| Strategic
Direction |
Performance
Indicators |
| To ensure
governance which provides leadership and has overall responsibility
for the service. |
•
Management Committee records show that decisions are made within
the parameters of the centre structure, policies and principles
and are carried out in the workplace. |
| To provide
a best practice telephone and online support counselling service
which responds to the crisis, support counselling and referral
needs of anyone who has experienced sexual violence. |
•
Service to meet 90% of indicators in an annual quality assurance
review.
• 95% of shifts are staffed.
• Calls are received from Sydney and rural locations.
• 80% of calls to the repeat call line are returned within
three hours of the call being made. |
| To initiate
and participate in activities and projects which aim to: inform
and educate the public of the causes and consequences of sexual
violence; decrease the impact on all women of sexual violence
and; change beliefs, attitudes and practices which allow sexual
violence to occur. |
•
The Centre will initiate or participate in at least six activities
or projects annually.
• Each project will meet at least one of the stated strategies. |
| To have
a policy and procedures manual which meets the Australian Community
Health and Women’s Health Standards. |
•
Tri annual internal Review shows 80% compliance with relevant
indicators. |
| To diversify
and expand the centre’s funding source. |
•
The Centre will attract $20,000 per annum in additional funding,
sponsorships and donations from sources other than NSW Health. |
| To increase
access options to NSW Rape Crisis Centre; initiate partnerships
to improve pathways to service provision; promote the service
and participate in networking to enhance service delivery to
clients. |
•
Maintain and review the online counselling service.
• Enter into two new partnership agreements annually.
• Distribute at least 2,000 Centre pamphlets; 1,000 stickers
and; 200 promotional kits annually.
• Information and comment provided to ten media outlets
annually.
• Centre workers regularly attend at least two interagencies
or network meetings annually. |
| To encourage
participation in and represent the interests of vulnerable and
disempowered women in the democratic process. |
•
Participate in systems advocacy to improve outcomes for women
accessing the criminal justice system. |
| To create
and maintain a work environment which is safe, healthy and supportive
of the well being of staff. |
•
Annual worker appraisals compare worker qualifications, experience
and skills with their Job Description.
• Counsellors attend and participate in 85% of counsellor
clinical and supervision meetings.
• An annual analysis of training needs and general worker
satisfaction is completed.
• Records show issues identified in the six monthly OH&S
inspection and at OH&S meetings are rectified. |
| To review
and revise annually the Centre’s strategic directions. |
•
Strategic plan reviewed and adjustments recommended to the management
committee.
• Business and work plans for the coming year prepared
for Management Committee review. |
