Strategic Plan 2020-2023 Overview

Customer Affinity – Delighting our customers

1. We are easy to do business with and our services are valued
   • Development and implementation of digital channels for employers and jobseekers
   • Pride ourselves in developing a talent pool that is of value to employers
   • Implementing an account management approach for key employers
   • Delivering best in sector employment conversion and durability outcomes
   • We are 100% accessible
2. We will work collaboratively across the sector to enable access to services that best benefit our customers
   • Focusing on what we do well. Establishing partnerships with other organisations to deliver the best possible service in non-core areas
   • Taking a leadership role across the sector facilitating cross-sector initiatives that benefit our customers
3. We will be responsive to the needs of our Māori customers and deliver services consistent with the principles of the Treaty of Waitangi.
   • Developing a coherent Māori strategy supported by Māori through co-design
   • Seek to partner with Māori organisations to co-deliver employment service outcomes

Organisational Excellence – Culture of leading and enabling, engagement and performance

1. We will actively drive a culture of innovation, leadership and entrepreneurship internally and across the sector

• Create a framework and structure that allows teams to respond to and positively influence their respective markets
  • Create a nimble, responsive approach to how teams are organised to align with customer outcomes that avoids organisational silos or hierarchies
  • Be recognised as New Zealand’s leading go-to organisation for all disability employment matters

2. We will actively foster a positive company culture of accountability and excellence
   • Strengthen our foundation – recruiting and retaining quality staff
   • Actively develop staff capability through professional development opportunities, acquisition of skills and leadership pathways
   • Provide a clear accountability framework linked to individual contribution to business plan outcomes as basis of staff reward and remuneration

Enduring Legacy – Sustainable robust business model

1. Live within our means
   • Eliminate low-value spending where no clear investment rationale exists
   • Identify and implement business process efficiencies in back-office and other processes
2. Develop a robust operating model

• Rebuild our reserve funds to half our annual gross turnover
• Develop resilience in systems and people

3. Readiness for change and organisational resilience

• Actively diversify income streams through expanding and investing into natural verticals that are fully funded
• Implement a new organisational structure that optimises organisational outcomes