STRATEGIC FRAMEWORK 2018 TO 2021 - SOUTH WEST SYDNEY LEGAL CENTRE - SOUTH WEST ...
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STRATEGiC
FRAmEWORk
2018 to 2021
SOUTH WEST SYDNEY
LEGAL CENTRE
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
O NE O F T H E mOST SUCC ESSFUL
m U LT i C U LT U RA L COm m UNiT i E S iN TH E WOR LD
06
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
09FURTHER 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
10What 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
11ADVANCE 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
12DEVELOP 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).
13EXPAND 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
14What 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
15iNCREASE 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
16CONTiNUOUS 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
17SOUTH 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.auYou can also read
