__MAIN_TEXT__

Page 1

Strategic Plan 2016 - 2020


2


Contents BaptistCare Profile

4

Operating Environment

6

Our Customers

12

Integrated Service Delivery Model 13 Core Service Areas

16

Our People

21

Business Systems

22

3


BAPTISTCARE PROFILE

BaptistCare Profile

The BaptistCare Strategic Plan sets the direction for the organisation for the period 2016 to 2020, taking into account the key trends in society, along with the challenges and opportunities that are before us as a Community Care, Housing and Aged Care service provider. The Plan identifies strategic priorities, provides direction for growth and change, and aligns the organisation behind our Purpose, our Values, and our Brand promise of ‘Care you can trust’. Our Background In 2016 BaptistCare celebrates 72 years of service to our community. The organisation was established by the Baptist Churches of NSW and ACT in 1944 as a not-for-profit care organisation, and has grown to employ 3,600 staff across 160 facilities and programs. A further 1,000 people serve the organisation as volunteers.

Our Purpose - ‘Transforming Lives By Expressing The Love Of Christ’ We seek to identify and meet unmet needs related to our target customer groups, and through our Christ-like approach to service delivery, enable transformation in their lives. To make this possible, the Board and Management of BaptistCare are committed to ensuring that BaptistCare retains and demonstrates a Christ-centred purpose in all that we do.

Our Promise - ‘Care you can trust’ Through aligning our Purpose and our Values into all that we do as an organisation, BaptistCare is able to make a bold promise to our clients, that we will provide ‘Care you can trust’. This is our commitment as an organisation.

Our Church Partnerships As an affiliated body of the NSW/ACT Association of Baptist Churches, BaptistCare actively seeks to partner with the Association, and with local Baptist Churches, to facilitate greater alignment and support in advancing the work of the Kingdom of God and fulfilling our purpose. Healthy interdependent partnerships will heighten the impact of our local churches and enable locally informed and integrated services with improved quality and reach.

Our Values - RESPECT Our services are underpinned by the belief that each person is unique, loved by God, and worthy of respect, dignity and inclusion. By respecting this individuality, we create strong and caring communities that value personal wellbeing - and each other. When this respect is shared, it has the potential to transform lives. We value this respect in our clients, colleagues and our wider network and this is what we practise every day. This respect is translated into our Values:

4


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

R E S P E C T

RESPONSIVE

We respond positively and thoughtfully to each other’s individual needs.

EMPOWERING

We value the freedom that comes from an improved quality of life.

SUPPORTING

We believe safety and security is our responsibility – and a shared priority.

PERSONAL SOLUTIONS

We understand that no one size fits all and we embrace this individuality.

ENRICHING

We ensure everyone’s personal and shared environments are comfortable, nurturing and positive places to be.

COMMUNICATING

We create open communication channels to build strong and mutually respectful relationships.

TOGETHERNESS

Through team work we actively support each other’s shared goals and respect each other’s individual journey.

5


BAPTISTCARE OPERATING ENVIRONMENT

Operating Environment

Community Welfare Inequality is growing in Australia, with income and wealth becoming more concentrated in the hands of fewer people over the past two decades. Living standards are projected to remain flat, at best, for those on middle and lower incomes and falling 4.5% for the lowest income group. Households relying on a person who receives income from benefits such as Newstart or Youth Allowance can expect a significant fall of 10.3% on average.

Living standards falling

4.5%

for the lowest income group

Housing The wellbeing of people in the community who are on low incomes, and whose health and welfare is at risk due to situational factors that can destabilize their lives, creates pressures which can lead to housing poverty and homelessness. This is compounded by the changes within the housing market and the range of environmental factors described below: •  Domestic & Family violence: The lack of safe, secure and affordable housing is the biggest hurdle for women and children wanting to escape the experience and continuing threat of violence from a former partner. •  Older population: The number of older people living in inappropriate and unaffordable private rental housing is significantly growing and there is a large increase in the number of older single women who are homeless or at risk of homelessness. In the 25 years to 2026 AHURI (Australian Housing & Urban Research Unit) has predicted that:

The rising needs of the ‘working poor’, particularly single parent families and older people impacted by housing stress, along with a forecast of rising living costs and wage stagnation, can be expected to create growing situational distress, and therefore demand for BaptistCare services.

