2016-2020

Future Directions Summary

1

Listening and relatingWe listen to people and seek to understand their needs.

Enabling choiceWith creativity and wisdom, we enable people to choose and to engage in life through activities they enjoy, find satisfying and from which they derive dignity and self-respect.

Tailoring careWe believe that providing excellent and responsive clinical care flows from knowing and understanding the person.

BelongingWe believe that feeling safe is crucial for people’s well-being. We recognise the value of feeling in control and ‘at home’.

Partnering with family and friendsWe actively encourage family and friends to be our partners in care.

Engaging with communityWe encourage people to be involved in their community and we will connect with the communities in which we serve.

Equity and accessWe seek to serve the disadvantaged and those unable to care for themselves.

Nurturing the whole personOur Christian motivation means that we nurture the spiritual well-being of people, as well as meeting their physical and emotional needs.

Serving with passionWe only want staff and volunteers who enjoy serving others and demonstrate this in their behaviour and attitude.

Learning and developingWe build the knowledge and skills necessary to do our jobs well and develop satisfying careers. We all use what we learn.

Being creative and innovativeWe seek to research, develop and improve care and services. We encourage creativity and innovation.

Communicating wellWe communicate honestly, openly and in a timely manner.

Respecting confidentialityWe protect the privacy and confidentiality of those we serve and with whom we work.

Being wise with resourcesWe will manage resources effectively and sustainably.

Managing risks for better careWe manage risks in an intelligent and measured way rather than seeking to eliminate them.

Valuing teamwork and sharing responsibilityWe respect and value each other, our different roles, and the diversity of team members. All staff members share responsibility for our services and work together to reach common goals.

How we serve others How we work together

Our mission Our passion is improving

quality of life for people in need

We serve people with complex health or aged care needs, regardless of their circumstances.Our mission in action

The work of HammondCare is motivated by the Christian principles and values expressed in the words and deeds of Jesus Christ. HammondCare believes in the value of all people as made in the image of God and as loved by God. We are therefore called to show the same love, with compassion and respect, for people in need.

Our motivation

AGED CARE • COMMUNITY CARE • HEALTH+HOSPITALS

I am delighted to present this summarised version of HammondCare’s Future Directions 2016-2020. As the name suggests, this document outlines the broad strategic directions for the organisation over the next five years.It is not a prescriptive plan for the future but rather its purpose is to outline broad trends and objectives for our organisation. This document encourages us to continue to be bold and imaginative as we consider what HammondCare will look like in 2020. It invites us to pause and take stock of where we are today, where we’d like to be in five years and to think about what we need to do to get there.While this sets broad directions, each year we also develop a business plan which lists in detail the projects and activities that will be completed in the following 12 months in order to achieve our aspirational 2020 goals.A key component of our vision for 2020 is to continue to focus on what we are passionate about and what we

can be the best at, i.e. sharp clarity around our differentiators. We will also be developing exciting initiatives around integrating our services and the provision of new services for those in need. We also commit to further support and empowerment of our staff and volunteers through the way we structure, enable and develop our teams and individuals.Our approach to service development is driven by models of care which focus first and foremost on meeting the individual needs of the person we support. At the same time we are also reaffirming our commitment to thought leadership and innovation through our increasing contribution to research and educational activities.We undertake a comprehensive review of our strategy every two years. Unsurprisingly this Future Directions plan is consistent and builds upon the previous plan rather than introduce any significant swing to a new direction. In that context it is very pleasing to reflect upon some of our achievements since our last plan

in 2013, such as: the introduction of a new at-home palliative care programme; the transformation of Greenwich hospital with a substantial upgrade of facilities and services in rehabilitation, palliative care and older person’s mental health; and our expansion to Victoria with the provision of new residential and home care services.As we grow and the scope of our activities expands, HammondCare remains committed to our mission: to improve the quality of life for people in need. That is why we exist. In particular we will support people who are marginalised and disadvantaged – those whose needs are neglected or overlooked. As always, we are motivated today by the understanding that all people are made in the image of God and are loved by Him.I hope you find the vision for HammondCare presented here both stimulating and inspiring.

Dr Stephen Judd BA PhD Chief Executive

introduction

3A mission driven organisation

historyOn 12 February 1932, 800 men gathered at St Barnabas’ Church on Broadway, in Sydney. They were there to apply to be part of an uniquely successful social experiment set against the backdrop of the Great Depression. With unemployment running at 33 per cent and most people renting rather than owning their own homes, thousands of families unable to meet their rental payments were being evicted.The men at St Barnabas had responded to the invitation of a radical, philanthropic social activist –Canon Robert Hammond, the church’s rector. While his existing social relief programs were some of the largest emergency relief programs in Sydney, Hammond’s new idea, a ‘pioneer housing scheme’, sought to bypass the inefficiency of temporary charity and heal the family victims of unemployment, hunger and eviction. The plan was simple: a family would rent to purchase a simple wooden home on one acre of land for five shillings per week with no deposit and

no interest. They would use their child endowment payment to achieve this and would own their own home in less than eight years. Bob Hammond did not wait for the government to act; he did not wait for others to provide financial support.Instead, he cashed in his own life assurance policy to buy the land so that on 20th November 1932 the first houses were opened. By 1939 the settlement had grown into the suburb of Hammondville with more than 110 houses, a shopping centre, post office, school and community hall. By the 1940s, with the land settlement scheme complete, the organisation turned its attention to the needs of the aged. The initial focus was ex‐servicemen and their families and old‐age pensioners. However, by the 1950s Hammondville Homes for Senior Citizens was one of the first integrated aged care services in Australia, consisting of self‐care units, hostel and nursing accommodation, particularly targeting older people who were financially disadvantaged.

Since the early 1990s, HammondCare has increasingly focused on the needs of people affected by dementia. We are now recognised in Australia and internationally for our expertise in the development of dementia specific services and our community programs have been characterised by innovation and a focus on those clients whom others will not support.Since 2008, HammondCare has moved towards a convergence of services catering for people with complex health and aged care needs. We have done this by expanding our focus to include rehabilitation, pain, older persons’ mental health and palliative care. This initially occurred through the acquisition of Hope Healthcare in 2008, which brought valuable synergies and broader, compatible service opportunities. In 2015, HammondCare is 83 years old. The world has changed since 1932. However, there are three consistent and persistent organisational traits that are intrinsic to our character and culture:

A mission driven organisation

2

onIndependent Christian Charity

IndependentThroughout our history, HammondCare has been highly independent. HammondCare is not owned by any denomination. This has had major benefits in that HammondCare is able to move to wherever there is an identified need without consideration of, for example, diocesan boundaries.HammondCare has also been independent in what it has done. It has not followed other organisations but has initiated new activities in direct response to real needs. In this way HammondCare has always stood out. Over the years HammondCare has continued to have a highly differentiated position in the market place.

