advocacy south west strategic plan · 2018-01-24 · advocacy south west strategic plan 2016/17 –...

Advocacy South West

Strategic Plan

2016/17 – 2019/20

Advocacy South West 99 Victoria Street Bunbury WA 6230 Mail: PO Box 295, Bunbury WA 6231 Phone: 08 9721 6444 E-Mail: [email protected]

Website: www.asw.org.au

Reviewed September 2017

http://www.asw.org.au/

Advocacy South West Strategic Plan and Business Plan (2016/17 – 2019/20) 1

TABLE OF CONTENTS

VISION .......................................................................................................................................................... 2

MISSION ....................................................................................................................................................... 2

STRATEGIC PLAN 2016/17-2019/20 ............................................................................................................. 2

STRATEGIC OBJECTIVES ................................................................................................................................ 3

STRATEGIC PLAN .......................................................................................................................................... 4

BUSINESS PLAN (2016/17 – 2019/20) ........................................................................................................ 10

APPENDIX 1 ................................................................................................................................................ 24

GLOSSARY OF TERMS AND DEFINITIONS ............................................................................................... 24

APPENDIX 2 ................................................................................................................................................ 29

ASW BACKGROUND ................................................................................................................................ 29

APPENDIX 3 ................................................................................................................................................ 31

STATEMENT OF PRINCIPLES ................................................................................................................... 31

OVERVIEW .............................................................................................................................................. 31

BUSINESS PRINCIPLES ............................................................................................................................. 31

PRINCIPLES OF PRACTICE........................................................................................................................ 32

APPENDIX 4 ................................................................................................................................................ 34

NATIONAL DISABILITY STANDARDS ........................................................................................................ 34


ADVOCACY SOUTH WEST INC

VISION To advocate for justice and human rights for people with disabilities in Western Australia.

MISSION Advocacy SW assists and supports people with disabilities to achieve social and individual change, empowerment, justice and human rights.

STRATEGIC PLAN 2016/17-2019/20 The direction of the ASW Strategic Plan 2016/17 – 2019/20 has been influenced by the changing nature of the Disability Sector from both a Western Australian (WA) and Commonwealth Government perspective as well as within the global context. This includes:

United Nations Convention on the Rights of Persons with Disabilities

National Disability Strategy (NDS)

National Disability Agreement (NDA)

Disability Services Act

Count Me In: Disability Future Directions Strategy

Department of Social Services (DSS) Service Agreement with ASW

Disability Services Commission (DSC) “Consortium” Service Agreement between People with Disabilities WA (PwDWA), Sussex Street Legal Service and ASW.

The strategic objectives, actions and outcomes, were developed as a result of face to face consultations as well as a Strategic Planning workshop comprising stakeholder representatives from the Board of Directors, all staff and volunteers, people with disabilities / clients, family members, carers, external service providers and other communities of interest.


STRATEGIC OBJECTIVES The foundational pillars of this Strategic Plan will be represented by the following objectives:

Profile and Reputation

Maintain / improve profile in SW region through the management of positive stakeholder relationships and the development of appropriate partnerships.

Individual Advocacy

Deliver high quality individual advocacy that is respectful, collaborative, responsive, holistic and focused in accordance with Intake and Assessment Framework.

Systemic Advocacy

Contribute to the conversation relating to social change and service improvement in the disability sector as well as areas that most affect people with disabilities.

Finding Opportunities

Identify opportunities to deliver value adding projects that support the vision of ASW (e.g. Self-Advocacy and volunteering)

Business Systems

Review and maintain robust management systems including financials and human resources.

A review of this Strategic Plan was commenced in May 2017, to ensure that the activities held within had been undertaken and key performance indicators met. (Please refer to Business Plan).

Acceptance of Strategic Plan Review 2017

MOTION: That “that the ASW Board formally approves the Strategic Plan Review as at the 12 September 2017.”

MOVED: Eleanor Yates / Grace Stewart (7/7)


STRATEGIC PLAN

Strategic Objective Focus Area Activity Outcome / KPI’s

Timeframe to be allocated via Business Plan


Promotion, relationships and education

Change agency name from “Advocacy South West” to “Advocacy Western Australia”

Develop / review:

-Communications Strategy- (Internal and External) that enhances systems for communicating policy and information positions to members, stakeholder, media and the broader community.

