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Strategic Directions 2011 - 2013 “A community celebrating possibilities and achieving dreams�


Contents

STRATEGIC DIRECTIONS AND STRATEGIC BUSINESS PLAN Part 1: Introduction and Operating Environment • • • •

Introduction The organisation in focus Facts about disability and cerebral palsy The operating environment

Part 2: Strategic Directions 2011 - 2013 • • • • •

Strategic Charter Vision Purpose Values Strategic Objectives

Part 3: Strategic Business Plan 2011 - 2013

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Introduction Providing services and supports to people with cerebral palsy and similar conditions and their families is why The Centre for Cerebral Palsy exists. We have been doing this since 1951 when a group of parents joined together to provide support and services for their own children who were diagnosed with cerebral palsy. While our commitment to service remains constant, the individuals and families we work with, our staff, the environment we operate in and community expectations have all radically changed and will continue to change. We need to strategically plan for our future service role. Our Strategic Directions 2011-13 maps out how we will continue to celebrate the possibilities and achieve the dreams of people with cerebral palsy and their families over the next three to four years. It restates our commitment to: providing personalised services and supports and excellence in all aspects of our service; leadership in knowledge and technology; strategic workforce attraction and development; and to be a sustainable but flexible organisation that delivers now and is ready for tomorrow. The individuals and families we serve expect to fully participate in and contribute to all aspects of community life, education and learning. They fully expect independence, social participation, economic security, respect and dignity. This is the right of every citizen. Nothing less should be accepted. It is our privilege to assist in achieving these goals.

Keith Chapman Chairman

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Judy Hogben Chief Executive Officer


The organisation in focus The Centre for Cerebral Palsy was established in 1951 by a group of dedicated families, seeking specialist support and services for their children who had CP. This commitment to provide services and support to individuals and families remains just as much a driving force today as it was 6o years ago. The Centre is now a diverse and mature organisation. We employ 600 staff, and welcome the support we receive from our 200-plus volunteers. We have 25 community homes, respite facilities and studios throughout the Perth metropolitan area, including Hillroyd, Cassia and Boronia at our Bradford Street complex. In 2009/10 we expended over $35 million and: • • • • • • • • • •

provided therapy services to 480 children in the Perth metropolitan area supported 85 children in country WA provided therapy services to 253 adults in the Perth metropolitan area provided alternative to employment day activities for 117 adults provided respite for 27 adults provided respite for 174 children supported 113 adults to live in our nursing home, hostels and group homes provided independent community living to 7 adults provided supported employment for 70 people with disabilities in our business services arm supported 63 people in their endeavours to attain and retain open employment, including 8 people into new jobs.

The State Government provides $23 million in recurrent funding for a range of services and supports we provide to people with CP. Fundraising is, however, an increasingly vital part of our work. With increasing numbers of children with CP born each year the level of unmet need continues to grow.

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Western Australian facts about disability and cerebral palsy It is estimated that a total of 405,500 Western Australians have disabilities (20.6 per cent of the population) and that 246,800 Western Australians are carers for people with disabilities (12.6 per cent of the population). 115,800 people have profound or severe core activity limitation. 71,600 of these are under 65 years of age and may be eligible for Disability Services Commission services. Cerebral palsy is the most common physical disability in childhood affecting approximately one in 500 children. A child is born with cerebral palsy every 15 hours. In 13 out of every 14 cases in Australia the brain injury leading to cerebral palsy occurs either in the uterus or before 1 month of age. At present the cause is not well understood, however prematurity is associated with higher rates of cerebral palsy, as is low birth weight and multiple births. There are three main types of cerebral palsy and each involves the way a person moves. Movements can be unpredictable, muscles can be stiff or tight and in some cases people can have shaky movements or tremors. People with cerebral palsy may have seizures and other impairments affecting their speech, vision, hearing and/or intellect. Although it is a lifelong disability, much can be done to reduce the impact of cerebral palsy. It is important for children to receive support from an early age to ensure they have every opportunity to reach their full potential. The right therapy and equipment can make all the difference. References: Australian Cerebral Palsy Register Report 2009 CP Australia website Disability Services Commission website

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The operating environment Over the next three to five years The Centre will need to be active in its leadership to identify and respond to the rapidly changing operating environment within the Disability and Community Services sectors. In particular there are several major trends and emerging issues that we will need to respond to, including: MEETING CLIENT AND SERVICE NEEDS •

Person-Centred Planning and Delivery of Services More personalised options in services will be an important extension of the Centre’s existing service delivery capability and will require creating services that meet their individual needs in more flexible and innovative ways. This is in line with the shift that is occurring in consumer demand, in government policy and in funding away from formal group accommodation, including group homes, towards more community oriented living, additional home support services and individualised care packages. Central to this shift is the need for person centred plans and options including accommodation, therapy, respite and day activities. This approach also includes the allocation of funding to the client so that individuals and families have greater choice, control and portability. In providing these services The Centre will need to operate in a very culturally inclusive and aware environment to ensure that it meets the needs of our diverse population.

