STRATEGIC FRAMEWORK 2018 TO 2021 - SOUTH WEST SYDNEY LEGAL CENTRE - SOUTH WEST ...
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TAB LE OF CONTENTS WHO WE ARE 3 OUR VISION, PURPOSE AND PASSION 4 WHO WE SERVE 5 OUR STRATEGIC PRIORITIES 7 PRIORITY AREA 1 – OUR LEGAL PRACTICE 10 PRIORITY AREA 2 – DOMESTIC AND FAMILY VIOLENCE 11 PRIORITY AREA 3 – COMMUNITY EDUCATION 13 PRIORITY AREA 4 – EXPAND OUR DIGITAL FOOTPRINT 14 PRIORITY AREA 5 – INCREASE ORGANISATIONAL CAPABILITY 15 PRIORITY AREA 6 – CONTINUOUS SERVICE IMPROVEMENT 17 02
WHO WE ARE The feedback to our organisation from our partners and clients tells us that our services are: South West Sydney Legal Service was established in 1986 to • Valued in the community by our clients and service and deliver free legal services for people living or working in the funding partners South West Sydney Local Government Areas of Liverpool, • Achieving tangible outcomes for our clients Fairfield and Bankstown. We commenced with a very small • Growing in demand across all of our services budget and a part-time team of two people. • Responsive to the needs of the community that we serve; We are now a multi-faceted and multi-disciplinary organisation • Trusted providing legal services, community legal education and a range of support and therapeutic services to women and Some of our major areas of strength are: children who have experienced domestic and family violence. • Our staff - we have an experienced, committed and stable team. Many have been with us long-term Our budget has grown to nearly $4 million and we have a staff count of just under 40 people. In 2016/17, our services • Our culture - we are an organisation with a healthy internal culture and a respectful workplace assisted more than 6,000 people. • Our relationships – we have built strong relationships with our service partners We are leaders in providing a high level of advocacy, support, • Our effective management - we have been able to case management and therapeutic services for vulnerable effectively manage our resources in a way that gives people who need our support and assistance. us a degree of organisational stability 03
OUR ViSiON, PURPOSE AND PASSiON OUR VISION WHAT DRIVES US? • Ensuring our community’s most vulnerable people • Serving the diverse communities of South West have equal access to justice Sydney • To break the cycle of domestic and family violence • Providing high quality services to people who need for women and children them the most • Getting just and fair outcomes for our clients OUR PURPOSE • Empowering people to take control of their lives and their legal issues • We are an integrated legal and domestic violence service targeted to the needs of the communities • Working with our community partners to support in South West Sydney our clients and work for change in our communities • We exist to provide equal access to services to the • Increase safety, decrease isolation, and increase most vulnerable in our community empowerment • We aim to collaborate with other service providers • Addressing the gendered inequity that women and to improve outcomes for our clients across our children face legal and domestic violence services • Educating the community about the impact of • To spread a culture of respectful relationships violence and basic human rights 04
WHO WE SERVE The communities in South West Sydney that we However, the Region does present some serve have a number of unique strengths and significant challenges for society’s vulnerable: challenges. The strengths of the area are: • The South West Subregion has the lowest • One of the most successful multicultural performance in terms of unemployment, communities in the world participation rates and median weekly household income, with a considerable gap • Emerging new development areas and high between this Subregion and the others in population growth Greater Sydney • The most diverse workforce in Australia • The three Centrelink Employment Service Areas with the highest proportions of working • One of Australia’s fastest growing professional age people receiving benefits are located, or labour markets and a rapid growth in the at least partially located, within the South number of new graduates eager to find local West Subregion. These are Fairfield (19.4%), employment Liverpool (15.4%) and Canterbury-Bankstown • Specialised clustering of growth sectors such (15.3%) as the Health and Education Precinct in • Fairfield LGA is the highest recipient of family Liverpool reunion & humanitarian settlers. This provides short-term challenges but long-term strength given what we know about outcomes for these groups Source 1 Shaping Future Cities Designing Western Sydney A blueprint for the economic transformation of Western Sydney December 2015 Delloite 2 Regional Development Australia: A Regional Plan for Sydney. 05