-Marketing Plan to support outcomes of Strategic Plan

-Stakeholder Mapping (Environmental Scan) to understand ASW place in the local state and national agenda.

-IT based information tools e.g. Website and Facebook management and contributions

-Participation in coalitions, forums, networks and other meetings including membership of key committees etc that provide collective support for people with disabilities living in the regions.

Board agenda item regarding change of name to be presented

ASW website is updated and reviewed 4 times a year.

A suite of pamphlets/promotional tools are developed in alignment with Website for distribution

Development and implement timetable of regular meetings with SW agencies and service providers to promote ASW services and experience and abilities.

Implement communications and marketing strategy.

Conduct minimum of 1 agency and 1 local business information meetings p.a. to share information about ASW.

Contribute to appropriate ASW internal meetings as required

Develop “elevator speech” for Board members and Staff.

Written articles sent to local media outlets.

Employer of choice

ASW provides contemporary industrial work conditions. Recruitment processes are transparent. Staff are competent, well trained and qualified (training and assessment is completed/evaluated).

Review human resource processes, systems and practice to ensure continued compliance with SCHADS


Provide staff with appropriate and reasonable training opportunities in accordance with budgetary, client and time management considerations.

Physical Infrastructure

Ensure that all ASW premises where practicable meet the expectations of professional, safe and accessible service provision

Undertake review of Lotteries House access and egress for people with disabilities and present findings to Board of Directors for discussion.



Individual Advocacy

Intake and Assessment Framework.

Compliance with Intake and Assessment Framework which will result in positive outcomes for people with disability. Compliance with Consortium Service Agreement and Compliance with DSS Service Agreement. Exceeds expectations of all Audits undertaken.

Refer to Intake and Assessment Framework for activities and timeframes

All National Standards are complied as a minimum requirement

100% clients contacted and encouraged to provide feedback re service satisfaction

Demonstrated success in client issues outcomes

Database is maintained and updated to ensure reports are available to comply with funding requirements

IA component of Annual surveillance audit is better than “good”

Investigate the opportunity to develop a “walk in” clinic for Individual Advocacy and what it could look like




Systemic Advocacy To contribute to the conversation relating to social change and service improvement in the disability sector as well as areas that most affect people with disabilities.

Develop a strong voice for people with disability in SW through active participation and support in coalitions, forums and networks that provide collective responses to human rights issues for people with disability.

Actively engage with agencies responsible for accommodation, employment and financial security, education and training, transport, and access to specialist health services, so that people with disabilities will be recognised and treated as valued citizens within their community.

Inclusion of systemic advocacy activities will form a core component of the Communications Strategy and Stakeholder Mapping.




Identify opportunities to deliver value adding projects that support the vision of ASW (e.g. Self-Advocacy and volunteering)

Identify potential partnerships with other service providers to strengthen opportunity of access to funding to implement projects in the SW.

Provide capacity building, education to people with disability to understand their rights and choices and manage their supports. Engage with industry to explore philanthropic, donations and sponsorship opportunities

Identify opportunities to engage with (disability) community via the introduction of a volunteer program that encourages people with disability to engage with ASW in activities other than Individual Advocacy.

Identify existing funding opportunities that focus on social education and capacity building.

Develop potential projects in anticipation of future funding

Implement Communications and Marketing Plan to engage with SW industry to partner in identified projects of mutual benefit.


Apply for minimum $20,000 from sources other than DSS and DSC that will benefit ASW.

Indigenous Advocacy Identify potential partnerships with other service providers to strengthen opportunity of access to funding to implement projects in the SW.


Ensure Indigenous Advocacy is included in Communications and Marketing Strategies

Initiate regular meetings with Indigenous stakeholder bodies to investigate areas of mutual benefit that may result in positive partnerships and projects.

CaLD Advocacy Identify potential partnerships with other service providers to strengthen opportunity of access to funding to implement projects in the SW.


Ensure CaLD Advocacy is included in Communications and Marketing Strategies

Initiate regular meetings with CaLD stakeholder bodies to investigate areas of mutual benefit that may result in positive partnerships and projects.

