintain strong, effective, positive, collaborative alliances and partnerships and encourage an employee culture that supports this

Strategies: � Identify new Alliances and Partnerships and the benefits to BWNG and others � Evaluate existing Alliances and Partnership to ensure they are strategic and relate to

the operation of BWNG � Formalise Alliances and Partnerships in Memoranda of Understanding or equivalent,

where possible � Allocate time and resources for employees to identify, evaluate and develop

Alliances and Partnerships � Report outcomes and discuss at team meetings to ensure strategic alliances are

targeted and not duplicated KRA 6: Governance & Operations Goal 6.1: Increase membership of BWNG with community people who support the objects of the association

Strategies: � Develop promotion package for community members that promotes the benefits of

membership � Tell the good news in Annual Report – people stories; and distribute the report to

targeted individuals and groups � Ensure that the membership register is accurate and up to date to identify gaps in

membership � Target membership that meets the operational needs of the organisation in areas of

clinical expertise, governance and human service operations Goal 6.2: BWNG Board of Management has effective and efficient governance and operational management, which is founded on the principles and practices of Community Governance

Strategies: � Ensure that Board members have the skills and experience to meet the operational

and governance requirements of BWNG � Complete and oversight the BWNG Strategic Plan � Ensure compliance to contractual, legislative, legal and statutory operational

requirements � Implement AS 4360 and evaluate the effectiveness as a risk management tool � Develop, monitor and evaluate Risk Management Plan � Improve and streamline document control � Investigate Group Home � Identify areas for growth of services and income; and identify what is a sustainable

rate for BWNG � Clearly define the purpose and function of the Board of Management, including

references to both corporate and clinical governance � Board of Management undertakes Annual Reviews


11

KRA 7: Image Goal 7.1: Be known as an innovative, flexible, compassionate, holistic, supportive organisation that meets the needs of our service users

Strategies: � Update website to include personal stories with positive outcomes for the individual

or community � Develop promotional material (kit) that tells our story � Inform the community of BWNG’s services and outcomes via media, group

presentations and newsletters, in a variety of formats to optimise accessibility. Goal 7.2: BWNG’s image will be widely known, with a positive image in our community – people know who we are and what we do.

Strategies: � Promote BWNG within new and existing networks for its’ service and businesses

excellence with an integrated service model and network � Promote BWNG’s contribution to community development � Provide the resources that ensure BWNG is supportive of innovative high quality

services � Ensure BWNG remains focused on service users and community engagement � Update website � Develop promotional material (kit) that tells our story � Clarify our name.


Strategic Plan

2011-2015


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Key Result Area

KRA 1: Service Users & Delivery

Goals Strategies Key Performance Indicators

Personnel Timeframe

Goal 1.1: Reliable, flexible, quality and holistic service delivery that meets and exceeds service user requirements and expectations

1. Ensure service users are part of service delivery planning

process 2. Inform service users of their rights and responsibilities at

first point of contact: advocacy; feedback and complaints; service delivery; respect for values and beliefs; abuse and neglect; confidentiality; privacy; dignity; consent.

3. Ensure service is delivered within contractual requirements, including national benchmarks and legislative requirements

4. Ensure service meets the Attendant Care Industry Management System Standard (ACIMSS) standards

5. Review, evaluate and continuously improve our service 6. Ensure service considers aspects of service users, which

may include but are not limited to: psychological, financial, physical, spiritual, educational and communication.

Goal 1.2: Person-centred service delivery will occur through development and delivery of services that are performance delivered and Nationally benchmarked

1. Embed person-centred approaches in all areas of policy

and procedures 2. Train all staff in person-centred approaches 3. Ensure that all client documentation is presented in

accessible formats 4. Inform stakeholders of person-centred approach and

BWNG's commitment to this model of service delivery 5. Ensure the allocation of appropriate resources for person-

centred approach.


14

Key Result Area

KRA 1: Service Users & Delivery


Personnel Timeframe

Goal 1.3: Confidential and respectful service delivery

1. Respect and treat information as confidential to comply

with legislated privacy requirements such as the Information Protection Principles

2. Advise service users at first point of contact of BWNG’s Policy around Confidentiality

3. Obtain consent of service users before dissemination of any of their personal details

4. All staff and volunteers to sign off on a Confidentiality Agreement prior to commencement

5. Provide training to all staff and volunteers on confidentiality as part of induction and ongoing training.


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Key Result Area

KRA 2: Financial & Funding


Personnel Timeframe

Goal 2.1: BWNG will be viable, sustainable and profitable to enable it to fund its’ vision, mission and desired future, key results and strategic direction

1. Identify funds of relevance to enable desired strategic

outcomes 2. Prioritise needs and spends of BWNG to ensure that

maximum benefits of funds are realised.