A GROWiNG SiNCE 2013, WE HAVE mORE THAN DOUBLED OUR iNCOmE AND ALmOST DOUBLED OUR ORGANiSATiON STAFF TO mEET THE DEmAND FOR OUR SERViCES. WE HAVE ALSO: • Expanded our multi-cultural work in Domestic and Family Violence • Launched the Bankstown and Liverpool Local Coordination Points Program in partnership with NSW Police • Achieved professional accreditation under the National Association of Community Legal Centres • Partnered with the Law and Justice Foundation to undertake research and develop resources such as Hearing Support • Launched a fee-for-service social enterprise with the aim of generating additional funds for our free services. This service is aimed to cover the gap between mainstream services and legal aid • Expanded areas of legal expertise in criminal law, family law, employment law; and wills and probate • Partnered with other key agencies to multiply impact, for example, the Local Area Health District – to develop a wraparound service for chronically disadvantaged and for community members suffering mental illness 07
OUR STRATEGiC WE WiLL CONTiNUE TO GROW AND BUiLD ON OUR SUCCESS BY: PRiORiTiES • Consolidating our strong reputation for providing legal and domestic violence services rather than diversifying our service mix • improving the internal alignment of our services • Working with our service partners to ensure we place new and existing services strategically and culturally where the need is • Diversifying our sources of funding • investing in the capacity of our staff, management, and board to ensure that the organisation continues to grow and develop with a focus on succession planning and stability 08
OUR STRATEGiC PRiORiTiES OUR kEY STRATEGiC PRiORiTY AREAS FOR 2018 – 2021 PRIORITY PRIORITY PRIORITY PRIORITY PRIORITY PRIORITY AREA 1 AREA 2 AREA 3 AREA 4 AREA 5 AREA 6 ADVANCE FURTHER DOmESTiC DEVELOP EXPAND OUR iNCREASE CONTiNUOUS EXPAND AND FAmiLY PROFESSiONAL DiGiTAL ORGANiSATiONAL SERViCE OUR LEGAL ViOLENCE COmmUNiTY FOOTPRiNT CAPABiLiTY imPROVEmENT SERViCES PRACTiCES EDUCATiON AND SERViCES THESE PRiORiTY AREAS WiLL GUiDE OUR ANNUAL OPERATiONAL PLANNiNG 09
FURTHER EXPAND PRIORITY AREA 1 OUR LEGAL SERViCES OVER THE LIFE OF THIS FRAMEWORK, WE WILL: 1. Establish A2J as a self-sustaining social enterprise facilitating an increase in our capacity to provide free services in both our legal and domestic violence services 2. Better align our Legal and Domestic Violence services 3.Improve access to employment legal services for people from culturally diverse backgrounds 4.Increase our capability to provide strategic litigation in matters of public interest 5.Develop strategic alliances with other agencies and organisations where legal need is a factor and where we can become part of an integration of services What we want to achieve: HOW WILL WE KNOW THAT WE ARE SUCCESSFUL? To improve access to quality legal • A2J will be self-sustaining and contributing revenue to increase the services to those who can not afford provision of free services them or who face barriers to access such services. • Clients of our Domestic Violence Services will have seamless access to the legal services that they require Challenging inequalities in the law or • We will increase the proportion of employment matters to people legal systems which have an impact from culturally and linguistically diverse backgrounds on groups of people or individuals. • We will have concluded successful public-interest litigation matters • New strategic alliances have been developed 10
What we want to achieve: To continue to strengthen and develop our services to women and children who have experienced domestic and family violence Further develop trauma-informed practices Increase services to children affected by Domestic Violence and work towards breaking the intergenerational trauma Increase the range of therapeutic services. ADVANCE DOmESTiC AND FAmiLY PRIORITY AREA 2 ViOLENCE PRACTiCES AND SERViCES 11
ADVANCE DOmESTiC AND FAmiLY PRIORITY AREA 2 ViOLENCE PRACTiCES AND SERViCES OVER THE LIFE OF THIS FRAMEWORK, 8. Continue to develop partnerships. WE WILL: HOW WILL WE KNOW THAT WE ARE 1. Increase our investment in trauma- SUCCESSFUL?. informed therapy services for women • Domestic and Family Violence specialist and children workers, and the women we work with, can 2. Seek opportunities to establish services report positive outcomes for them and their focussing on early intervention and children prevention • Clients are able to set goals and achieve them 3. Seek opportunities to increase services • Formal evaluations are undertaken pre and to the children who are connected to post service provision our services • Women are informed and empowered to make 4. Provided seamless and integrated choices services between legal and non-legal services • We will increase capacity/resources to service more clients 5. Increase our influence as a service leader in the Domestic Violence sector • Our clients have to navigate fewer services to gain what they need 6. Increase our engagement with the Aboriginal and Torres Strait Islander • Our services will be accessed by more Community to ensure that our Aboriginal and Torres Strait Islander services specifically reach those in need women and children in that community • Feedback from clients and stakeholders will 7. Continue engagement with new and in form how our services are shaped and emerging culturally and linguistic delivered diverse communities 12
