STRATEGIC PLAN

2013 to 2017

We have a dream
A transformed society based on Christs values

Revised June 2014

Table of Contents
Chairs Message ........................................................................... 4

Our History ~ we are proud of ................................................... 7

Our Vision ~ we have a dream ..................................................... 8

Our Mission ~ we exist to ............................................................ 8

Our Strategic Plan ~ we will focus on .......................................... 8

Our Reporting ~ we commit to..................................................... 8

Our Strategic Plan ~ Goals and Key Performance Indicators........ 9

KRA 1 ~ Research ...................................................................................................................................................................................................... 9

KRA 2 ~ Lobbying and Advocacy ............................................................................................................................................................................. 12

KRA 3 ~ Leveraging Member Capabilities ................................................................................................................................................................ 15

KRA 4 ~ Communications and Marketing ................................................................................................................................................................ 18

KRA 5 ~ Governance ............................................................................................................................................................................................... 22

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Source Documents ~ held in the Office of Executive Director.... 25

National Office ........................................................................... 25

Appendix.................................................................................... 26

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C HAIR S M ESSAGE
We have a dream A transformed society based on Christs values
Arundhati Roy said: "Another world is not only possible, shes on her way ... [O]n a quiet day if I listen very carefully I can hear her breathing (2004:xii)." She
said this in 2003 at the World Social Forum in Porto Alegre, Brazil. I would like to invite you into a new world the Board of Baptist Care Australia has been
listening out for very carefully.

As a consequence, the Board of Baptist Care Australia agreed upon a new Purpose Statement with four core commitments which have given rise to our dream,
our Vision; of a transformed society based on Christs values1:

BCAS PURPOSE STATEMENT:

1. Gives a voice to those who are unable to advocate for themselves

2. Proposes innovative solutions to unmet social need through research
3. Advocates for the role of the faith-based, not-for-profit sector in society; and
4. Optimises the collective capabilities of its members organisations.

Currently Baptist Care Australia represents over $0.5B worth of services, more than 6,000 employees, hundreds of volunteers, and thousands of service users,
their families and communities across Australia. Critically, it also represents Christian communities working alongside other faith-based, not-for-profit
organisations, to ensure civil society continues to include its services and opinions.

Our first commitment is to give a voice to those unable to advocate for themselves; recognising and understanding this has to be done in a number of
purposeful, intelligent and informed ways. We need to reflect critically on the current power structures in our society, structures with which we have become
so familiar we no longer see or question them. Our understanding of power and its uses, and our fundamental willingness, as organisations and individuals to
have the courage and willingness to take the risk to challenge and disturb the peace in ways that bring new life, healing and hope to people around us, stands
at the core of this commitment and our response.

1
Baptist Care Australia, being led by Christ's Sermon on the Mount (Matthew 5)

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Baptist Care Australia has a clear responsibility to make sure its capacity to give a voice to others and provide the opportunities for their voices to be heard is
essential. We already do so in many of our services, and this often provides profoundly moving stories of change and transformation. However, at all times
people need to be heard directly. Our work is to strengthen and facilitate their voices to be heard as they tell their own stories. This is a commitment to
changing the system itself. Giving a voice to those without voices points to a paradigmatic economic, cultural, social, legal and spiritual change that we have a
responsibility to initiate and lead, and for which we must be strong, relentless advocates.

This Vision also has to be inclusive and welcoming for everyone. Our stories of change and transformation must reach well beyond our current constituents,
and have the capacity to give hope to others who want clear, accountable, ethical, intelligent leadership in our consumer-driven, narcissistic, disconnected,
alienated world.

The current value placed by our society on the individual aspirations and dreams of the poor and their lack of access to economic strength, points to a
separation between the use of and access to, power; and separation from social inclusion and integration to an extraordinary degree. The reality is that God is
among us to help those who cannot help themselves, and we are here as part of the community bringing the Kingdom of God to life for all those unable to find
their way.