ChristianIn our Motivation statement we say:“The work of HammondCare is motivated by the Christian principles and values expressed in the words and deeds of Jesus Christ. HammondCare believes in the value of all people as made in the image of God and as

loved by God. We are therefore called to show the same love, with compassion and respect, for people in need.”“I was hungry and you gave me food, I was thirsty and you gave me drink, I was a stranger and you made me welcome, naked and you clothed me, sick and you visited me, in prison and you came to see me... whenever you did this to one of the least of my brothers and sisters, you did it to me.” Matthew 25:35 ‐ 40

We must identify and understand the gaps in care for those who need our help and find real solutions by doing things that no one else dares to do.

CharityHammondCare has always been a charity. Our charitable nature was evident from the initial land settlement scheme through to today, where around 40 per cent of our aged care residents are supported or ‘concessional’ and our hospital beds are available to patients regardless of their circumstances.

With the changing demographics and increasing wealth of older people, it could be easy for HammondCare to become less focussed on being charitable in our health, residential and community aged care services. This must not be the case.

If we are a charitable organisation committed to focusing on those who need our help, like the Good Samaritan we must not ‘walk on the other side’. We cannot ignore or decline to do things because they are too hard, they involve risk or are unprofitable. The role of HammondCare as a charity is not to be safe and comfortable. Our primary goal is not HammondCare’s prosperity. Our total focus is people in need, regardless of their position, faith or circumstances. It is our mission and privilege to identify and understand the needs of needy people – often facing the hardest times life has to offer – finding real solutions that address those needs.We must be known as:

our motivationAs an independent Christian Charity, the explicit and understood motivation for HammondCare’s activity is Christian compassion – not merely feeling sympathy or empathy but engaging with other people and putting ourselves in their shoes.

“What good is it, my brothers and sisters; if a person claims to have faith but has no deeds? Suppose a brother or sister is without clothes and daily food. If one of you says to him ‘Go, I wish you well; keep warm and well fed’ but does nothing about his physical needs, what good is it? In the same way, faith by itself, if it is not accompanied by action is dead.” James 2:14‐17.

Deeds, more than words, have characterised the Christian nature of HammondCare and must continue to be the means by which we express the Christian hope within us.

5A mission driven organisation 4

Out of HammondCare’s identity and motivation (the ‘who’ and ‘why’), six important concepts have emerged which inform and shape what HammondCare does. These concepts are constant reminders of what HammondCare must not forget in our planning and operations.1. Relationship2. Belonging3. Spirit4. Marginalised5. Risk6. Citizenship

1. RelationshipOur motivation statement says we believe that all people are made in the image of God. This means that all people reflect the Personhood of God. The value that we place on people is based not on how beautiful they are, or how good they are at their jobs, their potential or any other abilities they might have. Their personhood – and the value we place on that – is derived from the fact that they are made in God’s image. Our God is a God of relationship, and our relationships must reflect that. We are human beings not human doings.At HammondCare we believe that personhood is a status directly bestowed by God. This is not just an abstract concept. It has huge implications for our programs and services. The reality is that our relationships with people who need our services are sometimes impaired – dementia, stroke, psychiatric illness or other deteriorating diseases can inhibit communication and affect our relationships. Our challenge is to work towards finding ways we can best communicate with people who have severe communication difficulties so that we can truly say that we are an organisation of relationship.

Our work in life engagement – from the most able to the most disabled – is one area in which this belief informs what we do. The work of our pastoral care staff, either independently or in conjunction with our medical, nursing, allied health care and direct care staff, is another example. Our increasing determination to improve community engagement (including volunteering) is another example of bringing community and care together for mutual benefit. These are ‘hows’ that all our staff, regardless of Christian commitment or otherwise, can heartily subscribe to, confident in the knowledge that they will be supported within an organisation for which relationship is a key concept.

2. BelongingHome is a much used and abused word in health and aged care – services are often referred to as ‘homelike’ which are often anything but.What do we mean by home? How do we know when we’ve found it? How does the ‘who’ and the ‘why’ inform our understanding of ‘home’?Home is a place where we feel most ‘at home’ and most at peace – and to which we have greatest joy returning after long absences. Yet, as we age, we realise that life is indeed a long search for home.There is a deep connection between our Christian character and what HammondCare does in people’s own homes, in our residential services and in our hospitals. The significance of the concept of home must continue to drive HammondCare’s work. It is not something that is ‘nice‐to‐have‐if‐not‐too‐inconvenient’, it is a ‘must have’! It drives us to create physical and social environments where people feel that they belong – places where people can be secure and feel independent and esteemed, even if they aren’t travelling well at the moment.

The concept of belonging is not just about the physical environment, but also the social. If home is where we belong and where we feel a sense of control, then the activities that go on in our residential and hospital services are fundamental to promoting that concept. Can I have a cup of tea when I want one? Can I get my own? Am I regularly supported and affirmed in doing familiar things that I personally like or even to attempt stimulating and creative activities that I have never tried before? Are we seeking to identify ways of facilitating patient control in our hospitals? One of the challenges of the next five years will be ensuring that these ideas influence what we do in our sub‐ acute services as much as our aged care services.

3. SpiritOur Christian character means that providing for the spiritual and emotional needs of our patients, residents and clients must be at the very forefront of what we do. It is not marginal, an optional extra. It must be at our very core.We believe that giving people the opportunity to find meaning in life and, further, to make sense of life for themselves is fundamental to their wellbeing. That is our definition of “spiritual care”.We believe that people experience spirituality because all people are made in the image of God; a God whose personal characteristics of moral sensibility and creativity are shared by humans alone among the Created Order.The motivation for our services is God’s love for his creation, fully expressed in the life and teaching ofJesus Christ. God is a God of love, of unconditional love. We witness to God’s love both by making known

expressing our identitythe good news of Jesus and by the quality of our care and services.This message is what underlies our commitment and approach to pastoral care. Discussion about God and faith is encouraged throughout HammondCare. It is important to note that Jesus Christ preached the Gospel and healed the sick. He exhibited his love not through one or the other, but through both. That has been the hallmark of HammondCare since the 1930s. We commit to maintaining that approach.

