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Strategic Direction2014–2017

Chairman’s Address 01State of the Nation 02 Strategy 10Business Plan 17

ContentsSTRATEGIC DIRECTION 2014–2017

Foreword from the Chair

The Mental Health Sector in Australia is facing significant changes reflecting consideration by Government and agencies regarding the needs of that sector, including the most effective ways to meet these needs and importantly, how funding will be allocated. This is a major time of change with increasing individual consumer choice being advocated in the selection of the most appropriate services and service providers.

In this environment, the Board considered it essential that Pathways Southwest review its strategic plan and consider how we could best ensure the organisation is able to continue to meet the demands for mental health services & support needs for the Southwest.

Pathways Southwest has had a very successful history for over 20 years, and continues to be a premier service and support agency for consumers and carers. Since 2012 the organisation began to consider the changes required organisationally to ensure the excellent work could continue. This recent Plan review is a continuation of this process, seeking to embed key initiatives including:

• The Roles and Responsibilities of the Chief Executive Officer and Service Delivery Manager

• Board diversity and governance

• Re-branding and developing the community profile of Pathways Southwest

The new strategic plan is commended as a reflection of the innovation required to ensure we are sustainable into the future. We have used a 3 year time frame as recognition of ongoing change and the need for us to be able to manage change effectively whilst continuing to provide the high level of care & support that Pathways Southwest is synonymous for.

Pathways Southwest is committed to make a difference – ‘Towards Better Mental Health”.

IAN TELFER

President Pathways Southwest

PATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

POLITICALThere have been recent changes of relevant State and Federal policies; this has meant that the Commonwealth has now indicated that the State will have to pick up more responsibility for health – this increases the importance of this organisation’s alignment with state authorities and with whom relationships should be developed.

There is a recent new Commissioner for Mental Health (Tim Marney) – what effect does this have on priorities? He has come from Treasury unlike the previous Commissioner who had a background in Disabilities. He also suffers mental illness himself.

The NDIS (National Disability Insurance Scheme) commences soon – what does this mean for Mental Health and the sector? In our area it is being piloted as My Way (Lower South West).This moves some of the work from block funding to consumer led spending. However, despite stating to include mental health, only 1-2 % of the numbers involved are reported likely to involve mentally ill consumers.

Tightening up and changes to Disability Service Pensions, following Commonwealth policies, have confused and upset clients.

Rather than the existing block funding from government, there is a move to more open

market competition for future funding – this will be less predictable for the organisation

In line with the market approach there is an emphasis towards individual consumer packages, in this consumers have an amount of money to spend and choose the services they want, rather than whole services being block funding.

ECONOMICIn Australia, there is the impact of the perceived or the real World Financial Crisis – on funding. This leads to processes more akin to economic rationalism. Hence the reduction in block towards a model of consumer led funding.

These forces also result in the challenges provided in cost structures more associated with business models e.g part time low paid unprofessional staff, sometimes recruited with no training versus employing full time professionally trained staff.

With more rationalism comes also the apparent contradictory need for increased resources to be used on auditing requirements.

For Pathways this trend could mean a fall in Wellways Suite of Programmes funding, which in turn would mean we have less to spend on facilities and administrative costs.

However, with being reliant and dependent on the Mental Health Commission as the main funder, this is a weakness for Pathways.

A recent change in FBT reduced what we offer as part of salary packaging, further changes could occur – affecting the attractiveness of what we are offering.

Superannuation payments have recently increased – this reduces what we have available as an organisation.

Need to secure MICAT for org income, whilst also ensuring it is available across the sector.

SOCIALThere is a need to be aware of the political nature of how language is used e.g. community – partnerships – clinical – professional. Thesewords mean different things depending upon the values of the person using them. For example, some people see partnerships as an opportunity to take over another organisation.

Nature of the population that we service – who are the people who live in the South West?

State of the NationPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

The South West’s Cities Are Among the Nation’s Fastest growing... Presents Opportunity and Challenge


Nature of the population that we service – who are the people who live in the South West?

Percentage growth in population over 12 months to June 2013 for the 100 largest significant urban areas (SUA) in Australia

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0.0

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2.0

3.0

4.0

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Source: Based on data from the Australian Bureau of Statistics; KPMG Demographics

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The Bunbury - Busselton Axis Shapes the South WestPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Average annual population growth.

