AMCS Leadership Survey

AMCS Leadership SurveyNovember 2011

IN CONJUNCTION WITH WCLP

Marcus Dripps, Thane Joske, Debby Maziarz & Steve Strang

1

Contents

EXECUTIVE SUMMARY 2

DATA ANALYSIS – OVERALL RESPONSE 3

DATA ANALYSIS – VISION 4-6

DATA ANALYSIS – STRATEGY 7-10

DATA ANALYSIS – ORGANISATIONAL CULTURE 11-13

DATA ANALYSIS – INNOVATION 14

DATA ANALYSIS – STAKEHOLDER ENGAGEMENT 15-17

DATA ANALYSIS – FUTURE FOCUSSED 18-20

RECOMMENDATIONS 21-22

2

Executive Summary

This report provides an analysis and evaluation of Australian Multicultural Services Inc. (‘AMCS’) and its leadership within the community sector. Six key organisational leadership capabilities were surveyed, including vision, strategy, organisational culture, innovation, stakeholder engagement and future focus. The method of analysis was an online survey tool that included a Likert scale and also open ended questions. All of the survey results are included in this report.

Overall the survey was well received and easy for most participants to understand. The response rate was high suggesting the target group and survey delivery was implemented well. The comment section of the survey tool showed on average only half of those surveyed responded indicating either no knowledge or no opinion of the question.

Many of the respondents believe that AMCS has a very strong future, thanks in part to its strategic focus, and that other organisations can learn from AMCS and its continued challenging of its perceptions and future plans to enable the best decisions moving forward.

Overwhelmingly, the responses indicate that the overall vision of AMCS was well communicated internally and externally. It appears that most stakeholders support the vision of AMCS and its metamorphosis from delivering services to the Polish community and to servicing a wider community group.

Generally, there was a positive result relating to the AMCS organisational strategy. The upcoming strategic planning process will provide an opportunity for the organisation to review, clarify and communicate its purpose, vision and objectives to the wider organisation.

staff members. However, it is worth noting that there were several “disagree” responses with regard to recognising successes and staff retention.

from a more systemised and inclusive approach to innovation.The survey results also indicate that AMCS is an innovative and future focused organisation, however, it could benefit

Overall, the results of the Leadership Assessment Survey Tool will enable the AMCS to realise its vision to support other community organisations, whilst also demonstrating a strong leadership credential within the sector.

The LV Project Team has proposed a number recommendations to be included as part of the development of a new AMCS Strategic Planning Process. These recommendations have been developed in consideration of the Leadership Assessment Survey Tool established by the LV Project Team.

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AMCS Leadership in the community sector

Please tell us whether you are:

Answer Options Response Percent Response Count

AMCS Staff member 36.4% 13

AMCS Board member 24.2% 8

Outside the organisation 39.4% 13

answered question 34

skipped question 0

Overall the survey was well received and easy for most participants to understand. The response rate was high suggesting the target group and survey delivery was implemented well. The comment section of the survey tool showed on average only half of those surveyed responded, indicating either no knowledge or no opinion of the question.

The pie chart above also demonstrates a very even split between the Board, staff and external stakeholders, and provides a well rounded view of the organisation.

Overall Data response rates

4

0

5

10

15

20

25

30

35

AMCS acts toachieve its vision.

The vision ofAMCS is evident

in importantdecisions.

Achieving thevision of AMCS

would benefit thecommunity.

AMCS showsleadership in the

community.

The vision ofAMCS is

appropriate.

Please select a response to each of the following statements:

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

Don't Know

In what ways does AMCS act/not act in support of its vision?

Answered 15

Skipped 19

Data Analysis - Vision

Answer OptionsStrongly Agree

AgreeNeither Agree or Disagree

DisagreeStrongly Disagree

Don't KnowResponse

Count

AMCS acts to achieve its vision.

15 13 1 0 0 2 31

The vision of AMCS is evident in important decisions.

10 14 4 0 0 3 31

Achieving the vision of AMCS would benefit the community.