4. MarginalisedHammondCare was founded with a deep focus on the marginalised and our commitment to the needy remains today. Forty per cent of our aged care residents are financially disadvantaged and our focus on dementia care since the 1990s has been an expression of caring for the marginalised. An increase in the attention to older persons’ mental health in aged care settings is part of our intentional approach to focusing on the marginalised. There is probably no group of people more marginalised than those who are older and have psychiatric illness or dementia. The success of the Special Care Program is one example of how HammondCare has chosen to serve those people for whom no one else will care, because of the complexity of their needs. In the coming five years we have unique opportunities to do more in the area of older persons’ mental health, integrating both medical and social services.We will also explore services which provide a home and support to older people who are homeless or at risk of homelessness, drawing on our expertise in dementia and older person’s mental health.

5. RiskHammondCare’s past, present and future has been characterised by an appetite and enthusiasm for risk: across all of our services, we will proactively identify, measure and manage risk, rather than shy away from addressing a need. HammondCare’s role is not to be safe and comfortable but to take risks for those whose lives are at risk.HammondCare will manage risk in a measured and intelligent way. The challenge of risk is very much part of HammondCare’s character and culture. Our approach to risk is to manage it, not eliminate it.

6. CitizenshipThe rights of citizens are central to what and how we do things at HammondCare. We have the power to enhance or erode citizens’ rights with the potential to impact for good or ill.At HammondCare, we are committed to the view that our patients, residents and clients ‐ have an intrinsic citizenship. It is not something that other people give them. It is not something that is dependent upon what role they play in society. It is not dependent on them having cognition. It doesn’t matter if they are physically well or breathing their last. Regardless of all these factors, the people we support have the same rights as other Australians.This commitment at HammondCare to the view of intrinsic citizenship has important implications for how we relate to the people we support in our hospitals, in our home care services and in our residential aged care services. It affects how we address the issues of risk; of consent; of autonomy and freedom of movement; of choice and control. It impacts on design.

Bringing it all togetherThe concepts of Relationship, Home, Spirit, Marginalised, Risk and Citizenship define for whom, what and how HammondCare operates and the distinctiveness of those services. In turn they flesh out who HammondCare is and its motivation. They are part of the DNA of the organisation. They also provide market differentiation for HammondCare, ensuring its purposeful success going forward.An organisation like HammondCare needs to attain piercing clarity about how to produce the best long‐term results, and then exercise the relentless discipline to say, “No thank you” to opportunities that don’t answer those questions. It involves focusing on our mission and choosing to reject opportunities – however appealing – that may distract from this and that may diffuse our focus and our resources.Our mission focus will impact what we do – and what we won’t do. We are motivated by a desire to serve people in need and this desire underpins all of our activities. That means we will recognise and uphold the intrinsic citizenship of all people and we will not shy away from engaging in innovative or challenging programs. As circumstances and opportunities change, our commitment to our mission will remain our key driver.

7Context

demographics& demand

The single biggest factor to influence Australia’s health and aged care sector in coming decades is demographics. The nation’s population is ageing as never before and this trend will continue until at least the middle of the century. We are getting older and, as a result, we will experience more health issues.

The structure of Australia’s population is changing. More people are living longer and fewer babies are being born, which means a greater proportion of us are older than ever before. The fastest growing segment of the population is the over‐85 age bracket and it is expected that this group will make up 1 in 20 Australians by 2050 – compared to around 1 in

50 today. With every year that passes, older people will be more prominent and visible in Australian society.

The fact that more people are living longer is to be celebrated as a triumph of public health in the post World War period. However, longevity is naturally linked to chronic conditions and complex co‐morbidities, as ageing minds and bodies are more susceptible to illness, injury and decline. As well as needing more services, older people will also require more complex care and support to cope with the health and medical conditions associated with older age. An ageing population also means an increase in the proportion of lone person households, meaning there will be greater numbers of older people living on their own without the support of family carers.

All these factors point to significant growth in demand for health and aged care services and both governments and providers will need to find new and innovative ways to meet this demand.

Complex clinical conditionsSo how serious are the complex health conditions that come with an ageing population? Nearly all people aged over 65 have at least one long‐term condition while almost half (49 per cent) of all Australians aged 65–74 have five or more long‐term conditions. This rate increases to 70 per cent for those aged 85 and over. In short, an ageing population means a higher prevalence of chronic disease.

There is clearly a great need for healthcare services specifically designed to reduce and respond to chronic conditions among older Australians. This presents an opportunity for HammondCare to develop innovative and integrated health and aged care services that address the needs of an ageing population. These types of services will become a crucial differentiator for us.

Aged 85+ (millions)Aged 65-84 (millions)Aged 85+ (% of total population)

Year

Prop

ortio

n of

tota

l pop

ulat

ion

(per

cen

t)

Num

ber (

mill

ions

)

Note: Data are as at 30 June. Data presented for 2023 onwards are based on population projections (series B).

Sources: AIHW analysis of ABS 2013a, 2013j.

Number and proportion of older people, 2013-2053

2013 2023 2033 2043 2053

10

8

6

4

2

0

5

4

3

2

1

0

DementiaAs a condition primarily associated with older age, dementia is a major health and social issue both now and in coming decades. In 2014, there were an estimated 332,000 people in Australia living with dementia – slightly more than previous studies had indicated – and this is set to continue rising rapidly as the population ages.

While only around one per cent of Australians have dementia, that figure jumps to 10 per cent for those aged 65 and over, 30 per cent for those aged 85 and over and 40 per cent for those aged 95 and over.It is projected that 891,400 Australians will have dementia by the middle of the century– nearly three times as many people as today. The condition

is one of the fastest growing causes of major disease burden and the second leading cause of death, after heart disease. As the statistics clearly show, there is – and will continue to be – a high demand for dementia‐specific services throughout Australia and the world.

Estimated number of people with dementia, by sex and age, 2015 to 2050 (selected years)

Total number of people with dementia by year.

Estimated number of people in Australia with dementia, by sex and age, 2015 to 2050 (selected years)

1,000,000800,000600,000400,000200,000

0

2015

2020

2025

2030

2035

2040

2045

2045

Year Total2015 342,8002020 399,8002025 466,9002030 550,2002035 644,3002040 737,6002045 817,7002045 891,400

Context

6

9Context8

The rising prevalence of dementia is a national issue that will affect the whole country. Between now and 2050, the number of people living with dementia in all states and territories is predicted to increase by at least 180 per cent. At the same time, dementia is not exclusively an old‐age condition. Each year we are seeing more and more cases of Younger Onset Dementia (YOD) – that is, people with dementia who are under 65. It is estimated that there are currently 24,700 people with Younger Onset Dementia living in Australia. At the moment, these younger people regularly fall through the gaps between jurisdictional boundaries, as the Australian Government is responsible for the care of older people and the states are responsible for younger people with disabilities and chronic conditions.Dementia is the major health issue for older people today. HammondCare’s expertise in dementia care and our

highly‐regarded dementia specific services set us apart in this area. As an organisation, we do not have the capacity to meet every need in aged care but we are well placed to lead the way in providing high quality dementia care. Dementia is a core element of our brand and the unfolding demographics mean that it must remain so.

