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Strategic Plan JULY 2014 - JUNE 2017
About Anglican Care
We exist to provide Excellent Care and Enhanced Lifestyles
The values that are the foundation of what we do are
> Encouragement all individuals can realise their potential
> Integrity doing what we say we will do
> Excellence strive for best practice
> Communication inclusive and consultative
> Respect consideration for other people’s views
> Safety physical and emotional
> Compassion empathy and understanding
P� | Anglican Care Strategic Plan JULY 2014 – JUNE 2017
Anglican Care, as a provider of contemporary aged care services within Christian values, aims to
enhance the wellbeing and quality of life of its residents, consumers and their families and carers.
Anglican Care provides its services in a way which seeks to include all members of the community in an
inclusive and non discriminatory way.
John Kilpatrick Chairman
Strong strategic planning processes
are essential for the progress of any
service. This is particularly important
at a time of continued change in the
provision of aged care services. It is
imperative that we identify challenges
and opportunities which will enable us
to continue to deliver quality services
for all of our residents and consumers.
Our reason for exisiting and the values of
Anglican Care are especially important
in our development of a Strategic Plan
as they underpin what we want to
achieve in the provision of our many
services over the next three years.
The Plan will be supported by a specific
operational plan which will be the
result of extensive work by many of our
dedicated staff within Anglican Care.
We have a wonderful history of care and
concern developed over many years but
we need to be constantly looking forward.
We have quality management, a wonderful
staff, extraordinary volunteers and a
caring Board committed to ensuring
excellence in our services and continued
growth. In presenting Anglican Care’s
Strategic Plan I look forward to the
continued success of Anglican Care in the
provision of quality aged care services
within Christian values throughout the
Hunter, Central Coast and Manning Regions.
I have much pleasure in commending
the Strategic Plan of Anglican Care for
2014-2017.
A Message from the Chairman and Chief Executive Officer
Anglican Care Strategic Plan JULY 2014 – JUNE 2017 | P�
Rigorous strategic planning and
guidance is a fundamental pillar of
good governance in any organisation.
Effective strategic planning will include
a broad scan of the environment in
which any organisation operates and
also include an assessment of the
organisations internal capabilities.
The process of strategic planning
fundamentally sets the agenda for
organisational development and reform
for the next foreseeable period.
The actual process of strategic planning
is almost as important as the plan
itself and on this occasion, almost 50
of Anglican Care’s leaders and senior
managers have contributed to its
content. This collaborative process has
been important, not just because it
identifies those things that need to be
achieved in the medium term future,
but it helps gain a broader understanding
of the rationale behind each of the
initiatives and proposals and helps gain
consensus that those things indeed need
to be done as well as giving a relative
priority to each initiative.
The next few years are going to witness
enormous reforms in aged care across the
full spectrum of Anglican Care’s activities.
The community and social environment
in which Anglican Care operates will also
evolve during that time. There has been a
great deal of effort contributed by many
to this Strategic Plan and I am confident
that in pursuing the various objectives,
Anglican Care will be in a stronger position
to continue the provision of innovative
programs which result in excellent care
and enhanced lifestyles for our residents,
consumers and their families.
I look forward to the contribution of
our Board, Management Team, Staff,
Volunteers, and members of the broader
Anglican Care community in pursuing
the objectives and goals outlined in the
Strategic Plan. I am confident that their
attainment will result in the enhanced
wellbeing of the organisation and the
people whom we are privileged to serve.
Colin Osborne Chief Executive Officer
P� | Anglican Care Strategic Plan JULY 2014 – JUNE 2017
Strategic PlanningOur Process
Anglican Care has an established history
of strategic planning and review. The last
strategic planning process undertaken
by Anglican Care was in 2011 and there
was an expectation that many of the
objectives identified as a result of that
process would be achieved or significantly
progressed in the 3 year period ending
June 2014.
In the latter part of 2012, Anglican
Care introduced a revised operational
planning and monitoring system which
enabled incremental progress toward
the achievement of strategic objectives
to be tracked at both a managerial and
Board level, and as at May 2014, the
organisation can demonstrate a relatively
high level of achievement of the goals
identified three years ago.