17 12 0 0 0 2 31

AMCS shows leadership in the community.

15 12 1 1 0 2 31

The vision of AMCS is appropriate.

12 11 3 2 0 3 31


skipped question 3

5

1. AMCS is implementing the Strategic Plan to support its vision.

2.AMCS is very active in delivering its services and programmes to its client base. It is also very active with other ethnic based community organisations, local and State Governments and the general community in accordance with the Strategic Plan.

3. I think that AMCS tries to be helpful to those in need of assistance and links them with appropriate services.

4.It has begun along the path, probably a long path, after changing the name of the organisation to expand the horizons and the work area of the organisation.

5.the name change AMCS supports its vision largely through the CEO and Board decisions.I have not seen the AMCS vision since the name change so its difficult to comment. However knowing the organisation just prior to

6. More should be done to communicate to staff and relevant stakeholders about our vision.

7.

AMCS supports its vision by:-providing age care services;-promote all Australian’s culture and tradition from different backgrounds;-provide training as a Registered Training Organisation;-provide direct relief of poverty; and-helps to develop ESL and computer skills.

8. AMCS supports its vision through providing high quality services to the community.

9. Reviews its situation regularly.

10. It looks at practical ways to extend assistance to other communities such as English classes.

11. AMCS continues to explore service provision to other cultures in the community.

12.

13.I have not had contact with the agency since it changed its vision from Polish to the wider community to answer this question in detail.

14. I do not have actual copies of the vision but have an understanding of it from the work AMCS does in the community sector.

15.organisations.

In what ways does AMCS act/not act in support of its vision?

Answered

15

Skipped

19

Dynamic CEO, backed up clearly by identifiable and communicated goals to the rest of the AMCS executive team and staff.

It is proactive in ‘selling’ its vision to the sector. It has been in the forefront of thinking about the future of ethno-specific welfare

6

1. I believe the current mission statement & objectives are not as clear or as strong as they could be.

2. No.

3.It needs to be updated in line with the Boards strategic plan and recent name change. This and its objectives are to be discussed at the next Strategy planning day, to be held Feb. 2012.

4. Continue to embrace wider cultures within its sphere without neglecting those of Polish background.

5. Not at this stage though we have to clarify the vision and values statement.

6. I wouldn't suggest changes to the vision as such, just that AMCS needs to communicate the vision better to the wider community.

7.

8. The vision needs to be succinct and catchy. AMCS does not have it like that.

9.In my opinion it would be good to provide Polish, Ukrainian etc. lessons for young Australians who want to keep traditions of their grandparents.

10.To be more precise, when we talk about: To provide direct relief of poverty, sickness, suffering, misfortune...as arouses compassion in the community.

11. No - fully support their vision.

12. Not at present.

13. No.

14. Concentrate on issues which are strategic as opposed to business planning issues.

15.

16.AMCS presents a confused vision/purpose at the moment: it’s for the Polish community but it’s also for all communities. I feel that it will need considerable work to have its vision embraced generally.

17.It should concentrate its energies on service provision and support those organisations that provide advocacy for multicultural communities rather than moving into the advocacy area itself.

Overwhelmingly, the responses indicate that the vision of AMCS is well communicated internally and externally. It appears that most stakeholders support the vision of AMCS and its metamorphosis from delivering services to the Polish community to servicinga wider community group. Some of the comments indicate that the wider community would benefit from knowing the vision.

The comments also highlight that as many as half of the respondents did not know how AMCS supports its vision nor had an opinion on how it could be improved upon.

Would you suggest any changes to the vision of AMCS?

Answered 17

Skipped 17

7

AMCS Leadership in the community sector





Don't Know

Response Count

AMCS has a strategic plan that will help achieve its vision.

12 14 2 0 0 1 29

Operational/business plans are clearly linked to the objectives of the strategic plan.

10 12 3 0 0 4 29

Resources are allocated to support the achievement of strategic objectives.

6 16 3 0 0 4 29

Individual staff performance plans link to the achievement of key strategic objectives.

