“The process gave us the ability to focus on impact in a way that other strategies haven’t.”

– Suzanne Dick, CEO Prevention United

Entering a period of growth, increased sector uncertainty and leadership transition, Prevention United needed a strategy that could align its board, CEO and staff around a shared direction. Across the organisation, people held varying views on priorities, impact pathways and opportunities to scale, while external partners were signalling that the organisation had earned the right to take on an even more prominent leadership role in the national mental health system.

The organisation had strong capabilities and partnerships but needed a structured way to bring these perspectives together and link strategy to day-to-day work. The leadership team also recognised the need to shift from activity-focused goals to clearer articulation of impact.

Prevention United needed a strategy development process that was inclusive, transparent and based on stakeholder-informed insights for their overall impact.

“There was a lot going on all at once, internally, externally, and we really needed to bring all that back into our strategy process. When we saw what Foundstone could bring to the table, it resonated strongly with what we wanted to do.”

– Pat O’Leary, Chair

Foundstone facilitated an Impact-led, Open Strategy process designed to bring together the board, CEO, staff and external stakeholders into the strategic conversation.

The process began with framing sessions focused on purpose, impact and reflections on the previous strategy. Staff workshops then created space to explore strengths, constraints, opportunities and future impact priorities. The process was designed to allow time between sessions for insights to emerge and mature.

External consultations with key government stakeholders, major universities, mental health service leaders and funders proved pivotal. This feedback challenged Prevention United to adopt a bold position in the sector and embrace a leadership role that reflected its expertise, partnerships and policy influence.

“What was different about this process was the way it kept impact at the centre, while still being clear about the enabling capabilities, funding and systems needed to deliver it”

– Suzanne Dick, CEO

The Impact-led, Open Strategy process created strong organisational alignment across the board, CEO and staff. Prevention United entered implementation with a clear roadmap that was understood across all levels, improved decision-making and removed the need for a separate culture-building phase. Early implementation progressed more efficiently because the logic and reasoning behind strategic choices were already shared and agreed upon.

The organisation also strengthened its sector positioning. External insights directed Prevention United to adopt a broader leadership role in the mental health – prevention space, supported by clear impact priorities and a shared understanding of its mission.

The process clarified key financial and business development enablers, including the need for revenue diversification, stronger philanthropic engagement, and building workforce capability to demonstrate return on investment. These outcomes created a stronger foundation for future growth and impact.

“The Foundstone process has made an enormous difference to us in being able to move into our next phase. To do it in a way that resonates for staff, as well as our external stakeholders, just adds so much strength to what we’re able to do. Foundstone guided us in that process incredibly well.”

– Pat O’Leary, Chair