Creating a strategy or action plan - part 2

Designing your strategy or action plan

For smaller businesses, a ‘plan on a page’ might be most useful; it simply outlines key points and actions.

Larger organisations may need to invest a little more time in consultation or co-design to draft the strategy or action plan. The drafting process should include seeking and incorporating feedback before finalising the plan and putting it into action.

Defining key sections

A strategy or action plan should define these areas so everyone is clear on the shared direction:

• objectives
• activities
• roles
• partnerships with external organisations
• responsibilities and timeframes
• communications
• change management approaches
• budget
• evaluation and monitoring. 

Making each objective actionable

Once you have set clear objectives, work backwards to consider how your organisation will achieve them. The following questions can help you refine your plan.

Stakeholders

• What are the motivations of relevant stakeholders and how might they affect commitment and participation?
• Are the activities proposed consistent with your organisation’s goals, values and workplace mental health needs?
• Do you need incentives and policy supports to encourage different groups to participate?
• How can you use the natural/physical environmental and community supports?

Resources

• What resources are needed for successful implementation?
• What are the various cost estimates and options for the activities?
• Can existing interventions/programs be tailored for your organisation in any way? If so, how?\

Accountability

• Which people or groups are responsible for implementation?
• How will any existing responsibilities or tasks be reduced to account for additional responsibilities?

Expertise

• What expertise is required to assist the strategy or plan implementation?
• Is the expertise currently available internally? If not, how could it be obtained (e.g. through contracting, employment, collaboration)?
• Do people conducting the planned activities need training and assistance?

Communication

• How will the strategy and its activities be clearly identified and communicated to workers and worker representatives?
• What communications strategies will be used? Communication strategies need to identify how to reduce barriers to participation and how the workplace mental health strategy will benefit various groups, and outline program benefits.

Timeframes

• What are the key stages and timeframes for implementation?
• When might you realistically expect to see results and impacts?
• How will organisational peak periods or other timing related factors be accommodated?