3 15 5 0 0 6 29

All key stakeholders are aware of AMCS goals.

3 11 10 3 0 2 29


skipped question 5

Data Analysis – Strategy

05

101520253035

AMCS has a strategicplan that will helpachieve its vision.

Resources areallocated to supportthe achievement ofstrategic objectives.

All key stakeholdersare aware of AMCS

goals.


Strongly Agree

Agree


Disagree

Strongly Disagree

Don't Know

What aspects of the current AMCS strategy are most likely to meet the needs of the community?

Answered 19

Skipped 15

8

1. The objective to develop services and increase services to respond to community needs.

2. Community Services that AMCS provides and RTO. Now up and running.

3. All of it.

4.seeking help.

5. To support smaller immigrant and refugee organisations in meeting their social and welfare needs.

6.

7. Effective networking and collaboration and partnership with the relevant stakeholders.

8. Provision and expansion of AMCS services.

9. Multicultural aspect of the current AMCS strategy is most likely to meet the needs of community.

10. Building rapport with communities.

11. Providing services to all community members of all multicultural backgrounds.

12. Regular reviews/surveys, staff performance.

13. Training care workers to meet demands in the future needs of the elderly.

14. The continuation of servicing the Polish Community.

15. Capturing and growing the CACP market.

16.Broadening expertise developed within the Australian Polish community over the past 26 years to include newer and less experienced ethnic aged care associations.

17. AMCS’ strategy and its expertise in the area of aged care is likely to meet the needs of the broader multicultural community.

18. Cannot comment not enough information.

19.The aspects that focus on growing their service delivery capacity and work to continuously improve services and provide best practice examples of care and service to multicultural communities.

The type of services provided obviously meet some of the community needs although these are never sufficient to cover all those

Remain a financially viable/responsible organisation.

What aspects of the current AMCS strategy are most likely to meet the needs of the community?

Answered 19

Skipped 15

9

1. The strategy is currently heading for review in early 2012 there is the potential to explore a number of new objectives in the strategy.

2. None.

3. Fund raising needs to better addressed and a business/marketing plan developed. Neither are being addressed at the moment.

4.Development of the RTO was a very intense task and I'm not sure that we have the capacity to deliver the services given the competition in this space.

5. Not at this stage, it is too early in the process.

6. Better communication with key stakeholders to ensure they understand this organisation's funding.

Difficult to comment.7.

8. Trial fundraising.

9.The same as above, some older people would think that by changing name of organisation we would provide a worse service for the Polish community.

10. Nil.

11. Not applicable.

12. To involve the community on a higher level.

13.Diversify revenue streams away from the 80/20 current spread via1. Increased Strategic alliances2. Diversify from a service business to ‘more than just a service’

14.To be the main interface on behalf of the newer and less experienced communities in seeking aged care assistance from government providers.

15.

I would remove this goal (To encourage local, State and Federal governments to become more committed promoting and upholding the rights and needs of people with a multicultural background through advocacy, consulting and research on behalf of our clients) because it is not central to their mission and resources and energy will be wasted on pursuing this goal which is being done well by other specialist organisations.

If you could alter one aspect of the current AMCS strategy, what would it be and why?

Answered 19

Skipped 15

10

Again, there was a positive result relating to the Strategy statements. There was a dip in strong agreement around stakeholder engagement and staff links to strategic objectives. There appears to be confusion about what the AMCS strategy is.Most stakeholders report that the organisation exists to service the community in a variety of ways. Responses to the open questions were provided by approximately 50% of the respondents – a dramatic reduction from past questions.

In relation to what aspect of the strategy would be changed there were multiple requests for:

• increased fundraising activities and

• greater communication in general.

backgrounds” as being not central to the mission.

We understand through survey responses and anecdotally, that the organisation is in the process of commencing a strategic planning process. Given that there is some confusion with regard to the organisation’s strategic direction, it is worth considering reviewing and communicating the organisational purpose, vision and objectives as a key element of the strategic planning process.