Goal 2.2: Accountability to financial reporting requirements

1. Ensure financial system and reporting meets Australian

Standard ASO 4360 2. Ensure that all contractual, legal and legislative

requirements are met within the financial resource allocation available.

Goal 2.3: Plan/Strategy to attract philanthropic donations

1. Develop plan to attract donations


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Key Result Area

KRA 2: Financial & Funding


Personnel Timeframe

Goal 2.4: Financial system reflects Australian Standard

1. Establish effective risk management that is part of best

business practice 2. Meet ASO 4360 standard for risk management and

implement a risk management system that meets the need of the organisation

3. Ensure financial system and reporting meets Australian Standard ASO 4360

Goal 2.5: Be out of debt – own and expand our buildings

1. Identify funds of relevance and isolate those funds for

buildings 2. Prioritise organisational needs and expenditure of BWNG 3. Expand buildings to ensure they meet the current and

possible future needs of BWNG and the community 4. Work towards owning buildings via development of a

financial plan that ensures attainment of the goal.


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Key Result Area

KRA 3: Quality Assurance


Personnel Timeframe

Goal 3.1: Become accredited – Attendant Care Industry Management System Standard (ACIMSS) and other applicable Australian Standards

1. Identify Australian standards that are applicable to BWNG

as an organisation and service provider 2. Review all policies and procedures via self audit and

identify areas that require further development to gain accreditation in ACIMSS / ASO 4360

3. Identify other Australian Standards appropriate to BWNG that may be implemented in the organisation

4. Enable staff and Management to connect with partners and alliances to ensure we are keeping up with current industry standards, changes or directions

5. Develop quality manual for all areas that is compliant with ACIMSS and ASO 4360 and any other identified standards.

Goal 3.2: Staff induction and training – staff are competent in their fields; all staff know what all roles and responsibilities are at BWNG

1. Ensure BWNG has clear roles and responsibilities for all

roles, including delegated authority, that is clearly shown in the organisational chart, job descriptions and policy

2. Ensure all staff are inducted prior to commencement 3. Ensure all staff are provided with ongoing opportunities for

relevant training 4. Improve communication across BWNG, including clearly

informing all staff of roles, delegations and responsibilities 5. Optimise all areas of communications such as intranet,

team meetings, Board of Management meetings, network meetings, training and newsletters.


18

Key Result Area

KRA 3: Quality Assurance


Personnel Timeframe

Goal 3.3: Procedures reflect contractual obligations - OH&S, Policies, Service Delivery

1. Ensure all policies and procedures, documentation and

delivery meet National industry standards that are reflective of best practice, contractual obligations and accreditation

2. Develop and maintain a system for internal audit


19

Key Result Area

KRA 4: Human Resources & Professional Development


Personnel Timeframe

Goal 4.1: Engaging the right people for the right job

1. Review all position descriptions via job analysis and ensure

that they adequately describe both the scope and limitations for the position

2. Identify what specific skills BWNG is prepared to train new employees in

3. Identify key delegations and outcomes (KRAs) required for each position

4. Identify key intangibles and personal attributes that make for success in each job, in addition to education and experience

5. Ensure recruitment policies and procedures reflect the needs of the service user’s person-centred approach and the organisation’s needs

6. Ensure that there is a process for recruitment that includes service user input.

Goal 4.2: Staff supported and skills optimised

1. Ensure all position descriptions identify minimum

requirements to fulfil the needs of the position 2. Ensure all staff have relevant training for their position via

identification during appraisals and supervision and support or for industry development

3. Ensure all staff skills are documented in their employee file 4. Ensure all staff have regular performance reviews,

supervision and support.


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Key Result Area

KRA 4: Human Resources & Professional Development


Personnel Timeframe

Goal 4.3: All positions have clearly identified duties and have described required tasks in a jobs procedures manual

1. Ensure every position clearly identifies tasks to be

undertaken and the time frame that is required; and produces a procedures manual.

