1. Strategic Priorities & Objectives for 2016-17
Senior Management Team, May 2016

2. Review against 2015-16 Performance
9 Strategic Priorities
71 Operational Objectives
235 Actions, of which:
63% were completed
22% were partly done
8% not done
7% no longer applicable

3. Proposed Strategic Priorities for 2016-17

5. 1. Run Quality Services – Care & Support
Understand & meet CQC compliance (c/f)
Deliver a person-centred service
Implement new Team Leader structure
Embed the Life Star into working practice (also consider Spectrum Star for people with autism)
Explore expansion of outreach services (LD self-funders, elderly market – self-funding)
Become more efficient through IT system implementation
Finalise rates with SCC
Successfully complete 2 offsite SL developments (Bardolin & Leatherhead)
Explore new opportunities for staff L&D

6. 1. Run Quality Services – Skills & Activities
Create 80+ session spaces in the upstairs with high quality tutors
Generate a ‘ready to go’ pipeline of interest in the waiting list
Make activities meaningful (audit, competitive analysis)
Ensure Skills & Activities is fit for purpose (innovation, sustainability, re-education)

7. 1. Run Quality Services - Housing
Service our tenants to the best of our abilities, meeting our obligations as landlord

9. 2. Grow Good People Enhance ‘employer of choice’ status
Recruit & retain good staff
Invest in our staff
Produce & build on L&D strategy

11. 3. Manage Our Money
Achieve service efficiency (provision aligned to budgets)
Make cost savings (without reducing ability/capability)
Improve financial understanding amongst managers
Achieve sustainability (long-term survival)

13. 4. Do Things Properly
Review, update & re-issue all policies & procedures in a more accessible & user friendly format
Service and manage Board & stakeholder matters (c/f)
Work well with commissioners (c/f)
Realise efficiencies through system implementation

15. 5. Make The Most Of Our Properties
Start the ball rolling on the next project to ‘get more Acorns’
Get new build onsite development underway
Successfully complete Main House refurbishment
Get 4 new Leatherhead flats occupied on time, in budget & to specification
Sell Bardolin Cottages as per plan for Leatherhead
Achieve an onsite zero-void position due to shared accommodation conversions (Chestnut Cottage & Walnut Lodge)

17. 6. Be More Accessible
Re-focus fundraising – articulate & communicate based on value proposition & promotion of benefits
Implement marketing strategy
Listen to staff, stakeholders & partners & act on feedback (c/f)
Build and service our waiting list (c/f)
Recruit volunteers to meet the needs of people we support (c/f)
Be a truly Makaton-friendly organisation (c/f)
Open to the general public without disturbing residents’ privacy (c/f)
Improve wheelchair accessibility through the site (c/f)
Make donations easy

19. 7. Watch Where We’re Going
Plan forward
Analyse central overhead spend to cater for future financial challenges
Understand and stay abreast of legislative changes affecting our business pillars
Make plans to compensate for ‘at risk’ markets
Plan towards implementation of waking nights in Residential Care
Explore greater use of assistive technology
Work to prove our impact (e.g. Life Star, SROI)