Palliative CareThe ageing of the population and particularly of the baby boomer generation will increase the need for high quality palliative care support, whether over a long time period or in the last few days of life. The number of Australians who die each year will double over the next 25 years. The proportion of the population dying in acute care hospitals is unsustainable: there will simply not be enough acute hospital beds for the baby boomers to die in! Palliative care services in the home, in residential aged care and in

sub‐acute environments will be key to supporting Australians to live well and die well in the place of their choosing.

PainOne in five Australians experience chronic pain. On‐going pain is detrimental to a person’s physical and mental wellbeing and if not addressed may result in physical deconditioning and more pain, anxiety, depression, damage to relationships and even suicide. Although pain impacts people at any age, as people age they are more likely to develop additional pain‐related conditions. As Australia’s population continues to age, the incidence of people living with pain will rise.

the regulatory environment

A changing tax baseAlongside the ageing of the population and a rising demand for health services, there is another fundamental shift that has taken place that will have a significant impact on health and aged care services: a significant decline in tax revenues. The consequence of this is that government spending will be constrained and HammondCare will need to continue to diversify its income streams and further reduce its reliance on government funding.

Changing policy, changing marketsAs a direct consequence of the shifting economic environment, governments are already seeking alternative ways to fund and provide health and aged care services, either by increasing the opportunities for service users to contribute to their care costs or by outsourcing public services to external providers at cost‐effective prices. However it occurs, the push towards diversified funding, more user‐pays and greater efficiency from governments is here to stay.

Aged careThe June 2013 aged care policy Living Longer, Living Better was the Australian Government’s response to these trends. In it the government sought to slow its future expenditure on aged care by increasing user contributions for those who had financial means while continuing to provide a safety net for the financially disadvantaged. In Residential Aged Care, these legislative changes had the desired effect. There have been significant increases in capital creation through Resident Accommodation Deposits (RADs). Fewer residents appear to be opting to pay a Daily Accommodation Payment (DAP). The result is that the supply of residential places appears to be increasing dramatically. The care homes being built now are larger than in the past, while older, smaller care homes are becoming less common. Further, these services are, for the most part, undifferentiated and ‘one size fits all”.In Home Care the regulatory changes have seen far greater impact on older Australians and the providers delivering services to them. The first key change is the roll‐out across all home care of Consumer Directed Care (CDC). The intent of CDC is to put the client at the forefront of the shape and style of the home care that is delivered to them, including how the income attributed to their ‘package’ is expended.The second key change is the means testing of client fees. Previously, home care clients paid very modest fees. The result of means testing is that wealthier older people in their own homes will pay much more for government‐subsidised services and these means‐tested fees will reduce the cost to the government of their care.

Further De-regulation of Aged CareThe 2013 reforms – Living Longer Living Better – were the start of a journey towards a deregulated aged care sector. Over the timeframe contemplated by this edition of Future Directions, aged care will be significantly de‐regulated as the best way for the government to respond to increasing demand for services.From February 2017, home care will be de‐regulated. The prospective client will ‘own’ the package, not the provider and will be able to obtain services from any Approved Provider. In the case of the providers, they will be able to provide services in any location. There will be greater flexibility for the client and increased business risk for the provider. The next step will be de‐regulation of residential aged care as well. Any roadmap to de‐regulation could be delayed or de‐railed by a change of Government but the overall direction is clear: more user pays with a safety net; more provider automony and more competition.

Health and hospitals The relative decline in State Government revenues has placed significant pressure on State health departments. Health accounts for almost a third of State budgets. Within the context of reduced Commonwealth Government taxation revenues, health departments must look to identify more cost‐efficient methods of delivery of health services.

11HammondCare today

people we serveHammondCare currently cares for more than 3,000 people every day. The vast majority of the people we care for are over the age of 65, although we do also care for younger people, for example, people receiving palliative care, rehabilitation patients and residents and clients with younger dementia. We remain committed to serving the disadvantaged and those who are

unable to care for themselves.Because of this, about 40 per cent of the people in our residential aged care services are considered financially disadvantaged, while around 35 per cent of our home care package consumers pay reduced fees or have them waived completely. We also remain firmly committed to public patients in our health and hospitals services.

In addition, through the Dementia Centre, Hammond College and the NSW Dementia Behaviour Management Advisory Service, we are involved in supporting the care of thousands of people living outside of our services. HammondCare has both a national and an international presence and influence and continues to strengthen its partnerships beyond Australia.

services we provideHammondCare operates residential aged care, community care and health and hospitals services to meet the needs of the people we serve. These services include palliative care, pain care, rehabilitation and older persons’ mental health, dementia care and supportive care for frail older people. In addition, HammondCare manages 129 independent living units (ILUs) with another 38 to open in 2015. HammondCare also maintains a significant commitment to research and clinical education.

With over 900 residential care, 1,800 community care and 600 health and hospitals places, we are not – nor will we ever be – the largest provider in the health or aged care sectors. Rather, we are a well‐respected, larger medium sized player with key areas of specialisation. By providing health and hospital care alongside aged care services, HammondCare is ideally placed to provide a broad continuum of care responding to a wide range of care needs including sub‐acute, transitional, community,

respite and residential care.Previous Future Directions documents referred to increasing HammondCare’s geographic spread. In March 2015 HammondCare began operation of 150 aged care beds across 3 homes in Caulfield in Melbourne. HammondCare has also developed dementia specific home care services based in North and West Melbourne, which commenced operation in 2015.

HammondCaretoday

organisational structureHammondCare’s organisational structure is designed to ensure that in all our activities, the focus is on our core business: improving quality of life for people in need. At the heart of our structure are three service portfolios:

¾ HammondAtHome

¾ Health and Hospitals and

¾ Residential Care.

Volunteer Services and Pastoral Care services are embedded as part of the holistic service provided within each of these portfolios.

Supporting these service portfolios is a portfolio of enabling services, including:

A snapshot of HammondCare’s peopleAs at the 30th of April 2015, HammondCare employs 2,717 people and retains the support of over 700 volunteers.

Over the course of a year, aImost ten thousand patients, clients and residents access or use our services.

how many people use these services?

