Health Ministry

• Sisters of Charity Health Services
• Complementary Medicine
• Ministry to those dependent on alcohol and drugs
• Ministry to those living with HIV/AIDS

Sisters of Charity Health Services - Recent developments

Traditionally Sisters of Charity and lay collaborators worked together in health care to make a contribution to the Mission of the Congregation. A Mother Rectress (later the Sister Administrator) was in charge of each facility. Vatican II called on Religious Institutes to 'faithfully maintain and accomplish their proper apostolates, but, at the same time, to make necessary adjustments to the needs of the times and what would benefit the whole Church and the local Church'.

Successive Congregational leaders and their Councils have had to look at ways to respond to the challenge. Internal factors such as diminishing numbers and increasing age of the Sisters, and external factors such as increasing complexity of administering Health Care facilities, the effect of Government policies and the possible threat of litigation. In the 1980s Congregation set up consultative committees, namely the Congregational Health Service Committee which focussed on the development of Health Care philosophy, a Mission Statement and the education of all in the Health Service in mission, tradition and the philosophy of the Health Care Services. In 1987, a workshop was held attended by 150 Sisters and lay colleagues. This was followed by programmes in each facility for staff members.

From 1986-1990 the NSW Health Service Planning Committee looked at alternative administration structures in facilities in NSW. It presented what became known as the Campus Concept and worked with Planning Workshop Consultants to produce options for future administrative structure and team management.

In response to the question put to him, "Can we or should we maintain all our health care and aged care facilities?" Fr Rodger Austin, canon lawyer, stated that he believed that the health facilities could be retained if appropriate governance structures were instituted. He outlined the principle of incorporation of facilities in civil law. Various models were investigated and it was suggested that a Charity Health Directorate be set up following models in the USA. The essential place of mission effectiveness programmes to prepare staff members to carry forward the mission of health care, was emphasised. A working party was established to consider the proposals for a Charity Health Service Directorate, the major focus being management structures of all facilities and implementation of mission and philosophy within them. Further exploration re the proposal to incorporate in civil law each of the health care facilities, was completed in June 1989.

The formal and legal incorporation of the Health Care apostolic works was undertaken during 1991-1992. This incorporation of Health Care facilities involved a partnership between the Congregational Leadership Team and the Board of Directors. It ensured the identity of each facility and the establishment of the Sisters of Charity Health Service Council. The SCHSC comprised four Sisters of Charity and a layman, in the roles of Director of Planning, of Mission, Finance and Administration. With the establishment of this model, the role of Sister Administrator was phased out. The SCHSC did not have an authority role. It was a referral and resource body to the Leadership Team. Its goal was to ensure that the Congregation's role in health and aged care was effectively promoted.

After one year the SCHSC underwent an appraisal. As a result, a Strategic Planning Task Force was established for the period 1994-1997. The plan was launched in October 1993. In 1994 the Congregational Leadership Team organised two-day seminars for the Sisters in each state, entitled, 'Forward in Hope'. Themes and recommendations emerged from these seminars and were included in the SCHSC Strategic Plan. Task Forces were established to implement this Strategic Plan. In November 1995 the SCHSC held its last annual workshop. Evaluation of previous stated goals took place, but no planning because a major ongoing 'Creating the Future' review had commenced in July 1995. The review of 'Creating the Future', conducted by Anderson Consulting, was a consultative process involving discussions, workshops and reports, etc. which resulted in the development of a vision of the Congregation's mission in health and aged care, which aimed to ensure the continuance of the mission into the 21 st century.

The vision entailed the first major alteration to the structure of governance established in 1990-1991. This new vision meant that the SCHSC was to be disbanded and replaced by a company limited by guarantee - Sisters of Charity Health Service Limited - with a National Board and a National Chief Executive. The new structure was given an authority role in the governance of the health care facilities. This decision, made in 1996, by mandate gives to the Sisters of Charity Health Service and the National Board responsibility to continue the work of the Sisters of Charity in the service of the poor and especially of the sick poor.

To learn more about the Sisters of Charity Health Services visit:

www.charityhealth.com.au