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 pr...
DEPAUL GROUP

                                  DEPAUL
                                INTERNATIONAL




DEPAUL           ...
DEPAUL IRELAND
• Est. Dublin 2002 and Belfast 2005

• Employ c.200 people

• Annual turnover c.9 million euro

• 12 specia...
VISION

‘Everyone should have a place to
call home and a stake in their
community’




     Kerry Anthony – CEO
MISSION

‘To offer homeless and
disadvantaged people the
opportunity to fulfil their potential
and make positive and infor...
VALUES
• We celebrate the potential of people

• We put our words into action

• We aim to take a wider role in civil soci...
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 motivation...
EMBEDDING OUR VALUES
• CEO role – to promote and protect
• Continual consistence promotion at SMT
• Use of organisational ...
WHAT OTHERS SAY
“We enjoyed our visit hugely, and were so
impressed by your staff and the work they do.
You run a remarkab...
WHAT OTHERS SAY
“Senior managers and staff were all able to clearly
reference the vision, mission and values of Depaul
and...
DEVELOPING OUR
STRATEGIC PLAN

                        WHY NOT?



  Kerry Anthony – CEO
KEY ISSUES IN A
LEADERSHIP ROLE
• Having enough time – 6 months

• Having a vision yourself – no such thing as a
  fully b...
KEY QUESTIONS - SMT
• What makes a great strategic plan?

• Thinking of Depaul – what common themes
  are important

• Loo...
WHAT DID WE WANT?
•   Service users focused
•   Well written
•   Concise
•   Realistic
•   Ambitious
•   Values Driven
•  ...
WHAT DID WE WANT?
• Engender a feeling of ownership
• Jargon Free
• Optimistic and positive
• Ensure others understand wha...
STAGES
• Development of first draft – Aims

• Agreement at board level

• Consultation with managers and
  development of ...
STAGES
• Delegation to managers to consult with
  projects – tight time lines

• Re- emphasis and further consultation at
...
STAGES
• Design and layout

• Further info gathering – quotes, photos etc

• Final draft out for amendments internally

• ...
WHAT STAFF SAY
“ I think the strategic plan process was
  simplistic and realistic. This was important
  as our service us...
WHAT STAFF SAY
“I believe that all of us, at whatever status we
 have in the organisation, have ownership of
 the strategi...
WHAT STAFF SAY
“It can be easy to lose oneself in the objectivity
 of HR but when our vision and mission is
 constantly be...
NEXT STEPS – HAVE WE
CREATED A LINE OF SIGHT?
• More to do

• Three year plans and year plans

• Reporting Structure

• Ma...
KEY ISSUES
• You need to promote and protect your values

• You need to inspire others through these

• You need to ensure...
VISION AND STRATEGY ARE
AS INTERDEPENDABLE AS
TWO SIDES OF THE ONE
COIN…




  Kerry Anthony – CEO
                       ...
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Creating a Line of Sight

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Depaul Ireland
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  • Congratulations Kerry, and excellent presentation. It clearly tells the story of your strategic planning process. I remember the conversation we had when you thought of the Process title 'Why Not?'.

    Having worked as an external consultant to Depaul since you started, I have seen you grow and adapt to the changing needs of your sector ... and more importantly ... the people you serve.

    You really do practice what you preach.

    Regards
    Liz Lennon
       Reply 
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    Your message goes here
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Creating a Line of Sight

  1. 1. CREATING A LINE OF SIGHT Kerry Anthony – CEO
  2. 2. HOPE TO COVER… • Introduction to Depaul • What our values mean to us • How we embed our VMV • Our strategic planning process Kerry Anthony – CEO
  3. 3. DEPAUL GROUP DEPAUL INTERNATIONAL DEPAUL DEPAUL DEPAUL DEPAUL DEPAUL IRELAND UK SLOVENSKO KHARKIV USA Kerry Anthony – CEO
  4. 4. 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 Kerry Anthony – CEO
  5. 5. VISION ‘Everyone should have a place to call home and a stake in their community’ Kerry Anthony – CEO
  6. 6. MISSION ‘To offer homeless and disadvantaged people the opportunity to fulfil their potential and make positive and informed choices about their future’ Kerry Anthony – CEO
  7. 7. 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 Kerry Anthony – CEO
  8. 8. HISTORY • 400 year tradition • Remember and celebrate our religious past • St Vincent de Paul and St Louise de Marillac Kerry Anthony – CEO
  9. 9. 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 Kerry Anthony – CEO
  10. 10. 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 Kerry Anthony – CEO
  11. 11. 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 Kerry Anthony – CEO
  12. 12. 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 Kerry Anthony – CEO
  13. 13. DEVELOPING OUR STRATEGIC PLAN WHY NOT? Kerry Anthony – CEO
  14. 14. 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? Kerry Anthony – CEO
  15. 15. 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? Kerry Anthony – CEO
  16. 16. WHAT DID WE WANT? • Service users focused • Well written • Concise • Realistic • Ambitious • Values Driven • Properly consulted on Kerry Anthony – CEO
  17. 17. WHAT DID WE WANT? • Engender a feeling of ownership • Jargon Free • Optimistic and positive • Ensure others understand what we are about • Get this right! Kerry Anthony – CEO
  18. 18. STAGES • Development of first draft – Aims • Agreement at board level • Consultation with managers and development of further themes – objectives Kerry Anthony – CEO
  19. 19. STAGES • Delegation to managers to consult with projects – tight time lines • Re- emphasis and further consultation at staff conference – themed ‘why not?’ • External consultation Kerry Anthony – CEO
  20. 20. STAGES • Design and layout • Further info gathering – quotes, photos etc • Final draft out for amendments internally • Final draft for approval and sign off Kerry Anthony – CEO
  21. 21. 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 Kerry Anthony – CEO
  22. 22. 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 Kerry Anthony – CEO
  23. 23. 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 Kerry Anthony – CEO
  24. 24. NEXT STEPS – HAVE WE CREATED A LINE OF SIGHT? • More to do • Three year plans and year plans • Reporting Structure • Management tools Kerry Anthony – CEO
  25. 25. 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! Kerry Anthony – CEO
  26. 26. VISION AND STRATEGY ARE AS INTERDEPENDABLE AS TWO SIDES OF THE ONE COIN… Kerry Anthony – CEO Thank you
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