Secondly, we believe the commitment to giving a voice to those who cannot make their voices heard, requires us to sign up to change the current power-filled,
cultural, economic, political, spiritual and social paradigm, and then, to change its supporting power structures and systems. We need to be resourceful,
innovative leaders in this often chaotic, beautiful and frequently selfish world. We need to use innovation on the issues and challenges of meeting the unmet
social needs identified through research, including wise and best practice, by being learning organisations, employing people who are committed, intelligent,
passionate, and curious about our world and the work that we do. Vaclav Havel the first Czech President in 1989, said we need to be 'disturbers of the peace'
(1990); that is our responsibility, our joy and our work in this world.

Innovation and research will ensure we are seen as organisations that are forward thinking, prepared to meet challenges, able to make changes, but always
from the perspective of offering person-centred services. This is what points to us as being Christian organisations. It highlights our distinctive character and
core values. The need for innovation is critical as we draw on the ideas and resources around us to develop solutions that make the most of the little we have;
thereby being resourceful, excellent stewards and contributors to a sustainable creation.

Baptist Care Australia needs to ensure it has robust systems and structures that are accountable, including our communication systems and services, our life
services, our workforce recruitment and development plans, our financial resources - everything within Baptist Care Australia is to contribute to this end.

Our third commitment is to make a fundamental difference to the individuals, families, communities and the world. We have a responsibility to highlight the
strengths and contribution the faith-based organisations bring to the health, physical and spiritual wellbeing of our society. We will participate in the national

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and local debates about our role and contribution with our distinctive character and values. The structural, systemic uses of power and influence are,
therefore, inevitably part of the Purposes of Baptist Care Australia.

The fourth commitment is to make the most of the collective capabilities of our Members. Our Circles of Excellence are growing and this will be one of the
ways we can continue to share and explore opportunities, innovate and implement best and wise practice.

A Baptist Care Australia secretariat, with a presence in Canberra will be established in 2013. We are mindful however, that Jesus spent his whole ministry
moving away from the centre of power, to the places where people were ignored, rejected and who find it difficult to gain access to power to make life-giving
changes. For us to continue to do that and maintain this as our core work, we need to walk a very difficult path; using the political system to support the work
of our people at the margins; using power and influence to benefit and change the existing systems and structures; remaining always a people ready to plan
and move, and not be suborned into the system; and, recognising always our own privileging. So it is well and truly time to start this new chapter in our story
and I invite you to join us in its making.

These commitments have given rise to our Vision, our Mission and our Strategic Plan. Called We have a dream, we have dared to dream of a different
world, a transformed society based on Christs values; and we invite you to share in and contribute to that dream.

Dr Lucy Morris

Chair

Baptist Care Australia

8 October 2012

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O UR H ISTORY ~ we are proud of
Baptist Care Australia informally commenced in 1990, was formally structured in 1994 and became a Public Company Limited by Guarantee in 1997. Since
1997 until the writing of this Strategic Plan, Baptist Care Australias principle activity was to act as a peak body for Baptist aged and community care
organisations in Australia.

The Memorandum of Association at that time included seven Objects and the following Object was the one that most clearly defined Baptist Care Australias
purpose:

Clause 2 (g) To help progress Baptist care across Australia by:-

(i) The sharing of strategies, resources and research.

(ii) Providing a unified voice to lobby governments and community agencies on policy issues.

(iii) Enabling State agencies to promote themselves as part of a larger network.

Prior to the writing of this Strategic Plan Baptist Care Australia did not have Vision Statement or strategic plan but it did have a Mission Statement which read
as follows:

For the benefit of those who receive our services we seek to provide support and encouragement to each other as care providers and to promote our
work as Baptists to churches, the wider community and to government in the name of Jesus Christ.

At the Baptist Care Australia Board meeting held on 29 October, 2010 in Adelaide, the Board made the decision to Articulate a statement of purpose for
having an improved national impact for BCA, which will include the identification of what benefits this will bring. This Board Minute represented the
beginning of a new era for Baptist Care Australia and marked the need for a renewed reason for being and a clear sense of future direction.

