2015-18 Bayley House Strategic Plan
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Bayley House Strategic Plan 2015-18 Towards 2018 www.bayleyhouse.org.au
President and CEO’s Introduction
Bayley House is a not for profit provider of disability services to the communities
of Melbourne’s inner South East and Bayside regions.
The organisation has continued to The introduction of the NDIS will There will be approximately 220
grow and develop over the past sixty- radically change the governance, participants in total, who enjoy the mix
five years, to the point where Bayley funding and operational landscape of services within the community in
House now provides services and for service providers such as Bayley one to one and in centre-based, group
support to more than 200 individuals House. The drivers for change will activities through the different areas of
and their families. In addition the include but not be limited to: our Day Program operations.
organisation has an annual financial
• Much greater client choice and • 32 people live in our shared
turnover of greater than $8.5m and
control. accommodation and 16 people
employs in excess of 130 staff.
• Clients will be supported to apply within mixed use housing in semi-
Bayley House is facing the largest their funding in order to meet their independent settings.
single change to the Disability individual planned goals. • 80 families who experience rest,
Services System in its 65 year history; relaxation and peace of mind when
• Much greater flexibility in terms
the introduction of the National their loved ones stay at our respite
of hours of service delivery and
Disability Insurance Scheme (NDIS). facilities in a single year. These stays
locations will be applied.
Historically organisations like Bayley equate to approximately 280 days of
House have received block monthly • Funding will be provided in arrears
respite per month.
grants from their respective State to pay for work completed.
Governments to provide a range of • NDIS funding and systems will be The Bayley House Board in their
supports to eligible members of the applied nationally. strategic planning session in May
community. On the 16th September 2015 re-affirmed their commitment
• National quality and safeguarding
2015, the Federal Government to providing quality disability support
frameworks will be applied.
announced the Victorian and New services to individuals with a primary
The focus of Bayley House’s strategic intellectual disability with medium to
South Wales rollout schedule for the
endeavours for 2015-18 has to be high support needs.
full introduction of the NDIS. The
ensuring that our organisational
municipalities of Bayside, Frankston, The focus of these services will be:
priorities are aligned with those of
Glen Eira, Kingston, Port Phillip and
the NDIS and that we can continue • Facilitating client choice and control
Stonnington will be included in the
to operate successfully and grow by offering a new and expanded
NDIS scheme on the 1st April 2018.
under the new national NDIS funding range of services.
Current State Based Disability arrangements. This will require a major • Providing programs which are
Service funding assumes that service change in focus for the organisation. focused on individual growth,
recipients will pool their funding and The future will be in ensuring that education and skill development.
the service system will meet minimum everything we do is measured against
• Support to attain employment
standards and outcomes. Funding the expectations of our existing and
and meaningful medium term
levels have traditionally been indexed new participants and their families
volunteering opportunities
annually, based on an assessment of and/or carers.
the costs borne by providers, such as • Encouraging social inclusion,
Our stated intention is that by 2018, community engagement and
the cost of labour.
Bayley House will be the service participation.
of choice for individuals with an
• Providing a quality, safe and
intellectual disability seeking support
supportive environment.
to meet their current and planned
goals. This will be because Bayley • The provision of a family based
House will offer a range of individual environment where social
and supported group services connections can be developed
that stimulate, appeal and satisfy with a sense of fun.
participants in reaching their personal
goals for a purposeful and socially
inclusive life.
Bayley House Strategic Plan 2015–18 3
NDIS Outcomes Framework
The NDIS outcomes framework will have a significant impact on the
Bayley House operations in the years ahead.
The statement below outlines details For people with disability the key Achievement of these goals will
about the outcomes framework: outcomes will cover eight domains: benefit families and carers, too, as
they lead to greater independence
The NDIS is building an outcomes • Choice and control
and participation.
framework to measure the medium • Daily activities independent living
and long-term benefits of the NDIS The NDIS is therefore a radical
• Relationships
for participants and their families. departure from the welfare-
• Health and well-being model of disability – as well as
Those outcomes for families and
• Home conventional thinking about how
carers cover five domains. They are:
• Lifelong learning best to support carers.
• Families and carers have the
• Work Bayley House is an experienced
support they need to care.
