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