>5% p.a.

<0% p.a.

2.5% – 5% p.a.

0% – 2.5% p.a.

AT A GLANCE IN 2011

• 170,000 persons

• 59,360 private occupied dwellings

• 2.86 persons per household

• 41,846 families

• 72,336 workers

• 3,545 unemployed


Manjimup -0.7%

Nannup 0.6%

Collie 0.5%

Harvey 3.5%

Dardanup 3.9%

Bunbury 1.0%

Capel 7.5%

Augusta-Margaret

River 2.2%

Boyup Brook 0.7%

Bridgetown-Greenbushes

0.8%

Donnybrook-Blingup 2.1%Busselton 3.5%

Australians Are Dividing the Life-cycle into ‘Thirds’PATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Change in life expectancy over 80 years in Australia.

100 10 20 40 50 60

63Child1934

Child1974 Teen

Adolescence

The Boomer Trajectory

Child2014

71

82

92

70 80 90


Adult

Adult

Adult

Lifestyle Retired Old

Old

Old

Demand for Health Professionals and Trades people in a Pragmatic Go-Ahead Region


Occupations (134 Categories) 2011 2006 % Change

1 Health Diagnostic and Promotion Professional 427 233 83%

2 Miscellaneous Specialist Managers 262 172 52%

3 Fabrication Engineering Trades Worker 1,233 826 49%

4 Electricians 1,176 797 48%

5 Sports and Fitness Workers 279 192 45%

6 Social and Welfare Professionals 535 372 44%

7 Miscellaneous Labourers 1,232 889 39%

8 Labourers (other) 187 136 38%

9 Building and Engineering Technicians 1,425 1,037 37%

10 Personal Carers and Assistants 1,499 1,092 37%

Top 10 occupations for the South West Region (with > 100 employees) ranked by growth based on the 2011 and 2006 Censuses.


In this picture, we have been changing.

Staff have become more interactive with the client group. What does this mean for the organisation?

We have been collaborating with other service providers.

We have an increasing diversity of client group e.g. young, aboriginal etc for whom we need to engage earlier, increase employment options and interventions e.g. psychosis.

There has been an increased integration of staffing to work with carers and clients.

This is very much in line with the recommendations made by the Mental Health Council of Australia to the National Mental Health Commission’s review (June 2014)

TECHNOLOGICALThere has been an increased emphasis on using technology e.g. computerisation. Some of this has been driven by increased accountability. The challenge is to use it for improving effectiveness. Many systems are introduced by funders to meet the needs of their programmes.

However, we are now trying to integrate the Mental Health Outcomes into our work They

certainly appear in the WAAMH Strategic Planning Framework. The measurement of outcomes is very important to funders and to work effectiveness.

E Health technology is very important particularly in reaching younger people for example on a website.

To produce good outcomes, training has to be targeted accurately – in terms of both professional training and technology training.

ENVIRONMENTALThere are advantages from living in the South West, with landscape, the distances and location. People choose to live in the South West for the benefits to their lifestyle including mental health.

So what mental illness arises from living in the South West?

The organisational environment contributes to staff wellbeing There is a need for good supervision and good training.

Morale can be maintained through transparency practices.

With climate change will there be less resources?

LEGALWith the introduction of Worksafe – this has led to more formal requirements on the organisation.

This has driven a lot of Occupational Health and Safety requirements.

In turn many risk management practices and consciousness has come into the workplace.

Incident reporting has been required.

Implications flow from a world of ‘contracts’ – in relation to buildings, property, services and potential organisational takeovers.

DR. RICHARD OADES

Chief Executive Officer Pathways SouthWest


Who We Are and What We Do

Pathways was started by a group of carers in 1992. The interest was in setting up supports for people affected by mental illness. The operating environment was far different from today. It was still a time when small organisations were benevolent in nature and the complexity of today’s sector was not on the horizon.

Today there is continual change, which has become even more accelerated in the mental health sector. That change has meant that the basic programmes of Pathways have had to move from being straight forward Individual Support, Housing and Carers Support to today’s diversity and demands for flexibility in delivery. Not least in leading this change has been increased competition which has changed the nature of partnerships in service delivery and has also required ongoing innovation to show the market new ways of providing services. Increased accountability has led to the need for more resources to satisfy the demands of funders, whilst also promoting greater thought into what is actually being delivered. Instead of having a charitable approach and looking after the ‘needy’, there is now a need for organisations such as Pathways to market

what they have to offer, so that individuals can make a decision to purchase what they need.

