STRATEGIC PLAN 2018-2021 - AASW

STRATEGIC PLAN 2018-2021www.aasw.asn.au

Strategic Plan | 2018 - 2021 2

03 President’s Message

04 Vision

04 Purpose

05 Strategy

10 Our Stakeholders

11 Measuring Success

CONTENTS



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


“ TOGETHER WE WILL TRANSFORM THE FUTURE.”


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.

Strategic Plan | 2018 - 2021 5Strategic Plan | 2018 - 2021 5

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


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


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


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


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


We recognise the importance of collaborating with our key stakeholders in the social work sector in Australia and overseas, including

OUR STAKEHOLDERS


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



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

Documents

STRATEGIC PLAN 2018-2021 - AASW