Strategic Plan – Confirmed at Board Meeting 17thOctober 2015 (reviewed Feb 2016)

Priority: 1 Protection and promotion of the human rights of people we represent to ensure full participation in all aspects of community life through high-quality individual advocacy and systemic advocacy
KPI: Break down barriers to inclusion: Engage with two avenues of strategic influence for long-term impact.
Strategy outcomes / Activities / Timelines/Report / Responsibility / Measurement
Develop best practice evidence based advocacy systems to achieve the goals of behalf of clients. / - Research, evaluate and refine our human rights approach through data analysis and evidence-based arguments and practice
- Use findings to develop resources to support best practice in advocacy (i.e., develop a knowledge base) / Ongoing / Snr Advocate /
  1. Audit regularly - evidence base for improvements in the area of advocacy (individual & Systemic)
  2. Implement two improvements in the advocacy area
  3. Create a practice manual for consistency across the advocacy unit.
  4. Provide individual advocacy for 60 clients per year.

Provide governments with an understanding of the barriers faced by people with disabilities in accessing their rights. / Publish issue based papers on the experiences of the people we represent in appropriate publications
- Provide advice to government on the barriers facing people we represent through the best-known conduits.
- Maintain representation on Government committees, working groups, and advisory bodies.
- Lobby for the elimination of barriers within the community. / Ongoing / CEO & Board /
  1. Publish two articles per year on the barriers experienced by our community ( submissions, papers, presentations)
  1. Maintain a strong involvement with DAV Inc to raise the profile of the barriers within advocacy across the state.
  1. Meet with three key government stakeholders to bring change.
  1. Provide three media releases on topics of concern

Establish partnerships and work collaboratively with the sector to promote human rights approach / - Unite other advocacy organisations against human rights infringements within the community.
- Seek sector endorsement for action on the removal of barriers to the inclusion of vulnerable and marginalised members of the community.
- Provide advice to government as to the needs of independent communication support / Ongoing / CEO/Board /
  1. Create partnerships/MOU with like-mindedagencies to further the human rights of people with disabilities.
  2. Lobby and raise awareness in collaborations with the advocacy sector the human rights of people with disabilities.
  3. Speak up whenever possible on issues of concern
  4. Promote and advocate for communication support and our model to be utilised.

Contribute to national leadership on human rights for people we represent / - Implement a marketing and communication strategy that promotes the rights of people we represent nationally / Ongoing / CEO /
  1. Developed two opportunities for the development of the national body across Australia.
  2. Investigate opportunities for the development of national information body.

Priority 2: Establish a framework for equity of access through a ‘National Centre of Excellence for Information.'
KPI: Service access is provided to people seeking information and advice Australia wide through 1300 number and Skype in a fair and equity manner
Strategy outcome / Activities / Timelines / Responsibilities / Measurement
Develop a one-stop-shop of information, advice, and support on how to protect human rights of people we represent. / Identify funding to promote the one-stop shop concept and online/phone triage advice line.
- Obtain a CRMS system with reporting capacity.
- Complete marketing plan across Australia subject to funding. / Ongoing / Board and CEO /
  1. Identified two avenues for funding of national body.
  2. Documented process for national and state-wide information triage.
  3. Development a knowledge management system for information developed across Australia.
  4. Install knowledge management system to value add to client requests.
  5. Complete and implement market plan across Australia.
  6. Establish relationships and potential avenues for funding through DSS as well as DHS.

Priority 3: Best practice service delivery in the area of human rights information and outreach
KPI: Accessible, reliable and accurate human rights information and outreach service for people we serve
Strategy outcome / Activities / Timelines / Responsibilities / Measurement
Reliable and accurate information for use during, advice line calls and outreach. / Audit changes in legislative framework and government policies that impact on services
Regularly review accessibility of information provided / Ongoing / CEO /
  1. Create and maintain correct information provided to clients through a strong knowledge management system and well-trained staff.