¾ Financial and business services¾ Learning, Research, The Dementia Centre & Hammond College ¾ Property and Capital Works¾ People Services¾ Information & Communications Technology¾ Quality, Safety and Risk ¾ Communications and Public Affairs¾ HammondCare Foundation

10

13

A differentiated organisation

Current differentiatorsDementia Care The increasing number of Australians living with dementia means growing need, to which we will continue to respond with passion, seeking to improve the quality of life for people with dementia. With more than 617 dementia‐specific residential care places, 338 HammondAtHome clients receiving the Dementia and Cognition Supplement, and more than 150 dementia respite places, HammondCare is a leading provider and thought leader in the provision of dedicated dementia care.

Palliative Care HammondCare is a leader in palliative care practice and research. We currently provide inpatient palliative

care and support day hospital and community palliative care patients.Our leadership in this area is demonstrated through the development of innovative models for delivering palliative care into community and residential aged care, as well as our high quality, internationally recognised palliative care research.

Future differentiatorsPain Management “Facing Pain, Finding Life”. The pain management clinic based at Greenwich hospital provides a broad range of services including clinical psychology and physiotherapy, aimed at reducing pain, enhancing function and providing support for related issues including mood and mobility.

Staff at the clinic also conduct research to improve their own practice and the broader body of knowledge.

Integrated Services HammondCare is both an aged care provider and a sub‐acute health provider. This means we can offer integrated and cohesive services that are able to meet the needs of an ageing population with high rates of complex and chronic health conditions.

Spiritual and Pastoral Care HammondCare views pastoral care as an integral part of holistic care. As well as providing valuable nurture and support, pastoral care is an important way that we fulfil our Christian mission.

differentiators

12

Centres for Learning and Research HammondCare has two main Learning and Research Centres at Greenwich and at Hammondville, with a subsidiary centre at Braeside. The Centres for Learning and Research are ‘attractors’ to build capability for service delivery both for us and the sector generally. This has been demonstrated by our Greenwich Centre in the field of palliative care. The Hammondville Centre will deliver similar capability in the restorative and primary care area.

Quality, Safety and Risk HammondCare’s investment in our Quality, Safety and Risk (QSR) team and systems is not typical of the Aged Care industry. A robust approach to QSR, with a strong team based across our sites but reporting centrally, is critical to what we do. HammondCare’s focus on innovation and taking risks for people whose lives are at risk, requires that we have a proactive approach to risk, quality and compliance.

complementaryservices

A differentiated organisation

15Towards 2020

Towards 2020Preserving the core, promoting innovation

$17Otherincome

million

+$15

Learning,research+Dementia Centre

million

$139Residentialcare services

million $100Health+Hospitals

million

$93Communitycare services

million

+

+ +

$364forecast to be more than

Totalconsolidatedrevenue

million =

14

servanthood andsignificance

Over the Future Directions period through to 2020 HammondCare will continue to focus with passion on improving the quality of life for people in need. We will stick to what we know we are good at, or can be good at, and will not seek to be all things to all people. HammondCare believes in the value of all people as made in the image of God and as loved by God. As we strive to provide individual care or, as we would like to call it, ‘heart-centred care’, we aim to demonstrate this same love, compassion and respect for those people in need. We will do this through the passion and care evidenced throughout our servant-hearted staff and volunteers. At the same time HammondCare will seek

to support and develop our staff and volunteers to enable each to feel fulfilled, valued and successful in their roles and to enjoy the environment and relationships within their local teams.The consequence of our attention to these core principles is that we envisage significant growth over the Future Directions period to 2020. This is not a plan to grow for growth’s sake, but rather growth will be the outcome of our strategy and actions. Where we see the need to care for people, and that need is not being adequately met, we will seek to service that demand if the provision of such care is in line with our purpose and focus, and we have the capacity to deliver. We also plan to continuously improve the quality of care that we provide to our residents, patients and clients and the support and ease of working for our staff

and volunteers. Growth will be a consequence of these drivers.Responsible stewardship is an underlying philosophy behind our past, present and future direction. A biblical foundation to this philosophy is given in the Parable of the Talents – Matthew 25: 14-28 “…The man who had received the five talents went at once and put his money to work and gained five more…..His master replied, ‘Well done, good and faithful servant! You have been faithful with a few things: I will put you in charge of many things. Come and share your master’s happiness!”Through our focus on doing the right things, our growth in scale will also lead to an increase in our reserves, for the ultimate benefit of those we care for and to provide long-term sustainability for the organisation.

17Towards 2020

“We serve people with complex health or aged care needs, regardless of their circumstances”

In 2020 HammondCare’s identity and purpose will continue to shape our activities and the people whom we serve. This means that HammondCare will focus on the individual person receiving our care

and services. We recognise that individuals are not defined by a primary diagnosis or condition. They are not merely dementia residents or stroke patients, but people who have multiple health issues, as well as real social and spiritual needs. The way we support them will reflect their individuality.There will be five groups of people who we will serve – and serve passionately:

¾ Individuals living with dementia and other mental health challenges in later life;

¾ Individuals needing palliative care;

¾ Individuals living with chronic pain;

¾ Individuals seeking the healthiest possible outcomes as they age; and

¾ Individuals requiring rehabilitation or restorative care.

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the people we serve

why and how will we support these people?

People with DementiaDementia is the single biggest health issue facing older Australians. Caring for people with dementia is core to HammondCare’s brand and will remain a significant differentiator. Our leadership and expertise in this area is recognised throughout Australia and internationally. This leadership will not be taken for granted but must be integral to our service planning, research and thought leadership. HammondCare will continue to care for people who are deemed ‘difficult’ or ‘challenging’ even if other providers are unable or unwilling to do so. Chief among this group of people are those living with severe and persistent challenging behaviours associated with dementia, individuals who cannot be managed effectively in mainstream dementia care settings. We will expand our Special Care Program, which provides specialised older persons’ mental health services within specially designed residential care settings to improve quality of life for this vulnerable group of people. We will also increase our clinical

capability and extend the presence of our psychiatric supports.People with younger onset dementia (YOD) often have the most challenging behavioural issues and are among the most vulnerable groups of people living with dementia. Although there are relatively few people living with dementia under the age of 65 (24,700 in 2014)their distinct circumstances can be particularly difficult to respond to and manage. The way we meet the needs of this group of people will be an important indicator of our expertise in dementia and we will continue to refine our model of care for people living with YOD.

Palliative CareOver the next five years HammondCare will be a leader in palliative care. As the population ages and the prevalence of chronic disease increases, more and more Australians will die from both cancers and non‐oncological conditions that are characterised by progressive decline.