6

- The number of renters aged 65 and over in low income households will increase by 115%, from 195,000 to 419,000 nationally;

115%

increase of renters 65 and over in low income households


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

- Low-income, sole person households are projected to grow by 120% from 110,000 to 243,000, approximately two-thirds of which will be made up of older women; and,

- The greatest projected change is in the 85 years and over age range where the number of low income renters is expected to increase by 194%, from 17,000 to 51,000.

•  High cost of housing: House prices, particularly in Sydney have remained high with the median price at almost $1M. •  Declining home ownership: The overall rate of home ownership is declining due to rising prices and undersupply of new dwellings. There is currently an estimated shortfall of 100,000 new homes in Sydney, and this figure will increase by 7,000 homes per annum.

• S  ocial housing waitlists: With high housing stress in private rental, the demand for social housing is high with 59,035 applicants on official wait lists in NSW as at June 2015 with a median wait time of 24.8 months, but an average wait time of 4 to 10 years.

over

28,190

people homeless last census in NSW • Homelessness: There were estimated to be over 28,190 people experiencing homelessness on the night of the last census in NSW (2011).

•  Shortage of affordable rental housing: The National Housing Supply Council reported a shortage of 539,000 rental dwellings for low and very low income households (bottom 40%) across Australia 2009–2010. The 2015 Rental Affordability Index shows that very low income families (bottom 20%) need to spend 65% of their income to access even subsidised housing 25% below market price.

7


BAPTISTCARE TOPIC

“I hope they can set up more of these places ... they make a huge difference in people’s lives”

Colin

8


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

Meet Colin BaptistCare Clinton Place, Goulburn Several years ago, Colin found himself homebound to Australia after a harrowing stint in a Canadian hospital. His prevailing health problems found him under the knife, once again, this time in Bowral Hospital, in the NSW Southern Highlands, with a long recovery period ahead of him. Between his battle for his health and battle against depression, among other issues, Colin soon found himself at his lowest point.

“It started with just a bedsitter which had done me at the time, and then the place I am now, which is a one bedroom unit, came available. And I was asked if I wanted to move in. I couldn’t have said yes faster.” “It will be three years this November since I came to BaptistCare Clinton Place. I’m a lot happier, now that I am here. I volunteer with St Vincent de Paul two days a week, which I really enjoy. And I work to a strict budget so I can save money.”

“I had had enough,” says Colin, who is 65 years old. “I never ever thought I would end up in a homeless man’s shelter. I’d never dreamt of it in all my life. I didn’t know what to do.”

“I have a stable relationship with my partner, who also lives in the village. We are good for each other, and have been seeing each other for around 18 months.”

“I was at the shelter for just over four months. It was very restrictive with harsh lock-in curfews. It was more like a prison, it certainly wasn’t a home,” says Colin.

Through the help of a BaptistCare No Interest Loan (NILS), Colin has brought himself a car, allowing him a new lease of freedom. “With the help of BaptistCare, I got a NILS loan where you pay no interest. The repayments are not exorbitant, they are based on what you can afford to pay back.”

“The food was awful, and some of the characters there you couldn’t trust them as far as you could throw them. It was driving me crazy. A couple of times railway bridges were looking good. I was seriously considering jumping off a cliff.” On talking to one of the women who worked at the shelter, Colin was offered a place at BaptistCare Clinton Place, which he gratefully accepted. This opportunity was a turning point for him.

“My partner and I recently enjoyed a four-day car trip to Fingal Bay. Everything is pretty good. Everything is moving ahead,” says Colin. “If I hadn’t come to this place, I wouldn’t have been here now. You wouldn’t be hearing my story. I hope they can set up more of these places, because they are really needed, and they make a huge difference in people’s lives.”

“Since moving here it has made a big difference in my life. I have got my own independence here. I get the help from the people here when I require help. I have also been able to get my life back on track,” says Colin.

9


BAPTISTCARE OPERATING ENVIRONMENT

Aged Care With the major demographic shifts arising from the ageing population and the looming retirement of the baby-boomer generation, the level of funding growth required into the future to support aged care is becoming unsustainable for government. Policy is rapidly implementing a less regulated, more competitive, consumeroriented, user-pays market-based aged care system which is designed to be more attractive to for-profit commercial operators. As a result, there are a growing number of large private operators with access to investment capital and expanding through acquisition and development projects. Additionally there are many new entrants to the market, particularly in Home Services, who are expected to compete on price from a low cost base.

