Sydney Community Services
Bridging the strategy-implementation gap
Collaboration with AsOfNow and direct engagement, 2018–19
COMMUNITY & HEALTH SERVICES, AGEING, DISABILITY
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FRAMING THE CHALLENGE
In the context of a generational shift in consumer expectations, a tumultuous policy landscape, and a complete overhaul of Government funding how could this Community Services organisation design a strategy that balanced Quality, Financial viability and Growth?
RESPONSIBILITIES
I designed and facilitated a collaborative strategic planning process with Board and Management teams. I conducted research into market, customer and competitive landscape including sector trends and innovation in the aged care and disability sector. I co-facilitated multiple workshops to lead the team to a three-year strategic plan. I then designed a second process and framework to translate the strategy into a series of qualified projects including the design of impact and complexity frameworks, priority and capacity modelling tools and budget rationale to facilitate the discussion and ensure delivery of the agreed strategy through the operation plan.
OUTCOMES
This project yielded the company's first three-year strategic plan and, critically, was devised and endorsed in close collaboration with a range of senior stakeholders across the organisation from management team to Board. This project shifted the management team and Board from a relationship based on hierarchy and approval to a more collaborative and productive relationship.
REFLECTION
Sector research and stakeholder discussions during this project deepened my understanding of the factors affecting community and health services organisations and allowed me to gain insights into some of the most innovative solutions alleviating the issues affecting older members of the community. I was particularly inspired by the Design Council’s ‘Transform Ageing’ project and TACSI’s ‘Love-ins Lobsters & Racing Cars’ and ‘Starting The Innovation Age’ reports.