In May 2011 a consultant was appointed by the Board to assist with the development of Baptist Care Australias Purpose, Mission, Vision and Strategy for the
future. Between May 2011 and October 2012 a series of Board workshops were undertaken, Board and member consultations, and a body of research activity.
Such activity has led to the development of Baptist Care Australias inaugural Strategic Plan We have a dream
In June 2014 the Board reviewed the Strategic Plan to test its relevance in light of the changing political, economic, social, technological ,legal and
environmental (PESTLE) landscape. The outcome of that review is articulated in the form of the priority status of each of the strategies. A priority rating of 1 to
5 was appended to the strategies with a rating of 1 being business as usual to 5 being highest priority. Formatted: Font color: Auto

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O UR V ISION ~ we have a dream
A transformed society based on Christs values

O UR M ISSION ~ we exist to
Promote and enhance the work of our members throughout Australia

O UR S TRATEGIC P LAN ~ we will focus on

Baptist Care Australias Strategic Plan spans the five year (calendar year) period 2013 to 2017. It contains high level goals, key
results areas, strategies and key performance indicators to ensure accountability, measurement of performance and a clear sense of
direction. [Refer pages 8 to 18].

O UR R EPORTING ~ we commit to
The Strategic Plan will be reviewed quarterly at Board meetings, and annually at the Annual Baptist Care Australia Conference.

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 O UR S TRATEGIC P LAN ~ G OALS AND K EY P ERFORMANCE I NDICATORS
KRA 1 ~ R ESEARCH
WE MUST USE RES EARCH AS THE BAS IS TO INFLUENCE GOVERNMENTS SOCIAL, ECONOMIC, FAITH AND FUNDING POL ICIES AND TO CREATE
INNOVATIVE PROGRAM AND SERVICE SOLUTIONS

Goals Key Performance Indicators

1.1
Baptist Care Australia will lead and co-ordinate research activities
that align to our Vision, Mission and members greatest needs
1.2
Research will propose innovative solutions to unmet social need
Minimum 2 active research projects per annum
Minimum 4 Position Statements to be released per
annum

Research will be evidence based and always seek to include 1.3 Minimum 2 active research partnerships per annum
member input as appropriate
1.4 Successful bid for at least 2 research grants or
Research outcomes will be shared with members and released sponsorships per annum
publicly as Position Statements

Baptist Care Australia will seek to partner with Universities and

other third parties to enhance research outcomes

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KRA 1 ~ R E S E AR CH

KRA 1 Strategies When Status at 30 January 2014 Priority

1.1 1.1.1 Research activities to be driven by CoE members; input sought on research 1 Formatted: Centered, Indent: Left: 0"
significant changes in Government priorities (virtually no feedback)
Co-ordination of Formatted: Centered
policy and members greatest needs
research activities Member data snapshot currently being
1.1.2 Secretariat to act as a clearing house 5 Formatted: Centered, Indent: Left: 0"
updated
for the collation and analysis of Formatted: Centered
evidence, data, statistics and other
research activities for members Asylum Seeker position paper adopted. Two
1.1.3 Position papers to be developed and Ongoing priorities identified - Position paper on user 5 Formatted: Centered, Indent: Left: 0"
released to members, Government and pays in aged care and NFP contribution to civil
media to strengthen lobbying, society. Work has commenced on the latter
advocacy, program and service
Research CoE has been requested to develop a
initiatives
research library. All COEs have ben requested
1.1.4 Corporate knowledge gained from
to identity and make available any other 1
research activities to be appropriately
document which may be of use for placement
stored and archived
on the web site library.

1.2 1.2.1 Feedback from Circles of Excellence to Feedback sought, but limited response to date 4 Formatted: Centered, Indent: Left: 0"
guide and inform research activities to
Excellence in
achieve excellence in program and
program and
service delivery Community CoE exploring national program
service delivery
development
1.2.2 Respond to unmet social need by way of Ongoing 4
creating new program and service
delivery solutions for members Responses to Aged Care changes via NACA
1.2.3 Identify/respond to changing and new This is an area that needs strengthening
4
legislation to develop new program
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 and service delivery solutions for
members