Increased State Government outsourcing The Economic Audit Committee’s 2009 report ‘Putting People First’ signalled increased outsourcing by State Government of direct service provision. This will result in increased services being made available to the community sector which includes disability services providers. The Centre needs to be prepared for this service opportunity.

Ageing population The ageing of Western Australia’s population also includes people with disabilities, both acquired and lifelong, and their carers. It is likely that this increase is accompanied with a change in the nature of services required. Increased availability of a variety of accommodation options, mental health services, family support services as well as improvements in the quality of these services and services relating to the transition from work to retirement will be critical. It is also envisaged that increasingly people will ‘age in care’ rather than clients moving from disability

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services/care into the aged care sector. In addition to these service areas, population ageing offers new markets for our CP Tech and other aids and equipment provision. •

Individual funding through a National Disability Insurance Scheme It is likely that following on from the current Australian Productivity Commission’s enquiry a future federal government will initiate some form of a National Disability Insurance Scheme. The Scheme would be a transformational event, giving certainty of funding to individuals and families. It would further increase the role of individuals and families in funding and service decisions and reinforces the importance of the organisation moving towards more individualised service and accommodation options.

MEETING THE NEEDS OF OUR WORKFORCE •

Staffing Difficulties in attracting and retaining staff will remain over the foreseeable future. Workforce development, including training, is a critical component to improve the skill levels of existing staff and the attraction of the organisation as an employer of choice. This will require a considerable injection of time and money. Additionally, if The Centre is to take on new services such as for the cohort of people who are ageing, with or without disabilities, new skill sets will need to be developed.

Increased Corporate Supports The organisation needs to improve its information technology and computerisation capabilities and infrastructure. The need to embrace technology to a more significant level is critical because of the need to provide more personalised services, to gain efficiencies in our service delivery (eg with Therapy Services), in accuracy and access to client information and also to increase our capacity to take on new business. Improved Information technology will also enable the organisation to integrate existing systems such as our human resource and rostering systems to ensure that we automatically match staff on particular rosters with particular clients with required competencies (such as required with high care needs clients).

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Community and government expectations and usage around technology are also changing, with the likelihood that government would be increasingly expecting service providers to use technology when engaging with the community. KEEPING OUR ORGANISATION SUSTAINABLE •

Diversification The Centre is very narrow in its funding base and needs to diversify to ensure continued viability and long term sustainability. Diversification will also enable the organisation to absorb changing political environments. The new service options previously identified present opportunities for government and privately funded (fee for service) services. There is potential for The Centre to operate a fee for service model through the establishment of an Enterprise Hub which provides therapy services, together with services relating to disability/ageing interface and CP Tech services.

Funding infrastructure and renewal The organisation’s infrastructure, including staff accommodation, on and off site accommodation and other capital assets are ageing and in need of rejuvenation/rebuilding. This is particularly the case for our client accommodation. During the life of The Centre’s next Strategic Plan, it will need to make some significant decisions around replacing existing and outdated accommodation. The Centre will need to explore funding sources and housing partnership models to enable this to happen.

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The Centre for Cerebral Palsy’s Strategic Charter 2011 - 2013 

Leading and providing excellence in technology, services and support, knowledge and awareness.



Working with individuals, families and carers to provide innovative and responsive services that meet their particular needs and provide real choices.



Using current workforce trends, staffing profiles and learning and development frameworks to support staff, improve service quality and stretch boundaries of achievement.



Broadening our resource base, improving our assets and infrastructure and providing rigorous governance to support staff, individuals and families to explore possibilities.

Our Vision

Our Purpose

What we Value

A community celebrating possibilities and achieving dreams

To assist people with cerebral palsy, other disabilities and their families through a range of services, supports and community awareness.

Excellence Commitment Achievement Real Choices Stretching the Boundaries Rigorous Governance

Our Key Focus Areas

Leadership

Personalised Services and Supports

Workforce Skilling and Profile

Corporate Sustainability

“A community celebrating possibilities and achieving dreams�

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Our Vision A community celebrating possibilities and achieving dreams Our vision statement envisages a community that places no ceilings on possibilities or dreams and a community that celebrates achievements. The statement recognises the importance of community, inclusion and participation in achieving dreams.

