Creating a Line of Sight

CREATING A LINE OF SIGHT

Kerry Anthony – CEO

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 DEPAUL DEPAUL DEPAUL DEPAUL
IRELAND UK SLOVENSKO KHARKIV 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 full buy in?


KEY QUESTIONS - SMT
• 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?


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

Creating a Line of Sight

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