Goal 4.4: Effective Succession Planning is in place

1. All positions within the organisation clearly identify suitable

relief staff for the position 2. Ensure Delegated Authority document is in place (in

Position Descriptions) 3. Ensure BWNG organisational chart is up to date with clear

delegations and authority 4. Identify other personnel available to fill roles with minimal

disruption 5. Develop Board succession plan; and for Manager position


21

Key Result Area

KRA 5: Alliances & Partnerships


Personnel Timeframe

Goal 5.1: Develop and maintain strong, effective, positive, collaborative alliances and partnerships and encourage an employee culture that supports this

1. Identify new Alliances and Partnerships and the benefits to

BWNG and others 2. Evaluate existing Alliances and Partnership to ensure they

are strategic and relate to the operation of BWNG 3. Formalise Alliances and Partnerships in Memoranda of

Understanding or equivalent, where possible 4. Allocate time and resources for employees to identify,

evaluate and develop Alliances and Partnerships 5. Report outcomes and discuss at team meetings to ensure

strategic alliances are targeted and not duplicated


22

Key Result Area

KRA 6: Governance & Operations


Personnel Timeframe

Goal 6.1: Increase membership of BWNG with community people who support the objects of the association

1. Develop promotion package for community members that

promotes the benefits of membership 2. Tell the good news in Annual Report – people stories; and

distribute the report to targeted individuals and groups 3. Ensure that the membership register is accurate and up to

date to identify gaps in membership 4. Target membership that meets the operational needs of the

organisation in areas of clinical expertise, governance and human service operations

Goal 6.2: BWNG Board of Management has effective and efficient governance and operational management, which is founded on the principles and practices of Community Governance

1. Ensure that Board members have the skills and experience

to meet the operational and governance requirements of BWNG

2. Complete and oversight the BWNG Strategic Plan 3. Ensure compliance to contractual, legislative, legal and

statutory operational requirements 4. Implement AS 4360 and evaluate the effectiveness as a

risk management tool 5. Develop, monitor and evaluate Risk Management Plan 6. Improve and streamline document control 7. Investigate Group Home 8. Identify areas for growth of services and income; and

identify what is a sustainable rate for BWNG 9. Clearly define the purpose and function of the Board of

Management, including references to both corporate and


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clinical governance 10. Board of Management undertakes Annual Reviews.

Key Result Area

KRA 7: Image


Personnel Timeframe

Goal 7.1: Be known as an innovative, flexible, compassionate, holistic, supportive organisation that meets the needs of our service users

1. Update website to include personal stories with positive

outcomes for the individual or community 2. Develop promotional material (kit) that tells our story 3. Inform the community of BWNG’s services and outcomes

via media, group presentations and newsletters, in a variety of formats to optimise accessibility.

Goal 7.2: BWNG’s image will be widely known, with a positive image in our community – people know who we are and what we do

1. Promote BWNG within new and existing networks for its’

service and businesses excellence with an integrated service model and network

2. Promote BWNG’s contribution to community development 3. Provide the resources that ensure BWNG is supportive of

innovative high quality services 4. Ensure BWNG remains focused on service users and

community engagement 5. Update website 6. Develop promotional material (kit) that tells our story 7. Clarify our name.


24


Strategic Plan

2011-2015

Appendix


26

BWNG Strategic Planning 2011-2015 Notes from Facilitated Sessions 23-24 August 2011

Day 1: 23 August 2011 Summary of Outcomes from Day 1 Session

� Connected with BWNG Vision & Mission � Reviewed and defined BWNG Values � Analysed BWNG’s operating environment � Looked forward to 2015 � Set strategic Priorities for next 4 years

o Determined Key Result Areas (KRAs) o Set Goals for KRAs.

BWNG Vision

� Current Vision statement: o Working together to empower members of the community in a supportive and

professional manner � Participants agreed that BWNG’s Vision statement needs to be reviewed and

updated, as it is more about BWNG’s Mission. � Meaningful words that could be included in the Vision statement:

o Community; alongside; quality; independence; professional; support; inclusive; creating; enhance; Gloucester.

� Some suggestions for a new Vision statement: o Bringing about the best, with and for people o Respond to the needs of the Gloucester community o Creating alongside the community, quality support, enhancing lifestyle

BWNG Mission

� Current Mission statements: o To provide a quality service to service users of the Gloucester community in

the areas of aged care, disability, transport, youth, culturally distinct. o To provide services to assist people to live in their own homes o To bring individuals together in friendship, enjoyment and companionship. o To assist individuals in a supportive and nurturing way to enjoy a wider range

of life experiences. o To unlock opportunities for disadvantaged people and families to operate

more fully in society. � Participants agreed that much of BWNG’s Mission statements were still relevant. � Some suggestions for additions /edits to the Mission statement:

o Add the current Vision statement to the Mission statement o Add ‘in their own homes and community’ to first statement o Replace ‘culturally distinct’ with ‘while being culturally aware’ or ‘with cultural

awareness’ o Include a statement about training and learning, e.g. To provide local training

opportunities for individuals and businesses


27

BWNG Strategic Planning 2011-2015. Notes from Facilitated Sessions 23-24 August 2011

