The Strategic Plan - Sacred Heart Mission

Sacred Heart Mission
Strategic Plan
2011-2014

Sacred Heart Mission Inc
87 Grey Street
St Kilda, Vic, 3182
PO Box 1284
St Kilda South, Vic, 3182
Telephone: 03 9537 1116
Facsimile: 03 9525 3268
Donations: 1800 443 278
www.sacredheartmission.org
ACN 62 843 874 179

Introduction
Sacred Heart Mission (SHM) has a proud history of working with the most disadvantaged members
of our community and assisting them to rebuild their lives.
Every three years, SHM prepares a Strategic Plan that articulates the priorities for the planning
period and focuses on building the capacity of the organisation to deliver sustainable outcomes for
the people we work with.
This Strategic Plan, covering 2011 – 2014, details an ambitious and exciting agenda. It builds on our
existing expertise and consolidates our position as a best practice provider in delivering services to
people who are homeless and have complex and challenging needs. The plan also has the potential
to greatly enhance outcomes for the people experiencing chronic homelessness.
We are confident that the energy, skills and commitment of our staff, volunteers and supporters will
ensure the success of this plan.
Process to Develop the Plan
Key stakeholder groups including staff, clients and residents, volunteers, parishioners, funders and
other agencies had the opportunity to contribute in a meaningful way throughout this process and
the plan is the result of a collaborative effort.
Structure of the Plan
The plan identifies 3 Key Directions – Social Inclusion, Advocacy and Sustainability and Growth.
These Key Directions have been agreed as the main priorities for the organisation and each are
supported by a set of goals and related objectives that will be implemented over the life of the plan.
This Strategic Plan is supported by a Business Plan which identifies the person or team responsible
for implementing each goal and its related objectives and the timeline for doing so. The
implementation of the Business Plan is monitored by SHM’s Board on a quarterly basis.
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Vision – Mission – Organisational Values
Sacred Heart Mission has its origins in the welcoming response of the founder and parish priest, Fr
Ernie Smith, to those who came knocking on the door of the Presbytery seeking food and shelter.
In 1982, Fr Ernie gathered a small team of committed staff, who, with the support of the
parishioners of St Kilda West, took up the Gospel call of Jesus Christ:
‘for 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’ (Mt 25: verses 35-36).
Since that time, the Mission has continued to respond to the basic needs of those who seek
assistance. Progressively, it has sought to provide services which also address the underlying causes
of disadvantage and help people to live life to the full.
From its beginnings, the Mission has seen its work as living the story of Jesus’ life and teachings in
today’s world. This work continues to be centred within the St Kilda area and is sustained by the
deep pool of generosity and talent within the organisation and the broader community.
Sacred Heart Mission is the Catholic Church in action and is supported by its strong relationship with
the parishes of St Kilda West and Elwood.
Vision
Our Vision is of a world where people live free from poverty and belong to a community that is
compassionate, just and inclusive of all.
Mission
Sacred Heart Mission addresses homelessness and disadvantage by providing a range of diverse and
creative services that:
ensure people have access to necessities including housing, food and healthcare;
enable people to connect with their community and develop support networks that
sustain and nurture their lives.
Values
Welcome – we welcome and accept people as they are Sacred Heart Mission began with the
opening of the Parish doors to whoever wished to come in. The spirit of the Mission’s work flows
and develops from the notion of welcome, which it cherishes as integral to all it does.
Community – we build community The Mission seeks to develop a sense of community amongst the
people who use our service and establish connections with the broader community.
Empowerment – we work with people to enable them to take control of their lives The dignity of
the person means that each of us has the right to pursue our own path in life. We foster self worth
as a means of empowering people.
Challenge - we challenge the unjust structures of our society The Mission recognises that
disadvantage is often created and perpetuated by unjust social and economic structures. We commit
to identifying such structures, presenting fairer alternatives and advocating for change.
Stewardship – We value our staff and volunteers and manage our resources effectively Staff and
volunteers are highly valued and critical to the Mission’s work. The Mission also recognises its
responsibility to effectively manage the resources entrusted to it by government, philanthropic
organisations and donors.
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The Strategic Plan: Our Key Directions
Key Direction 1: Social Inclusion
Sacred Heart Mission believes that homelessness is one expression of social exclusion and that the
solutions to it must be more comprehensive than if homelessness is seen solely as a lack of housing.