In spite of all complexity and diversification led under the guise of the understandable banner of the Recovery motif, we still seek to hear from ‘clients’ or ‘consumers’ or ‘carers’ meaningful observations such as:

“ My Recovery Workers at Pathways have helped me reach my goals on my plan, and make sure I am aware of my appointments by helping me keeping my appointment board up to date….I have nothing to worry about”.

“ I like coming to activities, to meet other people with similar experiences. Pathways has helped a lot because it has allowed me to communicate and to share my problems”.

Whether we work in the Housing Programme, the Wellways Suite of programmes, Sail into Life, Pool and Snooker, Mental Health Week, Shifting Gears or any of our many other activities, what makes it meaningful is whether we have a good relationship with those involved and can help them to build their own independent relationships. For this an understanding about mental illness is essential.

Our understanding is driven by our values of Hope, Courage, Respect, Humility and Responsibility.


Our CharterPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Hope

Recovery

Pers

onal

ised

Awareness

Unique Defining Brand

Collaboration & Partnerships

Integrated Service Model Governance

Our ValuesHOPE: Belief in the potential of individuals affected by mental illness to live life to the full

COURAGE: Ensuring mental health be seen

RESPECT: Acknowledging other opinions as having value

HUMILITY: Willing to appreciate others

RESPONSIBILITY: Everyone is responsible to commit to action towards our Purpose

Our PurposeProviding access to responsive holistic services for consumers, carers, families and the community to reduce the impact of mental illness

Pathways SouthWest measures success through a Balanced Score Card Approach developed around a set of measures designed to meet our overall Objectives

STRATEGIC FOCUS AREAS

STRATEGIC OBJECTIVES

Our VisionLET MENTAL HEALTH BE SEEN …as any door is the right door for access and client centred care

Developing an integrated service delivery model that provides a con-

sistent, streamlined partnership approach with our clients; staff;

carers and the wider community

To build a strong organisational culture through governance,

systems and processes to ensure sustainability and responsible

growth

Developing and strengthening partnerships that increase com-

munities’ knowledge, capacity and resilience in responding to mental

health issues

Defining our position in the eyes of our clients and the community

Our Value Proposition:

WE CHAMPION MENTAL HEALTH AWARENESS

StrategySTRATEGIC DIRECTION 2014–2017

In fulfilling our Charter, the strategy focuses around five priority themes that could impact on our services over the next three years and beyond. To bring our themes to life, we have developed five strategic objectives, to which our Vision, Mission and Values are fundamentally aligned. These objectives will be key drivers in achieving successful outcomes for all our stakeholders.

THESE OBJECTIVES ARE:

WE WILL MEASURE OUR SUCCESS FROM FOUR PERSPECTIVES:

Clients How we create value for our clients; and how we continuously improve our level of service

Financials How we add value for our clients while controlling costs and how we provide a balanced approach to investment in a full range of services

Internal Business Processes How we improve and excel in our joint business processes

Learning & Growth How we build our people and system capacity to meet future needs

Strategic FocusPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Unique Defining Brand

Collaboration & Partnerships

Integrated Service Model Governance

STRATEGIC FOCUS AREA: Unique Defining Brand

STRATEGIC OBJECTIVE ONE: Defining our position in the eyes of our clients and the community

Strategic ObjectivesPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Key actions to achieve the objective: Key measurements of achievement

We will know we have achieved the objective when:

Time-line

1 2 3

1.1 Raise Pathways SouthWest profile in the wider community

1.1.1 Assess Pathways SouthWest current profile and level of community awareness of the brand

1.1.2 Develop and implement a communication plan

1.1.3 Capture and formalise qualitative data that showcases Pathways SouthWest’s success stories

1.1.4 Monitor the impact of the new central location on the organisations’ profile

1.2 Brief the Marketing Company with a clear scope of intent toward the Vision and Purpose

1.2.1 A clearly articulated scope of work to achieve the Value Proposition

1.3 Optimise on opportunities for information sharing and profile raising

1.3.1 Identify and explore opportunities for high value relationships with government; business and other agencies

1.3.2 Increase the number of strategic networks to share information

1.4 Review the impact of the strategic communication plan

1.4.1 Review and evaluate the effectiveness of the stakeholder management plan; and implement interventions

Dec 14

Sept 14

Sept 15

Sept 15

STRATEGIC FOCUS AREA: Collaboration and Partnerships

STRATEGIC OBJECTIVE TWO: Developing and strengthening partnerships that increase communities’ knowledge, capacity and resilience in responding to mental health issues.