11

Please select your response to the following statements from these options:




Don't KnowResponse Count

AMCS shares information with others.

11 11 4 0 0 1 27

AMCS recognises and celebrates the success of team members.

6 9 4 1 1 5 26

I enjoy working with AMCS. 15 6 4 0 0 1 26

AMCS seeks and values my opinion.

13 7 4 1 0 1 26

AMCS recruits and retains excellent staff members and volunteers.

4 11 9 1 0 2 27


skipped question 7

How would you describe the organisational culture of AMCS?

Answered 17

Skipped 17

05

1015202530

AMCS sharesinformation with

others.

AMCSrecognises andcelebrates the

success of teammembers.

I enjoy workingwith AMCS.

AMCS seeksand values my

opinion.

AMCS recruitsand retains

excellent staffmembers and

volunteers.

Please select your response to the following statements from these options:

Strongly Agree

Agree


Disagree

Strongly Disagree

Don't Know

Data Analysis – Organisational Culture

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1. At this point in time generally supportive and progressive.

2. A changing culture from an ethnic centric to more multicultural and inclusive.

3. All staff are supportive and work as a team to maintain high standards.

4.It now has the ability to develop a strong culture based on the guiding behaviours. The management team mgam has not been settledfor a while (it seems to be getting there now) and there have been a number of staff issues over the past 18 months.

5. Generally I have the feeling that people enjoy working at AMCS, particularly those of a Polish background.

6. It is professional, caring and committed.

7.There is a high level of commitment within the organisation which creates a good culture within the organisation, however, this co-exists with a insularness that can be helpful but on occasions turns destructive.

8. Can’t comment as it has been over a year since my involvement.

9. We set ourselves high goals and take pride in achieving high standards. We kick above our weight as an organisation.

10. Multicultural, friendly, professional.

11. Positive, hardworking.

12. Very positively.

13.Challenging and transitional at present - moving into new areas such as the RTO, enhanced service provision and mainstream partnerships.

14.

15. Dynamic and supportive.

16. recognising their involvement as part of the bigger team. This would require more emphasis being placed on developing a more positive team culture in general where everyone feels valued and appreciated.

17. Very supportive.

ACMS would benefit from enhancing the culture within the service by building on the team members’ strengths and potential and

How would you describe the organisational culture of AMCS?

Answered 17

Skipped 17

13

1. Generally supportive.

2. Supports the strategy and is changing by the very nature of implementing the Strategic Plan.

3. It supports the strategy but it needs to be much stronger and lead by the management team.

4. The AMCS organisational culture generally supports the strategic outlook although it will take time to diversify.

5. It supports it.

6.The caring and committed culture works well the majority of the time, however, it gets overwhelmed by events and the negative

their norm.

7. Can’t say...

8. I believe that we need to continually work at being well linked to the community that we support.

9. Organisational culture of AMCS supports its strategy.

10. Sometimes I think people are very enthusiastic about new projects, ideas and doing a good job - I hope that staff do not burn out.

11. Strongly supports.

12. Supports its strategy.

13. Support.

14. Strongly support.

15. Frequent staff turnovers (as a result of the organisational culture) is likely to sabotage ACMS vision and long-term strategy.

16. It supports the strategy.

success and promotes recognition and celebration. It is worth noting that there is no disconnection between the views of the Board The responses reflect a positive culture within AMCS with the majority of stakeholders supporting a culture that reflects

and AMCS staff members.

However, unlike the previous two segments the results present a number of disagree or neutral responses with regard to recognising success and staff retention. While this number is in the minority it should be noted.

The open questions indicate complete support for the staff culture, performance and enthusiasm within the organisation; the only detraction was a comment about staff retention. This survey has no supporting documentation of that claim.

Does the organisational culture of AMCS support or sabotage its strategy?

Answered 16

Skipped 18

14





Don't Know Response Count

AMCS is an innovative organisation.

9 13 5 0 0 0 27

AMCS supports new and different thinking.