Our Purpose To assist people with cerebral palsy, other disabilities and their families through a range of services, supports and community awareness We are here to serve, assist and to enable people with disabilities, particularly cerebral palsy, and their families achieve their potential and personal goals. We are here to increase community awareness and understanding of cerebral palsy to celebrate possibilities and to support community inclusion, participation and independence.

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Our Values Our values underpin all of our work and are fundamental to achieving our purpose and our strategic objectives. They are: Excellence We seek excellence in all we do, the way we work and in the services we provide. We value excellence as it enables us to better meet the needs of our individuals and families we serve. Commitment We are committed to the people we serve, to the organisation and to working in accordance with our values. Achievement We work hard to achieve our own work goals and the goals and aspirations of those we serve. We will celebrate achievements, individual, organisational and personal, as achievements are important milestones towards achieving dreams.

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Real Choices We value options and real choices. We work hard to craft and to deliver real choices. We recognise that real choices mean that we need to understand the individuals’ needs and capabilities so that choices can be developed. Stretching the boundaries We are committed to leading in knowledge, awareness, technology, services and support. We will embrace the need to take risks, to be flexible and innovative while recognising our duty of care obligations. Rigorous governance We will be open and accountable with strong systems, processes and management to give confidence to our members, funders and the community in our organisation.

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The Strategic Objectives In addressing the critical issues that are likely to impact the organisation over the next three years, there are four key strategic objectives. These objectives are intrinsically linked to our values and are the key drivers in achieving our vision. These are:

1. Leadership Leading and providing excellence in technology, services and supports, knowledge and awareness.

2. Personalised Services and Supports Working with individuals, families and carers to provide innovative and responsive services that meet their particular needs and provide real choices.

3. Workforce skilling and profile Using current workforce trends, staffing profiles and learning and development frameworks to support staff, improve service quality and stretch boundaries of achievement.

4. Corporate Sustainability Broadening our resource base, improving our assets and infrastructure and providing rigorous governance to support staff, individuals and families to explore possibilities.

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Strategic Objective 1: Leadership Leading and providing excellence in technology, services and supports, knowledge and awareness. Driving Statement: The organisation will be the leader in Western Australia in respect of cerebral palsy and like disabilities so that we can better serve individuals and their families. How we will achieve this objective: • Recognising the importance of research, learning, development and innovation and further investing in this capability • Developing and trialling innovative service and technological solutions that target identified needs • Investing in staff development and training • Creating and enhancing partnerships and strategic alliances with research institutes, Universities and other organisations, including knowledge sharing • Raising community awareness and understanding of issues, needs and contributions of people with cerebral palsy. We will know we are achieving this objective by: • Growing recognition as a centre of excellence by funding bodies, research bodies and the wider community • Our knowledge being sought by other organisations, governments, inclusion in government and private committees and working parties considering change in the way people with disabilities are supported • Representation on external Committees and other bodies • Better retention of skilled and experienced staff • Increased revenue generation out of the new innovations in services, technology and products • Evidence of consumer participation • Our services and technological solutions being recognised by others including clients, families and health professionals as addressing identified needs • Having technologies and services that address environmental and other impacts on individuals.

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Strategic Objective 2: Personalised Services and Supports Working with individuals, families and carers to provide innovative and responsive services that meet their particular needs and provide real choice. Driving Statement: We are committed to providing a range of services that are developed around individuals’ unique needs and aspirations. How we will achieve this objective: • By developing and offering a range of individualised services and supports that increase a client’s choice, their participation and community inclusion • By strengthening our consumer engagement in all aspects of service planning, delivery and review • By developing and implementing person centred plans across the organisation so that choice and independence are maximised • By developing and offering an expanded range of specialty services including on a fee for service basis to people with disabilities and the wider community We will know we are achieving this objective by: • Individuals, families and carers receiving services and supports of their choice • Feedback from individuals and families via outcomes and client satisfaction scores • Evidence of consumer participation • Individuals achieving health and wellbeing; independence and social inclusion goals • Activities that enable skills acquisition and maintenance • Meaningful relationships including family, friends and community being established