As a result, the demand for palliative care services throughout Australia is increasing and HammondCare will be at the forefront of the provision of these services. We will continue to pioneer innovation in palliative care research and practice in all our services as well as providing academic education.A key development over the next five years will be the provision of palliative care services in new geographic locations. These services will include community palliative care and supportive personal care for people with life limiting illnesses in their own homes, as well as training and tele‐health services.In addition, there is a growing need for effective and professionally delivered palliative care in residential aged care. HammondCare already leads the way in this area and we will continue to focus on this challenge. We will replicate the successful Lavender Palliative Care Suite model in new and existing aged care homes.

Pain CareAs the population ages, the number of people living with pain will continue to rise, as ageing brings increased risk of painful conditions like osteoarthritis, musculoskeletal disease and nerve damage. HammondCare has identified the proper care and support of people living with pain as an area of great need and considerable opportunity.We will continue to explore innovative new approaches, drawing on HammondCare’s focus on treating the whole person. Within HammondCare’s Pain Management Service, we will build on our existing expertise and strengths in rehabilitation, palliative, aged and dementia care and encourage integration with other services.

Restorative and Rehabilitation CareThe clinical needs associated with the ageing of the population demand that timely and appropriate support which equips older people to age well

‐ both physically and mentally ‐ must be a fundamental component of what HammondCare does.The provision of high‐quality inpatient rehabilitation services will be central to this improvement in function and quality of life. But we must do more: we must identify and introduce new ways to address complex health care needs for older people outside the hospital setting. This means that some of our residential aged care services will change in character, providing short‐term, less intense rehabilitation care than that provided in our hospitals, aimed at helping older consumers return home after an incident or acute episode. These new restorative care services will provide time‐limited care and therapy that will assist older people with impaired mobility and frailty to regain and improve core daily living skills and quality of life.Complementing our short‐stay residential restorative care will be community programs, aimed at addressing functional deterioration

before it becomes extreme. Better still, we may be able to help some people improve their physical status, not merely reversing physical decline, but restoring them to a level of physical functioning that they may have last experienced five or even ten years earlier. These preventative and restorative programs will address a major gap in Australia’s health and aged care systems, reducing pressure on hospital waiting lists and saving significant amounts of money for governments.An important element of HammondCare’s community‐based restorative care programs will be a small number of outpatient clinics focusing on core issues, such as pain, early problems with mobility and the role of physical exercise and nutrition in positive ageing.

19Towards 202018

In all our services, HammondCare will focus on the individuals we serve. Their goals, their dignity and their concerns must shape the services we provide. Over the next five years, we will pursue three main priorities to ensure that our commitment to the people in our care is much more than lip service.

1. Convergence of services and improved transitionsWhen we talk about enhanced linkages and integration between services, it is not to say that there is no distinction between services. We do not mean that we are ‘dumbing down’ sub‐acute hospitals: indeed we will be increasing the levels of expertise in these settings as the complexity of care increases over time. Nor are we talking about institutionalising aged care: in fact we are talking about preserving the domesticity and flexibility of our residential care homes. However, as we go about this, we will also be increasing the presence of medical and allied health professionals in those same services through new initiatives such as

hospital avoidance and substitution, community healthcare and short‐term stay programs.When we talk about convergence, what we do mean is that jurisdictional, regulatory or funding divides will not determine the shape of our services. There will be strong linkages between our various programs, and the people we support will be able to move as seamlessly as possible between them.Allied HealthA crucial component of our convergence strategy is the provision of effective allied health services across the broad spectrum of care. Over the next five years, we will develop sustainable models for embedding allied health as a core part of the way we support the people we care for.

2. Promoting choice and controlChoice is more than just having options. People need to understand their options and the consequences that go with them. Only when that happens are they able to make

an informed choice. Consider, for example, the decision to stay at home or move into residential care. Most people would prefer to remain in their own homes as they age, but keeping someone confined at home, without knowledge of or access to appropriate services, is not choice.Instead, ‘institutionalisation of the home’ can lead to social isolation, a reduced quality of life and poorer health outcomes, both for individuals needing care and their carers.We believe that the people in our care are citizens with inherent rights. This means that we need to offer them true choice (including the opportunity to seek care and services outside HammondCare.) By 2020, HammondCare will be known across Australasia as an organisation that focuses on the individual, supporting choice, independence and recognising each person’s rights.

how will we focus on the people we serve?

3. A fantastic food cultureRather than simply being a subset of client choice, fostering a fantastic food culture throughout HammondCare is a major priority in its own right and will become a key differentiator of our services. We must remember that food is about more than menus and nutritional value. The interactions that take place around sharing and preparing food form a fundamental part of what it means to be human, and our food culture must encapsulate this.Our hospitals and residential aged care services must provide the very

best food experience. By 2020, HammondCare will have established itself as the leading advocate for the food rights of older Australians and health consumers. The food we serve in our hospitals and residential care services – and the way we serve it – will reflect that.

4. Music EngagementThe HammondCare approach to music engagement differentiates itself by flexibility and availability, embedding music in the everyday. Rather than a traditional view of music as a peripheral ‘add‐on’, an entertainment

or sporadic and group‐only activity, we view music as an integral part of our model of care.By 2020, the availability of personalised music designed according to individuals’ tastes, life history, and cultural background will be a natural part of case management across all HammondCare’s services.

21

Cardiff

ErinaNorth Gosford

Woy Woy

Newcastle

Narara

Wollongong

Horsley

Nowra

Richmond

f

R

Mona Valee

Palliative Care Home Support Packages

In-home Care Residential Care

Health+Hospitals

Research+Education

Dementia Behaviour Management Advisory Services (DBMAS)A

Future Residential Care

Alburyy

Wagga Waggaa

Dubboo

Bathurst

Tweed Heads

Coffs Harbour

Tamworth

Far West

Murrumbidgee

Western NSW

Metrot

ACT

SouthernNSW

s

Braeside

Hammondville

Greenwich

North Turramurra

Wahroonga

Northern Sydney

Miranda

B

hh

NorwestN

a

y

TTa

Sydney

Sydney

Melbourne

Melbourne

Caulfield

West Melbourne

North Melbourne

Towards 202020

our locations:

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23Towards 202022

thought leadershipExcellence in service delivery does not just happen. What we do has to be evidence‐based. Having the workforce to deliver these services can only be addressed by having an active presence in academic and vocational education.HammondCare cannot always depend on others to do the research that is important for us, nor hope that our future workforce will be trained and educated by others. We must embed research in the organisation and that research will inform and support clinical practice. We must also make concerted efforts to ‘grow our own’. All of this will ensure that, for professionals of all disciplines, HammondCare is an organisation that they want to be a part of. As a health and aged care services organisation, HammondCare’s active involvement in relevant research and academic education will be without peer in 2020. Our research will identify evidence to inform and support leading clinical practice. Our thought leadership focuses on four key pillars:

¾ Dementia;

¾ Palliative and Pain;

¾ Positive Ageing and Rehabilitation; and

¾ Being a Christian charity in a post‐Christian society.