The early part of 2014 has witnessed the
collaboration of Anglican Care’s Senior
Management Group to identify the
strategic objectives for the next three
years and set the organisational agenda
for the period July 2014-June 2017.
As a prerequisite to identifying objectives
in 11 key result areas (consistent with
previous Strategic Planning templates)
the fundamental reason for Anglican
Care’s existence and the values which
underpin the way in which it operates
were reaffirmed with a number of minor
revisions reviewed and reaffirmed.
This document gives a high level
assessment of the broader environment
in which Anglican Care operates, which
provides some context for the strategic
objectives which have been identified. It
also includes an overarching statement
for each of the 11 key result areas.
Those statements are broad statements
of intent, strategy, and objective.
This Strategic Plan document is of a high
level, strategic nature. Subordinate to
the Strategic Plan, is a highly detailed
operational plan which outlines each
strategy, activity and project which will
be undertaken to contribute towards
attainment of each of the strategic
objectives. For any given strategic
objective, there may be a myriad of
individual activities, tasks, projects
or strategies that are recorded in the
operational plan, all of which are targeted
at contributing to the attainment of the
relevant strategic goal. The operational
plan also includes identification of the
member of the Corporate Executive
Group who has primary responsibility
for implementation of each action,
task or project and a schedule for
implementation. The operational plan
is compiled in a format which allows
periodic updating of the status of each
action, thereby becoming a cornerstone
reporting mechanism by which the
management team and the Board are able
to monitor progress of implementation.
The Strategic Plan and subsequent
operational plan has been developed as a
result of a facilitated process, including
more than 50 of the organisation’s senior
people. The content of both plans reflect
those things that the leaders within
Anglican Care consider to be essential
for the organisations future growth
and wellbeing. There is a high level of
consensus that pursuit of the objectives
outlined in the Strategic Plan by
implementation of the actions included
in the operational plan are essential if
Anglican Care is to fulfil its core reason
for existing, being the provision of
excellent care and enhanced lifestyles
for ageing members of our community.
Anglican Care Strategic Plan JULY 2014 – JUNE 2017 | P�
Anglican Care will have a defining
culture founded on the understanding
and practical application of the
organisation’s reason for existing and
values. Anglican Care recognises and
acknowledges our staff and volunteers
who are dedicated to the care of
others. Every day Anglican Care staff
have the opportunity to touch the lives
of our residents and consumers and
demonstrate their commitment and
dedication.
Our staff, volunteers and chaplains are
the most important resource we have
in the organisation. There are many
challenges facing the human services
industry including the ageing population,
increasing demand, higher consumer
expectations, rising costs, technological
advancements in consumer care and
increasingly complex care needs within
the population. We believe by investing
in our people we will be able to provide
a solid foundation for service delivery.
The rapidly changing environment means
that Anglican Care needs to be adaptable
and innovative to meet resident and
consumer needs. As Anglican Care grows
we will ensure our people have the
skills, experience and resources to best
meet the needs of our consumers.
The retention of our staff will be critical
through flexible work practices, reward
and recognition strategies, whilst engaging
our staff with the values of Anglican Care.
We will continue to explore opportunities
to ensure we are recognised as an
employer of choice.
Our People Our Culture
P� | Anglican Care Strategic Plan JULY 2014 – JUNE 2017
Our Profile
Anglican Care is an innovative provider
of quality services for seniors. Operating
in excess of 55 years, Anglican Care
is highly regarded for the quality of
care provided by our skilled and caring
staff. From the first residents located
at Booragul in the Lake Macquarie
Local Government Area in 1956, the
organisation now cares for in excess of
1200 residents and consumers, employs
approximately 800 staff and has a
volunteer workforce of close to 400
dedicated people.
The aged care ministry of the Anglican
Diocese of Newcastle, Anglican Care is
a not for profit organisation operating
throughout the Hunter, Central Coast
and Manning Regions.
Anglican Care’s core business is to
provide a range of services which
include:
> Residential Care
> Community and Home Care
> Retirement Living.
This continuum of care enables residents
and consumers to choose services that
suit their individual needs thereby
promoting enhanced levels of wellness,
independence and socialisation.