Impact of Regulatory Reform •  Industry consolidation; With over 300 Residential Aged Care providers and over 200 Home Care providers in NSW, the market conditions are driving industry consolidation. •  Integrated service delivery across the three sectors of the Aged Care Industry; Residential Aged Care, Home Care and Retirement Villages, is increasing, either through partnerships between service providers, or through existing providers expanding their service offerings to their customer base.

10

•  Competition & Consumer Choice in Home Care; From February 2017 service providers will be able to compete and deliver services in any location. This creates both opportunity and competitive threat for BaptistCare. Future supply of Home Care Packages will be controlled through the Aged Care Gateway, and allocated to consumers, rather than through direct allocation to service providers based on local geographic restrictions.

From February

2017

service providers

can deliver services in any location

•  Cost Pressure; The likely introduction of a National Efficient Price (NEP) in Home Care, a price-setting model used by the federal government to determine the hourly rates paid to service providers, will place significant further pressure on costs. In Residential aged care, cuts in ACFI care funding will place further cost pressure on service delivery. •  Workforce; Across the Aged Care sector there is a growing shortage of care workers as well as a workforce that is itself ageing and increasingly working part-time. The growth in both the Aged Care industry and the National Disability Insurance Scheme is creating growing demand for workers.


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

11


BAPTISTCARE OUR CUSTOMERS

Our Customers

BaptistCare’s Purpose will be fulfilled through focussing on meeting the needs of the customer groups described below. We will continually improve and develop our services and systems to ensure an outstanding customer experience throughout the customer journey across our organisation.

Communities living with disadvantage and marginalisation Communities of disadvantage are communities experiencing a complex web of persistent and hard-to-shift disadvantage that results in marginalised people unable to move beyond their circumstances. Addressing entrenched disadvantage requires a long-term commitment by BaptistCare to work within such communities.

People experiencing situational distress During their life journey people from all sectors of society are confronted with situations causing great personal distress for which they may need a ‘hand-up’ in the form of specialised support. Examples of situational distress include; Domestic and Family Violence, Homelessness, Unemployment, Mental Health, and Ageing (particularly distress resulting from loss of independence, increasing frailty, and dementia).

Older people Our largest customer group is older people, typically over the age of 65, who need care and/ or accommodation services, either through the aged care system, the social welfare system, or through private funding. BaptistCare will have a focus on meeting the needs of older people living with disadvantage, marginalisation

12

or distress, as part of our missional purpose. This customer group is growing rapidly and the demand for both care and accommodation services in all sectors of the aged care industry are growing accordingly.

Carers Carers in this context are Informal Carers, which the Australian Institute of Health & Welfare (AIHW) defines as people who; ‘provide help, support or supervision to family members, friends or neighbours with a range of physical, mental and end-of-life health conditions, and disability.’ Informal carers are not paid for the care they provide, although some carers receive government benefits. Changing demographics and current health trends are significantly increasing the demand for informal carers. In 2012, 2.7 million Australians were informal carers (12% of the population), and of these, around 770,000 were primary carers (AIHW, 2015).

In 2012

2.7 million Australians were informal carers, 12% of the population


BaptistCare’s preferred approach to delivering ‘Care you can trust’ and meeting the changing needs of customers is an integrated approach to service delivery that enables the organisation to organise its range of services around individual customers. This approach is facilitated by outstanding customer service, care planning, and development of our people; both employees and volunteers.

These integrated sites and regions can include;

BaptistCare will establish geographically focused sites and regions that meet the needs of the target customer groups through a range of service and accommodation options dependent on individual needs and means, and which facilitate a customer-focused continuum-of-care across the core service areas. Establishment of stand-alone sites will be assessed as need determines and opportunity arises.

• Community Services ‘wrap-around’ services.

• Residential Aged Care Facilities, • Retirement Villages, • Community Housing, • Home Services delivered into Village, Community Housing and the local community,

This integrated approach will uniquely differentiate BaptistCare as a service provider through our full-service, person-centred, missional approach, combined with a unique range of service offerings.