Our social inclusion framework clearly articulates our understanding of social inclusion and the
importance of embedding it in our daily work practices. Our experiences during 2007-2010 affirmed
the importance of this strategic direction and we will continue to work towards consolidating and
developing this approach to the work that we do by continuing to:
Ensure our social inclusion framework is embedded in practice.
Focus on measuring the outcomes of our work.
Ensure the people who use our services have input into the way we operate and develop our
services.
Implement the Journey to Social Inclusion pilot program.
Goal 1: Develop our expertise in supporting adults with complex needs and establish the
organisation as a practice leader in this area
SHM has been building a reputation for its practice expertise in supporting people who are homeless
and socially excluded, particularly single adults with complex needs. Over the next three years SHM
will build on this expertise in supporting people who are the most disadvantaged, consolidate our
position as a best practice provider and further enhance outcomes for the people who use our
services.
Objectives
1.1.1 Consolidate and build on our Social Inclusion Framework.
1.1.2 Maximise the impact of the J2SI evaluation.
1.1.3 Contribute to research.
1.1.4 Develop partnerships with organisations who have expertise in supporting people who are
chronically homeless and have complex needs.
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Key Direction 1: Social Inclusion (cont)
Goal 2: Ensure our Aged Care operations meet the emerging needs of the Mission
community
SHM is funded to provide 83 beds of residential aged care in St Kilda (Sacred Heart Community, Grey
Street and Avonsleigh Terrace, Robe Street) and 75 Community Aged Care Packages (CACPS) through
the Homecare program. SHM also has one position funded by the Assistance with Care and Housing
for the Aged (ACHA) to assist clients over 55 years of age access appropriate services at SHM or in
the community in general.
A report on SHM’s Aged Care operations, SHM Aged Care Services: Developing our Aged Care
Services to Meet the Needs of the Ageing Population (the “Report”), which was undertaken as part of
the strategic planning process, identified four key issues:
The need to improve the continuity of Care in our Residential Aged Care Facilities.
Improving the financial viability of the Residential Aged Care Facilities.
Potential Increased Demand for Concessional Aged Care Beds in the City of Port Phillip.
Increased Care Needs of Homecare clients.
Objectives
1.2.1 Adopt a phased approach to increasing Sacred Heart Mission’s capacity to provide high
care services at Sacred Heart Community (Grey Street).
1.2.2 Assess the need to undertake a redevelopment of the Avonsleigh Terrace site.
1.2.3 Review Homecare services and implement recommendations to ensure it is best placed to
meet the increasing needs of clients.
1.2.4 Develop partnerships with other aged care providers to ensure any demand SHM is unable
to meet is met.
Goal 3: Improve access to housing for people who use Mission services
The outlook for the housing market suggests that housing affordability is going to continue to
decline over the next three to four years. The gentrification of the City of Port Phillip and
surrounding areas continues to increase the pressure on the private rental market which increasingly
excludes people on low and middle incomes. In addition, despite considerable investment in social
housing by both the Federal and State governments, demand for social housing outstrips supply. As
affordable and appropriate housing is a key factor in ending homelessness, it is imperative that this
plan includes strategies for improving access to housing for the people we work with.
Objectives
1.3.1 Establish a second supported housing facility.
1.3.2 Develop stronger partnerships with housing providers to ensure SHM’s client group gets
access to appropriate housing.
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Key Direction 1: Social Inclusion (cont)
Goal 4: Implement a trauma informed approach to our service delivery
Studies conducted in the US and Australia on the homeless population confirm high incidence rates
of trauma compared to the general population with reports of more than one traumatic experience
in the lifetime of the participants. According to one Australian study, adults experiencing
homelessness are likely to have experienced on average six traumatic experiences, often starting in
early childhood and commonly including physical and sexual assaults. 1
It is well documented that people with unresolved trauma develop coping behaviours that are
dysfunctional and can lead to difficulties in forming and maintaining relationships. This is particularly
prevalent when the trauma occurs in early childhood and is prolonged.
Given the evidence that people who are chronically homeless have usually experienced significant
trauma and our understanding that this is likely to impact on their capacity to build and maintain
relationships, SHM believes that service responses which aim to break the cycle of chronic
homelessness must direct resources to identifying and resolving underlying trauma.
Objectives
1.4.1 Develop a trauma informed system of care.
1.4.2 Contribute to research on trauma and homelessness.
Goal 5: Improve connections to the community for the people we work with
The importance of being connected within one’s community is well understood to be a key
determinant of mental health and well-being. Our homes place us within a community and provide
an anchoring point that allows us to get on with our lives. For people who are homeless, the sense
of being socially included has been eroded. Further, people who are chronically homeless often face
barriers that prevent their connection to community, such as a lack of independent living skills, poor
interpersonal skills and entrenchment in the homeless sub culture.