10 10 5 0 0 2 27

AMCS tries new things and stops doing things that are not achieving results.

11 8 7 0 0 1 27

Innovation is an important contributing factor to the success of AMCS.

11 7 6 1 0 2 27

There is a clear process to support new ideas at AMCS.

5 9 5 3 0 5 27


skipped question 7

Data Analysis – Innovation

The statements show that AMCS is an innovative organisation and that this is widely recognised by respondents. What it also reveals is, that this is not always a process driven system.

We note the "disagrees" came from internal sources in terms of a clear process to encourage new ideas. If innovation is valued, this requires further thought by the organisation in particular, with regard to how team members can participate.

0

5

10

15

20

25

30

AMCS is aninnovative

organisation.

AMCS supportsnew anddifferentthinking.

AMCS tries newthings and stopsdoing things that

are notachievingresults.

Innovation is animportant

contributingfactor to thesuccess of

AMCS.

There is a clearprocess to

support newideas at AMCS.

Please select a response to the following statements:

Strongly Agree

Agree


Disagree

Strongly Disagree

Don't Know

15





AMCS actively engages in and contributes to the broader multicultural service sector.

18 9 0 0 0 0 27

AMCS responds to changing community needs.

12 14 1 0 0 0 27

AMCS is considered a thought leader in the multicultural service sector

11 12 3 0 0 1 27

AMCS collaborates successfully to deliver valued services.

15 12 0 0 0 0 27

AMCS raises issues that matter to the multicultural community to key decision makers.

13 6 6 1 0 0 26


skipped question 7

05

1015202530

AMCS activelyengages in andcontributes tothe broadermulticultural

service sector.

AMCS respondsto changingcommunity

needs.

AMCS isconsidered a

thought leaderin the

multiculturalservice sector

AMCScollaborates

successfully todeliver valued

services.

AMCS raisesissues that

matter to themulticultural

community tokey decision

makers.


Strongly Agree

Agree


Disagree

Strongly Disagree

Don't Know

Data Analysis – Stakeholder Engagement

How has AMCS been influential?

Answered 17

Skipped 17

.

1616

1.Responds to government inquiries, proactively raises issues with government departments, ministers, etc. Contributes to encouraging other services to respond to issues, raises awareness.

2.

3. AMCS is focused on continual improvement for all stakeholders.

4.AMSC has a very active CEO who is engaged in a number of ways with the broader ethnic community service sector and she is highly regarded. A good example is the Multicultural Community Services Exchange Project.

5.Good networking by CEO and other staff members allow them to know the people that matter and make decisions in terms of seeking support and funding.

6.

7. Through the networks and dynamism of the CEO.

8. CEO has developed networks at different levels i.e. other agencies, government and other ethnic & mainstream agencies.

9. Through several initiatives e.g. advocacy for language services at nursing homes, greater support for ethnic seniors.

10.By lobbying the government (policy makers). Taking on board clients issues and addressing these with relevant stakeholders.

11. By its strong and committed leadership.

12. Strong links and ties to key LGA, state and federal governments.

13.It is seen as the major aged care support body initially for the Polish Australian community in Victoria and now wishes to pass that expertise to assist other ethnic communities.

14.changing community needs by trying out new things often in collaboration with the multicultural service sector.

15. Best practice for smaller organisations.

16.consultation with key organisations in the sector.

17.the CEO undertakes in the broader community sector.

Not sure that it has been influential. It has managed its affairs extremely efficiently within the confines of the services it has provided.

Through its diversified initiatives promoting multicultural issues and raising the communities consciousness; AMCS also responds to

It has by its example but it hasn’t communicated its changing focus very well. In fact it seems to have ventured out without sufficient

I have been involved in a project AMSC auspices, and from here I know that AMSC is influential, also from the work and advocacy

How has AMCS been influential?

Answered 17

Skipped 17

17

1. How to engage in a positive, proactive way without alienating the organisation from the decision makers.

2.

