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OUR
STRATEGIC
STORY
2016-19
Centacare Catholic Country SA, in the
Diocese of Port Pirie exists to promote
the social and emotional wellbeing of
people in our local communities
through the development and delivery
of professional social services.
Our work is informed and shaped by the
values, principles and tenets embedded
in Catholic Social Teaching.
ABOUT CENTACARE
We uphold the Christian belief in the
dignity of all – our clients, staff and
stakeholders regardless of their
circumstances.
We are committed to the Common
Good – that set of circumstances and
conditions which optimises the
development and success of each of us,
our communities and our environment.
ABOUT CENTACARE
Contents
1 About Centacare
2 Centacare Principles
3 Our Vision and Mission
4 Strategic Directions
Our Guiding
Principles
We will ensure that our service provision and development is informed and guided by relevant research
and consultation
We will ensure that we attract and retain a high-quality workforce which is supported and valued
We will work with the communities and Country SA to ensure our vision, Statement of Purpose and
Values are met
We will show strong leadership that challenges and influences social change for the good of our
communities
We will treat all people with respect and cultural sensitivity in an ethical and professional manner
We accept responsibility for the actions we take and the decisions we make. Our responsibility is to the
Bishop of the Diocese of Port Pirie and our communities and stakeholders
OUR Vision and Purpose
OUR VISION Through our commitment to service excellence, we will strive to build safe, sustainable, vibrant, innovative and engaged communities in the
regions we serve
OUR STATEMENT OF PURPOSE Our purpose is to promote the wellbeing of people in their local communities through the development and delivery of professional social
services that accord with the principles and values embedded within Catholic Social Teaching
OUR VALUES Our conviction is that every person is created in the image and likeness of God
Each person has an inalienable dignity which must be respected and strengthened
Every person has rights that must be protected
We must contribute to the welfare of all, and our obligation in action is towards the common good
The poor and the vulnerable attract our special concern and care and advocacy
By infusing our work with these values we work to implement our vision and our purpose
OUR WAY We will meet our commitment to our diverse range of clients
We acknowledge, value and respect the original inhabitants of this land
Our work is fully based on Catholic social justice principles
We have a commitment to professional services
Regional thinking enhances our community effectiveness
We will not compromise on the safety and wellbeing of our staff and clients
We value networking as a means of enhancing our ability to provide services to clients
STRATEGIC DIRECTIONS
01
02
03
04
05
Strategic Direction 01: Support People and Families
Promote, support and provide for the wellbeing, safety and resilience of families, children and
communities throughout Country SA.
Strategic Direction 02: Connecting People
Identify and support vulnerable people and those most at risk in our communities.
Strategic Direction 03: Support Aboriginal Peoples and communities
Work with and through Aboriginal people and communities in delivering services across
Country SA.
Strategic Direction 04: Increase Organisational innovation, Agility and Competence Strengthen the innovation, quality, consistency and integration of the services we offer, taking a proactive approach to continuous improvement, stakeholder engagement and effective governance.
Strategic Direction 05: Expand Business Services to Promote Sustainable Growth
Grow and innovate across service initiatives and offerings to ensure business sustainability.
01
02
03
04
05
1.1
2.1
3.1
4.1
5.1
1.2
1.3
2.2
3.2
4.2
4.3
5.2
5.3
Support individuals and couples and their relationships
Provide place-based community development and community support
Enhance the provision of programs to meet Aboriginal needs
Improve, develop and enhance our organisational efficiency and effectiveness
Grow existing serviced and seek new fee for service opportunities
Support children at risk
Identify and target services that mitigate homelessness and hardship
Promote, support and advocate for/with/through Aboriginal peoples
Ensure good Governance and Board level management
Link Centacare Catholic Country SA to other businesses and organisations to expand services
Build stronger family relationships
Innovate and network for service development and delivery
Foster collaboration with business leaders to link innovation opportunities to our networks and clients
2.3
Advocate at all levels to support vulnerable people and groups
SUPPORT CHILDREN AT RISK
Strategic
Direction
01
Support
People and
Families
1.2
1.1
1.3
SUPPORT INDIVIDUALS AND COUPLES AND THEIR RELATIONSHIPS
BUILD STRONGER FAMILY RELATIONSHIPS
KEY
STR
ATEG
IES
1.1.1 Assist couples to develop relationship skills and resolve conflict through counselling and skills
development
1.1.2 Actively support the delivery of marriage preparation for couples
1.1.3 Provide mediation and dispute resolution services to families during separation
1.2.1 Provide parents and/or Care Givers with practical support to develop skills for establishing healthy
families and social environments
1.2.2 Support and advocate for young people through targeted programs and case-management
