2. 1
Listening and relating
We listen to people and seek
to understand their needs.
Enabling choice
With 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 care
We believe that providing excellent
and responsive clinical care flows from
knowing and understanding the person.
Belonging
We 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 friends
We actively encourage family and
friends to be our partners in care.
Engaging with community
We encourage people to be involved in
their community and we will connect with
the communities in which we serve.
Equity and access
We seek to serve the disadvantaged and
those unable to care for themselves.
Nurturing the whole person
Our Christian motivation means that we
nurture the spiritual well-being of people,
as well as meeting their physical and
emotional needs.
Serving with passion
We only want staff and volunteers who
enjoy serving others and demonstrate
this in their behaviour and attitude.
Learning and developing
We build the knowledge and skills
necessary to do our jobs well and develop
satisfying careers. We all
use what we learn.
Being creative and innovative
We seek to research, develop and improve
care and services. We encourage creativity
and innovation.
Communicating well
We communicate honestly, openly
and in a timely manner.
Respecting confidentiality
We protect the privacy and
confidentiality of those we serve
and with whom we work.
Being wise with resources
We will manage resources effectively
and sustainably.
Managing risks for better care
We manage risks in an intelligent and
measured way rather than seeking to
eliminate them.
Valuing teamwork and
sharing responsibility
We 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
3. 3A mission driven organisation
history
On 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
on
Independent Christian
Charity
Independent
Throughout 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.
Christian
In 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.
Charity
HammondCare 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 motivation
As 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.
4. 5A mission driven organisation4
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. Relationship
2. Belonging
3. Spirit
4. Marginalised
5. Risk
6. Citizenship
1. Relationship
Our 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. Belonging
Home 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. Spirit
Our 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 identity
the 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. Marginalised
HammondCare 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. Risk
HammondCare’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. Citizenship
The 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 together
The 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.
5. 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 conditions
So 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
Proportionoftotalpopulation(percent)
Number(millions)
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
Dementia
As 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)
1,000,000
800,000
600,000
400,000
200,000
0
2015
2020
2025
2030
2035
2040
2045
2045
Year Total
2015 342,800
2020 399,800
2025 466,900
2030 550,200
2035 644,300
2040 737,600
2045 817,700
2045 891,400
Context
6
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 Care
The 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.
Pain
One 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 base
Alongside 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
markets
As 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 care
The 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 Care
The 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.
7. 11HammondCare today
people we serve
HammondCare 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 provide
HammondCare 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.
HammondCare
today
organisational structure
HammondCare’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 people
As 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 services
¾ Learning, Research, The Dementia Centre & Hammond College
¾ Property and Capital Works
¾ People Services
¾ Information & Communications Technology
¾ Quality, Safety and Risk
¾ Communications and Public Affairs
¾ HammondCare Foundation
10
8. 13
A differentiated
organisation
Current differentiators
Dementia 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 differentiators
Pain 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.
complementary
services
A differentiated organisation
9. 15Towards 2020
Towards 2020
Preserving the core, promoting innovation
$17
Other
income
million
+
$15
Learning,
research+
Dementia
Centre
million
$139
Residential
care services
million
$100
Health+
Hospitals
million
$93
Community
care services
million
+
+ +
$364
forecast to be more than
Total
consolidated
revenue
million =
14
servanthood and
significance
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.
10. 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.
16
the people we serve
why and how will we
support these people?
People with Dementia
Dementia 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 Care
Over 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 Care
As 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 Care
The 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.
11. 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 transitions
When 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 Health
A 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
control
Choice 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 culture
Rather 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 Engagement
The 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.
12. 21
Cardiff
Erina
North 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
Southern
NSW
s
Braeside
Hammondville
Greenwich
North
Turramurra
Wahroonga
Northern Sydney
Miranda
B
hh
NorwestN
a
y
TT
a
Sydney
Sydney
Melbourne
Melbourne
Caulfield
West
Melbourne
North
Melbourne
Towards 202020
our locations:
21
13. 23Towards 202022
thought leadership
Excellence 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.
Dementia
NHMRC Partnership Centre
The 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 Centre
The 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
medicine
Our 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 ageing
HammondCare, 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 charity
HammondCare 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 development
HammondCare’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 Development
It 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.
Alumni
An 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
14. 25Towards 202024
A strong in‐house medical
workforce
HammondCare 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 health
In 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 nurses
An 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 Workforce
HammondCare 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
Centres
During 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 Procedures
As 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 Risk
HammondCare’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.
Communications
As 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
environment
Our 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
Volunteers
HammondCare’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.
Philanthropy
HammondCare 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
15. 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
26
strategy summary
16. 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 Map2016-2020
28
17. 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
30
