3.1.4 Continue to deliver contracting services and attract further contracting services General Manager Ongoing 3.1.5 Continue to source funding from philanthropic and government sources for project based work (e.g. Community Connections) General Manager Ongoing 3.2 Financial returns to provide buffer (financial reserves) as funding changes occur to provide sustainability 3.2.1 Determine amount of ‘buffer’ required to ride through the current service funding changes First quarter 3.2.2 Continually monitor cost of service delivery – looking for efficiencies without compromising quality of services to clients General Manager Ongoing 3.3 Target financial indicators are in use through budgets and accrual accounting methods 3.3.1 Determine and realistic unit pricing (understanding cost of service delivery and packaging) General Manager Ongoing 3.3.2 Develop agreed set of target financial indicators for continual monitoring General Manager and Board Each FY 3.3.3 Develop annual budgets with clearly stated assumptions about levels of funding income, anticipated client numbers and service mix, external funding sources (see suggested layout of assumptions in Appendix) General Manager (for Board approval) Each FY 3.4 Seek to maintain appropriate/responsible financial reserves 3.4.1 Ensure spare capital is generating maximum benefit to the organisation. General Manager (for Board approval) Ongoing 3.4.2 Ensure that salaries and current liabilities can be covered for at least 3 months General Manager Ongoing 3.5 Invest to attract and support the expected increase in a changing clientele base (IT proficient baby boomers) 3.5.1 Seek to monitor and meet the changing needs of an ageing demographic General Manager Ongoing 3.5.2 Increased emphasis on IT and technology to meet the needs of a changing population General Manager Ongoing 3.5.3 Monitor and adopt new technologies as appropriate to remain current General Manager Ongoing
4.2.2 Determine any barriers or concerns with current referrals process; agree joint plan to overcome barriers General Manager/Senior Case Management staff As required 4.2.3 Regularly communicate statistics on referral numbers and client outcomes General Manager/Senior Case Management staff As required 4.3 Clients and families nominate CCT to provide services based on relationships with CCT partners 4.3.1 Clarify and promote how clients may ask for CCT as preferred service provider General Manager ongoing 4.3.2 Clearly outline how to ask for CCT services on website and in promotional material General Manager ongoing 4.4 My Aged Care portal becomes significant source of client referrals 4.4.1 Continue to build relationship with My Aged Care assessors – enabling them to understand the range and quality of services delivered by CCT General Manager ongoing 4.4.2 Annually review source of referrals with Board to establish patterns and opportunities General Manager Annually 4.4.3 Use MAC to market services as appropriate General Manager ongoing 4.5 Attendance at significant Aged Care Events/seminars and learning opportunities 4.5.1 CCT attendance and participation as warranted General Manager and staff Annually or as required Strategic Direction Five – Organisational excellence and innovative culture Goal: Develop CCT’s organisational capacity to continue to provide high quality service to clients, and meet the future challenges through innovative thinking and solutions Desired outcomes: Board clearly sets strategic direction and risk appetite for CCT and then encourages and enables organisational and individual capacity to manage the service efficiently, effectively and to the satisfaction of our clients and workers All staff deliver professional services, communicate well and effectively with clients, and take part in training
Business IT software appropriately supports consistency of rostering and on-time delivery of client services; as well as providing clarity and transparency for clients CCT develops and encourages an innovation culture designed to respond quickly to market opportunities and redesign work for greater efficiencies without compromising quality client services Policies and procedures support quality and compliance Risk management profile determined (to allow and support the innovation culture) and management procedures in place CCT provides a place and culture of excellence, growing, training and mentoring teams to deliver excellent service to both internal and external clients. Benefits: The potential benefits for undertaking the nominated strategies and actions will be: CCT remains competitive and premier service of choice CCT is recognised as a great place to work Strategic planning and risk mitigation safely navigate CCT through external industry changes New products, services and service delivery are developed through innovative thinking CCT is at the forefront of change and is prepared to adopt and adapt early Develop CCT’s organisational capacity to continue to provide high quality service to clients, and meet the future challenges through innovative thinking and solutions Objectives Strategies Responsibility Timeframe 5.1 Remain compliant with all relevant legislation and quality standards 5.1.1 Keep up to date with government policy, funding and relevant legislation General Manager and Board Ongoing 5.1.2 Maintain compliance database General Manager (report exceptions to Board) Ongoing 5.1.3 Maintain (as afar as possible) Audit-ready standards General Manager Ongoing 5.2 TasCareHUB scope competed 5.2.1 Complete TasCareHUB scoping completed General Manager 2017 5.2.2 Continue to monitor online service hubs from other organisations to keep abreast of innovations/potential updates General Manager Ongoing 5.2.3