1. Developing a comprehensive governance strategy for your not-for-dividend Michelle Trute GAICD CEO, Diabetes Queensland michellet@diabetesqld.org.au

2. In conversation  Strategy verses planning  The contemporary strategic plan  Operational effectiveness  Staff engagement

3. A board’s job is not done until it has lead its organisation- not just to a clearer sense of its mission- but to better performance.

4. The Strategic Management Model Where the magic happens Comfort Zone

5. The Strategic Plan  Vision  Mission  Values  Theory of Change

7. VISION Diabetes Queensland will be the most trusted and responsive diabetes organisation for Queensland MISSION We will improve the lives of people affected by all types of diabetes and those at risk, through advocacy, support and education in partnership with the Queensland community GOALS To improve the health and wellness of people living with all types of diabetes To reduce the incidence of preventable diabetes in the community FOCUS AREAS/STRATEGIES Awareness & Advocacy Connection & Support Education & Information Evidence & Research Capacity & Capability TACTICS As per Strategic Plan

8. VISION Diabetes Queensland will be the most trusted and responsive diabetes organisation for Queensland. MISSION We will improve the lives of people affected by all types of diabetes and those at risk through advocacy, support and education in partnership with the Queensland GOALS To improve the health and wellness of people living with all types of diabetes To reduce the incidence of preventable diabetes in the community FOCUS AREAS/ STRATEGIES Awareness and Advocacy Connection and Support Educations and Information Evidence and Research Capacity and Capability TACTICS As per Strategic Plan Activity measures Measure progress towards the goals and program implementation that drive organisational behaviours Impact measures Measures progress towards the Mission and long term objectives that drive organisational focus Capacity measures Measure progress at all levels of the organisation, thereby enabling it to get things done Strategic Plan M.A.P Balanced Scorecard

9. Strategic Plan Balanced Scorecard Management Action Plan Business Unit Plan Logic Models InputsActivitiesOutputsOutcomesImpactMission Cascading Reporting Structure and Logic Models Logic Models

11. Strategy & Operational Effectiveness working together

12. Staff Engagement

13. What’s my role in strategy?

14. Summary  Define your position  Make plan a living document  Embrace the planning process  Track your success  Seek to continuously improve

15. What makes me tick Michelle Trute Chief Executive Officer Diabetes Queensland michellet@diabetesqld.org.au