Strategic Plan2004 - 2007
mission statementBuilding futures...For people with cerebral palsy and their families.
core valuesð Respectacknowledging the worth of every INDIVIDU-ALð Accountability transparent, ETHICAL, responsible practicesð Independence promoting self-determinationð Partnershipð Fairnessð Innovationlinking and WORKING with othersequitable and accessible servicesnew and creative SOLUTIONS
1levelAt the highest level, the Board of Directors isresponsible for providing the organisation withstrategic leadership and direction. This directionis encapsulated within this Strategic Plan and isendorsed by the board at the beginning of eachnew planning cycle. Each planning cycle covers aperiod of three years and begins 1 July.Set out within the plan is the:— Mission statement— Core values— Key Result AreasEach Key Result Area provides the organisationwith a reporting structure that articulates:— The overarching goal for each result area— A set of the outcomes statements whichreflect the end point the organisation isstriving for during the three year period and— A set of success indicators or markersthat clearly show the achievement of each ofthe outcomes.our planning processL2The Spastic Centre’splanning processes aredesigned to identify,understand and respondlevelto current and futurepriorities, challengesand opportunities.The day-to-day management of The Spastic Centre isdelegated to the Chief Executive Officer who leads anexecutive team responsible for the major financial andoperational decisions. At this level, annual organisationalplans are developed in line with the key result areas setout in the Strategic Plan and their identified outcomes.Due to the size and nature of the organisation, anannual cross- regional operational plan is developedfor the service delivery activities and separate annualcorporate plans are developed for the Human Resources,Community Development, Fundraising and InformationTechnology services provided at Head Office.Each quarter, the CEO and the executive team reviewthe progress of these plans and amend or roll forwardtimeframes as appropriate. Progress updates are providedto the Board or its subcommittees via the measurementand reporting tools outlined in the Strategic Plan.The senior managersof individual servicesor programs developannual businessplans. These plansrefect the prioritiesset out in the crossregional plan.Managers areasked to report on amonthly basis to theirmanager detailing theactivities and issuesunder each of the keyresult areas.3level
from the presidentThe key to the success and the achievements of The Spastic Centre’s recent pasthas been its proven capacity to remain true to its vision and values. Through sharedplanning and collaborative effort, The Centre’s staff, clients and families, donors andsupporters have worked hard to ensure the achievement of outcomes that translateinto enhanced service provision across the State and increased opportunity for peoplewith cerebral palsy to more seamlessly access and enjoy community life.In setting the priorities for special focus over the next three to four years, the viewsand opinions of our clients and their families were invited and their expectations heard.In response, the outcomes articulated in our planning document set direction for ourorganisation and resoundingly echo that client voice.Building futures for people with cerebral palsy and their families is The Spastic Centre’smission and true raison d’être. Our business then, is to improve, refine and increasethe capacity of existing services as well as to explore and create new service optionsto more meaningfully meet the ever-changing needs of our clients.The ultimate challenge will be to increase yet again The Spastic Centre’s reach,effectiveness and influence to ensure that cerebral palsy - its impacts as well as itssolutions – take a natural place on the community’s agenda.Marelle Thornton AMPresident
from the ceoDuring the period of this Strategic Plan, The SpasticCentre will celebrate 60 years of operation. Naturally,with such a history and maturity, there comes a senseof ‘tradition’ that develops in the organisation’s thinkingand culture. Our challenge however, is to remaincontemporary and future focused while still recognisingthe solid foundation of our past success. This plan, Ibelieve, has been both inspired by our past and providesa promise for the future that is realistic, robust and willfurther stretch our capabilities.In the last 3 years we have had many key achievements,the majority a result of extensive planning - including theCP Register and CP Helpline. Others, like our ruralexpansion of therapy services, presented itself asan unplanned opportunity that we embraced with spiritand determination.As part of our planning process, we have also taken time to pause and listen to ourstakeholders. Our annual surveys commenced in 2002, for both families /clients andour staff, have provided invaluable feedback on the priority areas for improvementand change. In preparation for this plan we also sought the wisdom and experiencesof families through a series of personal consultations. This captured a great deal ofpractical ideas that will be reflected in this plan’s implementation.Our three Key Result Areas of extending REACH, EFFECTIVENESS and INFUENCEserved us well in our last plan. These concepts were adopted universally and havebecome embedded within our organisation’s thinking. They have formed a languagethat speaks clearly of direction and focus and therefore, remain within our new plan.I am confident that this plan will ensure we claim the place in the community asthe experts in the area of cerebral palsy. Our clients and families will share in thissuccess through the continued dedication and exemplary work of our Board, our staff,and our supporters.Rob WhiteChief Executive Officer
Key results areasAs the leader in cerebral palsy we will extend ourReach, Effectiveness and Influence.
