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STRATEGIC PLAN 2018-2021 - AASW
Transcript of STRATEGIC PLAN 2018-2021 - AASW
STRATEGIC PLAN 2018-2021www.aasw.asn.au
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03 President’s Message
04 Vision
04 Purpose
05 Strategy
10 Our Stakeholders
11 Measuring Success
CONTENTS
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TRANSFORMING THE FUTURE
After 12 months of stakeholder engagement and examining our priorities against the current Australian social work landscape, the Strategic Plan 2018-2021 is now a living document.
The plan sets our direction and agenda for the next four years. It ensures that the Association will advance with vision and innovation, in the pursuit of progressing the social work sector.
The Association will strategically concentrate on promoting and advocating for the profession, ensuring strong governance and management of the Association, upholding standards for regulation of the profession, being the leading voice on social justice and human rights issues and building capacity for members.
The Strategic Plan 2018-2021 will allow the AASW to progress its core Purpose and Vision, as it has done for the last 70 years.
Christine Craik, National President
PRESIDENT’S MESSAGE
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“ TOGETHER WE WILL TRANSFORM THE FUTURE.”
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OUR VISION & PURPOSE
VISIONWorking together for
professional excellence and social justice.
PURPOSETo promote the profession of
social work, advance social justice, uphold standards and build
capacity of members.
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STRATEGY 1. PROMOTE AND ADVOCATE FOR THE PROFESSION OF SOCIAL WORK AND AASW MEMBERS
1.01 Develop marketing and communications strategies and campaigns
1.02 Develop stakeholder engagement strategy
1.03 Market the AASW Collective Trademark and credentialing framework
1.04 Promote AASW regulation of social workers
1.05 Promote AASW members
2. BE A STRONG VOICE FOR SOCIAL JUSTICE
2.01 Provide independent, visible advocacy, analysis and commentary on social policy issues
2.02 Advance AASW social policy position papers, statements, submissions and appearances
2.03 Progress the AASW media strategy
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STRATEGY 3. BUILD THE PROFESSIONAL CAPACITY OF MEMBERS
3.01 Build on social work knowledge through publications (e.g. AASW Journal, Social Work Focus, e-publications)
3.02 Promote the social work scope of practice documents
3.03 Review Australian College of Social Work
3.04 Develop the CPD strategy, framework and calendar, including advanced training
3.05 Hold AASW conferences/symposiums and major branch events
3.06 Develop the IT and online platform: Social Work Online Training
3.07 Review CPD partnerships
3.08 Engage the membership in member coaching, mentoring strategy and supervision
3.09 Promote research and knowledge building
3.10 Develop the work of practice groups and support coordination
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STRATEGY 4. UPHOLD RESPONSIBILITIES FOR REGULATION OF THE PROFESSION
4.01 Revise AASW Practice Standards
4.02 Revise AASW Code of Ethics
4.03 Revise AASW Collective Trademark
4.04 Develop credentialing
4.05 Develop National Alliance of Self Regulating Health Professions (NASRHP) compliance strategies
4.06 Review Mutual Recognition Agreements with other countries
4.07 Implement the regulatory framework for social work education (ASWEAS)
4.08 ReviseInternationalQualificationsAssessmentpractices
4.09 Seek statutory registration of social workers
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STRATEGY 5. ADVANCE ABORIGINAL AND TORRES STRAIT ISLANDER SOCIAL WORK
5.01 Implement Reconciliation Action Plan strategies
5.02 Embed Aboriginal and Torres Strait Islander culture and ways of knowing throughout AASW
6. COLLABORATE WITH INTERNATIONAL COLLEAGUES
6.01 Increase collaboration with International Federation of Social Workers and other organisations outside Australia
6.02 EngagewithourAsiaPacificcolleagues
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STRATEGY 7. PROVIDE RESPONSIBLE GOVERNANCE AND MANAGEMENT
7.01 Ensure legislative, regulatory and audit compliance
7.02 Ensure consistent branding across all documentation
7.03 Review Constitution and governance policies
7.04 RefineAASWriskmanagementstrategyandframework
7.05 Develop staff engagement strategy including support, development and satisfaction
7.06 Maximise collaboration within internal structures (e.g. Board, branches, committees, practice groups)
7.07 Maintain, recognise and optimise role of volunteer members
7.08 Maintainstrongfinancialequitybase
7.09 Implementprudentandethicalfinancialinvestments
7.10 Aim for annual budgets to have an operating surplus
7.11 Diversify income, including sponsorship income
7.12 Aim for 10% annual membership growth, including retention rates
7.13 Optimise corporate structures and functions
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We recognise the importance of collaborating with our key stakeholders in the social work sector in Australia and overseas, including
OUR STAKEHOLDERS
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01 Members
02 The Australian community
03 People who access social work services
04 Government
05 Educational Institutions
06 Sector related organisations and businesses
07 International sector related organisations
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LEADERS of professional
excellence in the social work sector
BEST PRACTICE
Association
THE VOICE for social
justice issues in Australia
Sustained MEMBER GROWTH
MEASURING SUCCESS
SUCCESS