Identifying Partnerships Collaborations and Co-Operations and Participations

Identify potential partnerships, collaborations, Co-operations and participations with service providers and other stakeholders to strengthen opportunity of access to funding to reduce the dependence on public grants.

Commence discussion with public and corporate agencies.

Investigate future opportunities to establish commercial entity that raises profit for ASW.




Business Systems

Review and maintain robust management systems and sustainable work practices that meet the increasing needs of ASW and people with disabilities.

Quality assurance systems are in place and a high quality of customer service is monitored and maintained.

Ensure compliance with all Service Agreements, including reporting requirements, and ensure that program implementation is consistent with ASW’s vision and values.

Develop a strong monitoring and evaluation framework to review organisational success and achievements

Plans are reviewed annually using independent external support and advice, if required.

Governance-

Board

& Membership

Board of Directors works consistently within the Constitution

Review Constitution in light of change of name

Review Membership Policy in an effort to attract new and retain existing members.

Review Board governance policies including Agenda and Meetings processes and documentation to meet the demands of a growing organisation.

Develop strategic approach to ensure Board is consistently at full strength and receives regular governance training and evaluation. Board develops succession planning policy. Develop and implement a new membership engagement strategy. Board will undertake governance training annually. Develop a clear and concise mechanism to report ASW activities to Board.

Organisation

Ensure that the Operations Manual is an active and “living” strategic document which addresses the needs of a growing agency.

Ensure that all projects and programs completed within approved budgets

All activities are completed in a well managed and timely manner

Develop a strong monitoring and evaluation framework to review organisational success and

Review current Operations Manual- Policies and Procedures

Manage / maintain Client Database

Maintain the Client Incident reporting system

Develop a Staff Risk Register

Develop an Opportunity Register

Develop an Incident/complaints Management Register


achievements that can be reported as part of the Annual Report

Develop a Risk Management Policy and Risk Register

Develop SOAP and associated Quarterly Action Plan

Business and Financial Ensure that organisational risk management, business continuity, quality assurance strategies are considered as part of the Business Plan. Contracts finish with minimal disruption to staff and operations AND in accordance with Service Agreement and SCHADS. Improve “Reserves”

Accurate monthly reports are provided to Board.

Funding opportunities are explored

Quotations and costs are considered under concept of greatest “value for money”.

Annual budget is completed in May for adoption by Board of Directors in June every year.

Develop a Register of Potential Funding Opportunities- public, philanthropic, donations, sponsorships, bequests (financial and in-kind)


BUSINESS PLAN (2016/17 – 2019/20)

(All National Standards are complied with as a minimum requirement)

Activity Key (colour code) Completed Ongoing Outstanding

Strategic Objective

Focus Area Activity Year 1 Year 2 Year 3 Year 4


Promotion, relationships and education

Communications Strategy- (Internal and External) that enhances systems for communicating policy and information positions to members, stakeholder, media and the broader community.

Develop and Implement a Communications Plan

Develop “elevator speech” for Board and Staff.

Write min 4 articles for local media outlets p.a.

Conduct annual Meet and Greet introducing ASW staff and Board

Continue networking and other stakeholder meetings

Review “elevator speech” for Board and Staff.

Write min 4 articles for local media outlets p.a.

Conduct annual Meet and Greet introducing ASW staff and Board

Continue networking and other stakeholder meetings

As per Year 3

Create a suite of stakeholder pamphlets (staff, clients, Board, agencies etc)



Strategic Objective


Marketing Plan to support outcomes of Strategic Plan

N/A Develop marketing strategy

N/A Review Marketing Strategy

Develop and implement timetable of regular meetings with SW agencies and service providers to promote ASW services and experience and abilities.

- DSC (Perth, Busselton and Bunbury)

- DSS (Perth) - Homeswest (Bunbury)

-Stakeholder Mapping (Environmental Scan) to understand ASW place in the local state and national agenda.

N/A Conduct environmental scan

N/A Review Environmental Scan



Strategic Objective


Change agency name from “Advocacy South West” to “Advocacy Western Australia”

Research opportunity and implications

Board Decision

Business Expansion Research opportunity and implications

Consider future expansion of service delivery to other outreach areas (e.g. Peel, W/belt, Gt Southern)

Develop and maintain IT based information tools and manage Website and Facebook.

