2.1.4 Strategic and Business Planning

2.1.4 Strategic and Business Planning

Preamble

BigDog Support Services Pty Ltd (BigDog) is committed to ensuring that strategic planning is carried out on a regular basis.

Strategic Planning

Strategic planning is how an organisation defines its strategy or direction and assists to make decisions on the allocations of resources to ensure that each goal set is reached.

Strategic Planning can set priorities, focus energy and resources, strengthen operations, ensure that workers and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organisation's direction in response to a changing environment.

All BigDog strategic planning is carried out with reference to other planning such as the Business Plan and the Corporate Risk Management Plan.

Strategic Planning Tools

SWOT Analysis

Traditional strategic planning involves processes such as a S.W.O.T (strengths, weaknesses, opportunities and threats) analysis to develop goals, strategies and direction for an organisation.

This strategic planning tool allows BigDog to determine new opportunities and which areas of our business need improvement. We will also identify any factors or threats that might negatively impact our business or success.

PATH Planning

BigDog has a commitment to Planning Alternative Tomorrows with Hope (PATH) processes, BigDog utilises PATH planning for strategic planning for the organisation. BigDog can also utilise other planning processes as relevant and appropriate.

PATH is represented in the shape of an arrow hitting a target and is divided from left to right

Procedure

The director will instigate the strategic planning process at his discretion. The regular term of a strategic plan is over a three-year span, however in times of great change this may be bought down to one to two years.

The participants of the strategic planning process are also at the director’s discretion. The participants may include:

the Directors

the management team, workers, clients,

client family members, community members and any other stakeholders.

External Facilitator

When possible BigDog will utilise an external facilitator for the strategic planning process as this enables all people involved to have input.

The suggested stages of a strategic planning process involve:

1. Review of the last plan – what goals were achieved, which are to be carried forward and which are no longer current,

2. PATH plan – duration of the plan, working through the steps, developing the content,

3. Production of the PATH plan and report,

4. Dissemination of the plan and report to all relevant stakeholders and those that participated in the plan,

5. Operationalising the plan in a Business Plan or Operational Plan,

6. Setting dates for the review of the plan.

Articulated Plan

Includes our Mission, our Vision, our goals and our objectives

Strategic Differentiation

Collection of external market data including competitors or market trends

Organisational Engagement

Where the goals are cascaded throughout the entire organisation. Everyone is aware of where they sit in the strategic plan.

Organisational Transformation

Talk about on a regular basis to drive decision making and change.

Supporting Documents

Policies

Forms

Funds Request

Information Sheets

Code of Practice

Human Services Quality Framework October 2021 Version 8

NDIS Practice Standards November 2021 Version 4

PATH

Business Plan

Strategic Plan 2010-2013

Strategic Plan 2013-2016

Strategic Plan 2016-2017

Strategic Plan 2017-2019

Strategic Plan 2019-2022

Strategic Plan 2022-2025

NGO Training

Creating Organisational Alignment

Goal Setting and Successful Implementation

Emergency and Disaster Management

Leadership Foundations Part 1

Leadership Foundations Part 2

Managing Change

PATH Planning

Legislation

Child Protection Reform and other Legislation Act 2022 (QLD)

Corporations Act 2001 (Cwth)

Disability Services Act 2006 (QLD)

Disability Services and Inclusion Act 2023 (Cwth)

National Disability Insurance Scheme Act 2013

NDIS (Provider Registration and Practice Standards) Amendment Rules 2021

NDIS Practice Standards and Quality Indicators

BigDog Support Services Pty Ltd (BigDog) is a registered NDIS provider and is required to apply the scheme’s practice standard and quality indicators.

The standards have been developed to create an important benchmark to assess provider performance and ensure that high quality and safe supports and services are provided to NDIS participants.

The four core modules are:

1.0 Rights and Responsibilities;

2.0 Governance and Operational Management;

3.0 The Provision of Supports; and

4.0 The Support Provision Environment.

The supplementary modules cover:

5.0 Specialist Support

5.1 High intensity daily personal activities.

5.3 Implementing behaviour support plans.

2.1 Governance and Operational Management

Each participant’s support is overseen by robust governance and operational management systems relevant (proportionate) to the size, and scale of the provider and the scope and complexity of supports delivered.

2.1.4 The governing body ensures that strategic and business planning considers legislative requirements, organisational risks, other requirements related to operating under the NDIS (for example Agency requirements and guidance), participants' and workers' needs and the wider organisational environment.

Human Services Quality Standards

The Human Services Quality Standards set a benchmark for the quality of service provision. Each Standard is supported by a set of performance indicators which outline what an organisation is required to demonstrate to meet that standard.

1 Governance and Management

Sound governance and management systems that maximise outcomes for stakeholders.

1.3 BigDog develops and implements a vision, purpose statement, values, objectives and strategies for service delivery that reflect contemporary practice.

1.5 Mechanisms for continuous improvement are demonstrated in BigDog management and service delivery processes.

Delegation of Authority

Name Position Details

Steven Paull Director

Authorise review and implementation

Courtney Carroll Director Authorise review and implementation

David Burrett Operations Manager

Monique Paull HR Lawyer

Ensure information dissemination

Ensure compliance by workers

Joel Canning Accountant Taxation compliance

Version Details

This policy will be reviewed every twelve (12) months unless circumstances deem it necessary to review earlier. The review process will involve an analysis of the usefulness of the policy and to note any changes which are required to improve the policy.

If minor changes are made in wording or to clarify the intent, the version number will indicate this by adding a ‘point’ i.e. Version 1.0 indicates the original version and 1.1 with the first round of minor changes made. A significant change or intent of the policy will be indicated by a whole new number i.e. Version 2.0.

The following rules also apply in interpreting this policy:

• Headings are for convenience only and do not affect interpretation.

• A singular word includes the plural and vice versa.

• A word that suggests one gender includes the other genders.