2.1.4 Strategic and Business Planning

Strategic and Business Planning

2.1.4

Version 6.2 June 2025

2.1.4 Strategic and Business Planning Contents Preamble ............................................................................................................................. 3 Strategic Planning ................................................................................................................ 3 Strategic Planning Tools ...................................................................................................... 3 SWOT Analysis ................................................................................................................ 3 PATH Planning ................................................................................................................. 3 Procedure ............................................................................................................................ 4 External Facilitator............................................................................................................ 4 Articulated Plan ................................................................................................................ 4 Strategic Differentiation .................................................................................................... 4 Organisational Engagement ............................................................................................. 4 Organisational Transformation ......................................................................................... 4 Supporting Documents ........................................................................................................ 5 Policies ............................................................................................................................. 5 Forms ............................................................................................................................... 5 Information Sheets ........................................................................................................... 5 NGO Training ................................................................................................................... 5 Legislation ........................................................................................................................ 5 NDIS Practice Standards and Quality Indicators ................................................................. 6 2.1 Governance and Operational Management ............................................................... 6 Human Services Quality Standards ..................................................................................... 6 1 Governance and Management ...................................................................................... 7 Delegation of Authority......................................................................................................... 7 Version Details ..................................................................................................................... 8

2.1.4 Strategic Planning

2 of 8

Version 6.2 June 2025

Preamble BigDog Support Services Pty Ltd and Scottvale Health Club Group (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 Gifts

Now

2.1.4 Strategic Planning

Enrol

Keeping Barriers Strong

3 of 8

1st Steps

Short Term

Specific Dreams Term

Version 6.2 June 2025

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.

2.1.4 Strategic Planning

4 of 8

Version 6.2 June 2025

Supporting Documents Policies 2.0 Provider Governance and Operational Management 2.1 Governance and Operational Management 2.1.5 Continuous Improvement Policy

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

2.1.4 Strategic Planning

5 of 8

Version 6.2 June 2025

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.

2.1.4 Strategic Planning

6 of 8

Version 6.2 June 2025

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

Courtney Carroll

Director

Authorise review and implementation

Ann Paull

Secretary

Company Secretary

David Burrett

Operations Manager

Ensure information dissemination

Monique Paull

HR Lawyer

Ensure compliance by workers

Joel Canning

Accountant

Taxation compliance

2.1.4 Strategic Planning

7 of 8

Version 6.2 June 2025

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.

Date

V

July 2016

1.0 New Policy

January 2019

4.0 Updated to new logo and style guide

January 2020

5.0 Removed HSQF Standards Indicators and Policy matched with NDIS Practice Standards and Quality Indicators Front cover updated to Standards colour identification Supporting Policies updated 5.1 Updated Responsible Officers details

January 2021

Details

January 2022

5.2 Included Funds Request form and updated officers Updated Accountant from Jeremy Coverdale to Joel Canning NDIS Practice Standards November 2021 Version 4

January 2023

6.0 Included Human Services Quality Standards and Child Protection Act and the term “Participant” is returned to “Client” to allow for policies to cover NDIS and Child Safety.

January 2024

6.1 Disability Services Act 1986 replaced with Disability Services and Inclusion Act 2023 and policy review process included.

June 2025

6.2 Scottvale Health Club included in policy Steven Paull has retired, responsible officers updated

2.1.4 Strategic Planning

8 of 8

Version 6.2 June 2025