vision 2025 - kalyna carekalynacare.com.au/wp-content/uploads/2016/03/... · vision 2025 (finalised...

Ten year strategic plan 2015 - 2025

Vision 2025

October 2014Kalyna Care Vision 2025

Leadership Statement

Kalyna Care (Ukrainian Elderly People’s Home) has and continues to play an extremely vital role in the care and support of ageing Ukrainians since its establishment in 1993. Following our further extension in 2012 we now have a 102 bed facility that provides for all levels of care including Dementia specific.

This new Strategic Plan, titled Vision 2025, takes on an entirely new look by way of a 10 year plan ensuring that we adopt to the new reforms and focus on our goals and growth in the short, medium and long term.

Our Strategic Planning Committee which comprises all board members firstly reviewed our Mission, Values and Philosophy. These were realigned to ensure that they conformed to both the sector and our own future objectives.

In developing this revised Strategic Plan the Committee and Board held three key considerations in mind with these being:

1. Maintaining our commitment to the Kalyna Care mission and values2. Leveraging on our skills in providing high quality care to residents from

Ukrainian and other diverse multicultural backgrounds3. Long term sustainability

Vision 2025 (finalised in October 2014) supersedes Vision 2016 by taking on a completely different focus to ensure the ongoing future of Kalyna Care and it is only with a firm focus on the new future of aged care that we will be able to maintain our position in a highly competitive market.

I commend our Strategic Plan, Vision 2025 to you.

Andy MatiszakChairman

Kalyna Care has and continues to play an extremely vital role in the care and support of ageing Ukrainians…


Our mission, values and philosophy

Our MissionOur mission is to provide an Aged Care facility and affiliated services to the community that:• Enables Kalyna Care to continue to be the provider of choice for the Ukrainian

and broader multicultural community• Provides quality culturally appropriate services and care that are responsive

to individual needs and choice• Promotes and respects dignity for all• Cultivates a warm, friendly, caring, compassionate and home-like

environment• Continues to embrace its Ukrainian heritage and remains true to the vision set

by our founding members.

Our ValuesRESPECT – for and with those who we care for, those we work with and those with whom we have involvement.

These values are:• Respect• Empathy• Support and Improvement• Privacy and Dignity• Equity and Encouragement• Compassion• Trust and Understanding.

Our PhilosophyKalyna Care is committed to being a provider of Consumer Directed Care (CDC) providing service users with greater control over the design and delivery of the services that they wish to receive.

A warm, friendly, caring, compassionate and home-like environment.


Organisational Structure


Kalyna Care has an established history and credibility in providing quality care to the Ukrainian community. In recent years the experience gained in providing culturally responsive care has enabled Kalyna Care to extend its reach to meet the needs of residents from other diverse communities.

Kalyna Care will continue to embrace its Ukrainian foundations and will build on the experience and skill set it has established to respond to the needs of residents from diverse backgrounds. Kalyna Care aims to ensure that all residents are respected, valued and feel that their life has worth. We will support families through the transition process and provide them with the security and confidence knowing that their relatives are being cared for in the best possible way.

The Aged Care sector is undergoing significant reform with a greater emphasis on planning for ongoing sustainability in an environment of constricting Government funding. This change requires Aged Care providers to research, consider and develop new and innovative ways of generating other income in order to enable the continued provision of high quality of services. Residents and families expect that the high quality of services is maintained and further enhanced.

In developing this revised Strategic Plan the Board held three key considerations in mind with these being:

1. Maintaining our commitment to the Kalyna Care mission and values2. Leveraging on our skills in providing high quality care to residents from

Ukrainian and other diverse backgrounds3. Long term sustainability

The organisation cannot rest on its laurels. We need to actively respond to the current environment which requires us to grow the organisation’s

current services and core business, as well as diversifying into other areas to ensure long term viability.

Four key areas of focus have been identified. They include:

1. Ensuring Kalyna Care remains the facility of choice for elderly Ukrainians and other elderly multicultural persons.

2. Developing a master plan for the organisation’s Delahey site that incorporates the growth of residential beds (capital investment).