ASW website is updated by contractor and reviewed 2 times a year.

Grant application for IT infrastructure, database and website

Web-based information sheets are created In-house management of website is achieved.

management of website

management of website

Social Media- Facebook Facebook Page to be managed or deleted



Strategic Objective


Participation in coalitions, forums, networks and other meetings including membership of key committees: Disability Coalition; DANA; WACOSS; CORDS; Mental Health (refer PWDWA)

Develop relationships to ensure membership to key strategic groups.

Continue membership to key strategic groups.



Governance-

Board & Membership

Board of Directors works consistently within the Constitution

Review Membership Policy in an effort to attract new and retain existing members.

Review Board meeting agenda and minutes

Review Board governance policies including Agenda and Meetings processes and documentation to meet the demands of a growing organisation.

Develop a clear and concise mechanism to report ASW activities to Board.

Review Constitution in light of change of name

Develop strategic approach to ensure Board is consistently at full strength and receives regular governance training and evaluation.

Board develops succession planning policy.



Strategic Objective


Review of Board Agenda and Minutes undertaken and amended. Board request to move to paperless electronic information and meetings.

Introduce reporting metrics for ASW Board, including case studies

Develop Reports for Board that assists its continuous improvement and understanding of ASW business

Conduct annual meet and Greet introducing ASW staff and Board

Employer of choice

ASW provides contemporary industrial work conditions. Recruitment processes are transparent.

Review human resource processes, systems and practice to ensure continued compliance with SCHADS

Ensure compliance with SCHADS





Strategic Objective


Staff is competent, well trained and qualified (training and assessment is completed/evaluated).

Offer staff appropriate and reasonable training opportunities in accordance with budgetary, client and time management considerations.




Physical Infrastructure

Ensure that all ASW premises where practicable meet the expectations of professional, safe and accessible service provision

Review completed of Lotteries House access and egress for people with disabilities. Appropriate level. Relocation is not financially viable.

N/A N/A N/A



Strategic Objective


Individual Advocacy

(also refer to Business Systems)

Intake and Assessment Framework

Intake and Assessment Framework

Complete development of Intake and Assessment Framework and its processes including all policies, procedures and templates including Information Booklets; and other standardised correspondence reviewing how the information is delivered to a target audience.

Review and improve (where necessary) Customer Satisfaction Surveys

Review Intake and Assessment Framework and its processes

As per Year 2 As per Year 2

Consortium Membership

Compliance with Consortium Service Agreement

25% consortium partner

required to deliver 2769 hours Advocacy p.a.

Board to review existing Consortium arrangements in anticipation for 2018 tenders

Compliance with DSS Service Agreement.

Required to deliver Advocacy service to 50 clients.

Service Agreement to be extended to 2018

Required to deliver service to 50 clients.

Service Agreement extended to 2018

Complete tender for new Service Agreement



Strategic Objective


Outreach opportunities

Review viability of Busselton Office and identify other options (if necessary)

Office at Busselton Community Resource Centre to be closed

N/A N/A

Complete needs analysis of other outreach opportunities e.g. Collie; Manjimup; Margaret River

Outreach offices in Collie; Manjimup; Margaret River and Busselton to be opened

Review impact of Outreach Offices

As per Year 3

WANDIS

Demonstrate any increased impact on ASW activity as a direct result of WA NDIS

Stay informed about the changing environment of WA NDIS

Indigenous Advocacy

Implement culturally appropriate engagement methods / tools to better access and support local Indigenous community.

Initiate regular meetings with Indigenous stakeholder bodies to investigate areas of mutual benefit that may result in positive partnerships and projects e.g. SWAMSA, NEEDAC, Gumbarrup AC

Ensure Indigenous Advocacy is included in Communications and Marketing Strategies



Strategic Objective


CaLD Advocacy

Implement culturally appropriate engagement methods / tools to better access and support local CaLD community.

Identify and engage with representative bodies that support CaLD stakeholders.

Ensure CaLD Advocacy is included in Communications and Marketing Strategies

Systemic Advocacy

Contribute to the conversation relating to social change and service improvement in the disability sector as well as areas that most affect people with disabilities.