BWNG Values

� Participants were presented with the results of the Values exercise that they completed prior to the session (refer separate report).

o The four Values that received the highest scores were: � Respect; Confidentiality; Commitment; Independence

o The next highest scoring Values were: � Integrity; Social Justice; Non-Judgemental

� Participants agreed on the following Values: o Respect; Confidentiality; Commitment; Independence; Integrity &

Accountability; Equity; Innovation � The value ‘Innovation’ was added - to indicate willingness to try new things. � Values statements were briefly discussed and it was noted that most of the

suggested statements could be consolidated under the agreed values. � The Values statements will be consolidated under the agreed values by the

facilitator. Analysis of BWNG Operating Environment

� Participants analysed the factors that are expected to affect BWNG now and in the next few years (refer Strategic Plan document), including:

o Macro-Environment – external PEST factors: Political/Legal; Economic; Social/Demographic; Technological

o Industry Environment – external factors: Industry trends; Suppliers, Customers/Service users and Competitors; Opportunities; Threats

o The Business - internal factors: Strengths; Weaknesses BWNG by 2015

� Participants looked forward to 2015 and described what BWNG would be like then: o BWNG is ACIMSS accredited o The current GM has left/retired o BWNG has financial security – owning and expanded the buildings o Person-centred planning is embedded in all parts of BWNG o A Group Home has been investigated o BWNG is viewed as an innovative learning centre o BWNG is viewed as compassionate, holistic, supportive, and bringing results o BWNG has grown services and funding/income at a sustainable rate o Internal review has been done of internal structures and systems o There is improved communication internally and with the community.

Key Result Areas for 2011-2015 (KRAs)

� Service Users & Delivery � Financial & Funding � Human Resources � Quality Assurance – Accreditation; OH&S; Risk Management � Governance & Operations � Professional Development � Resources � Image


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� Alliances & Partnerships

BWNG Strategic Planning 2011-2015. Notes from Facilitated Sessions 23-24 August 2011

KRA: Service Users & Delivery Goals:

1. Reliable, flexible, quality and holistic service delivery o Staff trained to meet needs of service users

2. Person-centred service delivery o Get effective feedback from service users

KRA: Financial & Funding Goals:

1. Maximise financial resources 2. Accountability to financial reporting requirements 3. Plan/Strategy to attract philanthropic donations 4. Financial system reflects Australian Standard 5. Be out of debt – own & expand our buildings

KRA: Quality Assurance Goals:

1. Become accredited – ACIMSS 2. Staff induction and training

o Staff are competent in their fields o All staff know what all roles and responsibilities are at BWNG

3. Procedures reflect contractual obligations o OH&S, Policies, Service Delivery, etc.

KRA: Human Resources & Professional Development Goals:

1. The right people for the right job 2. Staff supported and skills optimised 3. Jobs procedures manual 4. All staff have relevant training for their position 5. Staff all have performance reviews, supervision and support 6. Succession plans

KRA: Alliances & Partnerships Goals:

1. Maintain strong, effective, positive, collaborative alliances and partnerships and encourage an employee culture that supports this

2. New and renewed alliances and partnerships locally KRA: Governance & Operations Goals:

1. Increase membership of community people 2. Board of Management has effective and efficient governance and operational

management KRA: Image


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Goals: 1. Be known as innovative, flexible, compassionate, holistic, supportive 2. Have a positive image in our community – people know who we are and what we do.

BWNG Strategic Planning 2011-2015. Notes from Facilitated Sessions 23-24 August 2011 Other Achievements by 2015:

� Financial security – own and expanded buildings � Person-centred planning is embedded in all parts of BWNG � Investigated Group Home � Seen as innovative learning centre � We have grown services, funding, income at sustainable rate � Internal review done of internal structures and systems � Improved communication – internal and with community

Day 2: 24 August 2011 Summary of Outcomes from Day 2 Session

� Developed Strategies to achieve Goals in each of the Key Results Areas that were set on Day 1.

Customer/Client Survey Results

� Participants were presented with a table containing all the responses to the survey.

Strategies to Achieve Goals in KRAs KRA: Service Users & Delivery Goal 1: Reliable, flexible, quality and holistic service delivery Strategies:

• Ensure service users are part of service delivery planning process • Inform service users of their rights and responsibilities, including: advocacy; feedback

and complaints; service delivery; respect for values and beliefs; abuse and neglect; confidentiality, privacy, dignity; consent.

