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Strategic Plan 2022 – 2027

Our Strategic Plan will guide Sonder as we work towards attaining our goal - to be the leading organisation at delivering integrated primary care and community services to the most vulnerable people in South Australia.

Our vision

Better Care, Better Health

Our values

  • Respect
  • Fairness
  • Equity
  • Honesty
  • Trust

Our purpose

To deliver high-quality, local healthcare and community services.

Our goal

We will be the leading organisation at delivering integrated primary care and community services to the most vulnerable people across South Australia.

Our 2022 – 2027 strategic themes include:

  1. Growing our impact
  2. Increasing our capacity
  3. Investing in our people
  4. Improving Aboriginal cultural capacity

Download Strategic Plan 2022 – 2027

1. Growing our impact

 

Key objective:

Focus efforts on supporting the most disadvantaged and complex clients in the communities that we serve.

 

Themes:

  • Focus on working with the most disadvantaged and complex clients.
  • Deliver services across a wider geographic area in SA.

Outcomes:

  • Increase in percentage of clients that meet complex criteria.
  • Increase in number of clients who reside in socio-economically disadvantaged areas, as identified by SEIFA.

Key objective:

Optimise the client journey through the provision of integrated and coordinated care.

Themes: 

  • Expand number of multi-portfolio services delivered.
  • Develop workforce strategy to allow specialists to work across multiple portfolios seamlessly.

Outcomes:

  • Increase in percentage of funding for multi-portfolio services.
  • Increase in number of employees working across multiple portfolios

Key objective:

Improve access by building purposeful partnerships and optimising service models to reduce wait times and ensure our clients seamlessly receive the right care, at the right time.

Themes:

  • Partner with not-for-profit organisations to deliver new services outside of existing service mix.
  • Expand multi-agency hubs to deliver impactful integrated services.
  • Monitor waitlists and actively work to reduce waiting times to access services.

Outcomes:

  • Increase in number of partnerships.
  • Increase in number of Sonder centres with multi-agency or co-located agencies.
  • Decrease in wait times for clients to access our services.

2. Increasing our capacity

 

Key objective:

Develop advanced data management and analytics capabilities to enable us to measure our impact and support leaders to make informed decisions about service models.

 

 

Themes:

  • Deploy effective outcomes and performance management systems to all programs.

Outcomes:

  • Increase in percentage of programs with access to data and performance support systems.

Key objective:

Prioritise the delivery of safe and high-quality services for clients.

Themes:

  • Grow the impact of our services to improve the wellbeing of our clients and help them to live better lives.

Outcomes:

  • Increase in number of clients who demonstrate improved outcomes.

Key objective:

Ensure financial sustainability and operational excellence.

Themes:

  • Grow income organically.
  • Expand fee-for-service models and other alternative funding models.
  • Ensure ethical stewardship of assets.

Outcomes:

  • Increase in total income across client cohorts.
  • Increase in total fee-for-service revenue as a proportion of total funding.
  • Decrease in reliance on single-source of funding.

3. Investing in our people

 

Key objective:

Build the leaders of tomorrow by developing the essential leadership skills of our people.

 

 

Themes: 

  • Increase the capability of employees to work across population cohorts by improving our technical capabilities.
  • Review Governance Structure bi-annually to ensure it remains applicable to our Strategic Plan.

Outcomes:

  • Increase in number of employees employed across multiple programs.
  • Evaluations and assessments of Governance Structure are completed by the Board bi-annually.

Key objective:

Provide a positive, respectful, supportive and fair work environment where employee differences are celebrated, valued and utilised.

Themes:

  • Position Sonder as an employer of choice across population and professional diversity.

Outcomes:

  • Reduction in staff turnover rate.
  • Reduction in staff recruitment costs.
  • Reduction in vacancy rates.

Key objective:

Foster a resilient and capable workforce that uses data to inform practice.

Themes:

  • Ensure employees are supported to be responsive, resilient and aware of the need for data-driven service improvements.
  • Develop pathways for employment retention and promotion across workforce.

Outcomes:

  • Increase in staff retention rates.
  • Improvements in productivity are reported to staff to demonstrate the impact of innovation.
  • Increase in staff engagement.

Key objective:

Ensure the lived experience voice is intricately involved in service design.

Themes: 

  • Lived experience guides all aspects of the organisation’s governance, planning and service delivery.

Outcomes:

  • Increase in recruitment and retention rates of Lived Experience Workers.

4. Improving Aboriginal cultural capability

 

Key objective:

Demonstrate our commitment to Reconciliation through collective action.

 

 

Themes:

  • Position Sonder as the preferred mainstream provider of health and community services for Aboriginal and/or Torres Strait Islander communities.

Outcomes:

  • Increase in number of partnerships and co-design ventures with ACCHOs and ACCOs.
  • Increase in number of clients across all programs who identify as Aboriginal and/or Torres Strait Islander.

Key objective:

Establish and build mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders with the aim of bringing genuine respite and strengths-based solutions for mental and physical health needs.

Themes:

  • Enhance Aboriginal service capability.
  • Proactively seek alternative funding to ensure sustainable service delivery.

Outcomes:

  • Key performance indicators relating to Aboriginal cultural capability as outlined in Cultural Capability Framework and Reconciliation Action Plan are met.
  • Increase in percentage of staff who identify as Aboriginal and/or Torres Strait Islander in a non-identified role.
  • Increase in on-going funding for Aboriginal Health services.

Key objective:

Provide cultural learning opportunities for staff to increase understanding of Aboriginal cultures, histories, and achievements.

Themes:

  • Provide cultural competency training for Directors, staff, contractors and reference group members.

Outcomes:

  • Increase in number of directors, staff, contractors and reference group members who have completed cultural competency training.

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