Strategic Plan · · 2017-08-10SWOT Analysis 26 5. Strategic Development Options 28 ... Strategic Plan Allocation Matrix Family Support Annual Operational Plan TRAMS Annual

Strategic Plan2016-2020

PRIVATE & COMMERCIALLY CONFIDENTIAL

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CONTENTS

About Us 4

Leadership Statements 6

Vision, Mission and Values 7

Core Business 8

CatholicCare’s Future Scenario 9

CatholicCare’s Desired Future 10

CatholicCare’s Strategic ‘Road Map’ 2018 12

Strategic Planning Framework 13

Strategic Initiatives 14

Appendices 1 - 8 22

1. Social Services Trends and Issues 23

3. Key Drivers 24

4. SWOT Analysis 26

5. Strategic Development Options 28

6. Strategic Competitive Advantage 29

7. Key Internal & External Stakeholders 30

8. Governance & Organisational Structure 31

9. Strategic Risks 32

Endorsement 34

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ABOUT US

CatholicCare has been providing social services to Toowoomba, the Darling Downs and South West Queensland for 30 years.

From humble beginnings in 1983 of lunchtime counselling sessions conducted by volunteer workers, CatholicCare now employs approximately 50 staff and over 170 volunteers that service an area of nearly 500,00 km2.

As the social services agency of the Catholic Diocese of Toowoomba, CatholicCare provides a range of services to promote individual, family and community wellbeing.

Services include the Family Support Program (Counselling, Education and Family Dispute Resolution), Toowoomba Refugee and Migrant Support (TRAMS), Aboriginal and Torres Strait Islander Peoples Service, Mental Health Services (including Partners in Recovery) and the Domestic Violence Prevention Service.

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John OliveChair

Kate VenablesDirector

LEADERSHIP STATEMENTS

Centacare has seen significant changes and evolution since its inception in 1983, rebranding and evolving into CatholicCare Social Services in 2016. From these modest beginnings to the present increasingly competitive marketplace, CatholicCare will continue to review, grow and adapt to meet the needs of individuals and families, as well as the communities we serve.

Our 2016-2020 Strategic Plan comes amidst a number of significant changes, so I am delighted with its timely release to assist our future directions and the success of CatholicCare into the future.

Working with my Board colleagues, Executive Team and our Leadership Team to achieve the strategic targets in the Plan will be an exciting challenge, and one I have confidence we will meet, based on our Values and guided by our Mission and Vision.

Within the document lies the roadmap for our development over the next four years that will involve robust implementation, monitoring and review through the use of strategic planning tools and templates – and commitment to our future success.

It is with a sense of optimism that CatholicCare enters a new phase – one that reflects the need for the organisation to perform in the innovative environment in which such businesses now operate.

The growth of our organisation over the last couple of years has been underpinned by systems and structures which have been developed and continually reviewed to meet these changing needs.

The production of the Strategic Plan 2016-2020 is tangible evidence of CatholicCare’s progress and provides the framework for the continued growth and development of our organisation. It is the result of an extensive consultative process involving Board members, Management and Staff and reflects a shared vision for our future.

The Board is committed to supporting the staff and other stakeholders to achieve the outcomes that are identified here.

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OUR VISION, MISSION & VALUES

The achievement of CatholicCare’s Vision, Mission and Values is directly supported by this plan

Vision MissionA community of kindness and justice reflecting Christ’s mission.

Our mission is to empower individuals, families and communities to meet the challenges of life and relationships.

ValuesOur values inform the way that our people relate to the community, to those we serve and to each other:

CompassionRespectIntegrityJusticeHope

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OUR CORE BUSINESS

CatholicCare’s core business or reason for being is:

Supporting families at the pressure points over their lifespan

The key services that will be initiated by the Board and developed and delivered by management and staff now and in the future are:

• Aboriginal and Torres Strait Islander Peoples Service

• Counselling and Education Services

• Family Relationship Centre

• Family Support Services (including NDIS services)

• Mental Health Services (including Partners in Recovery)

• Refugee and Migrant Support Programs (TRAMS)

• Safer Families Support Services (Domestic Violence Prevention program)

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Stay as we are ‘Business as Usual’