3. Investigating and developing a business case for the acquisition of a second site in another area of Melbourne to widen the organisation’sreach.

4. Leveraging the locational advantage of the Delahey site and optimisingthe potential for complementary development to enable longer term sustainability.

Introduction

Mission andValues

Sustainability Leveragingour skills


Our Desired Future

Financial viability and sustainabilityKalyna Care will continually strive to be an efficient, financially viable and sustainable organisation able to adapt to the changes in funding frameworks and consumer demand.

Comprehensive and integrated systemsComprehensive and integrated systems will provide timely, accurate and relevant data and information to increase our knowledge base and to meet regulatory compliance requirements.

Integrated range of aged care and allied health servicesKalyna Care will provide current and future residents with an integrated range of high quality aged and allied health services that meet their needs and expectations.

Diversified income streamsKalyna Care will achieve its social and financial objectives through a diversified range of income streams including: Government funding, fundraising, donations, philanthropic trusts, bequests and sponsorships.

Excellent care for allKalyna Care will be a leader in Aged Care for residents from Ukrainian and other multicultural backgrounds. We will be recognised for our expertise in providing culturally appropriate care.

A reputation for excellenceKalyna Care will meet and strive to exceed all accreditation requirements and offer a clear point of difference from other Aged Care service providers.

Responding to the needs of the Ukrainian communityThe Ukrainian community will continue to have a strong sense of ownership of Kalyna Care and be actively engaged in supporting its current and future endeavours.

Strong governance for strong leadershipThe Board will govern and continue to provide clear delegation to the General Manager in order to enable Senior Management to lead the organisation effectively through a partnership approach to leadership and management.

High quality aged and allied health services


Strategic Risks

Intensity of competition; competitors’ strategies

The intensity of competition and competitors strategies in a deregulated market where private and public businesses will increase and only medium-large community businesses Not For Profit (NFP’s) will have the capacity to lead, manage and grow.

• Robustly implement and monitor the strategic objectives with service growth and geographical spread extremely critical to success.

• Ensure that Kalyna Care management and the Board of Directors are up to date with key industry drivers, threats and opportunities by actively engaging in relevant forums to gather business intelligence.

Operating within integrated aged care, hospital and health care structures and systems

Aged Care service providers are highly sensitive to changes to uncertain Government policy and funding. Kalyna Care needs to be adaptable and responsive to the changes in the sector to ensure long term sustainability.

• Continue to monitor and understand the Government and public policy environment, including new and/or emerging legislation, structures, systems and associated mechanisms.

• Develop and implement a Kalyna Care business model/service model.• Monitor like organisations and compare ourselves with them.• Monitor private sector drivers.

Inability to fill new beds and/or a decline in the number of new residents

Our planned bed fill strategy is not as successful as planned and/or we see a gradual decline in the number of new residents entering the facility as new and/or innovative home-based services come online and provide competition.

• Develop and ‘trade’ on Kalyna Care’s expertise in providing culturally relevant care.

• Develop and implement a marketing and communications plan.• Continue to develop and formalise Service Partnership Agreements.

Strategic opportunities are not activated in a timely manner

We fail to be responsive, therefore not commencing our business planning processes for new projects and losing the opportunity to progress strategic opportunities and partnerships.

• Ensure that new project ideas go through a timely business planning process to ascertain viability before commencement.

• Learn from the experiences of other successful providers in the sector

Loss of Key Personnel We lose key staff or we do not have the appropriate mix of skills and knowledge in order to progress the organisation’s vision and objectives.

• Succession planning is factored into key roles within the organisation to ensure that all vital knowledge remains should staff depart the organisation.

• Performance and Development Plans are prepared annually which clearly identify opportunities for staff development to improve the likelihood of retention.

• Staff continue to be recognized for their valued contribution.

Board composition The composition does not reflect the skillset required to govern efficiently and effectively.