DEVELOP PROFESSiONAL PRIORITY AREA 3 COmmUNiTY EDUCATiON OVER THE LIFE OF THIS FRAMEWORK, WE WILL: 1. Develop and implement joint Legal-Domestic Violence Training to deliver in our community and to our service partners 2.Develop and provide education on Domestic Violence to religious and cultural leaders in our community 3. Develop or acquire training resources to assist non-legal professionals identify and triage the legal needs of their clients 4. We will seek resources to employ a development worker to support CLE 5. Develop strategic partnerships so that CLE can be targeted to leaders and community workers to build the capacity of our service partners and community workers What we want to achieve: HOW WILL WE KNOW THAT WE ARE SUCCESSFUL? • We will have resourced this priority area Contribute to community education and dialogue on issues surrounding domestic • We will have conducted a review of our on-line and web-based services and have implemented a digital information strategy and family violence. Spread a culture of respectful relationships. • We will have deployed and evaluated our intended training • We will assess the feedback from those who receive our training Improve our capacity to impact on broad • We will be able to measure the use of our on-line resources legal issues through the increased provision of Community Legal Education (CLE). 13
EXPAND OUR PRIORITY AREA 4 DiGiTAL FOOTPRiNT OVER THE LIFE OF THIS FRAMEWORK, WE WILL: 1. Re-develop our website to enable the community to more effectively access the information and services that we can offer 2. Increase our investment in web or application-based resources and access to our services 3. Develop or acquire on-line resources to assist people who have the capacity to access and use these resources including but not limited to motor vehicle accident claims for the uninsured and employment matters 4.Develop webinars and other on-line resources that can be accessed at any time by the community 5. Develop an active digital strategy to promote the service and the resources available 6. Invest in more effective communication resources to culturally and linguistically diverse communities in our catchment HOW WILL WE KNOW THAT WE ARE SUCCESSFUL? • Our new website will be launched What we want to achieve: • Our digital strategy will have been formulated, deployed & evaluated. • We will see an increase the use of these resources and the ways in Increase our use of technology to expand which clients access our services the reach and effectiveness of our services • We will use technology to increase our productivity and effectiveness 14
What we want to achieve: Strengthen the capacity of the organisation to grow and be able to support that growth sustainably. iNCREASE ORGANiSATiONAL PRIORITY AREA 5 CAPABiLiTY 15
iNCREASE ORGANiSATiONAL PRIORITY AREA 5 CAPABiLiTY OVER THE LIFE OF THIS FRAMEWORK, WE WILL: HOW WILL WE KNOW THAT WE ARE SUCCESSFUL? 1. Seek to diversify our revenue streams through: • We will have sourced new a. Philanthropic or Corporate Funding; revenue streams that will b. Fundraising and giving; support additional service delivery c. New Government funding programs; • Our Board & Management d. Social investment – potential funding strategies for A2J Teams will have the 2. Invest in further building the capability of our Staff, Management, required capability to lead and Board to ensure our continued rate of retention and to the organisation facilitate effective succession planning at all levels of the • We can measure the organisation number and impact of our 3. Build strategic partnerships to provide pro bono and volunteer strategic partnerships assistance to the organisation • Our staff retention is stable. 4. Streamline our management and administrative structure and Staff will report being systems to ensure that resources are more effectively used to supported and valued by support the organisation the organisation 5. Continue to provide ongoing appropriate professional development 6. The culture we create for our clients is the culture we create for our staff 7. Work towards being a trauma informed work place 16
CONTiNUOUS SERViCE PRIORITY AREA 6 imPROVEmENT OVER THE LIFE OF THIS FRAMEWORK, WE WILL: 1. Investigate the most appropriate monitoring and evaluation tools for our suite of services 2. Integrate monitoring and evaluation into service provision as part of our normal business operations 3. Evaluate all service areas to identify areas for improvement and to help us and our clients realise our goals more efficiently 4. Share the results of our research to help advance education in the sector 5. Look to demonstrate our program’s success and progress 6. Better communicate our program's impact to others, which is critical for public relations, staff morale, and attracting and retaining support from current and potential funders HOW WILL WE KNOW THAT WE ARE SUCCESSFUL? What we want to achieve: • We have established the use of the most appropriate model / models for the monitoring and evaluating of our services Monitor, assess and adapt our activities to • Each service area has been evaluated and an ongoing process has ensure they are as effective as they can be been built into monitoring and measuring service effectiveness • We are able to qualify and quantify our impact Ensure we are operating out of best • Our internal culture champions the value of continuously practice to maximise the outcomes improving our services for our clients 17
SOUTH WEST SYDNEY LEGAL CENTRE Head Office Level 1, 98-100 Moore St Liverpool NSW 2170 South West Sydney Legal Centre acknowledges Peter Muir for his Ph: 9601 7777 9824 3732 (admin line) input and support in developing this Strategic Framework. Fax: 9600 6244 Email: Info@swslc.org.au www.swslc.org.au
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