• Ensure service is delivered within contractual requirements • Ensure service is moving towards ACIMSS standards • Review evaluate and continuously improve our service • Ensure service considers aspects of our service users, which may include but are not

limited to: psychological, financial, physical, spiritual, educational and communication aspects.

Goal 2: Person-centred service delivery Strategies:

• Strive to be person-centred • Train all staff in person-centred approach • Review client documents to ensure they reflect the person-centred approach • Inform facilities of person-centred approach, e.g. in focus groups • Embed person-centred approach in policies and procedures


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• Allocate appropriate resources for person-centred approach Participants agreed that they need to have further input and get feedback on these strategies.

BWNG Strategic Planning 2011-2015. Notes from Facilitated Sessions 23-24 August 2011 KRA: Financial & Funding Goal 1: Maximise financial resources Goal 5: Be out of debt – own & expand our buildings Strategies:

• Identify funds of relevance • Prioritise needs and spends of BWNG • Expand buildings • Work towards owning buildings

Goal 2: Accountability to financial reporting requirements Goal 4: Financial system reflects Australian Standard Strategies:

• Ensure financial system and reporting meets Australian Standard #ASO 4360. Goal 3: Plan/Strategy to attract philanthropic donations Strategies:

• Develop plan to attract donations KRA: Quality Assurance Goal 1: Become accredited – ACIMSS Strategies:

• Review, audit and gain accreditation in ACIMSS • Identify other standards appropriate to BWNG • Network to ensure we are keeping up with current industry standards and change, or

directions • Develop quality manual for ACIMSS

Goal 2: Staff induction and training – staff are competent in their fields; all staff know what all roles and responsibilities are at BWNG Strategies:

• Ensure all staff are inducted prior to commencement • Ensure all staff provided with ongoing opportunities for relevant training • Improve communication across BWNG: intranet; training, etc.

Goal 3: Procedures reflect contractual obligations - OH&S, Policies, Service Delivery, etc Strategies:

• Ensure all policies and procedures, documentation and delivery meet standards.

KRA: Human Resources and Professional Development Goal 1: The right people for the right job Strategies:


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• Ensure recruitment policies and procedures reflect person-centred approach and the organisation’s needs.

BWNG Strategic Planning 2011-2015. Notes from Facilitated Sessions 23-24 August 2011 Goal 2: Staff supported and skills optimised Goal 4: All staff have relevant training for their position Goal 5: All staff have performance reviews, supervision and support Strategies:

• Ensure all staff have relevant training for their position • Ensure all staff have performance reviews, supervision and support

Goal 3: Jobs procedures manual Strategies:

• Ensure every position develops a procedures manual. Goal 6: Succession plans Strategies:

• Ensure Delegated Authority document is in place (in Position Descriptions) • Identify other personnel available to fill roles with minimal disruption • Board succession plan, and for General Manager position

KRA: Alliances & Partnerships Goal 1: Maintain strong, effective, positive, collaborative alliances and partnerships and encourage an employee culture that supports this Goal 2: New and renewed alliances and partnerships locally Strategies:

• Identify new Alliances and Partnerships and the benefits to BWNG and others • Evaluate existing Alliances and Partnerships • Formalise Alliances and Partnerships in Memoranda of Understanding or equivalent,

where possible • Allocate time and resources for employees to develop Alliances and Partnerships

KRA: Governance and Operations Goal 1: Increase membership of community people Strategies:

• Develop promotion package to encourage community members and promote BWNG services

• Tell the good news in Annual Report – people stories Goal 2: Board of Management has effective and efficient governance and operational management Strategies:

• Engage qualified and experienced Board members • Complete and oversight the Strategic Plan • Ensure a safe and healthy work environment


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• Monitor Risk Management Plan • Improve and streamline document control • Investigate Group Home • Grow services and income at sustainable rate.

BWNG Strategic Planning 2011-2015. Notes from Facilitated Sessions 23-24 August 2011 KRA: Image Goal 1: Be known as innovative, flexible, compassionate, holistic, supportive Goal 2: Have a positive image in our community – people know who we are and what we do. Strategies:

• Update website • Develop promotional material (kit) that tells our story • Clarify our name.


