Creating a Line of Sight

Kerry Anthony Kerry Anthony Kerry Anthony Kerry Anthony –––– CEO CEO CEO CEO

CREATING A LINE OF SIGHT


HOPE TO COVER…

• Introduction to Depaul

• What our values mean to us

• How we embed our VMV

• Our strategic planning process


DEPAUL GROUP

DEPAUL INTERNATIONAL

DEPAUL

IRELAND

DEPAUL

UK

DEPAUL

SLOVENSKO

DEPAUL

KHARKIV

DEPAUL

USA


DEPAUL IRELAND

• Est. Dublin 2002 and Belfast 2005

• Employ c.200 people

• Annual turnover c.9 million euro

• 12 specialist services working with the most

marginalised


VISION

‘Everyone should have a place to

call home and a stake in their

community’


MISSION

‘To offer homeless and

disadvantaged people the

opportunity to fulfil their potential

and make positive and informed

choices about their future’


VALUES

• We celebrate the potential of people

• We put our words into action

• We aim to take a wider role in civil society

• We believe in rights a responsibilities


HISTORY

• 400 year tradition

• Remember and celebrate our religious past

• St Vincent de Paul and St Louise de Marillac


VINCENT AND LOUISE

• Ahead of their time

• Champions of Justice

• Action over words

• Inspirational and motivational leaders

• Team work and support

• They let others thrive

• Not perfect – but committed


EMBEDDING OUR VALUES• CEO role – to promote and protect

• Continual consistence promotion at SMT

• Use of organisational literature and

communications

• Recruitment

• Induction

• Developing Champions within

• Training, seminars and review


WHAT OTHERS SAY

“We enjoyed our visit hugely, and were so

impressed by your staff and the work they do.

You run a remarkable organisation. We were

particularly struck by the culture and values

has been articulated for everyone”

- London Housing Foundation


WHAT OTHERS SAY

“Senior managers and staff were all able to clearly

reference the vision, mission and values of Depaul

and how they are used on a daily basis not only to

provide inspirations but also the logic against

which to make difficult and personal decision.

[We] also found sound evidence of their use in the

organisations marketing strategy, recruitment

process, induction and during leadership and

management development”

- IIP Assessor


DEVELOPING OUR STRATEGIC PLAN

WHY NOT?


KEY ISSUES IN A LEADERSHIP ROLE

• Having enough time – 6 months

• Having a vision yourself – no such thing as a

fully blank canvas – its your job!

• Who owns the plan?

• How can you achieve fullfullfullfull buy in?


• What makes a great strategic plan?

• Thinking of Depaul – what common themes

are important

• Looking at others – what would you want

and what would you not want?

• What audience is the strategic plan for?

KEY QUESTIONS - SMT


WHAT DID WE WANT?

• Service users focused

• Well written

• Concise

• Realistic

• Ambitious

• Values Driven

• Properly consulted on


WHAT DID WE WANT?

• Engender a feeling of ownership

• Jargon Free

• Optimistic and positive

• Ensure others understand what we are

about

• Get this right!


STAGES

• Development of first draft – Aims

• Agreement at board level

• Consultation with managers and

development of further themes – objectives


STAGES

• Delegation to managers to consult with

projects – tight time lines

• Re- emphasis and further consultation at

staff conference – themed ‘why not?’

• External consultation


STAGES

• Design and layout

• Further info gathering – quotes, photos etc

• Final draft out for amendments internally

• Final draft for approval and sign off


WHAT STAFF SAY

“ I think the strategic plan process was

simplistic and realistic. This was important

as our service users were able to understand

the organisations aims and they were able to

feed in, in a simple fashion, to the areas that

meant the most to them”

- Project Manager


WHAT STAFF SAY

“I believe that all of us, at whatever status we

have in the organisation, have ownership of

the strategic plan because the process

allowed us to have a voice in the

organisation’s direction”

- Project Staff


WHAT STAFF SAY

“It can be easy to lose oneself in the objectivity

of HR but when our vision and mission is

constantly being reframed in everything we do

it is hard to lose your way. It also feels that

inspiration is never far off when the strategic

plan is close at hand, reflecting the work of

Vincent and Louise in a modern and

accessible way”

- Human Resources Manager


NEXT STEPS – HAVE WE CREATED A LINE OF SIGHT?

• More to do

• Three year plans and year plans

• Reporting Structure

• Management tools


KEY ISSUES

• You need to promote and protect your values

• You need to inspire others through these

• You need to ensure that the strategy relates

directly to the VMV

• It’s not your strategy it is everyone’s!


VISION AND STRATEGY ARE AS INTERDEPENDABLE AS TWO SIDES OF THE ONE COIN…

Thank you

Business

Creating a Line of Sight