• The focus will be to implement the new brand CatholicCare

• Continue delivering same services through government funded model only

• Increase community awareness of what we do

Scenario 1 was rejected

Regional Service Expansion ‘Catholic and Clever’

• The focus will be on establishing effective partnerships with Catholic and community organisations in the South-West region to expand the geographical spread of services

• Continually investigate needs and requirements of the communities we support

• CatholicCare will be a larger social services provider in the South-West region

Scenario 2 was supported

New business ‘Person-Centred Care Model’

• The focus will be to develop a new business model with strong emphasis on the needs and expectations of the individual

• Business practices will be developed to ensure efficient operations

• Strong marketing and push of CatholicCare brand across South-West Queensland

Scenario 3 was supported but in future years

CATHOLICCARE’S FUTURE SCENARIO

Scenario1

Scenario2

Scenario3

The leadership group considered three (3) scenarios for the future of CatholicCare over the next ten (10) years to 2026. The three scenarios are summarised below

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OUR DESIRED FUTURE

Financially Viable

Improved financial position with increased diversity of revenue streams

CatholicCare

Well recognised and acknowledged ‘brand’, consistent communication of who we are and what we do

Evidence-Based Practice

Recognised and acknowledged for our evidence- based practice and results achieved

Supporting Communities

Expanded range of quality services to vulnerable individuals and families in the communities of South West Queensland

The ‘Catholic World’ Collaboration

Collaboration with the broader Catholic Community and service providers of the Diocese

Partnerships

Established partnerships and alliances with community organisations adding value to our service offerings

Governance and Leadership

Appropriate governance and organisation structure with the Board governing and managers managing resulting in a stable leadership team

Professional Workforce

Respected, flexible and skilled workforce focused on person-centred practice, results and outcomes

Effective Communications

Effective communication with staff and internal stakeholders, clients and external stakeholders

Efficient Operations

Continuing investment in contemporary systems and technologies that support the work of the staff

The key characteristics and components that will define CatholicCare by 2020 are:

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STRATEGIC INTENT

CATHOLICCARE’S STRATEGIC ‘ROAD MAP’ TO 2020

The Strategic ‘Road Map’ for CatholicCare is founded on a clear appreciation of our current and future external environments.

Our response to those environments and the achievement of our vision, mission and desired future will be delivered through the achievement of five Strategic Initiatives.

The CatholicCare Board’s success in realising these Strategic Initiatives will depend on the achievement of the associated strategic objectives. The strategic objectives will also provide the Director with the authority and direction required.

Strengthen our Organisation

Enhance our Strategic Relationships

Establish our Brand

STRATEGIC INITIATIVE 1

JULY2016

DEC2016

JUNE2018

DEC2018

JUNE2017

DEC2017

JUNE2019

DEC2019

JUNE2020

Broaden our Impact





TIME

Develop our Governance, Leadership and People

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CATHOLICCARE’S STRATEGIC PLANNING FRAMEWORK

The key components and processes of CatholicCare’s strategic planning

framework are:

The allocation of the various strategic objectives contained in the strategic plan will be delivered through the allocation matrix, operational and organisational plans

Protecting the organisation and its services are the various organisational development plans e.g. Education and Development Plan

The implementation of the strategic plan, operational plans and organisational development plans are the prime responsibility of management

The monitoring of progress and annual reviewing of the strategic plan and agreed organisational development plans is the prime responsibility of the Board.

The strategic planning framework below depicts CatholicCare’s strategic plan, operational plans, organisational development plans and planning tools that will be used to implement, monitor and review our strategic objectives.