1.3 1.3.1 Seek out partnership arrangements with Data base of possible research partners 1 Formatted: Centered, Indent: Left: 0"
universities and other interested commenced.
Joint research
parties to undertake joint research
initiatives CoE Research requested to contribute to this
initiatives
but no further progress made since September
1.3.2 Partner with members on research 2013
initiatives and/or sponsor their 1
research on the basis of the outcomes Ongoing
being shared with the wider
membership

1.3.3 Develop placement and work experience Not commenced

opportunities for university
1
students/graduates to engage in
research activities

1.4 1.4.1 Proactively seek out grant and
sponsorship opportunities to enhance
Research grants
scope and depth of research activities
1.4.2 Offer research grants and sponsorship
opportunities to preferred member
suppliers
Need first to identify projects. 1
Generating a list of major suppliers who may
be approached for sponsorship of research or
Ongoing specific projects, including the annual
conference 1
New website has capacity to acknowledge
sponsors

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OUR STRATEGIC PLAN ~ GOALS AND KEY PERFORMANCE INDICATORS

KRA 2 ~ L OBBYING AND A DVOCACY

WE MUST BE AN EFFECTIVE FAITH BAS ED, NOT-FOR-PROFIT, VOICE INFLUENCING GOVERNMENT POL ICY AND SPEAKING OUT ON BEHALF OF
VULNERABLE AND MARGINALIZED COMMUNITIES

Goals Key Performance Indicators

Represent Members to Government and media circles to 2.1 Number of committees, advisory or reference groups etc
influence policy Baptist Care Australia appointed on to represent
Members
Advocate for the role of the faith-based, not for profit sector in
society 2.2 Number of meetings with Members of Parliament per
annum
Give voice to those who are unable to advocate for themselves
Speak out on behalf of vulnerable and marginalized communities 2.3 Number of interviews with media per annum

2.4 Number of Baptist Care Australia recommendations

accepted/adopted by Government
2.5 Number of media training sessions undertaken per
annum

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KRA 2 ~ L O B B Y IN G AND ADVOCACY

KRA Strategies When Status Priority Formatted Table

2.1 2.1.1 Actively seek Baptist Care Australia to be Ongoing Letters sent to three Ministers offering our 4
appointed to Government and Industry services assisting with policy and as a sounding
Member
committees, advisory or reference board
representation
groups etc. Ongoing
Board decision to defer work on expanding
2.1.2 Optimise Member network to increase membership base June 2013 4
and broaden Baptist Care Australias
representation activities nationally
Not commenced
2.1.3 Develop a policy on Lobbying and 2013
5
Advocacy that will guide the
Secretariat, Board and Members on
scope, ethics, no go Baptist Church
Completed, due for review
matters, and other issues to ensure
consistent and professional Member
representation 2013

2.1.4 Develop protocols and code of conduct for 5

Opportunities sought to align with Board
Board, Secretariat and Members
meetings.
representing Baptist Care Australia

2.1.5 Actively seek out opportunities to meet Ongoing 5

with Members of Parliament

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 2.2 2.2.1 Maximise every opportunity to engage CoE requested to develop media engagement 5
with media to represent Member views strategy for new ED
Media
engagement 2.2.2 Regularly release media statements on
5
issues of priority affecting Member
Limited activity to date.
organisations
Baptistcare (WA) staff will assist in setting up a
2.2.3 Use creative and forthright social media Ongoing Facebook account when ED is on board
strategies to arouse the attention of 5
Government, media and the public
whilst lobbying and advocating To be arranged
2.2.4 Chair, Deputy Chair and Secretariat to
undergo advanced media training at 3
least bi-annually

2.3 2.3.1 Actively participate with other peak Membership with ABM Public Issues Advisory 4
bodies and industry groups to Committee; membership of ACOSS and NDS
Joint industry
strengthen and enhance achieved.. Relationship development
representation
representation to Government and commenced with other faith based peak
media bodies.
Ongoing
2.3.2 Proactively seek the support of Members Finance group developing benchmarking tools 5
to share information and participate in
Residential Aged Care CoE considering
benchmarking initiatives to strengthen
benchmarking program
evidence based arguments and position
statements to Government

