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WSWFVP Strategic Plan

WSWFVP Strategic Directions and Objectives

OUR RURAL AND REMOTE COMMITMENTS

Our rural and remote commitments encompassing the Partnership’s role as experts, leaders and advocates for the family violence systems of the Wimmera and South West. Also encompasses the Partnership’s steadfast adherence to all the Principles and Values outlined in this Strategic Plan 2020-2024.

WSWFVP will ensure strong and expert family violence system governance that is representative, inclusive and promotes our leadership.

WE WILL:

  • Review the Partnership’s current operating structures, processes, linkages and Partnering Agreement, and implement review recommendations.

  • Develop an effective communications strategy that:

    • Articulates who we are and what we do.
    • Expresses our rural and remote voice.
    • Sends strong and consistent messages to specific audiences including (but not limited to) stakeholders and communities across the Wimmera and South West, and decision makers of the Victorian Government’s family violence reform agenda.

  • Demonstrate our accountability to victim survivors including children entering and exiting the system, no matter where their connection points might lie, in everything we do.

OUR PEOPLE OUR COMMUNITIES

Our people our communities encompassing the Partnership’s role in ensuring workforce capacity building and workforce capability development that are the right fit for our rural and remote contexts.

As local family violence system experts and leaders, WSWFVP will ensure a workforce that is the right fit for our rural and remote contexts.

WE WILL:

  • Achieve greater consistency in knowledge of the drivers of family violence and family violence response literacy across the Wimmera and South West.

  • Address workforce supply, capability development and capacity building through:

    • Effective state-level advocacy on behalf of our rural and remote workforces.
      Tailored workforce strategies and initiatives that maximise opportunities and draw on local assets for enabling rural and remote solutions and evidence building.
OUR RURAL AND REMOTE VOICE

Our rural and remote voice encompassing the Partnership’s critical advocacy and influencing role in the context of the Victorian Government’s current reform agenda, so that our rural and remote perspectives are heard and responded to in all decisions affecting our local family violence systems.

As local family violence system experts and leaders, WSWFVP will ensure all decision makers hear our rural and remote voice.

WE WILL:

  • Actively seek the lived experiences of service users as well as those who are part of the system (e.g. service providers) and use that data as leaders of our local family violence systems to effectively influence and shape reform strategy co-design and development, including (but not limited to) The Orange Door.

  • Develop an engagement strategy with consideration given to how stakeholders, people and communities connect with our local family violence systems, including their different (and shared) experiences, and how best to engage those for whom our systems present the greatest access barriers.

  • Maintain effective linkages, relationships and communications with state-level reform decision makers, utilise appropriate structures of the reform governance architecture, and make strategic contributions to all decisions that impact our rural and remote family violence systems.

OUR RURAL AND REMOTE MODEL

Our rural and remote model encompassing the ways we use information, knowledge and research to inform and guide our work, and how we build our evidence base and share findings.

As local family violence system experts and leaders, WSWFVP will ensure our work is evidence based and evidence building.

WE WILL:

  • Identify the core elements that define our rural and remote approach to gathering evidence (e.g. which data? Whose voices? What methods?) and articulate how we intend to develop that information into useable knowledge for our work and as a platform for critical reflection and analysis.

  • Design, implement and embed an evaluation framework that articulates what is important to measure and collect data against, so we can:

    • Undertake local critical analysis.
      Capture our achievements and lessons learned.
    • Make sound decisions for future work.

  • Share evaluation findings across the Wimmera and South West (and beyond) about the positive difference we are making to our local family violence systems and the Victorian family violence reform agenda, through our systems expertise, leadership, advocacy, integration, planning and collaboration.

download the strategic plan here

Implementation and Monitoring

Our strategic directions will inform the Wimmera Local Area Planning Group and the South West Local Area Planning Group in the development of their localised actions to support the Partnership in achieving its objectives, themselves linked to state-level priorities for the family violence reform agenda. Each local area group will develop two-year action plans; their action plans will include an annual review process; and their implementation progress will be filtered to the Partnership as part of ongoing monitoring of its Strategic Plan 2020-2024.

The Strategic Plan 2020-2024 will itself have a mid-point review, on completion of the first two-year cycle of the Local Area Planning Groups Action plans.

For more information about WSWFVP and our Strategic Plan 2020-2024 please contact us.

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