2016 - 2020STRATEGIC PLAN

Risk Management System

CATHOLICCARE STRATEGIC PLAN

2016 - 2020

Stakeholder Engagement Plan

ICT Plan

Education and Development Plan

StrategicFinancial Plan

Director Status Reporting

Strategic Plan Allocation Matrix

FamilySupportAnnual

Operational Plan

TRAMS

Annual Operational

Plan

CorporateServicesAnnual

Operational Plan

ATSIPS

Annual Operational

Plan

Safer FamiliesAnnual

Operational Plan

IWPsIWPs IWPs IWPsIWPs

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5 STRATEGIC INITIATIVES CATHOLICCARE

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Our new identity of CatholicCare will be widely known and recognised as an essential provider of social services to vulnerable individuals and communities in the Diocese of Toowoomba

KEY PERFORMANCE INDICATORS

• New identity CatholicCare implemented• Results of outcomes of stakeholder engagement plan• Results of annual brand recognition survey• Cumulative results and trends of annual service users satisfaction surveys

STRATEGIC OBJECTIVES MEASURES OF SUCCESS WHO AND WHEN

1 Develop and implement the new ‘brand’ strategy - CatholicCare Social Services New brand approved and implementedBoard/

Director/ Consultant 2016

2

Develop and implement CatholicCare brand tools and resources including• style guide• website• brochures• program overviews

Communication tools and resources approved and implementedDirector/

Consultant 2016

3 Develop and implement a Communication Strategy for the new identity CatholicCare Social Services including social media policy and strategy

• Communication strategy approved and implemented• Results of annual brand recognition survey

Director/ Senior Executive/Consultant

On-going

4

Identify, research and develop a stakeholder engagement plan with the aim of ensuring regular, robust dialogue with all key stakeholders:• individuals and families• Parishes of the Diocese• South-West communities

Results and trends of annual client satisfaction surveysDirector/

Senior Executive On-going

5Design and/or obtain and customise survey processes and practices for:• brand awareness• service users satisfaction• service gap assessment

CatholicCare customised surveying approved and implemented annuallyDirector/

Senior Executive/ConsultantOn-going

6 Conduct annual surveys and publish findings Annual surveys show high brand recognition and satisfaction service users Director/ ConsultantOn-going

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• stakeholder feedback• staff satisfaction

• newsletters• information kit

5 STRATEGIC INITIATIVES CATHOLICCARE

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STRATEGIC INITIATIVE NO 2: ENHANCE OUR STRATEGIC RELATIONSHIPS

CatholicCare will seek to work collaboratively with Catholic organisations both in and outside the Diocese; together theywill ensure CatholicCare continues to meet the needs and expectations of vulnerable individuals and families


• Catholic collaboration of projects delivering service users results and outcomes• Number and values of external partnerships and alliances• Cumulative results and trends of annual service users satisfaction surveys


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Complete a partner scoping exercise with the aim of reviewing all current partnering arrangements; ie.• who are we working with?• who is referring to us?• where are the service gaps?and report findings to the Board

Partner report tabled for reviewDirector/

Senior Executive 2016

2Research and engage with all Catholic providers of community and social services in the Diocese of Toowoomba with the aim of identifying potential service partners

• Diocese of Toowoomba Catholic Forum• Potential Catholic Partners identified

Director/ Senior Executive/Consultant

2017

3 Develop and document strategic partnerships with Catholic organisations in key social services areas such as families and refugees Number and value of partnership agreements

Board/ Director

On-going

4 Research other partnership opportunities for community organisations on key social services areas such as migrants and domestic violence Number and value of partnership agreements

Director/ Senior Executive

On-going

5Develop collaborative projects with other Centacares to improve the operational efficiencies and effectiveness of CatholicCare in South-West Queensland

• Collaboration projects approved and implemented• Results of annual profit and loss statements

Board/ Director/

Corporate Services Team Leader

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STRATEGIC INITIATIVE NO 3: STRENGTHEN OUR ORGANISATION

CatholicCare will ensure it is a financially viable and sustainable provider through the implementation of robust financial management and efficient operational systems and practices that provide timely and accurate data, information and reports


• All financial targets met or exceeded• Cumulative trends and results of annual profit and loss, cashflow and balance sheet statements• All new systems implemented across all sites/services


1 Develop and regularly update the strategic financial plan and ensure the Board robustly monitors and annually reviews the financial plan and strategic plan

• Strategic financial plan approved and implemented• Annual review of financial and strategic plans completed

Board/ CEO/Senior Executive

On-going

2 Develop, implement and robustly monitor annual operational budget Annual operational budget approvedBoard/

Director Annually

3 Fully cost all CatholicCare services and ensure an agreed surplus is factored into service provision Service costings approved and implemented