• Social, community and civic provider of specialist services for
• Families and carers know their people with an intellectual disability. As
participation (including
rights and advocate effectively such, we are extremely well placed to
volunteering)
for the person they are caring for. prosper and grow in supporting
• Families and carers are able to the outcomes outlined above.
gain access to services, programs
and activities in their communities.
• Families and carers have
succession plans.
• Families and carers enjoy good
health and well-being.
4
BAYLEY
Bayley
HOUSE
House
STRATEGIC
Strategic PLAN
Plan 2015–18
2015–18 4
Bayley House Strategic Overview
Bayley House’s Vision, Mission and strategic priorities supports the transition
of the organisation into the new national disability service system, through a
clear and compelling purpose. Bayley House is committed to being a customer
centric organisation that consistently delivers winning participant experiences.
To achieve this, Bayley House’s service mix will be underpinned by our dedicated
culture and increasingly through the effective use of technology.
Our Vision Our Values
Adults with a disability living Choice – We value the right to choose
the life they choose. and select from options that best suit
individuals to live the life they choose.
Community – We value a strong and
socially inclusive community that
Our Mission supports the wellbeing of our clients,
All Participants will be supported through families, staff, volunteers and supporters.
skills development to maximise their
Collaboration – We recognise that
opportunities and to live the life they
by working together effectively we can
choose in an inclusive community.
achieve better outcomes and achieve
our goals.
Empowerment – We encourage
Priority Outcomes and support independence, informed
decision-making and innovation to
1. Bayley House will be the provider of build confidence and competence.
choice in South East Metropolitan
Melbourne for services to adults with Enthusiasm – We strive to provide
an intellectual disability. selfless, enthusiastic service with a
friendly attitude, positive thinking
2. Participants in the service will have and peer encouragement that fosters
choice and control over the services a happy environment.
they select.
Engagement – We are committed
3. Participants and their families and/or to building strong relationships,
significant others will be supported and interactions with clients, carers and the
encouraged to make informed choices broader community that promote active
regarding services. engagement through participation,
4. Our customer focused services will consultation, learning and partnerships.
enable participants to achieve their Excellence – Service excellence is more
goals for independence in social and than what we provide, it’s how we think
economic areas. and act. We work to achieve excellence
5. Quality support services will be delivered in all we do and always aim to attain the
in a safe and engaging manner. best possible results while striving for
continuous improvement.
6. We will attract and develop a workforce
that has the skills and attitude to deliver
the services desired by our participants.
Bayley House Strategic Plan 2015–18 5
Our Priorities
Fundamental to Bayley House’s Strategic Plan and indeed its Vision and Mission
is our commitment to enhancing the lives of individuals who access our services.
The following strategic priorities have • Attract and develop a high
been identified and underpin all our performing workforce. This will
initiatives and actions. be the critical success factor in
maintaining our position as a sought
• To become a more client focused
after service.
and flexible organisation.
• Strengthen organisational capability
• Provide an enhanced suite of
in client programming.
programs which respond to clients’
interests and needs. • Create a multidisciplinary
environment which incorporates
• Maintain a program focus on
professional allied health services.
life and work skills development
for individuals.
6 Bayley House Strategic Plan 2015–18 6Our Future
Bayley House will be a specialist provider of a range of support services to
adults with an intellectual disability in the Southern Region of Melbourne.
The range of services such as shared • D
ay, Overnight and Weekend • P
articipants will be able to select
group programs and individual respite services will be offered full time or part time services.
activities to be offered will include: • P
rograms geared towards Many programs will be offered
outcomes, targeted at skills on a sessional or half day basis
• W
eekday Disability support services
targeted at achieving participants’ development, increased literacy • S
ervices targeted at supporting
stated goals delivered in centre and numeracy the multiple and complex needs of
based and community settings • A
range of challenging and people with a dual disability will be
engaging programs, in individual available in appropriate settings
• A
ccommodation supports in Group
Homes and other more individual or small group based settings,
housing settings to facilitate participant choice in
a flexible one stop shop
Diagram 1: Day Program Client Numbers Diagram 2: Day Program Client Catchment area
over 30 years and beyond
9%
Port
Phillip
18%
40%
Glen Eira
Bayside
13% 20%
Other LGA
30 46 68 86 117 160 178 300 Kingston
1980 1990 2000 2003 2006 2009 2015 2025
Bayley House Strategic Plan 2015–18 7Strategic Framework
Sessional
Community Based
Service Delivery
We will offer our Empowered
Stronger, participants support Learning Skill
through skills
sustainable Day Development
development to live the
Services and Vocational
life they choose in an
inclusive community Services
Safe and secure
Accommodation and
Respite Services
8 Bayley House Strategic Plan 2015–18Our Financial Capacity
The next 3-5 years will be years of transition and significant organisational change
if Bayley House is to make the leap from a welfare based industry type service to
become a successful social enterprise.