• Regularly review the board’s capability requirements which identify the skills required to provide organisational leadership both now and into the future.

• Actively recruit new board members who have the required skill and expertise.• Ensure board members undertake professional development opportunities.

Strategic risks Strategies to minimise and mitigate strategic risks


Our Journey

Short Term 2015 - 2018 Medium Term 2019 - 2021 Long Term 2022 - 2025Embedding our values The Board will undertake to further understand Kalyna

Care’s position in the market, as well as complete a home care feasibility study by 2015. The Board will develop measures to ensure the organisation remains the best facility for Ukrainian and culturally diverse elderly people. We will undertake community engagement activities to maintain community connection and foster ownership.

The organisation will continue to monitor our engagement with the Ukrainian community and broader multicultural community and take the necessary action in order to ensure improvements where necessary.

Over the long term the organisation will have maintained its essence as a part of the Ukrainian community whilst also delivering outstanding culturally appropriate care to residents of all backgrounds. The Delahey site will be the organisation’s central community hub whilst other sites will continue to have the desired Kalyna Care attributes in accordance with our model.

RecognitionOn 22nd September, 2014, Kalyna Care received an award from the Victorian Multicultural Commission for Service Delivery to Multicultural Victoria –Organisations – Aged Care.

Kalyna Care will aggressively promote the 2014 award achievement via our marketing plan to ensure that the organisation’s success is well known to our target market and both the local and broader community.

Our success awareness will then provide Kalyna Care with a competitive edge in an open market as a provider of choice for both the Ukrainian and broader multicultural community.

Kalyna Care will seek further recognition via awards and utilise successes to support a comprehensive marketing strategy with continued announcements of these additional successes to the community that is our target audience.

The organisation will ultimately maintain its position as a provider of choice for both the Ukrainian and broader multicultural community.

Kalyna Care will continue to source and identify awards applicable to the organisation to ensure that we continue to be recognised as a leader and provider of choice for both the Ukrainian and broader multicultural community.

These ongoing achievements at regular intervals will be of significant importance to promoting Kalyna Care in its highly competitive market.

Delahey master plan Options for site usage will be identified to maximise the potential to be gained from Kalyna Care’s prime location. This will include investigation of residential Aged Care expansion and appropriate commercial development. Following the selection of options, a site master plan and business plan will be developed.

A two-phase project is undertaken pending the outcome of the master and business planning processes This may include, construction of a commercial precinct and residential Aged Care expansion.

Over the long term the site’s usage will be maximised and diversified, ensuring maximum return for the organisation and optimal design for the residents.

Potential expansion into other localities

Explore the viability of potential expansion into other localities including a needs and cost benefit analysis. Develop criteria for potential acquisition of a second site.

Pending the outcome of the analysis, we will explore available acquisition options based on the agreed criteria.

The Board will continue to consider opportunities as they arise and act where appropriate.

Leverage Delahey for other services

Consider opportunities for further uses in conjunction with the master plan including palliative, transitional and home care in addition to day and residential respite.

The Delahey site provides a continuum of care enabling a transition from independent community living to supported residential accommodation.

The organisation will continue to consider further opportunities and will continue to be recognised as an Aged Care community hub.

Our work over the next ten years and beyond will be guided by the need to guarantee the organisation’s longevity by developing sustainable operating models, whilst continuing to provide excellent care to Melbourne’s Ukrainian and broader multicultural community. These strategies will be further developed each year upon reviewing this Strategic Plan.


Strategy One: Embedding our Values

Strategies that may be included:

• Confirming that human resource management is consistent with our values (measuring ‘I Respect U’)

• Determining that client services are delivered consistent with our values and that clients also respect our staff

• Setting indicators of our intent that Kalyna Care specialises in care for Ukrainian residents and is the best place for Ukrainian aged care

• Maintaining our relationship with the Ukrainian community through deliberate outreach activities

• Committing to a two-way communication with our stakeholders.