Integrated Service Delivery Model

BAPTISTCARE INTEGRATED SERVICE DELIVERY MODEL

During the Strategic Plan period, the identified integrated site development priorities include target locations of Western Sydney, South-West Sydney, and the Central Coast. These locations were identified through analysing factors including; current and projected population, age distribution, social wellbeing indicators, housing affordability and aged care service supply and demand.

13


BAPTISTCARE TOPIC

“This is it for us. We’re both here to stay. We love it”

Pam

14


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

Meet Pam and Jack The Gracewood, Kellyville Pam (71) and Jack (90), married for 41 years, watched The Gracewood grow from the ground up, and it was then that Pam decided it was time to make a move. “The idea grew on me very quickly,” recalls Pam. “We lived locally in Kellyville, and we were intrigued to see what was being built. The security of knowing we could live in a safe and secure building and community, with access to care that allows us to stay together here, was top of mind.” Although Jack’s health is good, some mobility issues and a recent hip replacement restricted the couple’s capacity to go out, very much isolating the couple in their increasingly highmaintenance house. The couple lived in a large four bedroom house on an average size property, and were constantly having to arrange for house and garden maintenance. “We were having to rely on others to keep the house and gardens in working order. Our children live all over Sydney, Australia, and the world; they have their own young families, and it’s not fair to ask them to spend their weekends doing our maintenance. When we spend time together, I want it to be enjoying each other’s company.” “The Gracewood for us is all about ease and freedom. When we go away on short trips or visit friends and family now, we literally pack our bags and lock the door. Security and maintenance is all taken care of. It’s wonderful.”

“As soon as we moved in I decided this was our home; we need to make friends and also be social companions to others, and care for one another. I think that’s important” Since then, Pam and her neighbours have taken charge of The Gracewood’s social calendar. She assists with driving residents on their weekly shopping trips, organises breakfasts, morning teas, dinners and drinks, themed events, games days, movie nights, and anything else that takes the community’s fancy. It’s a full calendar. “The great thing about living here in a community is you can decide how social you want to be. Jack will often stay home, reading his muchloved books, or pottering around, while I pop downstairs to catch up with friends. I use the gym and the pool regularly too.” Jack also receives assistance with personal care twice a week from the onsite BaptistCare Home Services team, and wears an emergency response pendant provided by BaptistCare CareCall, which gives both Pam and Jack peace of mind as they go about their days. “This is it for us. We’re both here to stay. We love it.” The Gracewood will soon be home to a new residential aged care centre, completing the full spectrum of care services that complement BaptistCare’s Community Living.

15


BAPTISTCARE CORE SERVICE AREAS

Core Service Areas

BaptistCare addresses the identified needs of the target customer groups through delivering services in eight core service areas in which BaptistCare has demonstrable strength and capability, and/or a desire to grow and make a difference.

Core Service Area

BaptistCare Business Stream

Chaplaincy

All Business Streams

Counselling

Community Services

Social & Financial Inclusion

Community Services

Community Housing

Housing & Retirement Living

Housing Support

Community Services

Home Care

Home Services

Retirement Villages

Housing & Retirement Living

Residential Aged Care

Residential Services

Chaplaincy BaptistCare’s Chaplaincy services seek to fulfil our organisational purpose of ‘Transforming lives by expressing the love of Christ’. This is achieved through “Providing a tangible presence of Christ”; a phrase which summarises the strategic intentions described below, which have been identified through internal and external research. Strategic Intent: • Customer Centred Thought Leading We are thought Practice; Our leaders in chaplaincy chaplaincy services purpose, practice and anticipate and respond innovation to the varied needs of our customers across business streams and service locations through providing appropriate and sensitive spiritual care. We are thought leaders in chaplaincy purpose, practice and innovation, • Productive and Innovative Business Impact; Our chaplaincy services deliver clear and 16


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

measurable benefits contributing to positive customer outcomes, increased productivity and/or impact of our services and the innovation of new service opportunities and solutions, • Chaplains as Leaders and Enablers; Our chaplains lead and develop people, practice and process. This arises from their love for Christ, passion for people, and calling into chaplaincy, • Healthy and Agile Chaplains; Our chaplains value and pursue emotional, spiritual and physical health. They see this as core to the integrity and effectiveness of their practice and presence.