Bayley House has been operating
Table 1: 2014-15 Financial Statement
successfully for more than six decades
and, as such, is approaching the 2014–15 2013-14
introduction of the NDIS from a $ $
position of relative financial strength.
Total Income 9,183,412 8,773,279
The above table outlines the current
financial position. Bayley House Other Income 74,720 -
therefore proposes to continue Expenses 8,798,835 9,091,094
investing in buildings and equipment
and further invest in people, systems Surplus/Deficit 459,781 (317,815)
and processes to support and
enhance our service delivery. There
are also key priorities in marketing and
promotion of the organisation as well
as the introduction of a new customer
relations database to streamline
and improve client and stakeholder
communications. These initiatives
will be undertaken as outlined in this
Strategic Plan.
Bayley House Strategic Plan 2015–18 9Who We Support
Bayley House is based within the Bayside region. The number of clients who access
the different services offered by Bayley House has grown significantly and is now in
excess of 220 individuals, many of whom live in the surrounding area.
Clients attending the Day Program are Programs are offered in the areas of: Demand for services is high
primarily drawn from the Bayside and although our capacity to meet
• Health & Fitness
surrounding areas; Bayside 39.3%, demand is restricted by the availability
Kingston 20.2% and Glen Eira 18%. • Music & Drama of suitable space to facilitate increased
They range in age between 18-77 years • IT & Communication service delivery.
with 52% being aged 35 years or under. • Art & Craft Bayley House continues to work
Approximately 86% of clients attend on • Community Access on aligning our services with what
a full time basis.
• Allied Health Support is best for the client, ensuring client-
• Continuing Education & Learning centric performance outcomes are
achieved. We have also concentrated
• Self-Help & Life Skills
on improving staff confidence and
• Specialist High Support knowledge so that they are developing
• Vocation their skills and increasing their
effectiveness.
Diagram 3: Day Program Participants Diagram 4: Breakdown of residents Diagram 5: Current Client Age Data
in our houses (Day Program)
18–30 years 31–45 years
46–65 years >65 years
5%
45% 55%
29% 38%
80 98
2015
49% 51%
21 22
Male Female 28%
SNA Profile
Bayley House operates a very busy Disability Day Program service with nearly 180 Diagram 6: Current
clients currently participating in activities on at least three days per week. Client Service Needs
Assessment (SNA)
The Victorian Department of Health and Human Services provides recurrent funding Breakdown 2015
for people with a disability to attend Day Services, the funding is provided in a five
point scale. This is referred to as the Support Needs Assessment( SNA) level. SNA 2 7%
Clients with a lower SNA (eg: level 1) require less support, clients with a higher SNA SNA 3 44%
(ie: 4-5.5) require more support and therefore are funded at a higher level. SNA 4 34%
Bayley House’s current SNA distribution is shown in this diagram. SNA 5 14%
Analysis of these statistics demonstrates that Bayley House is already a provider of SNA 5.5 1%
disability support to adults with medium to high support levels.
10 Bayley House Strategic Plan 2015–18Our Strategic Approach
In continuing to support Bayley House’s clients and families into the future we have to:
• Remain focused on our vision, mission and values.
• Maintain our emphasis on delivering excellent client outcomes.
• Engage with our clients, families and significant others in meeting their goals and aspirations.
• Continue to empower and develop our workforce so that they can deliver the client outcomes that we strive for.