Inclusion of systemic advocacy activities will form a core component of the Communications Strategy and Stakeholder Mapping.

Consortium Reporting mechanism.

Identify networks that provide collective responses to human rights issues for people with disability, e.g. Disability Coalition; Mental Health Forum.

Report trends occurring in SW as part of the Consortium Bi-annual reports to DSC

Report Case studies to Consortium and Board that are examples of trends occurring in the SW

Continue / Expand active participation in networks that provide collective responses to human rights issues for people with disability

As per Year 2 As Per Year 2



Strategic Objective



Delivering projects that support the vision of ASW (e.g. Self-Advocacy and volunteering)

Explore potential capacity building education opportunities to people with disability to understand their rights and choices and manage their supports. Engage with industry to explore philanthropic, donations and sponsorship opportunities

Identify existing funding opportunities that focus on social education and capacity building.

Identify funding opportunities that encourages people with disability to engage with ASW in activities other than Individual Advocacy.

Identify potential partnerships with other service providers to strengthen opportunity of access to funding to implement projects in the SW.

Project Future Planning N/A Develop potential projects in anticipation of future funding

Engage with SW industry to partner in identified projects of mutual benefit.

Source Funding

(Public and Philanthropic)

Apply for minimum $20,000 from sources other than DSS and DSC that will benefit ASW.

As per Year 1 As per Year 1 As per Year 1



Strategic Objective


Business Systems

Maintain robust management systems and sustainable work practices

Quality assurance systems are in place and a high quality of customer service is monitored and maintained.

Develop a strong monitoring and evaluation framework to review organisational success and achievements

IT Support Manage and maintain Client Database

Conduct extensive overhaul of Database to ensure current and future relevance

Conduct IT Needs assessment

Application for Lottery West Grant to support improved website, IT needs and Database

Compliance with Service Agreements

Ensure compliance with all Service Agreements, including reporting requirements, and ensure that program implementation is consistent with ASW’s vision and values.

Continuous Improvement

Exceeds expectations of all Audits undertaken.

Comments from DSS Re-Accreditation auditors recognised ASW leadership in this area



Strategic Objective


Ensure that the Operations Manual is an active and “living” strategic document which addresses the needs of a growing agency.

Review and update ASW Operations Manual- Policies and Procedures

Maintain the Client Incident reporting system

Develop a Staff Risk Register

Develop an Incident / complaints Management Register

Develop a Risk Management Policy and Risk Register

Develop an Opportunity Register

Develop a strong monitoring and evaluation framework to review organisational success and achievements that can be reported as part of the Annual Report

To be completed in preparation for October Annual General Meeting



Strategic Objective


Business and Financial

Ensure that organisational risk management, business continuity, quality assurance strategies are considered as part of the Strategic Plan.

Executive Managers Report and Financial Report are provided are provided to ASW Board as part of the Agenda

Develop a Register of Potential Funding Opportunities- public, philanthropic, donations, sponsorships, bequests (financial and in-kind)

Annual budget is completed in May for adoption by Board of Directors in June every year.

Review of Financials to be undertaken.



Strategic Objective


Acquittal / winding up Contracts

Minimal disruption to staff and operations is experienced when contracts end. All contracts will be finalised in accordance with specific Service Agreement and SCHADS Award / Fairwork Commission requirements.

Improve “Reserves”

Review of opportunities to increase income from interest to be investigated with resulting Policy to be developed and approved by ASW Board.

Identify savings in annual budget.

Review methodology re reporting of Depreciation


APPENDIX 1

GLOSSARY OF TERMS AND DEFINITIONS

TERM DEFINITION

Advocacy

“…advocacy for people with disability can be defined as speaking, acting or writing with minimal conflict of interest on behalf of the interests of a disadvantaged person or group, in order to promote, protect and defend the welfare of and justice for either the person or group by:

- Acting in a partisan manner (i.e. being on their side and no one else's);

- Being primarily concerned with their fundamental needs; - Remaining loyal and accountable to them in a way which is

empathic and vigorous (whilst respecting the rights of others); and

- Enduring duty of care at all times.”