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BWNG Strategic Planning 2011-2015 BWNG Values Review Report

Presented on Strategic Planning Day 1: 23 August 2011 As part of BWNG’s Strategic Planning for 2011-2015, a review was conducted of the BWNG Values. The aim was to identify the common Values held by BWNG (i.e. what BWNG stands for; the qualities that are held to be most important at BWNG). A worksheet was sent to BWNG Staff and Management Committee members to give them the opportunity to consider the Values listed in the previous BWNG Strategic Plan (2007-2010). Participants were asked to choose the most important Values and describe the characteristics and behaviours that people who work at BWNG might commit to and display for each of these Values. The intention is to have specific statements to help staff, service users and the community better understand the intended meaning of BWNG’s Values. Responses were received from 10 staff members. Their responses were collated and are reported below. Top Values

Staff and Board members were asked to choose from the list of Values in the previous BWNG Strategic Plan (2007-2010), the top five Values that they think are the most important for BWNG. The table below lists all the chosen Values and the number of people who chose each Value.

Existing Values Total

Respect 8

Confidentiality 6

Commitment 6

Independence 5

Integrity 3

Social Justice 3

Non-Judgemental 3

Accountability 2

Staff Development 2

Needs Based 2

Access 1

Choices 1

Free Choice 1

Inclusive 1

Equity 1

Self-determination 1

Multiculturalism 1

Bridging Gaps 1

Sustainability 1 The four Values that received the highest scores were:

Respect Confidentiality Commitment Indepe ndence The next highest scoring Values were:


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Integrity Social Justice Non-Judgemental

BWNG Strategic Planning 2011-2015. Values Review Report Additional Values

Staff and Management Committee members were asked to add any Values that they considered should be included but were not in the list from the previous Strategic Plan. Two new Values – Innovation, and High Standards of Care – were added and each received one count. Values Statements

Staff and Management Committee members were asked to describe the characteristics and/or behaviours that BWNG will/should commit to and display to uphold the Values that they chose. All the responses are collated below under the Value that they describe.

� Respect This means that: − We operate from a person-centred approach − We treat people with consideration and appreciation for each other’s needs − We encourage and accept diversity − We operate with fairness and impartiality − We treat each other with respect − We treat our clients with respect and dignity − We respect people’s lifestyle choices and culture, belief systems and opinions − We consult people on issues that concern them − We respect people’s right to be treated with care and dignity − We respect that all people have different opinions that may not be the same as ourselves − We respect our co-workers opinion and the need to commit to do their allocated job. − We treat everyone with equal respect – clients, staff and members of the public − We respect people’s choices − We respect each other’s lifestyle, culture, and religion − We always listen to others’ points of view.

� Confidentiality

This means that: − We value the confidentiality of clients (and it should always apply to all clients) − We have the utmost trust with our clients or their families.

o We let our clients feel safe at all times, in whatever it may be - personal affairs, doing their banking, choices and concerns.

− We respect each co-worker’s right to keep confidentiality issues − We respect the right of our clients to feel comfortable in knowing that confidentiality will

be kept. − We keep work matters separate to our home life − We never release or disclose information about a service user unless consent has been

given − We respect the service user’s right to confidentiality − We show confidentiality to all clients, families and staff regarding personal information − We request permission before any information is passed on.

� Commitment

This means that: − We turn up on time − We do our job to the best of our ability − Our clients can rely on us − We give our clients the dedication and time they need to feel secure and safe


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− We commit to the duty of care to our clients − We commit to back our fellow workers so the duty of care is maintained

BWNG Strategic Planning 2011-2015. Values Review Report

� Commitment (continued) This means that (continued) − We have staff in leadership positions who commit to helping workers fulfil their duty of

care − Commitment to tasks and seeing them through − Commitment to training − Commitment to the service users − Doing what we say we will, when we say will do it − Commitment to staff, clients, and families for wellbeing − Commitment to ensuring clients receive the best possible service by staff commitment.

� Independence

This means that: − We don’t do everything for people − We encourage people to do what they can by themselves and support them to become

independent − We help clients to live as independently as possible − We maintain independent choices made by the client − We let our clients make choices about what they like and what best suits their needs or

their family’s needs. o Choices like where they like to go, seeing friends, what they like to wear and eat

− We let our clients have their independence − We strive to keep our clients independent for as long as possible − We respect people’s right to independence − We allow clients, staff and families to make their own choices regarding decisions about

their lives − Keeping all clients as independent as possible living in their own homes and community.

� Integrity

This means that: − We are transparent in our actions − We are proud of what we do − We are accountable − We invite and encourage feedback as an opportunity for learning and growth − We are honest, confidential and private − We are honest with our clients, ensuring trust and loyalty − We ensure our client feels comfortable with people around them or in their home.

� Social Justice

This means that: − We allow for equal opportunity and democracy − We operate from a person-centred approach − We make sure that everyone within the organisation is treated justly with understanding

and are not judged.