Timeline

1 2 3

2.1 Identify and optimise our privileged assets to increase opportunity and provide maximum leverage for organisation

2.1.1 Map and update capability platform to outline the privileged assets and distinctive competencies

2.2 Promote ourselves as the lead agency in networking opportunities

2.2.1 Educating staff to undertake the importance of keeping connected in the community

2.3 Identify opportunities to increase revenue/funding streams

2.3.1 Map high impact high influence stakeholders for collaboration and partnerships

2.4 Identify opportunities for collaboration and partnerships

2.4.1 Map high impact high influence stakeholders for collaboration and partnerships

2.4.2 Create protocols for meaningful sustainable partnerships

Dec 15

Mar 15

Ongoing annually

Dec 15 Dec 16

Ongoing Annually

Dec 15 Dec 16

STRATEGIC FOCUS AREA: Integrated Service Model

STRATEGIC OBJECTIVE THREE: Developing an integrated service delivery model that provides a consistent, streamlined partnership approach with our clients; staff; carers and the wider community




Timeline

1 2 3

3.1 Promote an integrated service culture where reporting systems; clinical governance and consumer, carer and family services are aligned

3.1.1 Regular auditing processes to demonstrate regulatory requirements

3.2 Utilising the single location facility to promote an integrated culture and service delivery model

3.2.1 Monitoring impact of new facility through feedback mechanisms

3.3 Optimise on electronic data systems to improve efficiencies and organisational effectiveness

3.3.1 Full utilisation of SMS internal data base

3.3.2 Full utilisation of web based system for external knowledge

3.3.3 Evidence of consistent collection and analysis of strong defensible rigorous data

3.4 Monitor and maintain continuous quality improvement measures in data collection and utilisation; and analysis processes to optimise outcomes

3.4.1 Monitoring alignment with quality outcomes

3.5 Build internal capacity 3.5.1 Build upon the skills and capabilities of our staff through the promotion of a learning culture for growth and mentoring

3.5.2 Identify potential staff, volunteers and resources to optimise and leverage capacity

3.5.3 Promote responsible and respectful usage of resources

Annual Review

Dec 15 Dec 16

Mar 15

Jan 15

Jun 15

Sept 15

Sept 15

Anual Review

Sept 15 Sept 16

STRATEGIC FOCUS AREA: Governance

STRATEGIC OBJECTIVE FOUR: To build a strong organisational culture through governance, systems and processes to ensure sustainability and responsible growth




Timeline

1 2 3

4.1 Align all governance practices against NFP Good Governance Principles

AICD NFP (2013) Good Governance Principles

4.2 Maintain a diverse skills mix within the Board to support the strategic direction

4.3 Ensure strategic oversight of the organisation

Meeting Strategic Objectives

Solvency

Meeting funding obligations

Duty of Care

4.4 Demonstrate a commitment to our Values

Corporate KPIs

Integrated into the ‘hearts and minds’ of all staff

Evidence commitment to Values – Code of Conduct

4.5 Maintain compliance with all regulatory requirements

Board

Board

Annually Apr 15 Apr 16

Oct 15 BoardJan 15 Mngt

Annually Oct 15 Oct 16

Measuring the Strategy Against the Balance Score CardPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Developing an integrated service delivery model that provides a

consistent, streamlined partnership approach with our clients; staff; carers and the wider community