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 KRA 3 ~ L EVERAGING M EMBER C APABILITIES
WE MUST MATERIAL IZE THE COLL ECTIVE CAPABIL ITIES OF MEMBER ORGAN ISATIONS TO PROVID E INCREAS ED BENEFITS, VALUE, L EARN ING AND
REPRESENTATION

Goals Key Performance Indicators

Circles of Excellence will take the leadership in providing 3.1 Number of Circles of Excellence Reports released to
Members with increased learning, greater access to information Members
and enhanced representation opportunities to adopt best practice
3.2 Number of National Buying opportunities accessible to
Nationally agreed policies, procedures and systems are Members
implemented
3.3 Growth in dollar value of National and State rebates
The National Buying Scheme provides Members with improved
buying power and opportunities for rebates 3.4 Number of successful tenders and grants per annum
National tenders and grants strengthen and enable Members to
3.5 Number of key Corporate Sponsors
be part of major initiatives
3.6 Dollar value of Corporate Sponsorship
Corporate Sponsors further the scope and activities undertaken
by Baptist Care Australia to leverage capabilities nationally
3.7 Other KPIs as identified by the Circles of Excellence.

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KRA 3 ~ L E VE R AG IN G M E M BE R C AP A B IL IT I E S S TRATEGIES
KRA Strategies When Status Priority
3.1 3.1.1 Review, refresh and establish Circles of 2013 Terms of reference, project plans and process 1
Excellence aligned to the Mission, management for CoEs completed
Circles of Excellence
Vision and strategic direction
2013
3.1.2 Develop Terms of Reference and formalize
working arrangements for each Circle of 1
Excellence Reporting requirements established
2013
3.1.3 Develop policy on Circles of Excellence Performance of CoEs reviewed in December
1
including working to Terms of 2013
Reference, managing underperforming
committee members, reporting
Annually
requirements to the Board and
Members, and adopting approved CoEs met and commenced discussions at April
communication methods and tools 2013 Conference. Some established regular
meeting dates and projects 1
3.1.4 Use the Baptist Care Annual Conference
to facilitate the work of the Circles of
Excellence

3.2 3.2.1 Co-ordinate the national procurement Ongoing Four items under consideration. New 1
strategy through the Procurement contracts signed for chemicals, photocopiers,
National 2013
Circle of Excellence stationery. Fuel under consideration
Procurement
1
3.2.2 Develop a policy that articulates how This has been formulated as part of the
Annually
rebates are structured/split between membership fee and as a policy document
National Office and States (adopted November 2013) 1
3.2.3 Annual Report to disclose rebate Complete for 2013 annual report.

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 arrangements and outcomes for the Procurement strategy developed and now
financial year ending incorporates this requirement.

3.3 3.3.1 Optimise tender and grant opportunities Disability tender considered but rejected 4
to further the work of Baptist Care because of time frame
Tenders and
Australia and Members
Grants Community Life CoE currently preparing
4
3.3.2 Act as the Lead Agency where required national tendering framework document
for national tenders and grants that discussion paper/way forward.
Ongoing
align to the Mission, Vision and
Finance CoE requested to consider funding
strategic direction
and management issues of national tendering
3.3.3 Co-ordinate tender and grant applications
No national tenders developed 2
through to acquittal reporting for
successful applications

3.4 Corporate 3.4.1 Establish and maintain a key group of Details of major suppliers sought via 1
Sponsors corporate sponsors procurement CoE
Ongoing
3.4.2 Engage corporate sponsors at Annual Community & Fund raising CoE requested to
1
Conferences develop a key sponsor list

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KRA 4 ~ C OMMUNICATIONS AND M ARKETING
WE MUST BUILD STRONG RELATIONSHIPS WITH OUR MEMBERS AND STAKEHOLDERS BY CONS ISTENTLY ENGAGING THEM IN ALL THAT WE DO AND
EFFECTIVELY POS ITION BAPTIST CARE AUSTRAL IA AS A LEAD ING FAITH BASED, NOT-FOR-PROFIT, COMMUNITY VOICE