DementiaNHMRC Partnership CentreThe main focus of HammondCare’s dementia research over the next five years will be the work of the National Health and Medical Research Council (NHMRC) Partnership Centre on Dealing with Cognitive and Related Functional Decline in Older People. Unlike other research collaborations, the Partnership Centre will be driven by industry stakeholders who will work with a team of researchers to investigate research questions related

to day‐to‐day care issues. As well as conducting original research, a key objective of the centre is to embed existing findings into widespread practice.

The Dementia CentreThe Dementia Centre is an example of HammondCare’s commitment to best practice within our own services and further afield. Its dementia education and training, consultancy, publications, workshops, conferences and knowledge translation will continue to be available throughout Australia and internationally. The centre’s highly‐regarded dementia consultants will grow as an important ‘faculty’ for supporting HammondCare services and other providers. Consultancy work will also grow alongside current programs such as the Dementia Behaviour Management Advisory Service (DBMAS). We plan to develop further consultancy business which may include both ongoing consultancy streams and fixed‐term programs.

Palliative care and pain medicineOur focus on leading palliative and supportive care research and education will be led by the Hammond Centre for Research and Education at Greenwich and the palliative care service at Braeside Hospital. Over the next five years, the Centre will focus on strengthening its relationship with major universities and building its brand. By 2020, it will be recognised by the leading tertiary institutions in Sydney as a valuable centre for student placements and a key partner in the development and training of undergraduate and postgraduate students.The Centre will conduct an increasing amount of research focused on qualitative studies grounded in real care issues designed with better patient and client outcomes in mind.

Positive ageingHammondCare, through the Hammond Chair of Positive Ageing and Care and its Hammond Centre for Research and Education at Hammondville, will be a leader in the development of sustainable positive ageing programs within the sector. Through research, workforce training and the development of a greater range of services, residents and clients will have access to new models of care aimed at enhancing their own positive ageing experience and maximising their functioning and independence. These models of care will include both preventative and rehabilitative/reablement programs, targeting older people’s individual needs and utilising flexible models of delivery. They will also include new services for providing primary and oral health care.

A Christian charityHammondCare remains dedicated to playing a prominent role in demonstrating what it means to operate as a Christian charity in 21st century Australia. As well as ensuring that our activities continue to be driven by our purpose and identity, we will participate in discussions about the role and function of Christian organisations and Christianity in society more broadly.Our Christian identity will also continue to shape the way we respond to the critical ethical issues inherently linked to the work we do, such as end‐of‐life and dementia care, the challenge of diversity within a residential care community and assisting people to make sense of and find meaning in life.

As an organisation driven by purpose, HammondCare has a competitive advantage in workforce attraction, retention and development. Research on workplace culture and performance shows that organisational purpose produces strong engagement among employees. Employees who work for organisations with a strong purpose direct their energies and creativity towards organisational goals, retain organisational knowledge and have stable and effective teamwork.However, now more than ever, we must focus on this area in order to strengthen our services and achieve our goals. To maintain high levels of employee engagement we need to ensure that we have:

¾ Staff who believe in what they are doing and what the organisation is doing;

¾ Staff who feel they belong and are valued for what they are contributing; and

¾ Staff who are empowered to achieve and who feel part of an organisation that achieves.

Board developmentHammondCare’s very future depends on the quality, strength and passion of its Association and Board. HammondCare will ensure appropriate engagement, development and succession planning of the Association and Board members.

Career DevelopmentIt is important that all staff within HammondCare are afforded the opportunity to have regular career conversations with their manager. For those staff who are interested in further career progress, HammondCare will provide clarity on potential career pathways available and any necessary pre‐requisites and development needs in order to progress.

Succession Planning HammondCare will establish and maintain a succession planning framework as an ongoing process of systematically and purposefully identifying, assessing and developing talent from within, or recruiting from outside, to ensure continuity for all key positions across the organisation.

AlumniAn integral part of succession planning is the retention of committed board members, executives, managers and other staff, whether in the middle or at the later end of their careers. HammondCare will look to maintain the engagement of those who retire but nonetheless retain a desire to be involved and of executives, managers and other staff who remain committed to HammondCare but are transitioning to retirement.

Leadership development HammondCare will continue to develop leaders from within the organisation as well as actively identifying and recruiting aligned potential leaders from outside HammondCare and induct them into the organisation well. We will also continue to roll out graduate programs for registered nurses. These programs will have set rotations, giving graduates the chance to experience different aspects of our services. Another key strategy for developing leadership within our workforce is ensuring that skilled and aligned care workers with the right skills and attitudes are given the opportunity to move into mentoring and leadership roles. HammondCare will also provide development support as appropriate to selected staff through other means: for example ‐ training by Hammond College or external course support, role shadowing, coaching and secondment.

workforce opportunities

25Towards 202024

A strong in‐house medical workforceHammondCare has worked hard to strengthen its specialist medical expertise. In the coming years we must increase our focus on aged care psychiatry and aged primary healthcare resources.The single biggest clinical gap in aged care services, including our own, is also the most fundamental: primary health care for older people. For clinical excellence and quality assurance, HammondCare must employ its own GPs and practice nurses to support its aged care residents.

Allied healthIn the same vein, we will improve the linkages between the strong allied health presence in our hospitals and our aged care services. New models of care and financing will be developed to facilitate this crucial service component.

Registered nursesAn enthusiastic cohort of skilled and engaged registered nurses is critical if HammondCare is to achieve growth in all its operational areas. We must support the development of the management and leadership skills of our nurses. The existing graduate and undergraduate development programs for nurses and our internal nursing scholarships are also important strategies.

A Healthier, Fitter WorkforceHammondCare will seek to support its workforce to become healthier and fitter. This will be better for the welfare of staff and will reduce the likelihood of injury in jobs that have inherent physical risk. We will continue to improve our systems and reinforce a culture of care for our people that seeks to manage and reduce the risk of workplace injury in an intelligent and proactive way.

