“Harmeny Schools has an ethos of continuous improvement [and] a clear vision for the progression of the service”Care Inspection, March 2017
The Senior Management Team and Board of Trustees of Harmeny have developed a three year Strategic Business Plan, in consultation with staff, running from August 2017 to July 2020, which has also provided the basis for ongoing discussions with parents and carers.
The purpose of the plan is to provide a clear sense of direction through challenging times, to grow and develop as an organisation, and enable children and families we work with to achieve positive outcomes.
The financial climate for charitable organisations such as Harmeny remains challenging as economic austerity continues. Local authorities, who refer children to Harmeny, are constantly looking for ways to reduce costs because of year-on-year cuts to their budgets. One of the outcomes of the Doran Review, which considered the national picture for children with additional support needs, was that the Scottish Government grant Harmeny receives, alongside other Grant Aided Special Schools, may be withdrawn over a number of years, from April 2020. Another outcome of the Doran review, however, was that there may be opportunities for Harmeny to develop new work, in partnership with other organisations.
We are confident that we will find solutions to any reduced funds in order to survive and thrive as an organisation and continue to provide very high quality services to children and families who need us.
We will continue to maintain our core service, Harmeny School, and will also develop new services in the areas of care and education.
In developing new services, we will always keep children at the centre and are committed to seeking their views, and those of their families, in order to keep improving.
Our eight long term objectives are:
- To continuously improve our practice and approaches in care, education and outdoor education, in meeting the needs of children with complex SEBN.
- To sustain and enhance our core residential and day education provision at a capacity of 30 children with complex SEBN, aged 5 to 14, including those with exceptional needs, and develop throughcare initiatives.
- To provide high quality residential services for young people aged 14+ already receiving a service at Harmeny, supporting them within an appropriate secondary education setting and developing a skills-based secondary curriculum.
- To provide community services which benefit and complement our core services, including specialist assessment, family support, training and consultation.
- To maximise the extraordinary dedication, skills and expertise of our staff, through ensuring optimal staffing levels, clear roles and responsibilities, robust supervision and support systems, and opportunities for innovation.
- To create a Workforce Development Centre (incorporating an SQA Centre), in order to deliver high quality training and essential qualifications for Harmeny staff as well as for professionals within the care, education and health sectors.
- To increase the organisation’s profile and influence, through increased marketing and communications, fundraising and research.
- To encourage innovation and respond to further opportunities for service development, in line with our Vision, Purpose and Core Values.
In addition to our eight objectives, we are committed to:
- Regularly consulting with staff across the organisation about our services and communicating in a variety of ways regarding changes and developments
- Providing relevant and meaningful learning and development programmes, which equip our staff to do their jobs to the best of their ability.
- Continuing to invest in our leadership and management, ensuring our leadership model is encouraging, supportive and collaborative.
- Providing opportunities for children and families to tell us what they think about our services and consult with them regarding any service developments.
- Carefully managing our finances by monitoring our staffing costs and finding efficiencies, where possible, including long-term energy solutions.
- Establishing a fundraising team and Fundraising Development Group, who will lead on a major fundraising campaign – The Learning for Life Appeal – ensuring voluntary income from a variety of sources including trusts and grants, major and corporate, and community fundraising.
- Developing a range of regular communications, building on our existing methods (website, newsletters and annual report) to include a number of social media platforms.
- Enhancing our Information and Communications Technology through developing our internal expertise and specialist external supports.
- Maintaining and developing our buildings and beautiful thirty-five acre site in an environmentally friendly and sustainable way.
Every year we develop an Operational Plan, which describes in detail how we ensure our five year strategic plan is put into action.
We regularly review the Strategic Plan to ensure we are meeting our goals.
If you have any questions, views or ideas about our Strategic Plan, please email us at firstname.lastname@example.org or phone us on 0131 449 3938.