STRATEGIC PRIORITY 1 STRATEGIC PRIORITY 2
Stronger and Sustainable Day Safe and Secure Accommodation
Programs which: and Respite Services which:
• Enhance existing programs, evaluate outcomes. • Maintain the existing level of service
• Develop new programs to meet the goals provision in appropriate environments.
of new and existing participants. • Support residents to continue to develop
• Support participants to continue to develop the capacity to exercise choice and control
the capacity to exercise choice and control in pursuit of their goals.
in pursuit of their goals. • Develop new housing and accommodation
• Improve data collection and recording. services to meet resident expectations.
• Support the workforce to transition into a more • Seek to expand the range of accommodation
client focused service delivery model. options to meet the needs of existing and
future clients.
• Review the range of services and location
settings for respite/community inclusion
service delivery.
STRATEGIC PRIORITY 3 STRATEGIC PRIORITY 4
Sessional Community Based Empowered Learning and
Service Delivery (Light Touch) Education Services which enable:
in which:
• Services to be developed in response to the
• Developed programs will be offered in needs of adults with an intellectual disability.
community based locations. • Services to be delivered in partnership with
• Programs will be sessional, that is, participants Registered Training Organisations.
arrive and depart the service delivery location. • A strong focus on educational outcomes,
• Services are to be social, educational, vocational outcomes and skill development
recreational or skills development focused. for participants.
• Services may be delivered through partnerships. • Services to be delivered in a variety of settings.
• Existing participants, encouraged to seek and
expand their program choices.
Bayley House Strategic Plan 2015–18 11Strategic Priority 1:
Stronger and Sustainable Day Programs
Bayley House will be the provider of choice in South East Metropolitan
Melbourne for services to adults with an intellectual disability.
OUR STRATEGIES OUTCOMES
• Enhance existing programs, • Maintenance a strong reputation for client
evaluate outcomes service excellence and quality
• Develop new programs to meet the goals • Maintenance of ‘Licence to Operate’ and
of new and existing participants status as a registered provider and a
meaningful and comprehensive quality
• Support participants to continue to develop
management system
the capacity to exercise choice and control
in pursuit of their goals • Increased levels of active engagement
of families and key stakeholders in
• Improve data collection and recording
planning processes
• Support the workforce to transition into a
• Responsive programs to demonstrate
more client focused service delivery model
participant independence and social
participation
• Improvement in the number and range
of stakeholder engagement activities and
communication pathways
• Engagement in purposeful partnerships
• Development and broadening of the range
of services available to Day Program
participants such as; evening and weekend
social inclusion, vocational skills and work
place opportunities
• Comprehensive measurement of client
outcomes is achieved
• Capacity to offer multi-disciplinary services,
which will be supported by professional
allied health staff
12 Bayley House Strategic Plan 2015–18Strategic Priority 2:
Safe and Secure Accommodation and Respite Services
Participants in the service will have choice and control over the Accommodation
and Respite services they select.
OUR STRATEGIES OUTCOMES
• Maintain the existing level of service • Family and significant others will be
provision in appropriate environments engaged in the participant review and plan
formulation sessions, when requested
• Support residents to continue to develop the
capacity to exercise choice and control in • Embedded Person Centred Planning
pursuit of their goals (PCP) processes span all life areas
and services connections including
• Develop new housing and accommodation
accommodation and respite
services to meet resident expectations
• Program facilitation in skill development
• Seek to expand the range of
and social participation
accommodation options to meet the needs
of existing and future clients • Engagement in purposeful partnerships
to support expansion of accommodation
• Review the range of services and location
options
settings for respite/community inclusion
service delivery • Strong customer focused culture is
embedded throughout the organisation
• Comprehensive measurement of client
outcomes is achieved
• Develop a suite of accommodation options
which provide the physical facilities to meet
current and future demand
• Explore and determine Shared Equity
Models for capital funding and the most
appropriate models for Bayley House
Bayley House Strategic Plan 2015–18 13Strategic Priority 3:
Sessional Community Based Service Delivery (Light Touch)
Bayley House will offer community based sessional programs to new
and existing participants.