Director/ Corporate Services Team Leader

2017

4 Ensure CatholicCare has an ICT platform operating effectively across all sites ICT platform enhanced and implemented Corporate Services Team Leader 2016/2017

5

Continually review and invest in the development of systems either individually or in collaboration with other Centacares to support the efficient operation of services ie.• Service User management system• Risk management system• Quality management system• Accounting system

• Operational systems developed and implemented• Results and trends of annual staff satisfaction and service users surveys

Director/ Corporate Services Team Leader

2019

6 Develop, implement, monitor and annually review the operational plan for CatholicCare Annual operational plan developed and approved Director

Annually

0303

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CatholicCare will broaden the range and scope of social services to meet the needsand expectations of vulnerable individuals and communities in the Diocese of Toowoomba


• Cumulative results and trends of annual service user survey• Scope of range of social services providers outside Toowoomba• Results of tender/grant submissions


1 Commission a research project on the current and future demographics and social services needs in the Diocese of Toowoomba Key geographical area and social service programs identified for future growth

Director/ Consultant

2017

2Establish relationship/partnership with local research institute/university to provide evaluation of key current and future social service programs and their impact on individuals and the community

Evaluation findings published on key social services programsDirector/

Program Coordinators On-going

3 Continue to develop evidence-based practice for all social services of CatholicCare Results of independent assessments of programs

Director/ Program Coordinators

On-going

4 Continue to apply for tenders/grants and funding submissions for current and future social services programs Number and value of grant applications

Director/ Consultant On-going

5Strengthen our relationships with the Parishes and agencies of the Diocese to promote and support the social services programs/initiatives in their communities

Parish involvement/support for CatholicCare programs

Bishop/ Director/

Senior Executive On-going

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CatholicCare will continue to invest in its people; the governance and organisational structures that will supportthe development of the Board to govern, and the management staff to deliver quality services and support


• Board succession planning implemented• Accountable governance and organisational structures implemented• Governance and operational policies documented• Cumulative results and trends of annual Board, management and staff performance reviews


1 Complete the Board Renewal Process including governance training and development for Board members

• Appointment of new Chairperson and Deputy Chairperson for Board • Revised governance structure approved and implemented

Board/ Bishop/Director/

Consultant 2016

2Review all governance documents with the aim of ensuring clarity of roles, responsibilities and accountability between the Bishop, the Board and the Director of CatholicCare

• Revised constitution approved and implemented• Succession strategy developed and approved

Board/ Director/

Consultant 2017

3 Develop and implement an annual Board training and education schedule including conferences, site visits, guest speakers and training sessions Results of Board’s annual self-assessment

Board/ Director/

Consultant

4Establish the Director’s Review Sub-committee with agreed terms of reference to review the Director’s roles, responsibilities and performance annually and report to the Board and the Bishop

• Director’s Review Committee established• Director’s annual review conducted and reported to Board

Board/ Consultant On-going

5 Develop and implement the annual Staff Education and Development Plan with the aim of enhancing the professional development of all staff Results of annual staff performance reviews


Annually

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CatholicCare will continue to invest in its people; the governance and organisational structures that will supportthe development of the Board to govern, and the management staff to deliver quality services and support


• Board succession planning implemented• Accountable governance and organisational structures implemented• Governance and operational policies documented• Cumulative results and trends of annual Board, management and staff performance reviews


6Further develop partnership with local universities/TAFE colleges and employment agencies to develop and implement recruitment and training programs for staff

Results of annual staff performance reviewsDirector/

Senior ExecutiveAnnually

7 Ensure the continual development of a supportive/accountable culture of CatholicCare Results of annual staff satisfaction survey


On-going

8Develop a performance management system that contains agreed categories of measurement and performance indicators for the Board, management and staff

Results of annual Board Self-assessment management and staff performance reviews

Board/ Director/

Senior ExecutiveAnnually

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1. Social Services Sector Trends and Issues 23

2. Key Drivers 24

3. SWOT Analysis 26

4. Strategic Development Options 28

5. Strategic Competitive Advantage 29

6. Key Internal and External Stakeholders 30

7. Governance and Organisational Structure 31

8. Strategic Risks 32

APPENDICES

SOCIAL SERVICES SECTOR TRENDS AND ISSUES

Big Picture Trends and Issues Summary

• Federal and Queensland State Government elections over the next two years

• Social Policy Positions and recommendations from the Royal Commission

• Family Law Reform bringing significant changes to e.g. family law, child safety, court processes

