Established in 1907, Villa Maria has grown to become one of Victoria’s largest providers of disability, education and senior services, with more than 60 programs supporting 5,000 people in 42 locations.
Challenge
A multi-program organisation working across disability, education and senior services faces a particular set of strategic and governance questions. How does the board hold a coherent strategic direction across very different service streams? How are decisions made about which programs to grow, sustain or transition? And how does a long-established faith-based organisation continue to adapt as funding models, accreditation regimes and community expectations change across each of its sectors?
Approach
Australian Strategic Services worked with Villa Maria’s leadership team on strategic and governance work appropriate to a large, multi-program community business. The engagement covered strategic direction across the program portfolio, governance arrangements suited to the organisation’s scale and complexity, and the discipline of translating strategic intent into program-level priorities.
Outcome
The work supported the board, CEO and senior team in setting and acting on strategic priorities across the disability, education and senior-services programs. Villa Maria has continued to evolve its program mix, including subsequent structural changes that reflected the strategic direction the board had set.
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