As part of the 2007- 2010 Strategic Plan, SHM introduced a social inclusion framework to guide its
services and programs. While we have come a long way, our capacity to implement the social
inclusion paradigm across all program areas has been limited by the resources available. This plan
includes two initiatives that will strengthen our capacity to re-connect people to the community
while addressing their other needs.
Objectives
1.5.1 Improve the coordination of social inclusion activities across Sacred Heart Mission.
1.5.2 Implement an employment participation program.
1 Understanding iterative homelessness: The case of people with mental disorders, Dr. C Robinson, Australian Housing and
Urban Research Institute, Jul 2003
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Key Direction 2: Advocacy
Sacred Heart Mission has identified three advocacy goals that will inform our communication with
media, government, the sector and donors throughout the life of this plan.
Goal 1: Improve housing affordability for people who use Mission services
Accessing safe and affordable accommodation continues to be one of the key issues facing the
people who use SHM’s services. While the Australian and Victorian Governments have taken a range
of positive steps to address Australia’s housing affordability crisis over the last few years, these
positive initiatives must be seen as first steps to be built upon.
Serious attention must be directed towards increasing the supply of safe and affordable housing if
we are to prevent an increase in homelessness.
Objectives
2.1.1 Promote increased investment in public and community housing.
2.1.2 Promote using the tax system to improve housing affordability.
Goal 2: Use the Journey to Social Inclusion implementation and evaluation to improve
the service response to people who are chronically homeless
The three year J2SI pilot began in November 2009 and involves 84 participants (40 who are receiving
intensive support and a comparison group of 44 who are using the existing services that are
available).
The total cost over three years will be $4 million or $30,000 per supported participant per year plus
establishment costs. This groundbreaking service delivery model focuses on addressing the
underlying causes of a person’s homelessness and equipping them with the skills to reconnect to the
mainstream community and build social networks outside of the homeless subculture.
The purpose of undertaking J2SI is to demonstrate that a long term and intensive model can break
the cycle of homelessness and the investment required is offset by the economic benefits generated
from reduced service usage by participants and increased economic participation.
Objectives
2.2.1 Secure Government funding to undertake an extended pilot of J2SI.
2.2.2 Share the lessons from J2SI with Government and the Community Sector in order to improve
the way in which the service system interacts with people who are chronically homeless.
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Key Direction 2: Advocacy (cont)
Goal 3: Improve the understanding of homelessness in the community, particularly at a
local level
It is important that the City of Port Phillip remains inclusive of all people, including those who are
disadvantaged, so the people who use SHM services can connect with their local community and
rebuild their lives. Inclusiveness is also an important factor in preventing community opposition to
increased social housing in the region.
Objectives
2.3.1 Develop a community education project in relation to homelessness.
2.3.2 Develop a position statement on street sex work.
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Key Direction 3: Sustainability and Growth
Sacred Heart Mission recognises the importance of maintaining the organisation’s sustainability in
order to ensure continuity of service provision for the people who use our services. Furthermore,
the Mission is committed to exploring opportunities to grow the organisation in areas that are
consistent with our Vision, Mission and Values and enhance our ability to support people who are
chronically homeless and have a range of complex needs. To ensure sustainability and growth we
will continue to:
Maintain a strong relationship with the Parish of Elwood and St Kilda.
Ensure strong financial management and financial controls.
Build the organisation’s profile in the community.
Maintain accreditation requirements and embed continuous quality improvement processes
in all practices.
Use our risk management framework to manage key risks and identify any new and
emerging risks.
Adequately maintain our assets.
Ensure processes and procedures are in place to ensure a safe work environment.
To build on this work we have has established seven goals which are outlined below.
Goal 1: Establish clear financial goals
In recent years the financial position of SHM has improved significantly, largely as a result of
increased revenue from SHM Opportunity Shops, Fundraising and managing costs effectively. In
order to ensure that this process continues and the financial stability of the organisation remains
strong, the plan sets clear financial goals that can be measured and monitored on a regular basis.
Objectives
3.1.1 Build the cash reserve (at $1.2m as at 30 June 2010) to $1.5m during the life of the strategic
plan through budgeted cash surpluses, better than budgeted results or bequests.
3.1.2 Distribute funds in excess of $1.5m to an Infrastructure fund.
3.1.3 Achieve annual budgeted surpluses between $50,000 and $150,000.
3.1.4 Provide adequate capital expenditure to maintain buildings and equipment to ensure our
services are not compromised and OH&S risks are managed.