Goals Key Performance Indicators

Position Baptist Care Australia as a leading faith based, 4.1 Level of Member satisfaction measured annually
not-for-profit, community voice in the eyes of
Government and the public 4.2 Number of lobbying and advocacy campaigns per annum
Promote and enhance our brand and reputation
Utilise all forms of communication to reach out to 4.3 Number of times BCA appears in the media per annum
Members, stakeholders and those we seek to influence
Optimise technology to make communications and 4.4 Number of website hits per month
information readily and easily accessible for Members

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KRA 4 ~ C O M M U N I C A T I O N S A N D M A R K E T I N G - S T R A T E G I E S

KRA Strategies When Status Priority

4.1 4.1.1 Develop regular communication streams for members and Ongoing Regular newsletter established 5
stakeholders including feedback mechanisms
Member
engagement 4.1.2 Develop and maintain Members Only and Circles of
2013 Incorporated in new web design 5
Excellence sections on the website to enable Members to
access information and engage in two way dialogue

4.1.3 Develop and maintain an update register of all Members Ongoing Completed 2
including their profile, service mix, contact details and
other pertinent information and make accessible under
Under way 2
the Members Only section of the website
2013
4.1.4 Develop a Consultation Policy that outlines the processes to
follow for engaging with Members in relation to research, Completed 2
benchmarking, lobbying and advocacy initiatives
Completed, report presented in
Annually
4.1.5 Undertake an annual survey of Members to gauge level of November 2013
2
satisfaction
Ongoing Deferred at June 2013
2
4.1.6 Actively recruit new members

4.2 4.2.1 Develop a Communications Strategy to meet the needs of Completed 5

Members, stakeholders, and those we seek to influence
Brand Completed 1
management 4.2.2 Refresh existing brand to reflect new Vision and direction
2013 Completed 1
4.2.3 Develop a Policy enabling Members to co-brand with Baptist
Care Australia Under way 1
4.2.4 Protect brand with appropriate legal registrations Completed 1
4.2.5 Develop code of conduct for Board and members

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4.3 4.3.1 Develop targeted communication campaigns for specific Campaign developed for election 4
lobbying and advocacy initiatives (asylum seekers)
Campaign
management 4.3.2 Identify and appoint additional authorized spokespersons to Additional speakers authorised for
4
assist with campaigning and ensure they have adequate public election campaign
speaking skills and/or media training Ongoing

4.3.3 Partner with other peak bodies or industry groups to jointly 4

Request to other faith based
campaign on significant issues affecting Members
agencies re asylum seeker
4.3.4 Evaluate and measure effectiveness of each campaign campaign 4

4.4 4.4.1 Develop a Media Policy to clearly define responsibilities for 2013 Completed 1
media management and authorised media spokesperson/s
Media
management 4.4.2 Develop regular Media Releases to promote the work of
Ongoing Media service subscribed to 4
Baptist Care Australia and communicate key messages regarding
research, lobbying and advocacy initiatives

4.4.3 Build and maintain positive relationships with the media 4

4.4.4 Develop and maintain an electronic system for media Margaret Gee media (5 user 1
management including release of media statements, database of service)
media contacts and register of media statements released

4.4.4 Maintain a watching brief on media activity that affects

4
Members and the work of Baptist Care Australia
Subscribing to BCS media service

4.5 4.5.1 Refresh website and provide intranet access for members New web site under development 3
and stakeholders (March 2014 launch date)
Web
2013
4.5.2 Develop and proactively use social media to engage with
4
members and the public to raise awareness on lobbying

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 and advocacy initiatives Completed

4.5.3 Develop a social media policy 4

46 4.6.1 Develop a Marketing Strategy that positions Baptist Care 2013 Completed 4
Australia as a leading faith based, not-for-profit,
Marketing
community voice
2013 annual report completed 1
4.6.2 Produce an Annual Report for members and stakeholders

4.6.3 Identify opportunities to support and promote Sponsors

and funders of Baptist Care Australia Referred to Marketing and fund 1
raising CoE

4.7 4.7.1 Host Annual Conference for members, stakeholders and Annual 2013 completed, 2014 planning 1
invited guests under way
Events
4.7.2 Create opportunities for events and seminars to better
5
serve Members interests and priorities