3. An active Broad, clear strategy, strong and committed CEO who is highly visible at all levels in this sector.

4.Good governance, experience and good contacts allows AMCS to get on with the job. Good leadership skills also contribute to the way the organisation is run.

5. The various mechanisms and occasions that are used by AMCS to engage stakeholder commitment.

6. Setting up a good board and CEO are invaluable.

7.The importance of working on different levels.

Generosity of sharing knowledge.Using and gathering data.

8. AMCS lessons from our trial and error initiatives.

9.

10. An awareness to the diverse and cultural needs of the community.

11.Composition of Board Members to enable quality and visionary policies to be developed, articulated and implemented by AMCS Executive and thus the betterment of stakeholder engagement.

12.Other groups could draw from AMCS’ past experiences and expertise especially in relation to its strong community development focus and flexibility in service delivery.

13. As above, and more auspicing.

The statement section suggests a culture of strong stakeholder engagement. What is generally agreed from the open ended questions is

approach to issues and requests.

The questions also demonstrate that “like” organisations require well structured and active Boards to cultivate increased stakeholder engagement. This includes leveraging of relationships at all levels, learning from past experience and focusing on the services the organisation provides.

Interestingly, the “thought leadership” and “issues that matter” questions scored lower in internal stakeholders than externally, as therewas a low external response rate.

There is an opportunity for AMCS to improve on internal communications to encourage positive messages with regard to the function of the organisation and its relevance within the community through a means of internal communications tactics.

Efficiency of providing the services it provides and resourcing those services.

What could other groups learn from AMCS regarding stakeholder engagement?

Answered 13

Skipped 21

18






AMCS is prepared for the future.

7 18 2 0 0 0 27

AMCS provides opportunities for development and progression for its staff.

8 10 3 1 0 5 27

AMCS develops leaders in the community.

1 10 11 1 0 4 27

AMCS makes decisions with the longer term in mind.

7 17 3 0 0 0 27

AMCS is well positioned to meet its future objectives.

6 15 4 0 0 2 27


skipped question 7

Data Analysis – Future Focussed

What has AMCS done to prepare for the future?

Answered 17

Skipped 17

05

1015202530

AMCS isprepared for the

future.

AMCS providesopportunities fordevelopment andprogression for

its staff.

AMCS developsleaders in the

community.

AMCS makesdecisions withthe longer term

in mind.

AMCS is wellpositioned to

meet its futureobjectives.


Strongly Agree

Agree


Disagree

Strongly Disagree

Don't Know

19

1.Changed its focus to address changing demographics, exploring alternative options for income generation, proactively engaging with government departments.

2. Reviewed its strategic position and looking to move additional range of service provisions.

3. Has changed the organisations name from Polish to Muticultural.

4. Refer to the strategic plan.

5.the RTO as an alternative source of future growth. Future government changes in relation to how funding will be allocated may Have changed its name in order to be non specific in terms of ethnicity and allow the opportunity to embrace other cultures. Set up

change any planning done so far - particularly if it’s deemed more beneficial to provide clients direct with money to buy theirown services.

6. To have changed its vision as represented by the change in the name.

Strong financial management.7.

8.Ongoing review of staff capacities and capability.

9. Strategic Plan, Quality and Risk Management, we changed our name, moved to bigger & better premises.

10. AMCS tries to be open to all communities not only one.

11.Put in place policy and procedures. Kept up to date with changes in the industry. Set aside resources to be sustainable during and after the changes.

12. AMCS continues to meet its objectives and strategies.

13. Solid strategic planning over the past few years but needs to stretch itself out of its comfort zone.

14.

15.has been a strong driving force behind the organisation's innovative approach.

16. Board and staff development has been well planned.

17.It has obviously thought through the future and has a good plan that honours its past and gives it a good chance to grow and thrive into the future.

Focused in the multicultural arena for the provision of its services as opposed to an ethno-specific group.

I believe AMCS is constantly working towards its changing and evolving goals and being flexible in relation to its objectives. Elizabeth

What has AMCS done to prepare for the future?