As articulated in this Strategic Plan, it
is Anglican Care’s vision to build upon
its strong brand, reputation and profile
within the communities in which it
operates to enable the organisation to
meet the demands of the current, and
future, generations of older persons.
The provision of services is continually
monitored to ensure we are meeting the
changing expectations of consumers.
We strive to provide a unique customer
experience within our organisational
values that enhances the quality of life
of our residents and consumers.
Anglican Care Strategic Plan JULY 2014 – JUNE 2017 | P�
Opportunities and Challenges
Ageing Population
One of the most significant current
social challenges is that we have a
population that lives longer. Consistent
with international trends, the population
of Australians over the age of 65 is
continuing to rise with improvements in
health care, life style, declining fertility
and mortality rates. Growth rates of the
oldest segments of the population will
accelerate over the coming years, as the
baby boomer generation enters old age.
The number of people aged 75 years
and over is projected to increase by
about 4 million between 2012 and 2060.
The most striking illustration of ageing
is the growth in the population of
people surviving past 100 years of age.
In 2012, there was roughly one person
aged 100 years old or more to every 100
babies born.
By 2060, it is projected that there will
be around 25 centenarians for every 100
babies born, and with continued small
increases in longevity, by 2100, there
will be more people aged 100 or more
years than babies born in that year.
With the older Baby Boomers reaching
68 years of age in 2014, the impact of
this generation and their heightened
expectations regarding their quality of
life and care will have a vast impact on
aged care providers. As a well-informed
and educated generation, the Baby
Boomers will expect increased levels of
consultation and involvement into their
ongoing needs as they age.
In planning services for the future,
consideration of international trends,
national and local trends in service
demand, pending changes to industry
regulation, regional demographic
growth, age of current assets, workforce
trends and challenges and technological
opportunities need to be considered.
As a provider of aged care services
we have the opportunity to support
these older people to live healthy and
productive lives.
Future Workforce Issues
The demand for aged care workers is
expected to significantly increase as a
result of the increasing number of older
Australians requiring care and support
and a relative decline in the availability
of informal carers. Anglican Care is well
aware of how difficult it is to attract and
retain workers. These difficulties are
expected to intensify due to increasing
competition for workers as the overall
labour market tightens in response to
population ageing. There needs to be
workforce strategies to address these
difficulties including paying competitive
wages, improving access to education
and training, and developing well
articulated career paths. Aged care
workers will need to be adaptable, given
they will need to provide services to an
increasingly diverse consumer base in a
wide range of settings.
The role of volunteers is vital in
improving the quality of life for older
people. The potential pool of volunteers
is expected to increase in the future as
the baby boomer generation retires,
however there will be competition for
these skilled volunteers.
New models of care and the use of
assistive technology may reduce labour
intensity and alter the skill mix required
in the delivery of aged care services,
however most technologies adopted will
more likely support the workforce.
Opportunities and Challenges
P� | Anglican Care Strategic Plan JULY 2014 – JUNE 2017
Property Development Plan
Anglican Care has very significant land
holdings and a large number of facilities
across the Hunter, Central Coast and
Manning Regions. These facilities
include some recently constructed
buildings of excellent quality and also
a number which, despite intensive
maintenance, have reached the end of
their effective service life.
In 2013, Anglican Care compiled a
Property Development Plan, the aim
of which was to identify a strategy for
renewal, replacement, and enhancement
of the buildings throughout its property
portfolio.
The strategy was compiled taking into
account a number of factors including:
1. NSW Legislation mandating installation
of Fire Sprinkler Systems
�. Living Longer Living Better (now
Healthy Life, Better Ageing) reforms
�. Changing market conditions and
expectations of consumers
�. The status of planning for the Toronto
redevelopment
�. Acquisition of Storm Retirement
Village in Taree
�. Capitalising on strategic locations
�. Potential divestments
�. Project management and coordination
capacity
The strategy also noted a number
of potential interrelationships and
dependencies amongst the proposed
individual projects on each campus.
The Property Development Plan is
periodically reviewed to take into
account emerging opportunities or
changes in the aged care environment.
Aged Care Reforms
The announcement of the Living Longer
Living Better (LLLB) reforms in 2012,
subsequently retitled Healthy Life
Better Ageing in 2013 by the Liberal
Government, will have a major impact
on Anglican Care progressively over the
next three years.