� Non-judgemental This means that: − We let our clients have their opinions and input on decisions − We consult our clients on issues that concern them or their family’s needs.


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� Accountability This means that: − We involve service users in all that we do − We have good systems in place to support accountability. − We are open to spot checks − We pass on relevant information up to seniors where important without delay – keep the

people involved informed − We are answerable to client questions and/or requests.

� Staff Development

This means: − We should make a conscious effort to maintain our work skills, as well as the ongoing

updates from the organisation (management and coordinators) − Making sure staff are up to date with latest training − Making sure training is implemented to offer higher standard to clients and accountability

for staff to do so.

� Needs Based This means that: − People who need the service get it. − We understand that different people have different needs − We make sure each individual’s needs are taken care of with respect, dignity and

commitment.

� Access This means: − Equity and easy.

� Choices & Free Choice

This means that: − We operate from a person-centred approach and this is applied to staff, volunteers and

service users. − A client or field worker can choose not to be paired − A client can say how they need a particular job handled.

� Inclusive This means that: − Regardless of a person’s race, gender, religion, health status, sexual preferences, they

are included in all aspects of our services and out community and this can be supported via service provision.

� Equity

This means that: − No-one is discriminated against.

� Self-Determination

This means that: − The clients are able to direct the services that we provide.

� Multiculturalism

This means that: − We accept all cultures in our society and support everyone equally and without

judgement.


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� Bridging Gaps This means that: − We strive to improve the service − We strive to improve our relationships − We strive to improve our positive communication − We always strive for the best outcome for the client.

� Sustainability This means that: − We take measures to sustain the organisation − We always try to make the organisation better − We provide a positive experience for service users − We maintain a quality service.

Additional Values Statements

� Innovation This means that: − We encourage and support a learning culture − We invite and encourage feedback as an opportunity for learning and growth − We operate from a person-centred approach − We continually strive for excellence.

Other Comments One other comment was made, related to Staff Development:

− Should be a staff training and assessment program in place for all staff, to ensure there is a high standard of care for staff and client

Conclusion There is much common ground in the responses. Similar statements were made by a number of respondents. There is scope for most of the Values Statements to be consolidated under the top four to seven Values.


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BWNG Strategic Planning 2011-2015 Analysis of BWNG Operating Environment

PEST Analysis The Macro-Environment - External to BWNG Factors in BWNG’s external operating environment that impact on or may affect BWNG’s operations, currently or in the next few years (Political/Legal, Economic, Social/Demographic/Cultural and Technological factors). BWNG has little or no control over some of these factors. Some of these factors may present challenges or opportunities for BWNG in the future.

Political / Legal � Reforms � Federal changes � Awards changes � Political party agenda � Insurances � New national OH&S policies � National Disability Insurance Scheme (NDIS) � Split of HACC � Accountability to funding bodies � Changes to types of funding � Accreditation

Economic � Mining in Gloucester � Housing and food affordability � Increasing accommodation costs � Mining absorbing workforce � Self-funded retirees may not be after GFC � Award rates may double � More clients in financial crises � Grant funding decreases � NDIS – taxation changes

Social / Demographic / Cultural � Demographic may skew if mining goes ahead � Ageing population � Regional isolation � Family isolation � Employment opportunities � Baby Boomer attitudes – demand services � Low socio-economic status; low incomes � Small number of 18-35 year-olds in area

Technological � Low IT takeup � Changes in operating systems � Centrelink expects customers to use

technology � Ageing people can’t use technology � Electronic account payments


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BWNG Strategic Planning 2011-2015. Analysis of BWNG Operating Environment.

SWOT Analysis The Organisation - BWNG internal BWNG’s strengths and weaknesses were identified and taken into account when planning strategies, in order to maximise BWNG’s strengths and minimise BWNG’s weaknesses. Strengths � Staff � Teamwork � Clients / service users � BWNG potential � Community focus � Diversity of services � Empathy and compassion, kindness � Helping people � Integrity � Non-judgemental � Already established and known � Well recognised within local community � Strong partnerships � Innovation � Flexible � Strong established relationship with State

government

Weaknesses � Local govt do not value or actively support

community services � Mining � Long-term staff will be leaving � Level of care – staff frontline � Coordinators and managers have been

around a long time � Long term clients � Social isolation � Geographic isolation � Limited funding and choices for clients and

service delivery � Ageing volunteers and staff � Communication – internal � Teamwork � Staff development and support � Name:BWNG – historical; identity not well

known � Disconnected sites – Office and The Cottage � Limited physical space

The Industry Environment – external to BWNG Opportunities that are external to BWNG were identified and taken into account when planning strategies that could take advantage of opportunities and lessen or avoid threats to BWNG. Opportunities � NDIS � Tendering � Person-centred planning � Established partnerships � Networking � Conferences � Accreditation � Training � Data collection � Age and youth � Skills training

