CELEBRATING OUR STRATEGIC PLAN WINS What a year! Our five-year strategy was always going to be an ambitious ask of our staff and volunteers, but they have risen to the challenge in year one. The theme of this year’s Annual Review is “More than Camps” – and our strategic plan wins reflect this theme perfectly. The extensive Family Research Project (ARTD Consultants) we undertook in 2010-2011 recommended that we promote our programs more to newly diagnosed families. To do this, we introduced a wonderful new Family Support and Hospital Team, which has increased the number of families registered with us by 17%. Ask any of our existing families and they’ll all say the same thing: they won’t regret it. We completed stage one of our national Play Therapy Program expansion, with funding for this program set to increase in the future as a result of the effectiveness of the innovative techniques these professionals use. Making cancer treatment less scary for children and less stressful for their worried parents is a high priority for us and we’re hugely encouraged by the results we’ve seen in 2012-2013 in Sydney’s children’s hospitals. This is an area that’s set to grow. We also launched a Domestic Support service – which gives parents one less thing to worry about when their child returns from treatment. A squeaky clean home is essential for children
who need to avoid infection and keep their immune systems strong. This program has been developed in direct response to the identified needs of families, as stated in our Family Research Project. We’re committed to meeting these identified needs, which sometimes means innovating and developing new programs in this way. Evaluating our program outcomes will also continue to be embedded in our program strategy to ensure we are measuring the true impact of our programs. Our collaboration with CanTeen and Redkite ensures easier access to services across the sector for our families. Our partnership with CanTeen ensures that every child from 0-24 has access to age appropriate services through our two-way referrals and in conjunction with Redkite, we are piloting professional emotional support at our Family Camps. It’s this kind of collaborative working in the not-forprofit sector that avoids the perceived duplication that is sometimes offputting to potential donors. And to implement all of this, our most precious resource – our people – have been invested in by embedding our workforce structure. This new structure now provides a robust infrastructure to support the implementation of the big and challenging goals of the second year of our five year strategic plan.
2013 / 2014
STRATEGIC OBJECTIVES Goal
Key Outcomes
Goal 1: To deliver programs with more relevance, equity, reach and effectiveness
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Goal 2: To build a braver, more optimistic and sustainable organisation
Continue to drive equity and reach with a focus on siblings, families and regional areas. Collaborative partnerships in place to provide additional support, graduation program and emotional support. National Play Therapy program expansion More creative and age specific activities delivered to families at camps. Scope online support tool for parents. Develop and test a program for children whose parents have cancer. Evaluate and review our primary school program to improve impact and reach. Embed evaluation strategy for continuous program improvement to meet needs.
Revenue • Continued focus on donor development, a national campaign launch, corporate partnerships and major gifts to support new programs. People, Brand and Culture • Management/leadership development program to be established. • Innovative organisational employment approaches to be implemented. • A Camp Leader conference and volunteer optimism and resilience program will be delivered. • A volunteer management plan will be created to support offspring children. • Brand and communications training will be implemented. • A new Ambassador program and digital media strategy will be established. Systems • Our technology plan will be developed and implementation commenced. • Innovative IT employment solutions will be explored. • Business reporting mechanisms will be established. • Our procurement process will be improved. Governance • Board learning and development will be strengthened and succession plan developed. • Risk management technology will be implemented.
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