Source: https://www.dss.gov.au/our-responsibilities/disability-and-carers/program-services/for-people-with-disability/national-disability-advocacy-program-ndap

Confidentiality ASW’s employees, management committee, and volunteers are expected to maintain confidentiality in the relationships formed with both clients and employees. Information of any kind regarding clients, staff and work related matters must be kept strictly confidential.

Consortium A successful tender to deliver Individual Advocacy Services throughout WA between DSC and partnership of PwDWA, Sussex Street Legal Service and ASW.

Continuous Improvement ASW is committed to providing the highest quality programs and services to clients in line with the Disability Service Standards (see below). We strive to continually improve our services through the involvement of the Management Committee, staff, volunteers, clients and their families/careers and key community people/agencies in identifying areas where improvements can be made.

DSC Disability Services Commission

DSS Department of Social Services

NDA National Disability Agency


Disability

“Persons with a disability that:

- is attributable to an intellectual, psychiatric, sensory or physical impairment or combination of impairments;

- is permanent or is likely to be permanent; and results in:

- a substantially reduced capacity of the person for communication, learning or mobility; and

- the need for ongoing support services.”

Source: Disability Services Act 1986

“disability, in relation to a person means:

- total or partial loss of the person’s bodily or mental functions; - total or partial loss of a part of the body; - the presence in the body of an organism causing disease or

illness; - the presence in the body of an organism capable of causing

disease or illness the malfunction, malformation or disfigurement of a part of the person’s body;

- a disorder or malfunction that results in the person learning differently from a person without the disorder or malfunction;

- a disorder, illness or disease that affects a person’s thought processes, perception of reality, emotions or judgement or that results in disturbed behaviour; and includes a disability that; presently exists; or previously existed but no longer exists; or may exist in the future; or is imputed to a person.”

Source: Disability Discrimination Act 1992

Human Rights

Rights include legal rights and human rights.

Legal rights are incorporated in law, and break down into four main types: claim rights, liberty rights, powers and immunities.

Advocates need to be able to identify the kinds of legal rights that they are defending, so that they can avoid efforts to confuse the issue.

Human rights are a sub-set of moral rights, and are not necessarily enshrined in legislation.

Human rights, as outlined in the United Nations Declaration of Human Rights, include the rights to physical integrity, mental and moral integrity, civil rights and legal integrity, socio economic rights, and the right to a family

Individual Advocacy

“…seeks to uphold the rights and interests of people with all types of disabilities on a one-to- one basis by addressing instances of discrimination, abuse and neglect.


Individual Advocates Individual advocates work with people with disability on either a short-term or issue-specific basis.

Individual advocates:

- work with people with disability requiring one-to-one advocacy support;

- develop a plan of action (sometimes called an individual advocacy plan) in partnership with the person with a disability that maps out clearly defined goals;

- - educate people with disability about their rights; and - Work through the individual advocacy plan in partnership with

the person with a disability.”

Participation

Encouraging participation in decision-making involves several principles of practice, including:

1. People will participate if they feel the issue or activity is important.

2. People must feel that their action will make a difference.

3. Different forms of participation must be acknowledged and valued.

4. People must be enabled to participate, and supported in their participation.

5. Structures and processes must not be alienating. (p. 335).

Source: Ife, 1995, cited in Radermacher, H., Sonn, C., Keys, C. & Duckett, P. (2010). Disability and participation:

It’s about us but still without us! Journal of Community & Applied Social Psychology, 20, pp. 333-346.

Power and Empowerment

Empowerment involves processes to realise a goal of control of elements of one’s life that may include “control over life or health, autonomy, ability, self-efficacy, self-esteem, and freedom” (p. 77). “Empowerment as a goal is to have control over the determinants of one’s quality of life, and empowerment as a process is to create a professional relation where the client or community takes control over the change process, determining both the goals of this process and the means to use”(p.77).

Source: Tengland, P.A. (2008). Empowerment: A conceptual discussion. Health Care Analysis, 16(2), pp. 77-96.

Self-Advocacy

“…supports people with disability to advocate on their own behalf, to the extent possible, or on a one-to-one or group basis.


Self-Advocates

Through self-advocacy:

Advocates work with people with disability to develop their personal skills and self- confidence to enable them to advocate on their own behalf.

People with disability are educated about their rights.”