OUR STRATEGIES OUTCOMES
• Develop programs will be offered in • Create a suite of suitable and sustainable
community based locations sessional program options for offer to
current and prospective participants
• Programs will be sessional, that is,
participants arrive and depart the service • Robust effective costing and pricing of
delivery location services ensuring they are price competitive
and sustainable long term
• Services to be social, educational,
recreational or skills development focused • Development of strategic partnerships
and alliances with appropriately skilled
• Services may be delivered through
community based organisations and
partnerships
individuals that assist in program delivery
• Existing participants, encouraged to seek and venue provision
and expand their program choices
• Development of marketing and
communication strategies to promote
and communicate information about the
sessional community based service
14 Bayley House Strategic Plan 2015–18Strategic Priority 4:
Empowered Learning and Education Skills
Our customer focused services will enable participants to achieve their goals
in planned education and choice and learning areas.
OUR STRATEGIES OUTCOMES
• Services to be developed in response to the • Identification of learning and education
needs of adults with an intellectual disability service development priorities. Participants
are eligible for up to 12 Cert I qualifications
• Services to be delivered in partnership with
Registered Training Organisations • Vocational Volunteering Courses to be
offered (Cert II)
• Strong focus on educational outcomes,
vocational outcomes and skill development • Partnerships developed with appropriately
for participants qualified Training Providers
• Services to be delivered in a variety of • Development of flexible, sustainable
settings and deliverable learning and education
programs
• Comprehensive measurement of client
outcomes is achieved
Bayley House Strategic Plan 2015–18 15NDIS Opportunities & Challenges
Bayley House is facing significant change in the Disability Service Sector as it
considers its future as a leading provider of specialist disability support services over
the next 3–5 years. The introduction of the NDIS to the Bayside area, scheduled to
commence 1st April 2018, is expected to at least double the amount of recurrent
funding available to the sector and ensure that access to appropriate services are
matched to the individuals in need, in a timely manner.
NDIS 2015: On Time The Scheme is, therefore, on budget. The age cut off of 65 reflects the
And, most importantly, client fact that the NDIS is an insurance
and On Budget
satisfaction is remarkably high at over scheme. The disabilities that most
“The rollout of the NDIS is a 90%. The Scheme is scheduled to people will acquire as they get old are
monumental undertaking. It will be fully operational by 2020. In 2020, almost inevitable and therefore are not
lead to a complete restructuring the NDIS will have around 460,000 insurable risks. You can save to cover
of Australia’s disability sector. It participants, out of a total Australian these costs and assist with caring,
represents a doubling of spending population of around 24 million people. but you cannot insure against them.
on disability by Australian governments
It will then be national and the benefits The NDIS includes people with
from 0.5% of GDP to 1%. And it is
will be portable no matter where a intellectual, physical, sensory and
being funded through an increase
person lives in Australia. psychosocial disabilities, as well
in the surcharge that Australians pay
as early intervention services,
for medical and health insurance, the As I said at the start, the Scheme’s
especially for children. The Scheme
Medicare levy, and general revenue. clients will include all those Australians
seeks to maximise independence
who are born with or acquire a
In the two years since the Scheme’s and social and economic participation
disability before the age of 65 and
operations commenced 19,817 and all participants receive reasonable
whose disability is permanent and
participants have become eligible and necessary supports based on
which significantly affects their
for the Scheme. This is in line with their needs.
functional capacity.
expectations. The rollout of the
Most importantly, the NDIS is
Scheme is, therefore, on time. Of these
controlled by the individual with a
participants, 17,303 had approved
disability and their family. They have
plans at a total cost of $953 million.
the power.”
This was consistent with the original
cost estimates. Bruce Bonhady, Chair of the NDIA
Board in his speech at: Disability Reform
is All About the Power of “And”
Sixth International Carers Conference,
Gothenburg, Sweden
5 September 2015
16 Bayley House Strategic Plan 2015–18NDIS issues requiring The Change from Block to Properties and Assets
Individualised Funding Bayley House has a diverse range
an organisational Currently Bayley House receives of buildings and physical assets.
response include: its government funding as cash in Some are undergoing redevelopment
advance, on the first Tuesday of the to ensure they are suitable for the
Continuation of the small
group service calendar month. This makes cash work ahead.
flow relatively easy. The challenge is
Bayley House currently operates a • By the end of 2015 Bayley House
to accurately record, report and claim
small group, participant support model will have invested more than $3m
NDIS subsidies in an efficient manner.
in its provision of Day Programs and in modernising assets since 2013.