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Strategic Objective 3: Workforce skilling and profile Using current workforce trends, staffing profiles and learning and development frameworks to support staff, improve service quality and stretch boundaries of achievement. Driving Statement: The organisation seeks to attract, develop and retain staff with the expertise and passion to provide high quality services now and in the future for people with CP and like disabilities and their families. How we will achieve this objective: • By identifying the skills that we need for delivery of quality services and ensuring we have these skill sets • Investing in learning and development of all staff including management and leadership training. This includes better meeting the motivational needs of staff as well as our business needs and client goals. • Rewarding skill improvement through employment and career opportunities • Collaborating with other service providers for learning and development in areas including induction and core competencies • Providing technology and infrastructure that facilitates efficient and effective work practises • Broadening the range of skills improvement and work opportunities for our supported employees We will know we are achieving this objective by: • Having the necessary skills available to meet the needs of our service users • Having a pool of skilled individuals available for career opportunities • Enjoying a low rate of staff turnover • Being recognised as an employer of choice • Better client feedback and outcomes • A greater number of Supported Employees participating in higher skilled activities • A greater number of high support need clients entering the work force.

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Strategic Objective 4: Corporate Sustainability Broadening our resource base, improving our assets and infrastructure and providing rigorous governance to support staff, individuals and families to explore possibilities. Driving Statement: We are committed to delivering security and responsiveness of service and employment to our clients and staff through reliable and flexible funding arrangements and forward planning. How we will achieve this objective: • By astutely assessing and then diversifying our service range to attract funding and resources from a broader range of sources • By developing our entrepreneurial capabilities such as selling a range of commercially saleable products and skills to a wide customer base • By developing strategies for asset redevelopment through a rationalisation of asset holdings and use • By developing an entrepreneurial spirit in management, always being on the lookout for new opportunities and networks • By reinvigorating our Foundation and Trusts to expand our corporate and community partnerships and support • By investigating and implementing new technologies that can improve work and service outcomes • By reducing our carbon footprint • By having sound organisational governance, stewardship and management underpinning our operations We will know we are achieving this objective by: • The number of major recurrent funders and resource providers increasing • Increasing our revenue generated out of the new innovations in products, services and technology • Ageing infrastructure being either redeveloped or replaced • A range of strategic alliances being entered into to provide backup for essential services • A range of planned innovations and developments being able to be funded from R&D funds • Better retention of skilled and experienced staff Page 17 of 26


• • • •

Increased requests for knowledge sharing, for example, consultancies, participation and teaching at conferences, scientific publications. Reduction in energy usage Independent evidence of a high level of organisational governance and management Evidence of consumer participation

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STRATEGIC ACTION PLAN

Key Actions required

Measures/Targets

Leadership

Personalised Services

workforce

Corporate Sustainability

STRATEGIC OBJECTIVE 1: Leading and providing excellence in technology, services and supports, knowledge and awareness.

1.1 Recognising the importance of research, learning, development and innovation

1.1.1 Growing recognition as a centre of excellence

1.1.2 Our knowledge being sought by others

1.1.3 Inclusion in government and private committees and working parties 1.2.1 Our service and technological solutions being recognised by others including clients, families and health professionals as addressing identified needs

1.2 Developing and trialling innovative service and technological solutions that target identified needs

1.3 Investing in staff development and training

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1.2.2 Having technologies and services that address environmental and other impacts on individuals

1.2.3 Increased revenue generation out of the new innovations in services, technology and products

1.2.4 Evidence of consumer participation 1.3.1 Better retention of skilled and experienced staff

√ √

√ √


workforce

Corporate Sustainability

Personalised Services

Leadership

Key Actions required

Measures/Targets

1.4 Creating and enhancing strategic partnerships

1.4.1 Growing recognition as a centre of excellence

1.4.2 Increased revenue generation out of the new innovations in services, technology and products

1.4.3 Representation on external Committees and other bodies 1.5.1 Our knowledge being sought by others

1.5 Raising community awareness and understanding of issues, needs and contributions of people with cerebral palsy.

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1.5.2 Representation on external Committees and other bodies

1.5.3 Evidence of consumer participation

1.5.4 Having technologies and services that address environmental and other impacts on individuals.


2.1.1 Individuals access new services

2.2 Developing and offering an expanded range of specialty services including on a fee for service basis to people with disabilities and the wider community 2.3 Strengthening our consumer engagement in all aspects of service planning, delivery and review 2.4 Developing and implementing person centred plans across the organisation so that choice and independence are maximised

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Corporate Sustainability

2.1 Developing and offering a range of individualised services and supports that increase a client’s choice, their participation and community inclusion

workforce

Measures/Targets

Personalised Services

Key Actions required

Leadership

STRATEGIC OBJECTIVE 2: Working with individuals, families and carers to provide innovative and responsive services that meet their particular needs and provide real choices.

