Strategic Direction
Strategic Directions Platform 2009
Platform Trust Board Strategic work Plan 2009 - 2012
Our vision
A flourishing, innovative, well connected community based mental health and addictions service sector that makes a difference in the lives of individuals and communities.
Our Mission
To connect, develop and promote a resilient and cohesive community mental health and addictions service sector.
Platform’s work is driven by the belief that:
- Non-government organisations have a critical role in contemporary health and social service systems
- Individuals and communities flourish when the experience of many is harnessed
- Platform’s Strategic Work Plan has been developed in the context of an economic downturn when the emphasis will shift to consolidation and value for money.
- Platform’s leadership will be particularly critical over this time to ensure we build on the gains of the last decade and continue to build the capacity of the sector to maintain their pivotal role in the delivery of mental health and addiction services.
- Platform believes that positive outcomes for individuals and communities are achieved through creativity, innovation and a willingness to engage effectively with others.
Platform has identified five priorities to guide us over the next two years.
1. Strengthening relationships with members. A strong supportive membership base is central to Platform’s ongoing credibility and viability
2. Championing the sector. Gathering the evidence and promoting the value of the sector will be critical to its cementing its place as an integral part of the mental health and addictions service continuum. Building capacity and addressing areas of weakness will also be important.
3. Providing Leadership. Platform can offer the sector an informed and credible voice on issues of concern, articulating what is often difficult for individual members to articulate alone.
4. Supporting Networks. Central to a flourishing sector is the capacity to harness the wisdom and experience of its widely dispersed and diverse players. Platform has a key role in supporting those connections and networks.
5. Building a sustainable organisation. A priority will be to secure on going sources of core funding to enhance our capacity to commit to a three year work plan.
1. Strengthening relationships with members. A strong supportive membership base is central to Platform’s ongoing credibility and viability
2. Championing the sector. Gathering the evidence and promoting the value of the sector will be critical to its cementing its place as an integral part of the mental health and addictions service continuum. Building capacity and addressing areas of weakness will also be important.
3. Providing Leadership. Platform can offer the sector an informed and credible voice on issues of concern, articulating what is often difficult for individual members to articulate alone.
4. Supporting Networks. Central to a flourishing sector is the capacity to harness the wisdom and experience of its widely dispersed and diverse players. Platform has a key role in supporting those connections and networks.
5. Building a sustainable organisation. A priority will be to secure on going sources of core funding to enhance our capacity to commit to a three year work plan.
Strategic Priorities.
Strategic Objectives| Relationships | Capacity and Value | Leadership | Networks | Sustainability |
| Build strong relationships with members and secure membership base |
|
|
|
|
|
|
|
|
|
Platform Trust Annual Report 08-09
Read the Trust's latest annual report