The Neami Board of Directors regularly conducts an analysis of the environment within which Neami operates and generates strategic directions for the organisation. In March 2006 the Board of Directors with input from staff, consumers and community partners developed the Neami Strategic Directions (June 2006 to May 2008). These directions describe the future development of Neami over the next two years within a framework underpinned by:
1. Improved consumer outcomes
2. Continuous quality improvement
3. Continued growth of the organisation

Due to significant growth in South Australia and New South Wales during 2006-2007, Neami has amended it's strategic directions to focus on key priorities of organisational infrastructure, vision, and the development of training for management and staff.

Strategic Direction 1
Consolidate our organisational infrastructure and ensure continuous improvement
Neami is experiencing an extended period of growth and will consolidate and develop its infrastructure as well as delivering additional quality services. Neami strives to remain a flexible organisation so it can adapt to the external economic, social and political landscape on a state and national basis. Neami will further develop the integrity of its mission, philosophy, culture and values through staff training and development and will ensure its continuous improvement program is clearly focused on improved consumer outcomes.

Strategic Direction 2
Develop and grow Neami services in accordance with our vision and mission
Neami is in a period of growth resulting from additional funding being allocated to mental health services at a state and national level. In order to take advantage of available funding Neami will seek to tender for a number of housing and support initiatives including sub acute services over the next two years. Neami will maintain a vigorous, dynamic, flexible and healthy organisation while further developing its core services of rehabilitation and supported housing. A major part of Neami's success is the strong partnerships developed with clinical, housing and community services. Neami will continue to strengthen current partnerships as well as build new partnership in each area in which Neami operates.

Strategic Direction 3
Governance and leadership
Neami will review and further develop its Board's governance role and function in light of becoming a national organisation. As part of Neami's mission Neami will seek to influence government policy on a state and federal level in the area of increasing community based rehabilitation and supported housing programs. In addition Neami will strive to be a leader in the community based psychosocial rehabilitation sector by promoting positive and identifiable consumer outcomes as a result of services provided by NGO's.

Strategic Direction 4
Responsive service delivery
Over the next two years Neami will strengthen its service delivery models including clarification of a range of best practice rehabilitation interventions which are evidence based reflecting the changing needs of consumers. Neami will seek to increase carer/family involvement in Neami services, while at the same time enhancing consumer influence within their individual service plan and Neami services in general. Further develop Neami's capacity to assist consumers to take their rightful place in mainstream community.