3.1.4 Continue to deliver contracting services and General Manager Ongoing attract further contracting services 3.1.5 Continue to source funding from philanthropic General Manager Ongoing and government sources for project based work (e.g. Community Connections) 3.2 Financial returns to provide buffer 3.2.1 Determine amount of required to ride First quarter ‘buffer’ (financial reserves) as funding through the current service funding changes changes occur to provide 3.2.2 Continually monitor cost of service delivery General Manager Ongoing – sustainability looking for efficiencies without compromising quality of services to clients 3.3 Target financial indicators are in use 3.3.1 Determine and realistic unit pricing General Manager Ongoing through budgets and accrual (understanding cost of service delivery and accounting methods packaging) 3.3.2 Develop agreed set of target financial General Manager and Board Each FY indicators for continual monitoring 3.3.3 Develop annual budgets with clearly stated General Manager (for Board Each FY assumptions about levels of funding income, approval) anticipated client numbers and service mix, external funding sources (see suggested layout of assumptions in Appendix) 3.4 Seek to maintain 3.4.1 Ensure spare capital is generating maximum General Manager (for Board Ongoing appropriate/responsible financial benefit to the organisation. approval) reserves 3.4.2 Ensure that salaries and current liabilities can General Manager Ongoing be covered for at least 3 months 3.5 Invest to attract and support the 3.5.1 Seek to monitor and meet the changing needs General Manager Ongoing expected increase in a changing of an ageing demographic clientele base (IT proficient baby 3.5.2 Increased emphasis on IT and technology to General Manager Ongoing boomers) meet the needs of a changing population 3.5.3 Monitor and adopt new technologies as General Manager Ongoing appropriate to remain current
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
Draft-Community-Care-Tasmania-Strategic-Plan-9.docx