Counselling BaptistCare provides counselling programmes designed to support people through complicated life circumstances (situational distress), and standing by clients through times of family separation, divorce, adolescence, depression, domestic and family violence, sexual abuse and suicide. Strategic Goals: • Providing funding for additional Domestic and Family Violence Counsellors, • Increasing the number of Men’s Behaviour Change groups by a factor of 10.

Social & Financial Inclusion

Increasing the number of Men’s Behaviour Change groups by a factor of 10

Through an integrated, community based, service delivery approach, linked to multiple and complex levels of need arising from disadvantage and marginalisation, BaptistCare seeks to empower clients to achieve change. At the heart of this approach is a journey from social exclusion to social inclusion and from

financial exclusion to financial inclusion. A mix of services is provided at community centres; safe welcoming spaces that are established to provide a mix of BaptistCare core services, advocacy and referral pathways Establishing to services provided seven new service by other agencies. Social inclusion involves enabling clients to develop a sense of belonging and to make a contribution to their community.

clusters in communities of disadvantage around NSW

Financial inclusion is strengthened through four service types; provision of emergency relief, food support, gambling counselling and microfinance loans. These four service types cover both crisis and enabling responses (hand-out and hand-up). Strategic Goals: • Establishing seven new service clusters in communities of disadvantage around NSW, • Establishing ‘HopeEnterprises’, a commercial social enterprise supplying a range of services (cleaning, gardening, maintenance), and training and employment pathways for marginalised and disadvantaged people. This will also assist women stabilising their lives after experiencing domestic violence, • Engaging BaptistCare Aged Care business streams as a major customer of HopeEnterprises as part of the BaptistCare integrated service delivery model, • Expanding the availability of No Interest Loans to all BaptistCare customer groups, employees, and through Baptist care organisations nationally.

17


BAPTISTCARE CORE SERVICE AREAS

Community Housing

Housing Support

Over the last few years BaptistCare has commenced providing social and affordable housing to address the growing need in the community, the resultant risk to people’s wellbeing, and potential homelessness.

BaptistCare’s Community Housing model recognises the current and emerging need for service integrated housing that includes a diverse range of community support services meeting the holistic needs of the customer, not just their accommodation needs. These services include; Social and Financial Inclusion, Counselling, Chaplaincy and Home Services.

Strategic Goals: • To become a major provider of social and affordable housing over the next five years by developing a portfolio of 1000 housing units. This will include;

- Upgrading and aligning the existing property portfolio to better match client need;

- Releasing capital for new dwellings through a capital reinvestment strategy;

- Developing existing land holdings to build diverse and sustainable communities,

Developing existing land holdings to build diverse and sustainable communities

- Partnering with the NSW Government (FACS) to explore opportunities for major housing and community developments in disadvantaged communities,

• Focussing on housing for women and children transitioning to living independently after experiencing domestic violence, or being at risk of homelessness, • Focussing on housing for older people living with disadvantage and/or at risk of homelessness, • Connecting our Housing to a range of ‘ wrap-around’ housing support services.

18

Strategic Goals: • BaptistCare will grow its ability BaptistCare will to deliver these grow its “wrap integrated around” housing support services support services in line with the significant increase in Community Housing service provision planned, • Service integrated “wrap around” services will include; - Chaplaincy - Support for women and children escaping domestic violence, including case management, social and financial inclusion, and counselling services.

- Home Care Services to support older people, improve wellbeing and moderate their needs for higher levels of care in the future.


BAPTISTCARE STRATEGIC PLAN 2016 - 2020

Aged Care Core Service Areas BaptistCare was established as an aged care organisation and has a strong reputation and market presence as a quality aged care provider across the three main sectors of the industry; Home Services, Residential, and Retirement Living. BaptistCare will continue its mission to meet the significant level of Aged Care unmet need in both Home Services and Residential Services, with a particular focus on people with low income and assets requiring supported accommodation or services.

Home Care In order to both grow and comply with the very significant changes being introduced in the regulatory and funding environment, as well as rapidly emerging market-based competition, the BaptistCare Home Services Business Stream is undergoing significant change and re-designing operational activities to improve customer focus and productivity.