including residential care
1.2.3 Provide counselling support to children and young people at schools within our region
1.3.1 Support families that are at risk because of factors such as behaviours, isolation, socio-economic
disadvantage and morbidity
1.3.2 Work with families to improve their relationships, resilience and safety
KEY ACTIVITIES MEASURE OF SUCCESS
• Family and relationship Service Program (FaRS)
• Regional Family Dispute Resolution (RFDR)
• Family Support Services (FSS)
• FOCCUS Pre-marriage training
• Seasons for Growth (SFSC) and Seasons for
Healing (SFH) grief and loss programs
• Child Inclusive Mediation (CIM)
• Property Mediation (PM)
• Lawyer Assisted Mediation
• Personal Helpers & Mentors (PHaMs)
• Youth Diversion Program (YDP)
• Aboriginal Suicide Prevention
• StandBy Response Program (SBR)
• Increase in number of clients achieving
improvement in their personal
circumstances and wellbeing
• We use solution-based case management
• We maintain a presence at local Catholic
schools
• Youth Diversion (YDP) engages 80 young
people
• Increased provision of intensive case
management for families
• We jointly deliver programs in partnership
with other agencies
• We are an active participant in community
events
• We meet or exceed milestones set by
funding agencies
Strategic
Direction
02
Connecting
People
2.1
2.2
PROVIDE PLACE-BASED COMMUNITY DEVELOPMENT AND
COMMUNITY SUPPORT
IDENTIFY AND TARGET SERVICES THAT MITIGATE HOMELESSNESS AND HARDSHIP
KEY
STR
ATEG
IES
2.1.1 Provide information and education that enables people to access services in their communities
2.1.2 Provide community-based support through leading and/or participating in community events that
support our goals
2.1.3 Case manage clients to pursue support services appropriate to their individual circumstances
2.1.4 Lead and/or participate in place-based social services community forums
2.2.1 Provide case management, programs and advocacy to people experiencing hardship and/or
homelessness
2.2.2 Build financial capability and provide financial wellbeing services to support those experiencing
hardship
2.2.4 Provide 24/7 safe house for women in targeted communities (currently Ceduna)
2.3 ADVOCATE AT ALL LEVELS TO SUPPORT VULNERABLE PEOPLE AND GROUPS
2.3.1 Advocate to government and key stakeholders to influence policies that affect disadvantaged
people in the community
2.3.2 Actively participate in professional bodies to influence change, e.g. SAFCA, AASW, RDA
2.3.3 Lead and/or participate in place-based community forums to support social change
z
KEY ACTIVITIES MEASURE OF SUCCESS
• Generic Homelessness Service (in
partnership with Homelessness Strategy –
Housing SA)
• Commonwealth Home Support Program –
Assistance with Care and Housing for the
Aged (ACHA)
• Supportive Housing Tenancies
• Intensive Tenancy Support (ITS) Program
• Emergency Relief
• Financial Wellbeing and Capability
Programs
• DV Program
• Membership of and participation in
professional bodies, advocacy bodies,
community forums
• Housing options and supply increases
across regional locations
• Transitional housing options provide for
clients
• 100 clients supported to gain housing (80%
from key target groups)
• ACHA clients report noticeable
improvements in the quality of their lives
during the tenancy
• 40 clients accessing living skills and
personal development support
• Increase in the percentage of successful
private sector tenancies for clients
• Outreach services at Wangka Willurara
Transitional Accommodation Centre (TAC)
Strategic
Direction
03
Support
Aboriginal
Peoples and
Communities
3.1 ENHANCE THE PROVISION OF PROGRAMS TO MEET ABORIGINAL NEEDS
3.2 PROMOTE, SUPPORT AND ADVOCATE FOR/WITH ABORIGINAL PEOPLE
KEY
STR
ATEG
IES
3.1.1 Understand current needs of Aboriginal peoples and communities
3.1.2 Ensure our Aboriginal focused programs provide the most effective services for Aboriginal peoples –
particularly services relating to:
• Homelessness • Health and wellbeing • Community capacity • Youth programs • Education and schooling • Employment • Suicide prevention, intervention and post-vention
3.1.3 Expand our Aboriginal services as required
3.2.1 Promote Aboriginal activities and events in the community
3.2.2 Provide education to non-Aboriginal people regarding the health and culture of Aboriginal Australians
3.2.3 Support Aboriginal advocacy at the local, state and national level
3.2.4 Actively engage in and support Reconciliation
KEY ACTIVITIES MEASURE OF SUCCESS
• Continuously review current and existing programs in
light of Aboriginal needs and identify the services that
need to be implemented
• Establish and support Reconciliation Action Working
Group
• Develop Reconciliation Action Plan to national
standards
• Expand our work in the Aboriginal Communities in our
region
• Actively support NAIDOC week, Reconciliation week,
Harmony Day and closing the Gap Day
• Maintain and develop Culture Awareness programs (for
staff and the wider community)
• Implement the Vulnerable Peoples framework
• Maintain and further develop and deliver Healing
Camps for women and men, Aboriginal Mental Health
First Aid training sessions, Grief and Loss program
• Promote local responses to suicide and other related
issues within communities
•
• We are an employer of choice for Aboriginal and Torres
Strait Islander peoples and we maintain our Aboriginal
workforce at or above 15% of entire workforce
• Positive feedback from Aboriginal staff, stakeholders,
community leaders and funders
• Regular service delivery visits to identified
communities
• Enhanced relationships with local Aboriginal
