Specific Strategic Objective >

To research, develop and pilot innovative solutions for future service requirements within a three to ten year planning horizon.

Actions Measurable Outcomes

11.1 Based on research, BCS will lobby government for

funding to establish innovative solutions to meet

the needs of carers.

Complete a research study which identifies the needs

of carers.

A new, creative and robust carers’ program will be in

action, receiving appropriate government funding and

enhancing our support to carers.

11.2 Through demographic research and planning

implement the Property Redevelopment Masterplan

in order to deliver the BCS Service Delivery Model.

Capital requirements for the 5+5 Property

Redevelopment Masterplan secured and program

commenced.

11.3 Through structured, evidenced-based

research we will:

• increase BCS’ capability to meet future

service needs

• build our profile across relevant industry sectors

• have a stronger role in influencing government

policy based on our research findings

Undertake one evidence-based research project

each year.

11.4 We will implement a Client Services Centre (Call

Centre), following approved research, business

case and pilot phases.

Research and business case completed in 2008. Pilot in

2008-09, with implementation 2009 on.

11.5 The Age Friendly Home (AFH) will be further

enhanced, incorporating the latest research in

assistive technologies.

The AFH will be actively promoted among our

stakeholders and in the wider community, with

increasing internal and external profile.

11.6 In partnership with key stakeholders we will pilot,

evaluate and establish the business case for BCS

TeleCare and its integration with the BCS Service

Delivery Model.

Existing pilots evaluated in 2008 and integration with

BCS Service Delivery Model from 2009, based on

approval of business case.

11.7 Actively pursue large-scale pilot funding for BCS

TeleCare with Federal and State governments.

Wider implementation will be considered post

evaluation from 2011, pending successful government

funding.

11.8 We will research opportunities to provide disability-

supported accommodation in high-need areas,

where BCS can make a demonstrated, value-

added difference.

Complete investigation of opportunities in partnership

with MS Society and commence pilot service in

2008/2009.

We will implement a pilot support program for younger

people with dementia.

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Specific Strategic Objective >

To continue to build BCS’ public profile with an emphasis on our Christian based and innovative approach to service delivery and a growing influence on government policy.

Actions Measurable Outcomes

12.1 Develop “top of mind” brand recognition as a

major provider of Christian community-based

services.

Market research confirms improved brand recognition

within the BCS target markets.

Branding, marketing, media and advertising

protocols clearly established and followed across the

organisation.

12.2 Cultivate stronger relationships across all three

tiers of government, ensuring BCS is seen as a

respected and influential voice in policy setting.

Government direction and policy will support the BCS

Service Delivery Model and other innovative solutions.

12.3 BCS is represented in peak industry and

government forums and has an active and

respected voice.

BCS has an established and growing profile in the

human services industry with resultant effective media

coverage.

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> Innovation Culture

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“I have thoroughly enjoyed my nine

years working at BCS, gaining a

wealth of experience in delivering

welfare programs to children,

young people and families. I’m very

passionate about providing children

and young people with a safe and

nurturing environment and helping

them access opportunities to heal

and grow.

Each of the staff teams I have

worked with have shared my

passion and together we continue

to make a difference in the lives

of children, young people and

families.”

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Our Strategic Plan in SummaryOur MissionTo express Christ’s love as we serve individuals, families and people in the community who have unmet spiritual, emotional or physical needs.

Our VisionTo be a passionate, innovative Christian organisation bringing life-transforming care to our clients.

MarleinaDementia Consultant

Marleina’s role as Dementia

Consultant at BCS has seen her

focus on a number of life-changing

projects for Australians living with

dementia in the past year.

“I really enjoy the genuine

opportunity to provide support

and improvement in the quality of

life for people with dementia, both

the individual, and their families.”

Our Strategic

> Overtly Christian

> Intentionally client focused

> An employer of choice

> Highly effective business processes

> An innovation culture

Our Strategic Priorities1. To continually promote and develop BCS’ Christian

essence.

2. To develop effective tools that will measure stakeholder

needs and requirements, leading to continuing

performance, satisfaction, achievement and financial

sustainability across the organisation.

3. To build our expertise and reputation as an industry leader

in the provision of quality dementia care.

4. To implement the integrated “BCS Service Delivery Model”

and develop local BCS Community Centres.

5. To expand LifeCare Services Division programs, with a

focus on community-development centres in areas of high

social need, supported by targeted fundraising.

6. To develop Community Villages (independent living units) to

enhance the independence of older people and meet the

changing retirement needs of “Baby Boomers”.

7. To develop a workforce culture that leads to BCS being

an industry leader in staff recruitment, satisfaction,

effectiveness, communication and retention.

8. To ensure that BCS continues to have appropriate

information technology systems in place to meet growing

business requirements.

9. To ensure the Business Excellence and Risk Management

frameworks are embedded into the BCS culture, with

particular emphasis on Continuous Improvement across

the organisation.

10. To explore new revenue-generating commercial ventures,

which leverage our expertise and services, with the aim of

expanding BCS-funded ministries.

11. To research, develop and pilot innovative solutions for

future service requirements within a three to ten year

planning horizon.

12. To continue to build BCS’ public profile with an emphasis

on our Christian based and innovative approach to service

delivery and a growing influence on government policy.

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BCS (Baptist Community Services - NSW & ACT)28A Cambridge St Epping NSW 2121 (PO Box 655 Epping NSW 1710)Tel: 1300 ASK BCS (1300 275 227) or (02) 9023 2500Fax: (02) 9023 2501 Email: ask@bcs.org.au Website: bcs.org.au ABN 90 000 049 525