Social Justice

Social justice is an ideal that includes just and equitable distribution of social benefits, equality of opportunity, and equal rights regardless of economic means or social status. A socially just society will permit inequality, so long as that inequality is to the advantage of the least advantaged. Access, equity and participation are key principles of social justice. Strategies of social justice will involve changes and improvements in the way social and political institutions relate to and treat certain groups who may be oppressed, excluded, marginalised or devalued.

Definition derived from:

Rawls, J. A. (1971) A Theory of Justice. Cambridge, MA: Harvard University Press.

Young, I.M. (1990) Justice and the Politics of Difference, New Jersey, NJ, Princeton University Press.

Systemic Advocacy

“…seeks to influence or secure positive long-term changes that remove barriers and address discriminatory practices to ensure the collective rights and interests of people with disability are upheld.

Systemic Advocates ASW:

- pursues positive changes to legislation, policy and service practices in partnership with groups of people with disability, advocacy agencies and other relevant organisations;

- seeks to address barriers and discriminatory practices to produce long-term positive changes.”


Useful Resources and websites

https://www.dss.gov.au/our-responsibilities/disability-and-carers/standards-and-quality-assurance/national-standards-for-disability-services

Quality Toolkit for the National Disability Advocacy Program (NDAP)

https://www.dss.gov.au/our-responsibilities/disability-and-carers/program-services/for-people-with-disability/national-disability-advocacy-program/quality-toolkit-for-the-national-disability-advocacy-program-ndap

Australian Government – Department of Social Services

https://www.dss.gov.au/our-responsibilities/disability-and-carers

DISABILITY SERVICE COMMISSION (WA)

http://www.disability.wa.gov.au

THE UNIVERSAL DECLARATION OF HUMAN RIGHTS

http://www.un.org/en/documents/udhr/index.shtml

CONVENTION ON THE RIGHTS OF PERSONS WITH DISABILITIES

http://www.un.org/disabilities/convention/conventionfull.shtml


APPENDIX 2

ASW BACKGROUND Established in 1991, Advocacy South West (ASW) is a regionally based community not for profit Western Australian agency that provides information, advocacy and support to people with disabilities who find themselves in vulnerable or marginalised situations living in the South West. It is publically funded through the Commonwealth Department of Social Services (DSS) & the WA Government Disability Services Commission (DSC) and has the ability to seek funding (grants, sponsorships and donations) from other public and philanthropic sources for discreet projects from time to time. ASW has partnered with advocacy agencies, (People with Disabilities WA (PwDWA) and Sussex Street Legal Services to form a “Consortium” that attracted funds from DSC (2016-2018) to deliver individual advocacy services throughout WA and other partnerships with similar “like-minded” agencies will be considered from time to time. A volunteer Board of Directors manages the strategic direction of the operational team comprising part time staff made up of an Executive Manager, Individual Advocates and Administration staff. Volunteers are vital to the agency and currently there are two a dedicated person who supports the administration function. ASW operates throughout the South West, including Harvey; Collie; Dardanup; Capel; Donnybrook; Balingup; Boyup Brook; Greenbushes; Bridgetown; Busselton; Margaret River; Nannup; Manjimup and has offices in Bunbury and Busselton. The main office in Bunbury is open to the public Monday to Thursday (closed Friday), with regular visits to outreach offices in Collie, Manjimup, Margaret River and Busselton. External support is also available by appointment or through various help lines, including 1800 1193 331 associated with the Consortium partners and managed by PwDWA. ASW provides a range of advocacy services for people with disabilities with a strong emphasis on Individual Advocacy. This style of advocacy supports individuals to solve / resolve specific issues. If someone is in trouble, needs advice, or has a problem ASW can help by providing access to information, services, advocacy, and support. Common issues relate to accommodation, finances, health, legal, transport, education, employment, dealing with discrimination, and personal and relationship difficulties. Given its background, history and reputation, ASW is in a strong position to support the voices of people with disabilities though systemic advocacy.


ASW advocates for social change and service improvement focusing on, but not limited to, the areas of accommodation, employment and financial security, education and training, transport, and access to specialist health services, so that people with disabilities will be recognised and treated as valued citizens within their community. Systemic advocacy aims to make long-term improvements to the overall quality of the lives of people with disabilities, and focuses on social justice and human rights. We work in partnership with people with disabilities to change the way that laws, policies, or other services discriminate against people with disabilities. This part of our core business is currently unfunded but occurs naturally as a by-product of the Individual Advocacy services. It is an area where ASW can develop and grow given our uniqueness to regional (Western) Australia.


