Strategic Plan 2017-2020

Vision

A professional and viable organisation working collaboratively within the expanding Sunshine Coast community to provide accessible legal services to those in need.

Purpose

To address disadvantage by providing quality legal advice, information, casework/legal tasks, education and law reform activities to and on behalf of the Sunshine Coast community through volunteers and staff.

Values

Our values underpin everything we do and are the building blocks for our workplace culture.  They guide our behaviour and decision making and support us being a high performing and productive workplace that puts the Sunshine Coast community first.

  • Respect
  • Independence
  • Effectiveness
  • Integrity
  • Collaboration

The Service’s place in the community

  • Delivers high quality legal information, advice and referral services;
  • Delivers intensive casework/legal tasks to disadvantaged clients identified with multiple or complex legal needs;
  • Delivers engaging, informative community legal education;
  • Harnesses the energy and expertise of volunteers including from the legal profession;
  • Assists in the training of the next generation of Sunshine Coast lawyers;
  • Assists Queensland tenants to maintain their tenancy, through delivery of the QSTARS service;
  • Contributes to advocacy and law reform;
  • Joins up with like-minded community organisations and support services to provide services.

KEY OBJECTIVES

 1. The Service offers quality legal services on a fair and equitable basis to help build a stronger community

 Strategies (how we will achieve our objective):

  •  Champion the legal rights of disadvantaged and marginalised residents, particularly the victims of elder abuse and domestic and family violence;
  • Develop and implement service quality measures;
  • Continue to review and improve risk management through specific activities.

Measures (how we will know we have succeeded): 

  •  Data and reporting is available that demonstrates that we are supporting our target client base;
  • Implement an annual client satisfaction / quality survey, and report findings back to Committee and stakeholders;
  • Meet and exceed NACLC Accreditation requirements;
  • Provide a report at the periodic Strategic Plan review about what has been progressed regarding risk management and service quality.

2. The Service proactively engages with disadvantaged and marginalised segments of the community and is easily accessible to them

 Strategies (how will we achieve our objective):

  •  Research the SCLS client base to provide high quality information on our demographics to help support decision-making;
  • Leverage relationships with other service providers, to access key client groups;
  • Continue to provide relevant and engaging Community Legal Education;
  • Develop a communications plan that articulates, demonstrates and measures the value of SCLS to target audiences.

Measures (how will we know we have succeeded):

  •  Demographic analysis is visible and quantifiable in the organisation.
  • We have a list of priority partnerships and can demonstrate our engagement with them;
  • Community Legal Education continues to demonstrate diversity, with regard to locations, topics and formats;
  • Creation of a Communications Plan;

 3. The Service develops strategic partnerships and welcomes the opportunity to work collaboratively

 Strategies (how will we achieve our objective):

  •  Continue to build and strengthen the partnerships with USC and TQ, and grow other legal, business and community partnerships and collaborations;
  • Engage with specific parts of the legal and business community to help achieve organisational goals;
  • Actively work with Community Legal Centres Queensland (CLCQ) and the broader CLC community to contribute to effective advocacy and law reform.

Measures (how will we know we have succeeded):

  • Identify and acknowledge all SCLS partnerships and create a review process;
  • Develop a list of corporate and business community contacts, eg. a ‘circle of influence’;
  • Participate in sector conferences, workshops and engage in development opportunities.

4. The Service operates under a sustainable business model

 Strategies (how will we achieve our objective):

  •  Continue to develop organisational sustainability with regard to both financial and human resources;
  • Diversify funding sources – eg. government, philanthropic, business community, fundraising;
  • Continue to meet requirements for the Commonwealth and State CLSP funding, through commitment to Accreditation process;
  • Key organisation human resources are identified, recognised and supported;
  • Engage with volunteers to maintain high levels of volunteerism, to enhance their experience, increase their understanding of our purpose, and seek their feedback each year.

Measures (how will we know we have succeeded):

  •  Ongoing annual revenue which is self-generated or sourced from non-Government sources is increased;
  • Adherence to the prescribed Accreditation Work Plan;
  • Continue to develop the Service’s Operations Manual so that it includes all positions and activities, as relevant to business processes;
  • All volunteers have been contacted each year and an opportunity created for them to provide feedback to the service to help identify improvements.

 

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