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Strategic priorities performance 2019

Strategic priority 1

Customer First - Customers are at the heart of everything we do


Key highlights this year include:

  • Opened two purpose-built, cottage style homes for people living with dementia. Clear Mountain Cottages are part of our Anam Cara aged care community in Bray Park and offer 16 residents the opportunity to live in an intimate homelike environment, while receiving 24-hour care and support. The holistic, person-centred model of care empowers residents to make their own choices and undertake all of life’s activities, such as cooking, cleaning and organising social events. This development reflects the latest thinking on the best ways to support and care for people who are living with dementia, and highlights our dedication to creating responsive and flexible communities for people in need.
  • Provided greater choice of retirement living options for residents living in Brisbane’s south-west by opening Rosemount Retirement Community (Stage 1) in Sinnamon Park. This architecturally designed development offers people over 65 independence, security and relaxation in a resort-style environment. Rosemount is co-located with our Sinnamon Village community, which comprises residential aged care homes, supported accommodation, a hydrotherapy pool and a state-of-theart health and wellbeing centre. It is part of our long-term strategic plan to build integrated and intergenerational communities where older Australians can live and age with dignity and choice.
  • Expanded our palliative care services by merging with the iconic Hopewell Hospice and Paradise Kids on the Gold Coast. These services have a long history of providing quality end-of-life care and grief and loss services for terminally ill people and their families. In recognition of the high regard for the services at Hopewell, the funding from the State Government was tripled in March with a commitment of $6.5M for four years 2019 – 2022.
  • Hummingbird House, Queensland’s only children’s hospice located at our Chermside site celebrated its third birthday this year. Hearing so many stories from families about the positive impact that Hummingbird House has had on them is heart-warming. We welcomed the recent announcement from the Minister for Health and Minister for Ambulance Services, the Hon. Dr Steven Miles of $8.25M funding for Hummingbird House over the next five years (double the existing State Government annual funding). These significant investments emphasise the importance the State Government, Wesley Mission Queensland and the community place on providing excellent medical, nursing and psychological care for Queenslanders living with life-limiting conditions.
  • Received $8.35 million over the next five years from the Queensland State Government to support Gold Coast residents living with severe and complex mental illness. The programs commenced in September 2019 and will support more than 280 people each year who are referred by the Gold Coast Hospital and Health Service.
  • The Logan Youth Foyer celebrated its 10th birthday in 2019 and has supported more than 200 young people with secure housing in that time. For the past decade we have successfully operated the service in Woodridge in collaboration with the State Government and Horizon Housing Company. This year we embarked on a significant expansion of the service, from 22 to 40 units and the addition of enhanced communal spaces, including a 24/7 hub for communal cooking, IT services, social connection and activity space. The Foyer model offers affordable and secure accommodation to young, single people aged 16 to 25 years who would otherwise be at-risk of homelessness. The residents are earning and learning and accessing support to increase independence and resilience. The WMQ Youth Foyer service was recognised as achieving the highest social outcomes in its recent accreditation and has secured funding for the next five years, with the budget doubled to support its increased community reach.
  • Welcomed the founder of the internationally-recognised Eden Alternative™ philosophy of care, Dr Bill Thomas and the CEO, Jill Vitale-Aussem, to Anam Cara aged care community and Clear Mountain Cottages. The Eden philosophy of care is dedicated to promoting quality of life for elders and promotes loving companionship, empowerment and spontaneity and encourages environments that include animals, children and the natural environment. We have been following the Eden philosophy in our residential aged care communities since 2001 and it continues to be the framework we follow to ensure our communities are person-centred, homelike environments where residents can continue to live their best life. Dr Thomas has travelled the world visiting examples of ‘Eden in practice’ and he said that Anam Cara and the Clear Mountain Cottages are examples of the best he has ever seen of the impact of Eden for elders in care.
  • Expanded our Mental Health Services by becoming the new operator of headspace Capalaba and a satellite centre in Maryborough. This tailored and holistic model of care will focus on early intervention and support for young people aged 12 to 25 living with mental health, general health, drug and alcohol, work and study issues.
  • Invested in the expansion of our specialist disability accommodation options for people living with complex care and support needs with the opening of Wesley Care Jindalee at Sinnamon Park. We are a recognised leader in Queensland in the provision of these services and we have an extensive development plan to continue to provide support to this client group over the next five years.
  • Building has commenced on Wesley Care Maroochydore (Stage 1) and Asher House Wynnum, when complete these two new developments will provide 24-hour supported living for 14 adults living with high-care needs.
  • Established a Home Support NDIS service to support people aged 18 to 65 who are living with disability and not living in supported accommodation. The service will provide a wide range of tailored support to assist people with activities of daily living and provides increased opportunities for them to participate in their community.Key highlights this year include:

Strategic priority 2

Building stronger communitiesWe influence and advocate for positive social change 


Key highlights this year include:

  • The ORCA Project, a post-school training program for young people with disability, has supported 32 people to gain valuable work skills and work experience to grow in confidence and capacity towards working in a job of their choice. A second program is set to commence at the Albany Creek Uniting Church in October 2019 and a new program will commence in January 2020 at the Broadwater Road Uniting Church at Mansfield. The ORCA Project creates a safe, supportive and fun community where participants can connect with peers around similar work and meaningful life goals.
  • Albert Street Uniting Church has entered into a missional partnership with NewLife Robina Church, to establish a contemporary worshipping congregation in the Brisbane CBD. Newlife Brisbane officially launched in March 2019, and has already begun gathering a vibrant community of committed people seeking to partner in mission with other churches in the city of Brisbane.
  • Submitted our Vision for Reconciliation – Reconciliation Action Plan (RAP) with Reconciliation Australia for endorsement. Our RAP Committee continue to facilitate the deliverables that we have vowed to undertake in this significant commitment to reconciliation with Australia’s First Peoples.
  • In line with our Vision for Reconciliation we celebrated NAIDOC Week with more than 150 retirees, members of the local community, staff and volunteers at our Wheller on the Park retirement community. The theme Voice. Treaty. Truth was highlighted with passionate speeches and guests were treated to traditional dance performances from St Mary’s of the Cross and Mabuyag Dance Groups. During the BBQ lunch there was a screening of Australians Together short stories and yarning circles.
  • Partnered with local woman Sono Leone, to support Strong Women Talking, a community service program that delivers culturally appropriate domestic and family violence prevention workshops and programs to Aboriginal and Torres Strait Islander women. The monthly workshops located in one of the historic Marchant lodges at Wheller Gardens focus on educating, equipping and empowering women to break the multi-generational cycle of family and domestic violence.
  • Delivered a Certificate III in Individual Support training course for Deaf people with the assistance of Charlton Brown College. The 20-week course was delivered in Auslan (Australian Sign Language) and provides participants the unique opportunity to obtain qualifications to work as a care giver or support worker in aged care or disability support. Currently many Deaf seniors in residential settings are isolated due to language being a barrier. Having Deaf staff equipped with training will enhance their quality of life.
  • Implemented the My Wesley Connect app at three residential aged care communities. This new virtual community is designed to promote communication between staff, customers and their families by providing a private online environment where stories, photos and information can be shared.
  • Created a Stellar Arts program, offering a diverse and vibrant collection of creative workshops designed specifically to support people living with disability. The program offers wide reaching benefits of social and creative engagement through singing, African drumming, visual art, drama and dance. More than 50 people are engaged in the program across five WMQ locations.
  • The NDIS (National Disability Insurance Scheme) is the largest reform within the disability sector in a generation. There are around 4.3 million Australians who have a disability. When it is fully rolled out, the NDIS will provide about 460,000 Australians aged under 65, who have permanent and significant disability, with funding for supports and services. For many people, it will be the first time they receive the disability support they need. We are developing and growing NDIS services in line with the needs of our customers, particularly in the areas of specialist disability accommodation, employment, in-home care, respite, allied health and creative arts. It is an exciting journey for our disability customers and we expect the NDIS will be one of the largest growth areas for WMQ over the next five years.