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Key Direction 3: Sustainability and Growth (cont)
Goal 2: Grow op shop income
SHM currently operates 6 Op Shops which generate over $2.5 million in gross turnover and fund a
significant proportion of services that do not receive government funding. These shops are well
managed and have become a reliable income stream.
Objectives
3.2.1 Open an additional op shop in 2012/13.
3.2.2 Focus on improving the quality and quantity of donations received in the stores.
Goal 3: Attract and retain a highly skilled workforce
SHM has been building a reputation for its expertise in delivering services to people who are
homeless and have complex needs. SHM recognises that supporting people with complex needs
requires a specific practice framework and a specialised skill set.
Accordingly, attracting and maintaining a highly skilled and committed team is a key strategic
priority for the organisation.
There are a range of factors associated with this broad goal including attracting and recruiting the
right people to join the organisation and ensuring that employment conditions and staff support
strategies facilitate long term engagement with, and commitment to, SHM. It is also important to
ensure that staff morale, which is a key indicator of organisational success, is seen as a priority.
This is particularly pertinent in an employment market where positions for skilled community and
aged care workers are plentiful and services, including SHM, report difficulty in filling vacant
positions. Community service organisations also commonly report that high staff turnover is a
significant issue in the current employment market. High staff turnover can deplete the organisation
of specialised skills and experience, erode corporate knowledge and impact negatively on staff
morale.
Objectives
3.3.1 Consolidate and enhance workforce strategies that were implemented during the 2007 –
2010 Strategic Plan.
3.3.2 Focus on embedding a positive staff culture.
3.3.3 Establish a Student Unit to better support student placements.
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Key Direction 3: Sustainability and Growth (cont)
Goal 4: Embed pastoral care in our services
Pastoral caring is not just the role of a few more specialists within the Mission; it is everyone’s
responsibility. The Chaplaincy Team will complement some aspect of caring, e.g. visits to hospitals,
caring for those who are grieving, providing rituals or spiritual support. They can also deepen the
overall pastoral care attitude by providing training or times of reflection for staff.
To embed pastoral care is to imbue policies, procedures, practices and training with the Mission’s
core values, which in turn have evolved from its founding story.
Objectives
3.4.1 Develop Pastoral Care as a part of Sacred Heart Mission’s multi-disciplinary approach.
3.4.2 Secure ongoing funding for the Pastoral Care role.
3.4.3 Develop a partnership with Health Care Chaplaincy Victoria Incorporated (HCCVI).
3.4.4 Offer increased opportunities for parishioners to engage with Sacred Heart Mission.
Goal 5: Minimise our impact on the environment
Climate Change is a reality that profoundly affects individuals, communities and businesses now and
will do in the future.
SHM is a recycler of goods through its opportunity shops and a rescuer of food through its meals
program at Sacred Heart Central.
SHM is committed to minimising its impact on the environment by making informed decisions on its
environmental impact, demonstrating leadership in the sector and supporting clients, staff and
volunteers to make positive environmental choices.
Objectives
3.5.1 Establish a Green Strategy for Sacred Heart Mission.
Goal 6: Invest in the development of Business Services and our buildings
SHM recognises that programs must be well supported by good quality infrastructure and
organisational services in order to achieve the best possible client outcomes.
Objectives
3.6.1 Review the management structure in Business Services with a view to creating an additional
position that will be responsible for Property and Maintenance, Administration and IT
functions.
3.6.2 Upgrade our IT system.
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3.6.3 Implement a comprehensive training and induction program for volunteers.
3.6.4 Increase office space.
Goal 7: Grow our services in a way that is sustainable and improves the Mission’s
capacity to work more effectively with people who have a history of
homelessness and are socially excluded
SHM should consider all opportunities to tender for services targeted at people who are homeless
and have complex needs on a case by case basis.
In doing so, SHM recognises that in order to provide the most effective service to the people it works
with and build its expertise, it may be appropriate to extend our services beyond the City of Port
Phillip.
Objectives
3.7.1 Ensure any growth is governed by the following decision criteria.
Sacred Heart Mission is an appropriate organisation to undertake the work.
The service is financially viable.
The aims and objectives of the service are consistent with the Mission’s Vision,
Mission and Values.
The organisation has the practice knowledge to operate the service effectively in
terms of expertise, knowledge of the service area and client group, or can
demonstrate the capacity to build it.
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