Answered 17

Skipped 17

20

1. That they need to plan in a proactive way and look at the trends that are occurring in all relevant sectors.

2. Not sure.

3.A strong President working closely with a very good CEO helps. An active Board with a number of different skills and business disciplines, solid corporate governace, top team development, a clear business strategy backed by strong guiding behaviours, a clear separation between strategy and operational management.

4. The need to look ahead and continually seek new ideas and be aware of what's going in the industry.

5. All other immigrant and refugee organisations.

6. Set the fundamentals now and keep trying to develop around them.

7. How to do some of the above in No. 16.

8. To undertake a good stock take of their situation and set realistic priorities for the future.

9.

10. How to plan and be prepared for the future.

11. Commitment!

12.Evaluate the real environment not the ideal environment, know your strengths and limitations in order to drive both strategy and structure.

13. Innovative and a community focused approach.

14. Professionalism and transparency.

15.create a vision of what a different but still worthwhile future can be.

The statements reveal that AMCS is well positioned to meet future challenges and that it takes a proactive approach to decision making. In the open ended questions, most respondents state that the broadening of AMCS scope to a “multicultural” approach -

as opposed to a “Polish” focus - has enabled AMCS to better service its local community by encompassing a more diverse range of people. Many of the respondents believe that AMCS has a very strong future, thanks in part to its strategic focus, and that other organisations can learn from AMCS and its continued challenging of its perceptions and future plans to enable the best decisions moving forward.

Try to be flexible in order to be in the market in future.

What could other groups learn from AMCS regarding future focused leadership?

Answered 15

Skipped 19

21

Recommendations

The LV Project Team proposes the following recommendations to be included as part of the development of a new AMCS Strategic Planning Process. These recommendations have been developed in consideration of the Leadership Assessment Survey Tool established by the LV Project Team.

Overall, the results of the Leadership Assessment Survey Tool will enable the AMCS to realise its vision to support other community organisations, whilst also demonstrating a strong leadership credential within the sector.

to the outcomes of the upcoming AMCS Strategic Planning Process.

Recommendations have been made in the following areas:

1. Vision & Strategy

1.1 That the organisation’s purpose, vision and objectives are established as an early element of the Strategic Planning Process, and communicated broadly within the organisation.

1.2 Further improve, develop, and increase service delivery capacity to support the broader multicultural community in meeting their social and welfare needs. I.e. contact and establish rapport with smaller immigrant and refugee organisations and new/less experienced ethnic aged care associations.

1.3 Draw on past history, experiences and skills to broaden services to include and grow the Community Aged Care Practitioners market. i.e. training care workers to meet future aged care needs.

1.4 Develop Business and Marketing plans to enhance the effectiveness of the organisation.

1.5 ader Executive Management Team and Board.

1.6 Develop a succession plan for the future.

1.7 Develop a schedule for regular staff performance, service effectiveness reviews and client surveys.

1.8 Undertake a formal assessment of AMCS’s capacity to develop and operate as a Registered Training Organisation to meet 1.3 above.

1.8 Develop a revenue generation and fundraising strategy which includes increasing strategic alliances and enhancing communication with key stakeholders.

22

2. Organisation Culture

2.1 Review organisational values and guiding behaviours and embed these in policy, strategy and service design and delivery.

2.2 Engage staff in the process of developing a positive organisational culture, i.e. staff to decide on culture building activities etc.

2.3 Link individual work plans to business plan objectives.

2.4 Develop and implement a staff performance program.

3. Innovation

3.1 Engage staff in developing processes and strategies which drive innovation. I.e., become an RTO to outside agencies diversify the business and offer broader services.

4. Stakeholder Engagement

4.1 Develop a communication strategy to strengthen, reach and make an impact on the community.

4.2 and build on the strategic alliances of the organisation.

5. Future Focussed

5.1 Continued review of the organisations effectiveness and relevance to the changing needs of the communities it serves.

Document and disseminate AMCS’s well established and influencial networks and stakeholder relationships to further enhance

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Documents

AMCS Leadership Survey