APPENDIX 3

STATEMENT OF PRINCIPLES

OVERVIEW

ASW believes:

in justice and human rights for people with disabilities, irrespective of age, gender, cultural or linguistic background, religious beliefs, geographic location, sexuality or the nature, origin or degree of disability;

in the importance of choice, equality of opportunity, and inclusion in society;

that each person ought to be respected and heard and able to participate in their community;

in fairness and that each person should be empowered to exercise independence over the choices and direction of their life.

BUSINESS PRINCIPLES

We will:

be passionate, innovative and fearless in the promotion and defence of the rights and

interests of people with disability;

be accessible and responsive to our stakeholders;

actively facilitate and value the involvement of people with disability in our

organisational governance and policy and program development;

encourage, empower and support the civic participation of people with disability;

be collaborative and supportive in our relationships all stakeholders;

be accountable for our activities to our members, to people with disability generally

and to the public;

always act with honesty and integrity;


be resourceful and efficient in obtaining and managing the resources needed to

undertake our work;

recognise and value the contribution of our members, our Board, our staff and

volunteers towards the achievement of our vision;

celebrate success.

PRINCIPLES OF PRACTICE ASW subscribes to several important principles of practice in delivering services and in general day-to-day operations, these include:

Social Justice

Social justice is an ideal that includes just and equitable distribution of social benefits, equality of opportunity, and equal rights regardless of economic means or social status, i.e. access, equity and participation.

Strategies will involve changes and improvements in the way social and political institutions relate to and treat certain groups who may be oppressed, excluded, marginalised or devalued.

Human rights

Human rights, as outlined in the United Nations Declaration of Human Rights, include the rights to physical integrity, mental and moral integrity, civil rights and legal integrity, socio economic rights, and the right to a family.

Legal Rights Legal rights break down into four main types: claim rights, liberty rights, powers and immunities. Advocates need to be able to identify the kinds of legal rights that they are defending, so that they can avoid efforts to confuse the issue.

Empowerment

Empowerment involves processes to realise a goal of control of elements of one’s life that may include “control over life or health, autonomy, ability, self-efficacy, self-esteem, and freedom”


Participation

Encouraging participation in decision-making involves several principles of practice, including:

1. People will participate if they feel the issue or activity is important.

2. People must feel that their action will make a difference.

3. Different forms of participation must be acknowledged and valued.

4. People must be enabled to participate, and supported in their participation.

5. Structures and processes must not be alienating.

Confidentiality ASW’s employees, management committee, and volunteers are expected to maintain confidentiality in the relationships formed with both clients and employees as well as any information of any kind regarding clients, staff and other work related matters.

Continuous Improvement

ASW is committed to providing the highest quality programs and services to clients in line with the National Disability Service Standards.

We strive to continually improve our services through the involvement and contribution of the Board of Directors staff, volunteers, clients and their families/careers and key community people/agencies, in identifying areas where improvements or changes can be made.


APPENDIX 4

NATIONAL DISABILITY STANDARDS ASW delivers our services and runs its operations in accordance with the (six) National Disability Standards:

Standard 1. Rights

The service promotes individual rights to freedom of expression, self- determination and decision-making and actively prevents abuse, harm, neglect and violence.

Standard 2. Participation and Inclusion

The service works with individuals and families, friends and carers to promote opportunities for meaningful participation and active inclusion in society.

Standard 3. Individual Outcomes

Services and supports are assessed, planned, delivered and reviewed to build on individual strengths and enable individuals to reach their goals.

Standard 4. Feedback and Complaints

Regular feedback is sought and used to inform individual and organisation-wide service reviews and improvement.

Standard 5. Service Access

The service manages access, commencement and leaving a service in a transparent, fair, equal and responsive way.

Standard 6. Service Management

The service has effective and accountable service management and leadership to maximise outcomes for individuals.

advocacy south west strategic plan · 2018-01-24 · advocacy south west strategic plan 2016/17 –...

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