Following the mid-term review of the Strategic Plan last year, we have been busy working toward achieving a number of strategic priorities, as we approach the final year of the 2014-19 Strategic Plan.
Activities in the fourth year of the plan have been a combination of continuing to refine work we have done over the past three years as well as implementing new projects to further improve our ability to meet the needs of our clients.
Priority One – Client Experience and Outcomes
The experience that clients have when they access our services is a key focus for our organisation. To better understand how clients experience the services offered by Relationships Australia Tasmania (RA Tas) we developed a survey to determine what our clients see as being most important, when accessing our services. The survey results provided us with valuable feedback, with clients identifying that receiving a confidential service and feeling safe are elements of our service delivery that are extremely important to them. Client perceptions of our performance in these areas were also measured and were very positive, indicating that we are well and truly on track in terms of meeting the needs of our clients.
Another important piece of work completed under Priority One, was the review and re-formation of our Excellence Framework. This has seen a revitalisation and now meets as the Clinical Governance and Practice Committee. The Committee oversees the clinical governance of the organisation and considers a range of issues such as service delivery improvements, compliance with service delivery requirements, risk management, clinical incidents, client safety and policy and procedure review, as well as supervision. The group also have ongoing oversite of Universal Screening as well as the use and implementation of e-files.
Other important work in this priority area has included the refinement of Universal Screening and the use of iPads in delivering this screening.
The experience that clients have when they access our services is a key focus for our organisation.
Priority Two – Community Profile and Reputation
Ra Tas has increased our media engagement, through actively seeking opportunities that allow us to share our perspective on a range of topics, such as family violence, gambling, suicide prevention and marriage equality.
RA Tas is determined to ensure that all Tasmanians know about the services and programs we offer. To assist us with this, we have developed a Marketing and Communication Strategy which outlines clear and consistent key messages. Clear messaging allows us to effectively communicate who we are as an organisation and the services and support we provide.
Enhancing our online presence and improving our employer brand has been a key focus for the People and Culture Team this past year. Ensuring potential staff members can learn about the great work we do and why RA Tas is such a great place to work, is a core focus. The re-development of our website will ensure clients can access the information and support they need, when they need it via a site that is contemporary in both its design and content.
RA Tas is determined to ensure that all Tasmanians know about the services and programs we offer.
Priority Three – Well Functioning Organisation
This year RA Tas embarked on a project that saw client files and records move into an electronic format. The move to e-files has been effective in limiting risks associated with files being damaged or destroyed, streamlining the process for managing client information and where necessary, sharing this with other practitioners. Improved consistency of file notes, as well as RA Tas being better placed to manage risks are two more positive outcomes from this move.
RA Tas has also been busy looking at our future ICT requirements with the development of the IT Transformation Project, which will be rolled out over the next three years. This project will allow RA Tas to access the technology required to meet our client and business needs well into the future.
Our investment in developing the skills of our people, supported by a focus on health, safety and wellbeing, is delivering high levels of engagement and performance.
Priority Four – People and Culture
Our 160 strong workforce is supported by a diverse and inclusive culture. Our investment in developing the skills of our people, supported by a focus on health, safety and wellbeing, is delivering high levels of engagement and performance.
This year, the People and Culture Team has focused heavily on successfully leading a positive and safety focused organisational culture. We have led the re-establishment of our Workplace Health and Wellbeing Champions Group, overseen the annual Influenza Vaccination Program and introduced online Hazard and Incident Reporting.
Positive employee engagement is imperative to the long-term success of RA Tas and we recognise the significant contribution that staff make in the delivery of our vision and purpose. One of the ways we measure engagement at RA Tas is through the use of regular staff surveys, which we conduct at least twice a year. Feedback from these surveys is essential in informing our focus and direction in improving our work environment. We have been thrilled with the overwhelming response from staff in our latest survey, illustrating our strong commitment to quality work and ensuring staff feel like they make a real difference – which they do!
Building on the success of our White Ribbon Workplace Accreditation, and as a sign of our commitment to our clients, RA Tas has embarked on a further two accreditation projects across the domains of National Standards for Mental Health Standards and the Australian Childhood Foundation requirements for Safeguarding Children and Young People.
Priority Five – Service Design and Business Development
We have been carefully looking at the opportunities that the NDIS offers RA Tas, with a clear view to identifying services that add value to our clients and their families. RA Tas is well positioned as a specialist provider in therapeutic services and case management and we are developing systems and processes to support these activities in the NDIS.
A key aspect of our Strategic Plan has been to actively engage staff as partners. We held business development workshops across the state, which provided an opportunity for staff to generate ideas for new business and innovative service delivery models. Staff were also engaged to explore how we could apply our existing skills, experience and knowledge in new and diverse areas.
Positive employee engagement is imperative to the long-term success of RA Tas and we recognise the significant contribution that staff make in the delivery of our vision and purpose.
RA Tas is a client-centred organisation and internally we place great emphasis on our service design and delivery, striving to ensure that our clients receive the best possible service. The Client Services Team sits at the heart of our organisation, having touchpoints with every client and staff member. Our hardworking and dedicated Client Services Team is committed to continuous improvement and is constantly working to enhance the processes and systems that keep RA Tas ticking. The team is in the process of developing an action plan, ensuring they reach their potential as a high-performing group and we are all looking forward to reaping the benefits of this positive growth period.
RA Tas is a client-centred organisation and internally we place great emphasis on our service design and delivery.