Strategic priority 3 

People make the difference – Our people are valued, equipped, empowered and committed to our Values and Mission


Key highlights this year include:

  • Held our MyVOICE Employee Pulse Survey, in which the highest score was in relation to employees feeling connected to our Purpose and proud to work for Wesley Mission Queensland.
  • Celebrated our Wesley Charter at the 2018 Charter Day at Suncorp Stadium with more than 250 employees in attendance. The Wesley Charter is our service framework, designed to empower staff as they strive to support residents and customers to build autonomy, security, connectedness, meaning, joy, identity and personal growth in their lives.
  • Implemented a new Performance Development Framework designed to establish a shared workforce understanding of what is to be achieved at an individual and organisation level. The framework aligns the organisational objectives with employees’ agreed measures, skills, competency requirements and development plans. This enables employees to gain a greater sense of connectedness and alignment with our Purpose and Mission and how each person’s work contributes to achieving our organisational strategic objectives. This initiative has been supported by the development of a Transformational Leadership Framework that focuses on building trust and having meaningful conversations that enables a high performing workforce. Activities have included face to face leadership development workshops in the past year to increase leadership capabilities.
  • Developed a network of 80 Mental Health First Aid Officers across the organisation. The staff help to raise awareness and reduce the stigma of mental health in the workplace, reduce isolation and/or connect the person to appropriate professional help. They are equipped to provide prompt support to a colleague who may be going through a mental health crisis.
  • Implemented an engaging health and wellness program for employees to promote a healthy workplace. More than 1,200 staff have attended 130 free wellness events including, workshops promoting better sleep, financial wellness, nutrition and mental health self-care strategies. Staff have access to an on-site massage therapist, corporate gym and hydrotherapy subsidies and allied health professionals.
  • Developed a new Diversity and Inclusion Policy that outlines our mandate to treat all people with respect, courtesy and dignity and to consider the diverse needs and perspectives of employees, clients, volunteers and contractors. The policy provides guidance for staff and volunteers on how to support people who are more likely to be affected by discrimination.
Strategic priority 4

Stewardship – Resourceful, agile, sustainable and ethical


Key highlights this year include: 

  • As evidence of our organisational focus on environmental sustainability all our recent building capital developments (Dovetree, John Wesley Gardens, Rosemount retirement village and Asher House) have been recognised and accredited by the Urban Development Institute of Australia as achieving a high standard of sustainability.
  • We joined with seven UnitingCare Network community service partners in the development of a Procurement Hub to improve efficiencies and effectiveness of procurement functions through a centralised model. It will allow us to reduce spend on goods and services by leveraging economies of scale across the network.
  • Embarked on our Reliable, Enabled, Accessible, Defendable and Integrated (READI) IT program to significantly lift the performance and flexibility of our internet network and core infrastructure across our service locations. This investment in systems and technology facilitates optimal security and seamless roaming and has enabled faster access to information systems in line with our person-centred approach to care. Residents and families can enjoy on-demand entertainment services like Netflix, Foxtel, YouTube, Skype; and take advantages of eHealth initiatives limiting the need for travel to access other health professionals. Efficiencies have been made with staff able to access and manage medical and care records at the bedside, without returning to an office. The program is expected to be complete by June 2020.
  • Announced as the charity partner for Westfield Chermside Shopping Centre’s Christmas gift wrapping stall. More than 100 volunteers donated their time to run the stall over the Christmas period, with more than $27,000 raised for our Emergency Relief Hub in Fortitude Valley, helping families in need during the Christmas season.
  • Raised $50,000 for our suicide prevention programs through our Trek to Connect corporate fundraising event held in May. More than 60 people participated in the unique opportunity to trek 42 kilometres from Lake Manchester to Enoggera in Brisbane’s west, raising funds for our suicide prevention programs like Marcus Mission - a whole of community approach to suicide prevention with a program designed specifically to engage young men.