KRA 1: ReachGoal: Ensure all people with cerebral palsy have access to what they need.Outcomes Success Indicators Measurement tools / Data sources Reporting1. Available and appropriatehealth services- Health services (private & public) identified & accesspoints in place- Families and clients have information about healthservices (private & public)CP HelplineClient surveyFocus groups with families & clientsTo Services Committeeof Board2. Appropriate equipment /technology provided at theright time- Time taken from referral to assessment &recommendation is a maximum of 2 months- Funding obtained for equipment/technology within3 monthsWaiting time reportsEquipment/ technology RegisterCustomer satisfaction surveyFunding registerTo Services Committeeof Board3. A range of optionsappropriate for adultlife stages- A new service option pilot occurs annually for thosewho are:• Seeking retirement• Seeking employment• Unable to workEvaluation report of pilotTo Services Committeeof BoardKey Results Areas4. Opportunity and supportavailable for thosewho choose to liveindependently5. Service accessstate-wide- Families and clients are prepared and supported withtheir choices- A new service option pilot occurs for those:• With changing needs• Seeking alternatives- A baseline set of organisational services are accessiblefrom within each regionIndependent living plans offered and in placeCrisis/ transition support systems in placeEvaluation report of pilotAudit checklist reportTo Services Committeeof BoardTo Services Committeeof Board
KRA 2: EffectivenessGoal: Continually improve equity, quality, productivity, financial viability and sustainability.Outcomes Success Indicators Measurement tools / Data sources Reporting6. A culture ofcustomersatisfaction- Families and clients experience a seamless andintegrated journey through services with which theyare satisfied- Improvement in the level of cooperation, communicationand collaboration between staff- Positive perception of levels of service reported bypublic, donors and suppliersClient/Family surveyFocus groupsVoice surveyPerformance AppraisalsIndependent market researchComplaints registerTo Services Committee of BoardTo HR Committee of BoardTo Board at Yr 1 and Yr3To Fundraising Committee of BoardTo Enterprise Risk Committee7. A volunteer skillbase harnessed& achieving forthe benefit of theorganisation- Greater spread of volunteer skills / expertise across theorganisation- 20% net growth in volunteer numbers and hoursdelivered per year- Positive experience reported by volunteersVolunteer profile reportVolunteer surveyTo HR Committee of Board8. The right facilitiesand environment todeliver services- All service sites meet baseline standards with respect tolocality, safety, appeal and return on investmentAudit checklist reportClient/ Family SurveyOH&S AuditsTo Property & Equipment Committeeof BoardTo Hr Committee of Board9. Recognition as agood employer10. Globalbenchmarks set11. Predictableincome streams12. Improvedsector efficiency13. Improvedgovernancepractices- Cultural improvement and employee satisfaction- Improved HR indicators- Winner of a national employer award- Research and service review findings contributed tointernational practice- Dissemination process for findings- Fundraising programs consistently meet or exceedbudget- Government funding continues to contribute at least65% of revenue and diversifies in its contribution- CP Foundation grows as a revenue streamVoice Survey with 65% indicators in ‘positive’ rangeHR Reports detailing sick leave, turnover, IR issues, workerscompensationReceipt of awardNo. of published papersNo. of presentations at conferencesLevel of interest expressed from other countries forinformation, training, products or servicesProject proposals incorporate a plan for disseminationFinancial reportsTo HR Committee of BoardTo Research & Ethics Committeeof BoardTo BoardTo Finance Committee of BoardTo Services Committee of BoardTo Fundraising Committee of Board- State-wide coverage of support services Geographical analysis report To Services Committee of Board- Heightened levels of Board/membership / constituencyinteraction- Qualified, experienced and skill-diverse Board members- Succession plan for Board membership- Effective risk managementClient/family surveysAttendance at meetings, forums, functions and activitiesProfessional development activitiesRisk Analysis reportTo BoardKey Results Areas
KRA 3: InfluenceGoal: Impact the actions, policies and attitudes of government, business and the communityOutcomes Success Indicators Measurement tools / Data sources Reporting14. Innovation and reform withgovernment- Suggested approaches adopted by government No. of approaches and initiatives made To Board15. A community and businessin touch with the issuesaround cerebral palsy- Improved levels of knowledge and awareness of theissues for people with cerebral palsy- Increased support from the business/corporate sectorIndependent market researchLevel of $ and in kind contributionTo Board at Yr 1 and Yr3To Board16. Recognition as a leadingvoice in the sector.- 3 joint initiatives with key peaks each year Report on tangibles resulting from initiatives To BoardKey Results Areas
The Spastic Centre189 Allambie Rd, Allambie Heights, NSW, 2100PO Box 184, Brookvale, NSW, 2100Phone: 02 9451 9022Fax: 02 9451 4877Email: email@example.com