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KRA 5 ~ G OVERNANCE
WE MUST PROTECT THE BEST INT ERES TS OF THE ORGANISATION BY MAINTAININ G APPROPRIATE SYSTEMS, POLICIES AND REPORTING
MECHAN ISMS WHILST ENSURING RELEVANCE TO MEMBERS AND LONG TERM SUSTAINABIL ITY

Goals Key Performance Indicators

Baptist Care Australias Constitution, entity structure and systems 5.1 End of year financial results generate a surplus
are effective and fit for purpose

The National Secretariat is based in Canberra and fully functional 5.2 Number of fully paid members

Members realize full potential and value of their membership

5.3 Board Governance manual reviewed annually
Financial viability and sustainability of the organisation is secure

Annual business plan based on member needs and aligned to the

5.4 Increase in the number of members per annum
Strategic Plan

Expand membership base

5.5 Continuous improvement system in place

5.6 Annual performance against KPIs contained in Strategic

Plan

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KRA 5 ~ G O V E RN AN C E ~ S TRATEGIES
KRA Strategies When Status Priority
5.1 5.1.1 Constitution and entity structure reviewed and Constitution adopted April 2013 1
refreshed
Legal structure MoU for ABM & BCA signed November
5.1.2 Working relationship between Baptist Union 2013
2013 1
Australia and Baptist Care Australia and no go
Completed (although will require regular
areas clearly defined
review)
5.1.3 Board Governance systems and manual in place 1

5.2 5.2.1 National Secretariat established in Canberra 2013 ED appointed 1

Secretariat 5.2.2 Relationships with other peak bodies and industry Meetings held with Anglicare, Catholic 3
organisations formed and functional Ongoing Health Australia, United Care, Catholic
Social Services Commission
5.2.3 Organisational systems, processes, policies and
1
procedures established, monitored and kept Completed for 2013
up to date
Completed for 2013
5.2.4 Reporting requirements for Board and Members
established and operational 1
ongoing
5.2.5 Continuous improvement systems including 3
feedback and complaints proactively managed

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5.3 5.3.1 Membership structure reflects approved Annual Completed for 2013 1
Business Model
Membership Reviewed June 2013 as part of membership 1
5.3.2 Membership benefits and fees reviewed and development
adjusted annually
1
5.3.3 Member Agreements and Code of Conduct
Member register established
entered into on an annual basis
Reviewed November 2013
5.3.4 Membership Register accurately maintained 1

5.3.5 Annual review of the Circles of Excellence

effectiveness 1

5.4 5.4.1 Financial systems, policies and reporting Annually Completed for 2013 2
procedures in place
Financial 2012-13 annual report completed, including
Stewardship 5.4.2 Annual Report for Members to include financial audit report
1
statements
Included
5.4.3 National procurement rebates, grants, tenders
Audit complete by November 2013
and sponsorships to be reported separately in 3
financial reports

5.4.4 Financial accounts to be audited annually 1

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S OURCE D OCUMENTS ~ HELD IN THE O FFICE OF E XECUTIVE D IRECTOR
IMPORTANT NOTE:

The formulation of this Strategic Plan has relied upon the following key documents:

Memorandum and Articles of Association of Baptist Care Australia Limited dated 23 September 1997
Baptist Care Australias Purpose Statement as approved by the Board on 8 October 2012
Baptist Care Australias Business Model as approved by the Board on 8 October 2012
Business Model and Circles of Excellence Feedback as approved by the Board on 8 October 2012

N ATIONAL O FFICE
Office of the Chair and Secretariat

Address: Co-located at Baptistcare Inc Offices

100 Welshpool Road, Welshpool Phone: 08-9282 8600
WESTERN AUSTRALIA 6106 Fax: 08-9282 8697
Post Office Box: PO Box 263 Email: info@baptistcareaustralia.org.au
Welshpool Website: www.baptistcareaustralia.org.au
WESTERN AUSTRALIA 6106

Page 25 of 29
A PPENDIX
Board Meeting 4th June 2014

Political, Economic, Social, Technological, Legal and Environmental (PESTLE) Analysis and Revision Input