• Domestic Violence Report – ‘Not now not ever’ and the roll out of the Respectful Relationship Education Program

• The National Disability Insurance Scheme (NDIS) roll out

• Increasing competition for social services funding

• New ‘For-Profit’ and NfP organisations competing for government funding

• Consumer Directed Care (CDC) Policy Reform – Governments want the consumer to have more choice for their service provider and use of their funding

• Government payment moving from ‘up front’ to arrears

• Government funded programs with requirements of user financial contributions in some cases

• Significant shift to delivering results/outcomes/outputs from funded programs

• The increasing use of available technology, systems and practices to improve efficiencies

• Consolidation of the sector – fewer providers in the future

• Down turn in South-West Region Economic Climate

• Increasing legislation and regulation on government funded programs and service delivery to social services sector

Impacts and implications for CatholicCare

• Must have and market a clear identity in a competitive marketplace - CatholicCare, why choose us?

• Need resources/$ to invest in systems and relevant technologies

• Small providers need to be a specialist and/or work with partners or alliances

• Can we generate surplus funds to reinvest in operation and services?

• Need to show evidence of our practice/results

• Recruitment, retention and development of our workforce will be a critical success factor in the future

• Must be clear on our mission, our purpose

• Research and understand the needs of our communities and the individuals we support

• We may be required to collect fees from clients

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APPENDICES

The board and management examined the Key Drivers both in and on CatholicCare as at 2016. These are summarised here:

FINA

NCES

TR

UST

DIV

ERSI

TY

MISSION S

YSTEM DEVELOPMENT EVIDENCE-BASED IDENTITY WO

RKFORCE GO

VERNM

ENT REFORMS REGIONAL COMMUNITIES COMPLIANCE PARTNERSHIPS &

COMPETITIO

N

CatholicCare is known more broadly in the

community

Further development & implementation

of operational systems to

improve efficiencies

Recruitment,training and retention of our workforce and development of their skills and capabilities

Accurateresearch data

and information will be evidence

that supportsour practice

Social services sector reforms leading to new contract environments

Competition for government funding

Keyrelationships

developed and/or further enhanced

with partners expanding our service scope

Continuing to meet the contractual compliance

requirements

Ourresponse to

the needs andexpectations of

regionalcommunities

Prudent use of limited financial

resources

Build trust in CatholicCare ‘who we are’ to attract service

users

Support theneeds and

expectations of diverse groups in our

communities

CatholicCare’s Mission

KEY

DRI

VERS

ALLIANCES

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SWOT ANALYSIS

What are the strengths, weaknesses, opportunities and threats of CatholicCare as at 2016?

Strengths

• Compassionate, dedicated and competent staff

• Our 30+ years of history

• The diversity and range of our service offerings

• Established ‘on the ground’ relationships and networks

• Our coverage across the region; we have a presence in many towns

• Workforce is a mix of youthful and energetic staff with experience and knowledge

• Strong focus on ‘best practice’ approach to service delivery

• Known and well-recognised for our family and relationship services

Weaknesses

• Our financial position

• Size and capacity of our organisation

• High costs to deliver services across the region

• Minimal recognition of our brand Centacare or new brand CatholicCare

• Confusion between our name Centacare/CatholicCare and the name of funded programs e.g. TRAMS

• Lack of clarity on the mission/purpose of CatholicCare

• Staff are spread thinly across the region

• Systems e.g. accounting system

• Poor retention of staff

• Limited capacity to grow and expand with current resourcing

• Reliance on government funding

• Limited understanding of competition and our marketplace position

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SWOT ANALYSIS

Opportunities

• Transition to new brand - CatholicCare - ‘one-off opportunity’

• Continue to build strong relationships with key stakeholders e.g. funding bodies, communities we service

• Investigate partnerships and alliances within the ‘Catholic World’ to expand service provision