Learning and Research CentresDuring this five‐year period, HammondCare will begin to see the benefits of student involvement in the Hammond Centres for Research and Education, as graduates and qualified postgraduates consider careers within our organisation.

Information and Communications Technology (ICT) Information and Communications Technology (ICT) developments will play a pivotal role in HammondCare’s projects over the next five years, underpinning and supporting some of the organisation’s major transformational projects.In order to grow and to continue to excel in our core operational areas, it is vital that we have effective ICT systems which simplify key processes and increase capability.Over the next five years, technology will continue to shift from being a passive support to a crucial enabler. A significant component of this will be an overarching technology strategy, which underlines the need for robust and scalable systems that undergird and support our growth

Policies and ProceduresAs HammondCare has grown over the years policies and procedures have developed, some of which may no longer be appropriate for our continued growth. A fresh review will be undertaken in order to intentionally lighten and simplify our policies. Ultimately, we plan to have detailed procedures where required for compliance purposes and where appropriate for specific functions. For all other functions we plan to maintain simple, clear guidelines and structures providing clarity without bureaucracy and empowering our staff rather than burdening them.

Quality, Safety and RiskHammondCare’s Quality, Safety and Risk team will continue to be fundamental to the way HammondCare responds to risk in our services. Our QSR team will grow in line with the services

it supports and will continue to be embedded in those services, but to report centrally.

CommunicationsAs digital communication becomes increasingly important, we need to be able to fulfil our Mission in Action through our website, intranet and our engagement with social media. HammondCare’s digital communication will be a key method for affirming the organisation’s brand and charitable status.The HammondCare Foundation and its philanthropic activities will also feature more prominently in the online space.HammondCare will have a commanding voice that drives changes in the health and aged care sector. Our public voice will be underpinned by our:

¾ Research;

¾ Community consultations;

¾ Engagement with government; and

¾ Engagement with consumer, advocacy and industry bodies.

HammondCare will continue to engage positively with the media by providing this voice, focused on advocating for those in need.

Branding and the built environmentOur buildings should reflect our brand values. HammondCare has a reputation for innovation that stems from our passion for finding better ways of caring for people. This reputation should also be reflected in the built environment we provide. We will welcome cutting edge initiatives, designs and materials in our capital works and we will brief our designers

to do the same. We communicate with external stakeholders using a simple but stylish brand which is seen in our identity, collateral and signage. Our capital works and building design should also reflect this simple, timeless and stylish look.

Infrastructure

VolunteersHammondCare’s volunteer program forges a vital link between our services and the broader community. Building on successful developments in volunteering in the past four years, we will continue to attract and retain engaged volunteers.As well as contributing to the community, volunteering is an important social activity for the

individual volunteer. With that in mind we plan to grow our volunteering services where they have most impact and where volunteers themselves can derive satisfaction and fulfillment.

PhilanthropyHammondCare must grow its philanthropic support over the next five years by dedicating significant energy and resources to these activities. This

is not simply a question of increased donations, grants and bequests: it will increasingly be a matter of community engagement and support for a range of services that currently attract very little or no other support.

community engagement

27Strategy summary

The following page captures the essence of HammondCare’s Five Year aspirational strategy.The key 5-year objectives for the organisation during the period 2016 – 2020 are summarised against four perspectives:

¾ Strategy

¾ Clients

¾ People

¾ Infrastructure/Process/Finance

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strategy summary

29

HAMMONDCARE  STRATEGY  MAP  2016  -­‐  2020  

OBJECTIVES  PERSPECTIVE  

Strategy  

Clients  

People  

Infrastructure/Process  /Finance  

We  will  be  the  lead  provider  of  care  to  the  aged  who  are  at    risk  of  homelessness  in  NSW    

We  will  intenNonally  develop  innovaNve  models  of  convergence  &  integraNon  

We  will  be    Australasia’s  lead  provider  &  adviser  in  DemenNa,  PalliaNon,  &  Pain,  &  recognised  as  such  

We  will  consolidate  our  presence  in  Victoria  &  service  idenNfied  needs  in  other  States  &  Territories        

We  will  provide  exemplary,  individually-­‐tailored  &  innovaNve    client  care,  consistently  to  all  

We  will  provide  care  to  clients  with  complex  health  &  aged  care  needs,  regardless  of  their  circumstances  

We  will  ensure  that  engagement  with  HammondCare  meets    &  exceeds  the  expectaNons  of  our  clients  &  families  

Clients  will  receive  access  to  our  full  suite  of  care  services  in  appropriate  seVngs      

We  will  aWract,  engage  &  retain  the  most  passionate,  aligned  &  capable  people  across  all  services  

We  will    provide  compelling  career  development    for  all  &  maintain  structured  succession  planning      

We  will  promote    flexibility,  mobility  &  innovaNon  in  the  way  we  structure  &  engage  our  workforce  

We  will  foster  a  culture  of  empowerment  and  ease  of  working  for  our  staff  

We  will  provide  a  common  view  of  our  client  across  the  organisaNon  to  facilitate  efficient  transiNon  

We  will  demonstrate  that  we  empower  our  people  by  the    lightness  of  our  policies,  processes  &  procedures  

We  will  provide  a  measurable  social  dividend  that  clearly  reflects  our  idenNty  &  charitable  purpose  

We  will  have  a    structure  that  provides  opNmum  balance  between  “live  local  &  manage  centrally”  

Strategy summary

Strategic Map 2016-2020

28

In 1996 HammondCare produced its first “Future Directions” document, which painted a picture of what the organisation would look like in 2000. It envisaged an organisation that would increasingly branch out from its largest site at Hammondville and revenues of over $13million. Our motivation and priority focus has not changed over the years - our passion is to improve the quality of life for people in need, regardless of their circumstances. Through our unswerving focus on the quality of care we seek to provide, and the support and encouragement of our staff and volunteers, HammondCare

has grown significantly, being there for more people in need, with revenues today of around $187million. This edition of “Future Directions” outlines a vision that would see us continuing our journey in the provision of care where we see a clear need that aligns with our purpose and capability. We envisage that the consequence of leading in this direction will increase today’s revenues to almost double by 2020, some twenty years on from that original document.However, Future Directions is not about size, nor do we expect that everything in the document will be achieved. Future Directions is a strategic document characterised by:

¾ Aspirational rather than definitional goals;

¾Directions rather than specifics; and

¾Clarity rather than comprehensiveness.Above all, and most importantly, an enduring attribute of HammondCare is that its identity and mission continue to inform its work – both in what we do and how we do it. None of this direction and exciting journey ahead is possible without the hard work and commitment of all our excellent, servant-hearted staff and volunteers.

conclusion

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