2.1.2 Feedback from individuals and families via outcomes and client satisfaction scores

2.1.3 Individuals achieving health and wellbeing; independence and social inclusion goals

2.1.4 Meaningful relationships including family, friends and community are established 2.2.1 Individuals, families and carers receive services and supports of their choice

√ √

2.4.1 Plans developed and implemented

2.4.2 Activities that enable skills acquisition and maintenance occur

2.3.1 Evidence of consumer participation


3.1.1 Staff have the necessary skills to meet the needs of our service users

3.2 Investing in learning and development of all staff including management and leadership training. This includes better meeting the motivational needs of staff as well as our business needs and client goals. 3.3 Rewarding skill improvement through employment and career opportunities

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Corporate Sustainability

3.1 By identifying the skills that we need for delivery of our services and ensuring we have these skill sets

workforce

Measures/Targets

Personalised Services

Key Actions required

Leadership

STRATEGIC OBJECTIVE 3: Using current workforce trends, staffing profiles and learning and development frameworks to support staff, improve service quality and stretch boundaries of achievement.

3.1.2 We have a pool of skilled individuals available for career opportunities

3.1.3 We enjoy a low rate of staff turnover 3.2.1 We have a pool of skilled individuals available for career opportunities

√ √

3.2.2 We enjoy a low rate of staff turnover

3.2.3 We are recognised as an employer of choice

3.3.1 We have a pool of skilled individuals available for career opportunities

3.3.2 We enjoy a low rate of staff turnover

3.3.3 We are recognised as an employer of choice


workforce

Corporate Sustainability

3.4 Collaborating with other service providers for learning and development in areas including induction and core competencies

3.4.1 We have a pool of skilled individuals available for career opportunities

3.4.2 We enjoy a low rate of staff turnover

3.4.3 We are recognised as an employer of choice 3.5.1 We are recognised as an employer of choice

√ √

3.5 Providing technology and infrastructure that facilitates efficient and effective work practises 3.6 Broaden the range of skills improvement and work opportunities for our supported employees

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Personalised Services

Measures/Targets

Leadership

Key Actions required

3.5.2 We enjoy a low rate of staff turnover 3.6.1 Greater number of high support needs clients entering the work force.

√ √

3.6.2 Better client feedback and outcomes

3.6.3 Greater number of Supported Employees participating in higher skilled activities


Corporate Sustainability

workforce

Personalised Services

Leadership

STRATEGIC OBJECTIVE 4: Broadening our resource base, improving our assets and infrastructure and providing rigorous governance to support staff, individuals and families to explore possibilities.

Key Actions required

Measures/Targets

4.1 By astutely assessing and then diversifying our service range to attract funding and resources from a broader range of sources 4.2 By developing our entrepreneurial capabilities such as selling a range of commercially saleable products and skills to a wide customer base

4.1.1 The number of major recurrent funders and resource providers increases

4.2.1 Increased revenue generation from new innovations in products, services and technology

4.2.2 A range of planned innovations and developments are able to be funded from R &D funds 4.3.1 Ageing infrastructure is either redeveloped or replaced

4.4.1 The number of major recurrent funders and resource providers increases

4.4.2 Increased revenue generation from new innovations in products, services and technology

4.4.3 A range of planned innovations and developments are able to be funded from R &D funds 4.5.1 Increased requests for knowledge sharing, eg. Consultancies, participation and teaching at conferences, scientific publications

4.3 Developing strategies for asset redevelopment through a rationalisation of asset holdings and use 4.4 Develop an entrepreneurial spirit in management, always be on the lookout for new opportunities and networks

4.5 Reinvigorate our Foundation and Trusts to expand our corporate and community partnerships and support

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4.6.1 A range of strategic alliances entered into to provide backup for essential services

4.6.2 Better retention of skilled and experienced staff

4.7 Reducing our carbon footprint 4.8 Having sound organisational governance, stewardship and management underpinning our operations

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4.6.3 A range of planned innovations and developments are able to be funded from R &D funds 4.7.1 Reduction in energy usage 4.8.1 Independent evidence of level of organisational governance and management 4.8.2 Evidence of consumer participation.

Corporate Sustainability

4.6 Investigating and implementing new technologies/products that can improve outcomes for people with disabilities and/or aging

workforce

Measures/Targets

Personalised Services

Leadership

Key Actions required

√ √ √

√ √


“A community celebrating possibilities and achieving dreams�

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STRATEGIC PLAN  

Strategic Plan and Future Directions

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