community
• All Centacare offices are actively engaged in Aboriginal
community activities
• Meet regularly with Aboriginal community leaders
• 50% uptake of school attendance related programs
• Growth in the number of clients seeking support
through our programs
Strategic
Direction
04
Increase
Organisational
Innovation,
Agility and
Competence
ENSURE GOOD GOVERNANCE AND BOARD LEVEL MANAGEMENT 4.2
4.1
4.3 INNOVATE AND NETWORK FOR SERVICE DEVELOPMENT AND DELIVERY
IMPROVE, DEVELOP AND ENHANCE OUR ORGANISATIONAL
EFFICIENCY AND EFFECTIVENESS
KEY
STR
ATEG
IES
4.1.1 Maintain a high level of professionalism and quality processes across our corporate services
4.1.2 Ensure we maintain a focus on continuous improvement
4.1.3 Develop and enhance our information and knowledge management capabilities
4.2.1 Our Board provides strategic leadership and social advocacy to Centacare Catholic Country SA
4.2.2 Maintain membership diversity and skills on the Board to ensure strong leadership
4.2.3 Create organisational sustainability through effective risk management, contingency and succession
planning
4.3.1 Maintain service relevance by fostering organisational creativity in developing dynamic services to
address regional needs
4.3.2 Actively engage stakeholders and networks to increase funding opportunities
4.3.3 Develop and maintain strong partnerships to expand programs with new partners to maximise
program reach
4.3.4 Network strategically at all political levels
4.3.5 Develop innovation solutions to increase efficiencies and organisational effectiveness
4.3.6 Investigate service delivery models that best meet client needs within operating context
KEY ACTIVITIES
MEASURE OF SUCCESS
• Foster and practice Continuous Quality Improvement
through effective policies and processes to national
standards
• Undertake Solution Based Casework
• Create and maintain innovative service delivery
mechanisms
• Develop internal structures to support corporate and
strategic leadership
• Cultivate relationships with funding bodies
• Actively network and build strategic relationships with
stakeholders
• Analyse Board member diversity and undertake training
• Develop a Board and staff succession plan
• Conduct quarterly internal program audit process
• Undertake and deliver Cultural awareness training
• Maintain focus on continuous professional development
• Review IT services regularly
• Develop organisational training plan
• Develop performance review and enhance professional
development processes
• Achieve Quality Accreditations to national standards
• We are known for our professionalism and quality of
service delivery
• Our Board membership reflects a range of skill sets
• Staff survey indicates strong staff satisfaction
• Office software upgraded to cloud-based office 365
and Exchange online
• We initiate and/or are present at a broad range of
community events
Strategic
Direction
05
Grow and
Innovate Across
Service Initiatives
and Offerings to
Ensure Business
Sustainability
LINK CENTACARE CATHOLIC COUNTRY SA TO OTHER BUSINESSES
AND ORGANISATIONS TO EXPAND SERVICES 5.2
5.1
5.3
GROW EXISTING SERVICES AND SEEK NEW FEE FOR SERVICE
OPPORTUNITIES
FOSTER COLLABORATION WITH BUSINESS LEADERS TO LINK INNOVATION
OPPORTUNITIES TO OUR NETWORKS AND CLIENTS
KEY
STR
ATEG
IES
5.1.1 Develop and deliver the Employee Assistance Program (EAP) to businesses throughout service
footprint region
5.1.2 Foster new service development opportunities through strategic focus on service environment
5.1.3 Regularly review service development and delivery to maintain currency and respond effectively to
identified need
5.2.1 Develop joint venture opportunities with organisations and businesses to grow services
5.2.2 Undertake a review of community needs and work with other organisations to deliver on these needs
in a fee for service framework
5.3.1 Source funding opportunities through Government, philanthropic, private enterprise and other sectors
to seek new opportunities for Centacare Catholic Country SA
5.3.2 Investigate and develop brokerage opportunities and use networks and linkages to offer additional
services not currently offered, through a sponsorship or brokerage relationship, targeting business
KEY ACTIVITIES
MEASURE OF SUCCESS
• EAP
• Counselling and fee for service programs (wider
community)
• Business strategies to outline opportunities to convert
existing services into a new business/service unit
• Work in remote communities and connect with client
group through various activities
• Network and partner with other agencies relevant to
existing and new services
• Communicate and promote services and innovative service
delivery through the use of various channels (e.g. social
media, printed media, interagency meetings)
• Use funder reports innovatively, e.g. promote case studies
• Maintain environmental scan (SWOT) of operating
environment to ensure a rapid response to presenting
opportunities, e.g. NDIS; unit costing; social bonds etc.
• Regularly review and update strategic plan
• Undertake regular networking with stakeholders; funders;
politicians
Provide regular regional intelligence staff reports to our
Board to enhance strategic decision-making
• Programs generate an increase in income
• EAP contracts are expanded
• Joint ventures with external organisations are growing
services and generating income
• New services are delivered to clients, organisations and
business
Active involvement in and documenting of networking
activities (e.g. in reports to Board)
Centacare Catholic Country SA
PO Box 542
Whyalla SA 5600