Wesley Mission Annual Report 2020 - Flipbook - Page 11
Strategic overview
In 19/20, we assisted
Wesley Mission strategy 2016-2021
In 15/16, the Wesley Community Services Board
approved Wesley Mission’s five-year strategic
plan for the period July 2016 to June 2021. The
plan continues our optimistic outlook for
increasing our impact in Word and deed, building
on our long commitment to do all the good we
can to help those most in need.
Our strategic plan is aligned to our desire to
serve the marginalised and vulnerable, and to
strengthen the communities in which we live and
operate. It affirms our mission, vision and values,
and the guiding principles that have inspired us
for generations.
Financial year 19/20
Although the COVID-19 crisis brought significant
challenges over the last year, we were able to
keep our essential services open during lockdown
with a focus on providing additional support to our
clients in all forms of residential accommodation.
While the NSW Public Health Order restricted
non-essential movement and gatherings, we
continued to provide services, wherever safe to
do so. Some services, such as venues and
learning opportunities for seniors, were
appropriately closed.
161,438 clients
540
2,262
2,423
3,551
4,150
4,471
5,667
6,461
7,639
12,133
13,601
32,534
66,006
Priority 1
Every life matters
We aim to increase our volume of work and support to those most in need by 50%
by June 2021. This translates to assisting more than 20,000 people per month.
Priority 2
Quality outcomes
We aim to increase the effectiveness of our services and the positive outcomes
experienced by our clients by 50% by June 2021.
Disability support
Seniors and aged care
Teenagers and young adults
Foster care and adoptions
Counselling and legal
Housing and accommodation
Community, schools and corporate partnerships
Home care services
Hospitals
Training and jobs services
Families and children
Suicide prevention
Venues and catering
Priority 3
Our people are our foundation
We aim to be an Employer of Choice surpassing industry benchmarks in the areas
of employee safety, engagement and retention because our people matter.
Priority 4
32,048
Building our capacity in a changing sector
We aim to do what we do better, with a focus on continuous improvement,
delivering 80% of priority projects that build our capacity to respond.
Priority 5
Resourcing to do all the good we can
Most in need
Immediate help for people in crisis
or close to crisis
In need
Early intervention support
to prevent crisis
91,417
37,974
Capacity building
Partnering to develop skills
or achieve life goals
Size, reach and resources will enable us to do all the good we can. To fund
sustainable growth, we aim to increase our operating revenue by 50% by 2021.
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