STRATEGIC PLAN

Merri Outreach Support Service
Interim Strategic Plan
2017 – 2022

Adopted by the Committee of Governance on 1 February 2017. The strategic plan will be finalised after further workshops with the committee and senior management involving a consultant. These are scheduled for early 2017.

Key Result Area 1:  Maintain Merri Outreach Support Service as a Robust and Leading Organisation in the Sector.

Strategies:
1. Develop a representative research and development council within the Agency to lead and support research, evaluation, advocacy, community development and promotion activities across MOSS.  This should report to the Quality Council to imbed the operations into the QI processes of the agency. This group will support a range of activities across the Strategic Plan.

  • Support community development and capacity building across the agency, including the provision of resources and supports as appropriate.
  • Develop partnerships with funding bodies and educational institutions to support and enhance the capacity of the Agency to resource and undertake research, evaluation, advocacy and promotion.

 

2. Build consumers’ participation in the Agency.

  • Further develop consumer feedback mechanisms.
  • Explore the development of Children’s consumer feedback in particular.

 

3. Develop an ICT strategy that “future proofs” our ICT operations into the future.

  • Explore technology efficiencies in Outreach Case management
  • Introduce a Cloud Based IT solution for MOSS that improves the connectivity of the whole Agency
  • Explore Technological means of enhancing consumer service delivery in our Aged Care, CHSP and HACC programs.
  • Developing software and techniques for measuring outcomes to support the future changes to funding methods (Outcome Based Funding)
  • Develop financial processes for the advent of Outcome Based Funding

 

4. Develop a ‘whole of agency’ system for volunteering.

  • Build a Volunteer Program at Holmes Street Northcote that supports the operation of The Planned Activity Group and the Older Persons High Rise Program.

 

5. Enterprise Bargaining Agreement between MOSS and staff.

  • Finalise the Enterprise Bargaining Agreement
  • Evaluate and monitor effectiveness of the EBA

 

6. Respond to sector development and reform and pursue opportunities for agency and program growth.

  • Aligning our agency with the Family Violence reforms
  • Aligning our agency with the new “Launch site” initiatives
  • Aligning our agency with the “Roadmap” reforms in homelessness
  • Bed down the merger with BHSG and the development of the relationship with Banyule City Council.
  • Participating in the review of LCASP, CCP, Active Connections and HSAP and implementing recommendations from the review
  • Prepare ourselves for MyAgedCare and NDIS reforms
  • Develop the relationship with CHSP for the over 65 cohort of our HACC programs.
  • Develop our relationship with YCH and other housing providers. Priority access to housing in return for community capacity building.
  • Focus on Youth Homelessness, emphasis on housing exits and employment and training

 

7. Explore the idea of property development, property ownership and equity.

  • Owning our own office
  • Exit points for young people
  • Building a refuge
  • Building an aged care facility for homeless people
  • Kids Under Cover property at the refuge.

 

Key Result Area 2: Grow and Strengthen HACC and Aged Care Funded Responses Across the Agency.

Strategies:

  1. Broaden the High Rise Support Program to include other EP estates in Darebin.
  2. Advocate for the expansion of the Connections Program into the North East Metropolitan Area
  3. Explore becoming an Aged Care Package provider for continuity of service for our clients.
  4. Introduce more structured planning times for PAGs.
  5. Incorporate changes wrought by MyAgedCare and NDIS into our service practice
  6. Further develop and incorporate our ASM and cultural plans into our service practice 

 

Key Result Area 3:  Provide Leadership Around Children and Homelessness.

Strategies:

  1. Strengthen and build upon relationships with funders and education providers to advocate, inform and create greater access to resources and positive educational outcomes for children experiencing homelessness.
  2. Improve opportunities for children’s participation in Agency and program planning, evaluation and development.
  3. Create and maintain opportunities for greater connection between the Agency’s children’s programs and other support programs to enable more
  4. effective sharing of staff skills, information and resources to improve outcomes for children.

  5. Build Agency responsiveness and understanding of children from Culturally and Linguistically Diverse backgrounds and children from Indigenous communities
  6. Trial and Evaluate Stream 4 (Therapeutic Counselling) in Bright Futures.
  7. Provide Training for the sector regarding Children and Homelessness, effects and service responses.
  8. Advocate to the federal Government for permanent funding for NPAH funding and by extension Bright Futures funding.

 

Key Result Area 4: Strengthen Relationships and Responses to the Indigenous Community and the Culturally and Linguistic Communities around homelessness.

Strategies:

  1. Reinforce current partnerships with Indigenous services and develop new (appropriate) partnerships within the Indigenous community and more broadly, which support that community.
  2. Strengthen our awareness of the Indigenous service system to enhance service responses.
  3. Imbed Indigenous cultural competency across the Agency to support culturally sensitive service delivery.
  4. Be responsive to the needs of Indigenous consumers who experience homelessness and housing vulnerability and advocate for better access to homelessness resources.
  5. Strengthen cultural awareness and culturally sensitive service delivery to CALD communities.
  6. Participate in key networks and strategically build links to CALD communities and relevant services, including local government. Identify community leaders and develop links, raising the profile of MOSS.
  7. Provide student placements which reflect community profile and support sector development
  8. Provide/share resources and support CALD community agencies as is appropriate.