Retirement Villages BaptistCare is growing its retirement village portfolio through both development and acquisition, while aiming to offer a continuumof-care to customers, and filling the emerging gap in the market that was formerly occupied by low-care residential hostels. The expertise developed in managing retirement villages is being used to develop Community Housing for the aged as a core service area. Strategic Goals: • Upgrading and expanding existing villages, • Exploring acquisition opportunities in areas of geographic interest,

Exploring acquisition opportunities in areas of geographic interest

• Constructing new Villages as part of the BaptistCare integrated service delivery model.

Strategic Goals: • To grow the Home Services customer base through providing high quality, comprehensive, price competitive services in both existing and new geographic areas, as part of BaptistCare’s integrated person centred care strategy, • To support Carers through a range of Respite and Carer Support programmes, • Continuing our commitment to remote and disadvantaged communities and individuals,

To support Carers through a range of Respite and Carer Support programmes

• Developing highly efficient administrative and workforce management practices that will enable competitive market-based pricing of services.

19


BAPTISTCARE CORE SERVICE AREAS

Residential Aged Care

Strategic Goals:

BaptistCare’s residential aged care services have achieved major improvements in operational performance and the supporting business systems over the previous Strategic Plan period, as evidenced by performance against industry benchmarks and a range of KPIs such as occupancy and clinical benchmarks.

• Growing up to a total capacity of 2500 beds by 2020,

It is planned that BaptistCare will increase the level of focus on meeting missional needs and grow the provision of residential aged care services for the long term. BaptistCare will do this through continuing to invest in service improvement, support systems, and property development, improvement and acquisition.

Growing up to a total capacity of 2500 beds by 2020

• Creating a balance of ‘Missional’ (supported resident ratio greater than 40%, or presence in rural and remote locations) and higher performance facilities, while ensuring financial sustainability through achieving agreed industry benchmarks, • Implementing improved Person-centred care and Lifestyle service delivery strategies, • Implementing enhanced Palliative and Dementia care strategies, while maintaining 35-40% dementia secure beds and improving building design, • Upgrading and implementing new care delivery systems and assistive technologies.

20


Workforce

Volunteers

Adapting our workforce to be able to address the changing needs of our customers within an increasingly competitive operating environment will drive the strategic direction of our workforce planning and development.

BaptistCare will be known as an organisation committed to enhancing customer care and wellbeing through best-practice and excellence in volunteer engagement.

Strategic Goals:

Strategic Focus:

• Ensuring sufficient attraction and retention of suitably qualified and skilled staff and volunteers to meet business requirements,

• Targeted business stream volunteer programs and initiatives,

• Creating safe working environments for all staff and volunteers,

• Community engagement and volunteer recruitment, • Recognition and Celebration,

• Developing career pathways that enable staff to fulfil their career objectives,

• Streamlined administration, onboarding, supervision and support,

• Delivering leadership development and talent management programmes that enable managers to build healthy and productive teams.

• Appropriate, practical and accessible training and development.

Developing career pathways that enable staff to fulfil their career objectives

Our People

BAPTISTCARE OUR PEOPLE

Deliver appropriate, practical and accessible training and development

21


BAPTISTCARE BUSINESS SYSTEMS

Business Systems

BaptistCare will leverage information technology as a key enabler of business transformation. Strategic Focus: • Transforming and leveraging the organisation’s application architecture, • Innovation in areas of cloud, mobility and customer facing technology, • Increasing business engagement and project delivery capabilities, • Developing an organisational wide business analytics capability, • Upskilling all employees to maximise the impact of technology investments.

22

Innovation in areas of cloud, mobility and customer facing technology


1300 275 227 ask@baptistcare.org.au baptistcare.org.au BaptistCare Level Two, 22 Brookhollow Avenue PO Box 7626 Baulkham Hills NSW 2153 BaptistCare NSW & ACT ABN 90 000 049 525

youtube.com/ BaptistCareNSWACT Like us facebook.com/ BaptistCareNSWACT Follow @BaptistCare Connect with us on LinkedIn “BaptistCare NSW & ACT”

Profile for BaptistCare

Strategic Plan 2016 -2020  

Strategic Plan 2016 -2020