Develop collaborations with interstate and national bodies to inform best practice strategies in information provision / Identify and create links with Australian wide organisations for thepartnership to obtain information dissemination. / Ongoing / CEO /
  1. Links with 2 Australian wide organisations for referrals.

Develop reliable data collection for information dissemination processes. / Monitor the number of contacts, level of satisfaction and relevancy of information / ongoing / CEO /
  1. Data collection system that provides ongoing improvement

Develop marketing strategy for information dissemination / Implement the marketing strategy
Allocate budget to strategy / ongoing / CEO /
  1. Targeted marketing from data collection

Priority 4: Operational excellence across the agency including diversity and sustainable revenue sources and effective cost control management
KPI: Financially efficient, effective and sustainable organisation
Strategies / Activities / Timelines / Responsibilities / Measurement
Diversify income streams
Diversify fundraising responsibility across the agency / - Establish avenues for diversification of funding through networks, Partnership and government engagement.
- Establish fee structure for education services
- Engage the Board in philanthropic training and fundraising. / Ongoing / CEO & Board /
  1. 25% alternative funding stream other than thegovernment.
  2. Engage with two departments other than traditional funders for opportunities.
  3. Identify onepartnership for the agency
  4. Promote the fee for service model to those potential avenues.
  5. Board to identify and engage five avenues for funding
  6. CEO to submit to 3 philanthropic opportunities

Best practice financial reporting and cost management control
Explore shared cost options,e.g., partnerships and other arrangements / - Annual budget process, reviewed actual vs. budget at Board meetings
- Explore shared cost options,e.g., partnerships and other arrangements
- Request review of pricing from key service suppliers
- Financial returns prepared by theappropriately qualified auditor with specific skills in NFP sector.
- Lodge compliance records with funding bodies and ACNC. / Ongoing / CEO & Board /
  1. Complete annual budget process
  2. Review accounts bi-monthly against thebudget.
  3. Continue to look for financial opportunities for savings.
  4. Implement recommendations from independent Auditor
  5. Submit required documentation to funding and legal bodies as required.
  6. Explore corporate funding options for long-term funding.
  7. When financially possible employ part-time fundraiser.

Develop strong internal leadership / Refresh board’s sector knowledge regularly through presentations, training, and sector forums
Develop risk management matrix / Ongoing / CEO & Board /
  1. Provide one training session to the Board on the sector
  2. Identify risks to the organisation and possible solutions

Priority 5: Provide services that have an integrated quality framework that is aligned to National and State Disability Standards
KPI: Accreditation against DHS Standards, National Disability Standards and ISO 9001
Strategies outcomes / Activities / Timelines / Responsibilities / Measurement
Achieve quality accreditation against:
•National Disability Standards;
•DHS Standards
•ISO 9001
Explore registration with NDIA as a service provider and its implication on our other services. /
  • Schedule over the year review/audit of policies, procedures, and work practices to ensure compliance with standards and quality outcomes
  • Establish collaboration with others to assist in development of best practices processes
  • Audit Board, staff for organisational alignment to vision, mission and objectives.
  • Provide training to ensure processes and key messages are aligned
  • Explore the implications of ‘Conflict of Interest’ as a service provider under NDIA as an independent advocacy service.
  • Consider areas of registration.
/ Ongoing / CEO /
  1. Review policies and procedures and make anadjustment in line with requirements for accreditation.
  2. Complete supervision of staff against work plans.
  3. Board to meet with client representative at least once per year
  4. Board to review feedback from clients half yearly.
  5. Complete internal audits of files against requirements
  6. Training provided to Board and staff to ensure aligned with mission, vision, and long-term goals
  7. Training for all on key organisationalmessages.
  1. Obtain legal advice on ‘Conflict of Interest’ - wall of silence and implications of service provision under NDIA (refer to planning committee).

Approved Strategic Plan V2 | Communication Rights Australia