Threats � Losing data – security � Cost of technology � Tendering � Stress within staff � Data collection for contracts � Contract requirements � Funding uncertainty � NDIS � Lack of accreditation � Family objections to person-centred approach � Competition from training providers


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BWNG Strategic Planning 2011-2015 Client / Carer Satisfaction Survey Report

BWNG’s Clients and Carers were surveyed to get feedback on their satisfaction with the services offered by BWNG. The surveys were voluntary and 27 Clients and 4 Carers responded. Responses received to the specific questions in the survey are shown below. Overall, the responses showed a high level of satisfaction with services provided by BWNG. How often do you receive services from BWNG?

Clients Carers

More than once per week 7.4% 25%

Weekly or fortnightly 88.9% 50%

Less than once per fortnight 3.7% 0%

Only occasionally 0% 25%

What help do you receive?

Clients Carers

Help with housework 60.5% 60%

Lawn mowing 14.0% 0%

Respite care 2.3% 20%

Transport 14.0% 20%

Shopping 2.3% 0%

Other: showering, social support 7.0% 0%

How satisfied are you with the service/s provided?

Clients Carers

Very satisfied 81.5% 75%

Mostly satisfied 18.5% 25%

Not satisfied 0% 0%

Very dissatisfied 0% 0%

Comments included: Wonderful service; server is not allowed to move heavy furniture or clean up high. Are you getting all the services you need to continue living at home easily?

Clients Carers

Yes 95.8% 100%

No 4.2% 0%


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BWNG Strategic Planning 2011-2015. Client / Carer Satisfaction Survey Report.

How comfortable do you feel with the staff providing the service? Clients Carers

Very comfortable 96.0% 50%

Quite comfortable 4.0% 50%

Uncomfortable 0% 0%

How useful have you found the information provided by the service?

Clients Carers

Very useful 73.9% 75%

Mostly useful 26.1% 25%

Some use 0% 0%

No useful at all 0% 0%

In what ways do you feel the service can be improved?

Comments included: Wonderful service; quite happy with the service as it is; very satisfied with my carer; very happy with all the services we receive; the services I get are what I need; no complaints; excellent service and very grateful for it; OH&S prevent many services being carried out – maybe a second tier of workers for heavy jobs.


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BWNG Strategic Planning 2011-2015 Respite Client Satisfaction Survey Report

BWNG’s Respite Clients were surveyed to get feedback on their satisfaction with the services offered by BWNG. The surveys were voluntary and 8 Respite Clients responded. Responses received to the specific questions in the survey are shown below. Overall, the responses showed quite a high level of satisfaction with respite services provided by BWNG.

Strongly A

gree

Agree

Neutral

Disagree

Strongly D

isagree

Care/Service Staff % % % % %

We are satisfied with the care/services we receive 25 50 13 13 0

Staff have discussed a care/services plan with me and/or my care recipient 14 57 0 29 0

We have received a copy of a plan of care which includes the services to be provided 29 29 0 29 14

Staff explain care/services in terms that can be understood 29 29 29 14 0

Staff respond quickly to needs 38 38 13 13 0

Staff appear competent while providing care/services 25 50 25 0 0

We are treated with dignity and our privacy is respected 50 38 13 0 0

My Service Care

Adequate information has been given to help decide the care/services that are needed 29 57 0 0 14

There has been a choice of services offered 17 67 17 0 0

I/we have been involved in making decisions about the services received (for example: the days or time assistance is received)

29 71 0 0 0

Care or services are appropriate to my/our needs 25 50 25 0 0

I/we believe enough assistance/service is received 25 38 13 13 13

The services provided are reliable (for example: services/assistance are received on the days agreed)

38 63 0 0 0

I/we have an agreement that clearly states the service to be received and any charges payable

25 25 50 0 0

My Rights

I/we are satisfied that private details are kept private and will not be given to other people without my/our consent

25 50 25 0 0

I/we feel confident that the organisation will deal fairly with any concerns I/we may raise about the care/services

29 57 0 0 14

I/we are aware that we can access my/our care records 14 57 29 0 0

The organisation encourages me/us to take part in social activities and community life 14 57 29 0 0

I/we are able to choose an advocate (someone to talk on my/our behalf) for any purpose relating to my care/services.

0 60 40 0 0


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Strategic Plan

Documents

Transcript of Strategic Plan