To build a strong organisational culture through governance,

systems and processes to ensure sustainability and responsible

growth

Developing and strengthening partnerships that increase

communities’ knowledge, capacity and resilience in responding to

mental health issues

Defining our position in the eyes of our clients and the community

STRATEGIC OBJECTIVES

MEA

SURE

MEN

T

2014 – 2017 BALANCED SCORECARD

Recovery

Cost Efficiencies Revenue Growth

Increased Client Value

Integrated Service Model

Leadership and Service Excellence

Consumer Choice

and Control

Influential Recognised

Brand

Knowledge Capital

Personalised and Safe

Flexible and Responsive

Strong Governance

Networks

Partnerships

Courage of our

Convictions

Financial Perspective

Client Perspective

Business Process Perspective

Learning & Growth Perspective

Business PlanSTRATEGIC DIRECTION 2014–2017

STRATEGIC OBJECTIVE ONE: Defining our position in the eyes of our clients and the community

Business PlanPATHWAYS SOUTHWEST STRATEGIC DIRECTION 2014–2017

Key Actions Measures/Targets By When By Who

1.1.1 Analyse 2014 survey data Finish Analysis/ Correlation 31st Dec 2014

MngtTeam

1.1.2 Communication plan Complete Plan for Implementation, commence actions End Oct 2014

Jack in Box

1.1.3 Develop for Annual Report and include in Newsletters

Complete Annual Report

Continuously review newsletter

Oct 14

Review 12 monthly

Mngt

Staff

1.1.4 Survey Key Stakeholders Results of surveys & MHC Qual Assur Mar 15 SDM

1.2 Brief Jack in Box Work completed, evidenced monthly Sept 14 CEO

1.3 Develop partnerships 1.3.1/2 Magte Team provide report showing what achieved e.g. increased networks

Qtrly Mngt

1.4 Review Communication Plan Board to consider impact Sept 15 Board

STRATEGIC OBJECTIVE TWO: Developing & strengthening partnerships that increase communities’ knowledge, capacity and resilience in responding to mental health issues



2.1 Review audits (DOH/MHC/La Trobe/ MICAT)

Identify strengths and weaknesses, implement corrective actions,

observations and continuous improvement processes. Actions taken to

optimise assets e.g patent MICAT

12 mths

2.2.1 Educate staff on benefits of networking

2.2.2 Report on networking carried out

Reports/minutes of networking carried out – on staff meeting agenda

Training Framework and Performance Appraisals via report to Board

Mar 15

Qtly to Board

SDM

CEO/Mngt

2.3 Utilise information from Strategic Planning Day

Identify important sources and action opportunities

Continuously monitor and add potential sources, increase diversity

Ongoing with annual review

Mngt

2.4 Create Protocols and MOAs (Statement of Agreement)

Income increased as resultNote: 2.4.1 and 1.3.1 are the same

Annual Review

Mngt

CEO

STRATEGIC OBJECTIVE THREE: Developing and integrated service delivery model that provides a consistent, streamlined partnership approach with our clients; staff; carers and the wider community



3.1 Monitor all feedback and continue audits as arranged

Feedback is acted upon Annual Review

Mngt

3.2 As previously in 1.1.4

3.3 Identify staff expert user

Carry out data cleansing – allowing sufficient time

Continue to monitor staff skills and training

Regular monitoring

3.1; 3.2; 3.3 Jan 2015 Mngt

3.4 Analyse feedback & implement Implementation of recommendations. Identify and report on key trends. June 2015 Mngt

3.5 Identify Training Framework 3.5.1 Training not already addressed identified

3.5.2 Opportunities identified for volunteers to put their skills and interest to good use

3.5.3 Staff identify ways of sharing resources

3.5.4 Staff satisfaction surveys

March 2015

Sept 2015

Qtly

Annually

Mngt

Mngt

Mngt

Mngt

STRATEGIC OBJECTIVE FOUR: To build strong organisational culture through governance, systems and processes to ensure sustainability and responsible growth



4.1 Board consider Not For Profit Principles Board Endorse principles Board

4.2 Board identify mix required Members recruited to match required mix. Survey Board members. Board

4.3 Complete annual review of organisational strategies

Board makes assessment and implements any required actions. April annually

CEO for President

4.4 Board to have KPIs identified and agree on tasks

4.4.1 Board demonstrate addressing KPIs they have accepted

4.4.2 Code of conduct as part fo principles revisited in staff performance appraisals annually

By AGM 2015

End Jan 2015

Board

Mngt

4.5 Board endorse all compliance reports Acceptance of compliance by funders minuted Annually Board

31 Mar 15

31 Mar 15

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