Page 8 - Scouts NSW Annual Review

8
A Message from the Chair
Strategic Plan Scouts Australia
2016 - 2018 NSW Our Vision
The vision for Scouting is to be and be seen as the pre-eminent youth organisation in Australia. We engage and inspire young Australians to develop con dence, resilience and leadership.
Our Goals
• A child safe environment.
• 16,000 Youth Members through the delivery
of vibrant, effective and consistent youth
programs.
• 800 additional Leaders through recruitment
and retention
• A younger leader demographic
• Financial break even across all operations.
• Lower administrative workloads/processes through smart use of technology.
• Complete business plans (including maintenance plans) for all Scout properties.
• A positive and enabling culture, with a united team.
Our Mission
The mission of Scouts is to contribute to the education of young people, through a value system based on the Scout Promise and Law, to help build a better world where people are self- ful lled as individuals and play a constructive role in society.
Our Money
Innovation Programs to generate income from Scout Properties
Corporate Sponsorship Partnerships
Increase revenue generation from Scout Halls & Activity centres
Finance Process Development, Re-engineering nancial processes
Government Partnership
• Active Youth engagement - “Youth Led, Adult Supported”
Our Public
Focused Parental Engagement Campaign
Membership Growth Drive Strategic Marketing & PR Campaign. Align with Scouts Australia National Branding Government, key stakeholders & NGO Liaison Program Schools on-board program
Our People
Current Youth Program Innovation Leader Development Program:
Managing risk, succession planning, leader development, mentoring and support Training Opportunities for Improvement - needs analysis, process and ef ciency improvement
“One State One Team” focus Positive and Enabling Scouting Culture
Further development of “Youth led, adult supported” scouting Focus on Group Leaders/ Leaders in charge
Develop High Potential Member
Create Support Groups to redevelop current workforce
Our Processes
Systems and Process Re- engineering Dec 2018
- paperless, cashless, communications systems
- decentralised ScoutLink
Group Plan Compliance Program Group Audited Accounts Scheme Improve Support to Groups including but not limited to; Audited accounts scheme,
Group Plan compliance Program Program Quality Management
Our Property
All Scout Properties Business Plan Development
Property Strategy Development
INSPIRE
LEADERSHIP
Key
On target At risk Off target
engage resilience develop CONFIDENCE
Our Strategic Agenda
The next three years, through to 2020, is an incredibly important period for Scouts NSW.To be successful as a Branch and achieve our goal of sustainable growth, we must deliver on our strategic agenda. This means being very clear about what it is we are trying to achieve – our strategic targets – and our plan to deliver on this agenda. A revised Scouts NSW Strategic Plan, which incorporates the Chief Commissioner’s strategic priorities, was formally approved through the past year. The volume and nature of change we face, both internally and in our external environment, means that a strategic plan cannot be a “set and forget” activity. The Chief Commissioner will lead a refresh of the plan in early 2018, in conjunction with his Senior Leadership Team, to ensure it remains t for purpose.
Critical Success Factors
The Board has given considerable time and energy over the past twelve months to ensuring our strategic agenda and organisational risk pro le is well understood and appropriately resourced. Out of these discussions, it has become clear there are four critical success factors:
» Unity: “One State, One Team – A United Team” is much more than a slogan.The Chief Commissioner, with the full support of the Board, has been very clear about the need for all of us in Scouting to be accountable for our behaviour, consistent with the Law and Promise.
» Governance: Good governance underpins the success of our organisation. It means we run ourselves well – at all levels of Scouting. It means we understand our roles and our accountable for our performance and behaviours.
» Alignment: Being “aligned” means that, as a Branch, our intent lines up with what we do. Words match actions. It means that our strategy is appropriately resourced and we hold ourselves accountable for achieving it.That we take the right risks.That our culture and behaviours are consistent with our values.
» Focus: With so much going on, but nite time and resources, we must ensure we spend our time on the things that matter most. It means clearly understanding our strategic priorities and being disciplined in what we do, and do not do.