• Work with other Queensland Centacares on joint venture/projects and tenders

• Develop innovative and evidence-based practices with current programs

• Ensure future structures (legal, governance and organisational) are contemporary to allow efficient operations

• Research smaller community organisations linking with CatholicCare through mergers and amalgamations to assist securing our future funding

• Invest in improved systems and IT solutions to increase operational efficiency

Threats

• Large NfP organisations can dominate a customer-driven marketplace

• Continued roll out of Federal and State Government reforms and funding changes

• Government funded programs searching for efficiencies (lowest price) and social returns on investment

• Competition for skilled and experienced staff

• ‘Poaching’ of key staff by our competitors

• Difficult economic climate in the South West Region

• The costs of transition and implementation to our new name – CatholicCare

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STRATEGIC DEVELOPMENT OPTIONS

Option One: Grow and develop the organisation on our own

Option Two: Strategic partnerships or alliances

Option Three: Mergers, amalgamations and acquisitions

Option Four: Sell or Close

CatholicCare’s agreed strategic development options for the next 4 years:

• Grow and develop on our own

• Consider working with partners and form alliances with like-minded organisations e.g. other Catholic providers in the Diocese and other Dioceses

• Mergers and amalgamations may be considered as a future option

• Selling or closing were not considered options at this time.

CatholicCare has four strategic development options:

Grow andGo on our

Own

Sell or Close

StrategicPartnerships

and Alliances

Mergers, Amalgamations or Acquisitions

AgreedStrategic

DevelopmentOptions

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CatholicCare’s Board, management and staff need to understand and continually strengthen the organisation’s competitive advantage

STRATEGIC COMPETITIVE ADVANTAGE

What will keep us effective

and relevant?

What will be unique and distinctive

characteristics that will keep us successful in the future?

CatholicCare will empower individuals and communities to meet the challenges of life and

relationships

‘Catholic World’ CollaborationEffective partnership with Catholic providers across the Diocese and State

Evidence-Based PracticeRecognised for evidence-based practice and results achieved

Acknowledged and RecognisedAcknowledged and recognised as an essential Catholic provider of social services to communities

Professional WorkforceRespected and skilled workforce focused on person-centred practice, results and outcomes

Community EngagementRegular, genuine engagement with the communities we support and our Parishes

Efficient ServicesContemporary systems and technology that support efficient and effective services

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CATHOLICCARE

CATHOLICCARE

KEY INTERNAL & EXTERNAL STAKEHOLDERS

The internal stakeholders are those stakeholder groups which come together to form the organisation known as CatholicCare.

The external stakeholders are those stakeholder groups which connect or engage with CatholicCare. We recognise that in the future we could strengthen and further develop:

• The relationship and interaction of our own internal stakeholders with each other as well as to CatholicCare’s strategic direction.

• The relationship with each external stakeholder group, particularly the

local communities and Parishes

In order to achieve the aforementioned, CatholicCare will:

• Improve communication with all stakeholders/community

• Improve the commitment and contribution of stakeholders

• Ensure open, transparent and accountable processes

• Inform all internal and external stakeholders how CatholicCare is progressing in the implementation of its strategic plan.

Families

Industry Peak

Bodies

Financial Institutions

Bishop

Industry Advisors/

Consultants

Local Communities

Community & Cultural

Groups

Funding Bodies

Local Councils

Government Agencies

Board

Parishes

Management Staff

Volunteers

EXTERNAL STAKEHOLDERS

INTERNAL STAKEHOLDERS

Individuals we support

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GOVERNANCE & ORGANISATIONAL STRUCTURE

Other Taskforces as required

Consultants and/or Advisors

Director

CatholicCare Board

Catholic Diocese of Toowoomba Bishop

GO

VE

RN

AN

CE

GO

VE

RN

AN

CE

OP

ER

AT

ION

S OP

ER

AT

ION

S

Committees Taskforces

Finance Committee

Community Justice Group Coordinator

TRAMS Staff and

Volunteers

Toowoomba

Family Support Program

Staff

ToowoombaRoma

ChinchillaGoondiwindi

Centacare Safer Family Support

Service & PIR Staff

RomaCharleville

CunnamullaSt George

Corporate Services and Administration

Staff

ToowoombaRoma

TRAMS Coordinator

Manager Family Support

Services

Corporate ServicesTeam Leader

Other Committees as required

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STRATEGIC RISKS OF OUR STRATEGIC ‘ROAD MAP’