This will require more advanced
would like to continue to do so into a There is still more work to do.
systems and accurate staff and client
new NDIS system, which places high
scheduling to achieve. • Challenges remain with buildings
value on individual support and choice.
in fixed locations. Other potential
There will be a requirement to NDIS Transition Resources leaseholds will need exploration.
effectively communicate the benefits There has been considerable publicity
• Disability support buildings are
and advantages of the small group around the scale of system change
commonly built for specific use
service model, particularly for clients involved with the advent of the NDIS.
and are therefore more difficult
with a primary intellectual disability Bayley House has already invested to trade on the normal property
and moderate to high support needs. in NDIS Transition, by appointing Ms market. Valuation methodology
Marketing and Promotion Rhonda Lawson-Street to the position needs to be agreed.
of NDIS Transition Manager (from Jan
The current disability support service Stakeholder education and
2015). Rhonda has been influential
system is characterised by limited engagement
in challenging management thinking
government resources and high Bayley House has a high level of
and accessing a variety of people and
demand for service, resulting in long responsibility to its existing client
resources to aid in Bayley House’s
waiting times. The current flow of base of 200 (approx.).
move towards NDIS readiness.
resources to meet client need is slow,
The Bayley House, family/carer
which has resulted in a service system Unfortunately, at present, there are
group have a broad range of skills
which has been relatively passive little or no Government monies being
and knowledge. The families of
in its quest to promote high quality directed at existing disability support
our clients are often consumed by
services. Bayley House is aware that providers. The workforce change
their caring responsibilities which
it must endeavour to adopt a more processes, the information technology
makes it difficult for them to fully
customer focused approach in order and client and family support are areas
understand the new individual
to promote our range of services and which would greatly benefit from some
planning requirements under the
attract new clients. The organisation additional investment.
NDIS. Bayley House is undertaking
can no longer solely rely on location
Workforce a range of strategies including
and reputation alone and will face the
It has been widely publicised that accessing philanthropic funding
challenge of marketing and promoting
a full rollout of the NDIS will require to support parents and carers in
our organisation in an increasingly
a greatly expanded disability workforce. the months ahead.
competitive environment.
At present recruitment of appropriately
skilled and qualified workers, can
present challenges, although to date
Bayley House has been relatively
successful in attracting direct support
staff and leaders. There is a suggestion
that the problem of recruitment will
be exacerbated under NDIS. There is
a role from government to support the
education and training sectors to ensure
that they are being resourced to train
additional disability support workers.
Bayley House Strategic Plan 2015–18 17In Summary
Bayley House has outlined its strategic priorities for 2015–18.
1. Stronger and Sustainable Day Programs
2. Safe and Secure Accommodation and Respite Services
3. Sessional Community Based Service Delivery (Light Touch)
4. Empowered Learning and Education Services
In order to ensure that these priorities The whole process also needs to be The enablers identified include:
are delivered and incorporated into considered in an environment where
• Financials
normal daily practice, the Bayley a number of key strategic enablers
House Senior Management Team support the organisation’s attempt • Workforce
have articulated a structure where to deliver on the strategic priorities. • Technology and computerisation
annual business and operational plans • Marketing, Brand Position
A number of enablers have been
articulate and align with the overall and Fundraising
identified and will form the basis
strategy outlined in this plan. • Stakeholder Engagement
of the Operational Plans to support
client and service outcomes. • Property and Assets
Diagram 7: Bayley House Planning Model
Strategic Plan
2015–18
Strategic Priorities
Annual Business Plans with
budgets and timelines 2015–16
Program Business Plans
Initiatives and actions with detailed budgets,
timelines, accountabilities for 2015–16
Financial, Workforce, Systems, Marketing,
Fundraising, Asset & Infrastructure etc.
Initiatives & Actions
18 Bayley House Strategic Plan 2015–18Bayley House Strategic Plan 2015–18 19
Acknowledgments The Bayley House Strategic Plan, Towards 2018, was prepared in September 2015 by: • Bayley House Board of Management • Bayley House Senior Management Team Bayley House would like to acknowledge the traditional owners of the land on which we are operate, the Wurundjeri People, and the people of the Kulin nations. We pay our respects to their Elders, past and present, and the Elders from other communities who may visit our facilities or access our services. www.bayleyhouse.org.au
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