Kalyna Care is the best place for Ukrainian aged care


Strategy Two: Delahey Master Plan

The Benefits

The Delahey site is an essential part of the organisation’s future growth. The site itself is owned by the organisation which has developed its presence in the West of Melbourne, and is recognised by the Ukrainian and broader multicultural community. Significant previous investment will be built on and further development will enable the organisation to achieve economies of scale and establish further links with local Aged Care service providers.

The Delahey site master plan intends to maximise the use of the site, leverage the organisation’s assets and diversify the services provided in order for us to become an Aged Care community hub that satisfies unmet need in Melbourne’s West. This will enable us to deliver palliative, respite and transitional care to create a pipeline for the organisation’s residential care services as well as partnering with other organisations to deliver a range of services including home care. Commercial lease spaces for medical and allied health services can also be developed on the site in order to generate additional income for the organisation, integrate the site into the local community and meet the needs of our residents.

Development of the Delahey site will involve investment of time and resources to ensure the future sustainability of the organisation. The Board has agreed that an additional 50-60 beds (minimum, with scope for further expansion in later stages) are required to ensure the longevity of the organisation although, further consideration of the economic model is required prior to proceeding.

A strategy and funding model is to be developed to achieve the appropriate mix of services that align with the organisation’s core skills and capabilities and help achieve financial sustainability. The bed uses to be considered include permanent, transitional and palliative care as well as day respite including supporting individuals living with a disability.

The Board has already determined certain criteria in developing the Delahey site, including:

1. Maximise the number of beds2. Maximise height (levels)3. Maximise land usage (70%)4. Consider adequate car parking5. Ensure design is efficient and appropriate to target groups with a PODS

style configuration6. Include a hall for day respite

Concept design – basic drawings (DWG files) to maximise the site.

Further consideration will need to be given to the appropriate infrastructure and relevant planning permits.


Strategy Three: Acquisition of Second Site

Acquisition of an existing facility at a new site is an option that may well present an opportunity to secure the organisation’ssustainability into the future.

Acquiring a new site could allow the organisation to spread its geographical base, taking residents from new catchment areas, and respond to the needs in these areas.

A new operating location will provide scope for new partnerships and opportunities. Operating another existing facility could also provide established links that could then be further leveraged, helping to ensure a moveable skill base for the organisation and providing a new revenue stream.

In taking on a new site it is important to ensure that:

• An appropriate return on investment can be guaranteed

• Kalyna Care’s mission and values can be met and maintained

• Existing core skills and competencies can be further built upon and developed

• Duplication is avoided and connections and efficiencies between the two campuses are maintained.

Acquiring a new site could allow us to respond to the needs in new catchment areas


Endorsement

The Kalyna Care Strategic Planning Committee and Board has extensively reviewed all factors surrounding both the sector and organisation goals, targets and aspirations when developing the Kalyna Care Vision 2025 Strategic Plan for the 10 year period 2015 – 2025. The Strategic Plan was finalised in October 2014.

The Board seeks the implementation of the Kalyna Care Vision 2025 Strategic Plan currency period 2015 – 2025 via the General Manager.

The quarterly monitoring and annual review of the Kalyna Care Vision 2025 Plan 2015 – 2025 will be the responsibility of the Board.

In doing so the Board recognises and acknowledges that by investing in Kalyna Care then the best interests of the organisation and its various stakeholders, in particular current and future residents, will be duly served.

Andy MatiszakChairman

Signed_______________________

Date:____________________2014

Darren Leech General Manager

Signed_______________________

Date:____________________2014


Contact Kalyna Care

For further information on the Kalyna Care Strategic Plan (Vision 2025) contact:

Darren LeechGeneral Manager

Kalyna Care344 Taylors RoadDelahey VIC 3037

Tel: (03) 9367 8055Mob: 0406 424 618Email: [email protected]

mailto:[email protected]

vision 2025 - kalyna carekalynacare.com.au/wp-content/uploads/2016/03/... · vision 2025 (finalised...

Documents