Agency Catholic Care Toowoomba Name of Respondent Kate Venables Contact Details [email protected]

Risk Category Title Cause(s) and Potential ImpactsGros

Impact Rating

Gros Likelihood

RatingControl Rating/Comments & Control Measures

Control Effectiveness

Net Impact Rating

Net Likelihood Rating

1 Strategic Too much reliance on govt funding (95%) – not diverse enough funding streams

Causes: Lack of untied funds (non-govt) that enable flexible service response to community need. Potential Impacts: Threats to organisational reputation (community perception) and possible ongoing viability if govt funds are reduced/cease.

4 3 Senior management actively seeking alternative funding sourcesExplore possible Catholic connections and possibilities, including CSO, SVHA, and other sponsorship/trust ideas

3 3

2 Strategic Competing in marketplace/sector

Causes: Lack of planning to date regarding the impact of NDIS and consumer-directed care.Potential Impacts: CatholicCare not able to compete in marketplace, so lack of customers threaten its ongoing viability.

5 5 Senior management exploring more diverse service delivery possibilitiesBuilding profile of CatholicCare in communityExploring opportunites that might exist to work with QLD Centacares for state wide tendersExplore other partnerships, consortiums and target effective networking (including Catholic service and support options)

4 4

3 Strategic Limitations in scope of service provision

Causes: Lack of NDIS and consumer-directed careservices delivered in CatholicCare.Potential Impacts: If CatholicCare not able to design, develop and deliver services that appeal to customers then its ongoing viability will be threatened.

4 5 Senior management exploring more diverse servicedelivery possibilitiesCatholicCare opportunities to work within Catholicnetworks (parishes, schools, aged care, Diocesan andSVHS)Expand and develop fee for service businessBe positioning org for new funds expected to flowwith Family Law review work

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Agency Catholic Care Toowoomba Name of Respondent Kate Venables Contact Details kvenables@catholiccare.

services

Risk Category Title Cause(s) and Potential ImpactsGros

Impact Rating

Gros Likelihood

RatingControl Rating/Comments &

Control Measures

Control Effectiveness

Net Impact Rating

Net Likelihood Rating

4 Strategic Consortiums/partnerships – need to be developed

Causes: Lack of significant partnerships/consortiums.Potential Impacts: Lack of partnerships/consortiums could lead to lack of successful render opportunities.

3 5 Senior management exploring new partnering possibilities, including Centacare/CatholicCare partnering opportunities for statewide, or across state lines

3 3

5 Strategic Impact of name change to CatholicCare

Causes: Change of name to CatholicCare, whilst Royal Commission is proceeding.Potential Impacts: Loss of customers/clients due to reputational damage or lack of understanding about client base (more than Catholics); staff not brought on board

3 3 Rebranding project will work towards developing brand that is inclusive of all community members; concurrently working on promoting Catholic brand internally and externally. 12 month rebranding project, with name change

3 2

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ENDORSEMENT

The Bishop of the Diocese of Toowoomba has reviewed and discussed the CatholicCare Strategic Plan and the CatholicCare Board have agreed to support and finance its implementation subject to detailed and agreed financial documentation being presented, when and where required, subject to continual and timely review by the Board.

The CatholicCare Board seek the implementation of the CatholicCare Strategic Plan via the Director.The quarterly monitoring and annual reviewing of the Strategic Plan is the responsibility of the CatholicCare Board.

Kate VenablesDirector CatholicCare Social ServicesPO Box 1733Toowoomba QLD 4350

T : 1300 477 433E : [email protected]

John OliveChair

Kate VenablesDirector

Dated:

Dated:Patrick HerdPrincipal Consultant Community Business AustraliaPost Office Box 227PADDINGTON BC Queensland 4064T : 07 3368 2575 M : 0404 646 961E : [email protected]

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Documents

Strategic Plan · · 2017-08-10SWOT Analysis 26 5. Strategic Development Options 28 ... Strategic Plan Allocation Matrix Family Support Annual Operational Plan TRAMS Annual