POLITICAL

New conservative Federal Government with an overarching focus on government debt reduction and

Individual responsibility - user pays

Small government, ideological belief in the free market as supreme
Less support for the marginalised
Social contract has been diminished
No gender analysis of the budget implications
Private sector to take up many of the traditional responsibilities of government
Assumption there is employment for the unemployed
Reduced access and equity for marginalised people
Shift to crisis management rather than early intervention
All are required to engage and become a positive contributor - 'the end of the age of entitlement
Vilification of disadvantaged people e.g. refugees and unemployed
Aged care funding relatively untouched agenda to attract new domestic and overseas for profit operators?
Aged care is seen not as a social problem but as a funding problem change to create a more competitive environment
User pays approach leaves it to the churches and charities to pick up those who fall between the cracks

INTERNAL POLITICS

External change affirms the need for BCAs current directions

stronger desire to engage in mission together - Jesuits faith based orgs symposium, Catalyst in churches, - need to build
links with other churches
Individual organisations must consider how to think and act with this Australia-wide, big picture rather than State view
BCA needs a process to make decisions on advocacy issues

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ECONOMIC

Widening gap between the haves and have nots

Broad shift towards user pays Medicare, Higher Education, Aged Care, etc.
The budget reflects values and social policy that people are now 'consumers' and simply a component of the ' the
economy' not a 'society'
The government has a legitimate concern about its growing debt. How can BCA contribute to solutions? e.g. concessional
payments
Is there a disconnect between economics degrees and real life or are some, e.g. Macquarie University incorporating social
responsibility within courses, Centre for Social Impact (CSI). What are the implications?
Parallel universe between emerging social consciousness in corporates and conservative government policies
Gen Y have a different mindset - they have not grown up with economic need
Make the argument that access, equity and justice is economically viable and beneficial

SOCIAL

Shift to the right - emergence of extreme right wing principles

Society is becoming more divisive and polarised
Our first and last peoples are likely to be the most excluded
Significant that new growth industries in the last two decades have been wealth creation and security
Growing sense that branding and image more valued than character and identity
Greater awareness of mental health - increase in mental health issues
Greater casualisation of relationships
Living longer / expected to work longer
Fragmentation of families - reconstructing families - more generations living simultaneously, caring for several generations
at once
Travel makes the world smaller - 30% of Australians take their holidays overseas
Neighbourhood disconnection
Greater secularisation of society in the western world
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 Churches are not geared up to live as though they may not survive - they have been part of the establishment for a long
time and are not used to thinking of themselves as vulnerable to extinction
Security guards at church entrances
Community is about networks - the local suburb may or may not be community for you (Robert Banks)
Churches have lost social legitimacy
The challenge retreat to past conservatism or re-engage and be relevant
Choice and relativism

TECHNOLOGICAL

Technology continues to displace unskilled jobs that would once have provided work - robots, IT, etc.
Travel is more accessible because of technology
On line communities
Cheaper motor vehicles
Higher levels of pollution
Some scepticism about technology - there are those who resist it on value grounds, concerned about impact on
relationships and finances etc.
Challenges for parenting and peer pressure
Intrusive and invasive - work/life boundaries
Creates opportunities to assist with third world problems, capacity building in health care,
Ethical debate is not keeping up with technology, e.g. end of life issues

LEGAL

Privacy and Confidentiality

Keeping up with Industrial legislation
Litigious character of society - transfer of guilt
Increasing WHS accountability
Performance management becoming more legalistic
Moe onerous bullying legislation
Capacity of older workers to undertake physical work duty of care, personal and legal risk
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 Risk and liability associated with home based work remote workers mobile workers
Constraint to collecting debts in the user pays system
Outcomes based contracts with governments
Government outsourcing risk to service providers and changing the ground rules mid-contract
Increasing dependency and cost on legal profession and experts to manage risks

ENVIRONMENTAL

Value in engaging with staff by demonstrating environmental awareness

Required for government contracts
Lack of government leadership
Willingness of the consumer to pay an 'environmental premium'
Cost benefit when well done
Greater transparency for stakeholders

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