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Strategic Plan 2011-2015

In partnership with AASW Branch Presidents and senior management staff, the AASW Board reviewed the AASW 2006 – 2010 strategic plan in November 2010 and commenced work on the development of a new strategic plan for 2011 – 2015. The planning workshop was facilitated by Marie-Claire Cheron-Sauer, National Vice President of the AASW.

A set of strategic goals and objectives were set for the next five years for the Association and further developed into operational plans by the national office staff. The Board approved the final strategic plan for 2011 – 2015 in April 2011.

Strategic Goal 1 - Growing the Membership of the Association

By 2015, we will have achieved a larger membership base with increasing numbers of younger members into the association. This larger membership base will increase our voice and influence with government and industry.

Strategic Objectives

  1. A marketing and communication strategy that engages regularly with members and all potential members and informs all stakeholders about the work of the AASW and the benefits of membership Partnership arrangements with other organisations to enhance the range of membership benefits to our members
  2. Excellence in customer service to members, who consider that they are receiving value for their membership fees and who act as ambassadors for the AASW
  3. The development of the Australian College of Social Work that will attract more social workers with specialised expertise and qualifications into the association
  4. A membership recruitment strategy that broadens our membership base to include the wider human services workforce

Strategic Goal 2– Raising the Profile of the Profession

By 2015 we will be well recognised by government, industry and the community as one of the key professions with professional expertise and knowledge in mental health and psycho-social care to vulnerable individuals and groups in our community. Our code of ethics, education and practice standards will be recognised as a mark of the high calibre of professional social work. Our voice on issues that impact upon our clients and our profession will be strong and will have influence with government and industry

Strategic Objectives

  1. National registration of the Social Work profession and protection of title of social worker
  2. A public voice through written submissions, timely media releases and other forms of communication on issues of key importance for the profession
  3. Proactive development of our relationships with industry, government and other stakeholders
  4. Organisational and professional representation at government and industry forums and steering committees on key issues of social policy and workforce development
  5. Workplace advocacy and support for members
  6. A Reconciliation Action Plan (RAP) approved by Board and Reconciliation Australia and promoted to members
  7. A professional website that promotes the work of the profession and is an information resource for members, governments, employers and other stakeholders

Strategic Goal 3 – Building our reputation as the national professional organisation for the human services industry

By 2015, our views on the implementation of standards of education and professional practice for the human services will be valued by government and industry. We will be invited to participate as a key stakeholder in government led inquiries, consultations and implementation projects for the human services sector. Our code of ethics, educational and practice standards will set the benchmark for professional standards for the human services sector.

Strategic Objectives

  1. Implementation of the Australian College of Social Work with specialist divisions and levels of membership, tied to attainment of specialist qualifications and experience in relevant fields of Social Work Practice
  2. The development of Australian Social Work Education and Accreditation Standards (ASWEAS) for the accreditation of advanced and specialist post-graduate qualifications in alignment with the Australian College of Social work specialist divisions
  3. Review of the Australian Social Work Education and Accreditation Standards (ASWEAS) for undergraduate and post graduate qualifying Social Work degrees to ensure the development of robust standards and competitiveness vis-à-vis other human service bachelor programs.
  4. Review of current AASW Entry level Practice Standards to reflect contemporary Social Work Practice.
  5. Development of specialist Practice Standards for core curriculum areas of child protection, mental health, cultural diversity and working with ATSI populations and for advanced qualifications.
  6. Promotion of our Code of Ethics, ASWEAS and Practice Standards as the benchmark for social work and the wider human services to governments, employers and the community.
  7. Development of a strategy for the development of educational and career pathways into Social Work for non Social work degree qualified professionals in the Social Care Sector

Strategic Goal 4 - Stabilising and growing our financial base (Sustainability)

By 2015, we will have a diversified financial base. We will have a long-term income strategy to increase our financial security and to fulfil our organisational objectives. Major sources of income will include membership fees, government funding, philanthropic donations, continuing professional development programs and a range of AASW revenue generating programs.

Strategic Objectives

  1. The development of branches as business entities, with ability to generate revenue in order to grow the financial base of the Association
  2. A focus on accessing external sources of funding for major projects dealing with workforce issues & standards
  3. Further development of the Horizon Career Centre as a business entity with enhanced capacity to generate revenue
  4. Non-traditional income source (NTIS) development including Donations, Sponsorships, Bequests, Trust funds

Strategic Goal 5 - Building an infrastructure to succeed in our strategic program of reform & to manage our day to day operations

By 2015, the way we manage our business will speak of our professionalism. The management of our operations will be efficient and effective with appropriate systems in place. Our infrastructure will be properly resourced for success in achieving our strategic goals. This will impact positively upon our relationships and standing with our key stakeholders, including our members.

Strategic Objectives

  1. A governance structure with clearly understood roles for Board members, Branch presidents and Management
  2. Well developed organisational policies and procedures for all areas of the organisation with regular review to maintain relevance and compliance with legislative requirements
  3. A National Document/Information Management System for all areas of the organisation
  4. A fully developed ICT infrastructure to support our communication and data management needs
  5. Strategic priorities are resourced for optimum success
  6. Periodic reviews of annual operational plans that implement the strategic priorities of the AASW Board
  7. Staff training & development is in alignment with the strategic goals of the organisation