The basis of the reforms is to give
Australians more choice when it comes
to their own aged care. The future
for aged care will be more consumer
directed with the structure of aged care
changing, giving the individual a greater
level of control over how and where
they use their funding. The reforms
also consist of increased funding for
Home Care packages as well as changes
in the way consumers pay an increasing
share for aged care including a greater
focus on means testing and less reliance
on bonds in residential care.
The reforms have provided, and will
continue to provide, Anglican Care with
the opportunity to assess our current
services and how we deliver them to
ensure we are meeting the needs of
older people and their families. As
an organisation we need to ensure we
understand the needs and motivations
of consumers, particularly due to the
increased levels of consumer choice.
The competition for aged care providers
will increase significantly, meaning we
need a higher level of customer service,
responsiveness and the ability to be
flexible in service delivery.
Anglican Care has been preparing for
these changes over the past 12 months,
having assembled a number of internal
working groups that are responding to
the different areas within the reforms.
This work will continue to evolve and
be developed through this Strategic
Plan, ensuring that Anglican Care
positions itself so that our residents and
consumers receive the highest quality
services.
Our Key Result Areas
1. Promoting Long Term Financial Viability
We will ensure Anglican Care is managed in a way which is financially sustainable to
guarantee its wellbeing in order that we can continue to provide quality facilities and
services to our residents, consumers and families.
�. Workforce Planning and Development
We will have training, monitoring and succession planning processes in place to ensure
we have the qualifications, skills and experience to provide care and services to our
residents and consumers which are contemporary, safe and of excellent quality.
�. Development of new Care Models
We will assess the requests and needs of each resident/consumer as they join the
Anglican Care community and develop individually tailored service packages which
result in customised care whilst encompassing independence, choice and enablement.
�. Asset Management and Property Development
We will continually reinvest in the capital fabric of Anglican Care to ensure our services
provide an environment conducive to providing excellent care and enhancing the
lifestyles of our residents and consumers whilst also promoting the delivery of care and
services by our staff that are contemporary and safe.
Anglican Care Strategic Plan JULY 2014 – JUNE 2017 | P�
P10 | Anglican Care Strategic Plan JULY 2014 – JUNE 2017
�. Exploiting Existing and Emerging Technology
We will invest in equipment and technology which enhances our capacity to provide
services to residents and consumers. We will use these systems to streamline service
delivery and improve the experience of our residents and consumers.
�. Improving the Customer Experience
We will seek to provide care and services to all of our residents, consumers and families
and will interact with them in every way that is reflective of our values with the aim
of enhancing each individual’s quality of life.
�. Governance, Risk Management, Quality and Compliance
We will ensure the governance and management of Anglican Care satisfies the highest
standards of compliance, integrity and contemporary practice with a view to ensuring
that the purpose for which Anglican Care was established is upheld and the objectives
outlined in this Strategic Plan are achieved.
�. Expanding the Range of Services offered by Anglican Care
We will interact with our residents, consumers, families and the broader community to
develop new services and products which address the needs, wants and expectations
of potential customers.
Our Key Result Areas
Anglican Care Strategic Plan JULY 2014 – JUNE 2017 | P11
Our Key Result Areas
�. Meeting the expectations of the next generation of aged care consumers
Anglican Care recognises that generational change will be accompanied by revised
expectations of those to whom we provide care and services. We will continually
monitor and revise our services, and the way in which we operate, to ensure that the
facilities, care and services we provide meets those expectations.
10. Enhancing the reputation of Anglican Care
We will create a strong Anglican Care brand in the broader community based on the
quality of care, services and the environment we provide to residents, consumers and
families by ensuring that our actions reflect the values of Anglican Care and that the
governance of the organisation meets the highest standards.
11. Development of new Service Models
We will ensure we proactively revise existing service models and develop new ones
which meet the expectations of residents, consumers and their families based on fact,
data, research and feedback.
Hunter, Central Coast and Manning Regions
Administration:
0� ���� 0000www.anglicancare.com.au
Eclipse Media Events and PR August 2014
Images by Grant Sproule
