Strategic plans

Vision Australia's Strategic Plan 2014-2018


Our story

It’s time for us to be different . We’re a mature organisation but we have to modernise if we are to prosper in a competitive market in which technology is already delivering effective communications and services.

We have to be better than business. Make no mistake, the change in funding models of both the National Disability Insurance Scheme and home care packages for senior Australians, will be seen by many businesses as new opportunities and they will compete to take our clients and to stop us from getting new ones!

Vision Australia will have to compete, so we have to put meaning into what we stand for with a clear and measurable plan.

We have to participate in the external world of competition and rapid technological advances rather than getting swept away by it or believing our current services are enough for us to be successful.

We have to participate, compete, and be innovative, using new technology to enable better service to our clients, through better systems.

We have to look outward and stretch ourselves, getting fit for the future.

For six years, we have run a deficit budget ... that’s the old way and we can’t do it any more. For years we’ve resisted change ... we can’t do that any more. We’ve got complex structures and processes, we are more bureaucratic than the bureaucracy. We can’t do that any more.

Frontline services have had their resources cut, we can’t do that any more. We must invest in developing the most efficient and most effective services that meet the needs of our clients.

We haven’t always shown courage in making decisions about the future of Vision Australia. We can’t do that any more either. We have to face the challenges head on and dare to be a different organisation.

The good news is that we’re preparing for that future. We've got a new Chief Executive, Ron Hooton, who is up for the challenge of turning off some of the old things and getting on with the new. We all have a responsibility to shape the future and ensure we operate a sustainable organisation. We have to be sustainable culturally, professionally and financially to offer the supports that our clients choose to participate both socially and economically in the community.

Find out more about who we are: A quick guide to Vision Australia (Word, 216KB) 
From July 19 to August 2 2013 we held 15 forums across 12 of our locations to gather as much information as possible to understand current perceptions and what is expected of Vision Australia in the future.

Forums were held in Geelong, Bendigo, Kensington, Mildura, Enfield, Wollongong, Newcastle, Albury, Canberra, Brisbane, Maroochydore and Coorparoo.  

An online ‘Have Your Say’ forum was also run to let all of our community have an input into the strategic planning process.

More than 500 participants gave their feedback to a series of questions. The participant group was made up of:

  • 38% clients
  • 7% parents or caregivers
  • 30% staff
  • 13% volunteers
  • 10% local community
  • 2% other 


The top five issues identified most frequently by participants in the consultation forums were:

  1. Accessible equipment – Participants viewed accessible equipment as being the most important service that Vision Australia provides. And one that they would be happy to purchase under a consumer-directed model. Participants also told us that they want up-to-date information and service at a competitive price.
  2. Awareness of our services – participants felt that public awareness of the services that Vision Australia provides within the community is generally very low, which has directly contributed to a reduction in the number of clients being referred to the organisation.
  3. Community partnerships – consumer-directed funding and service models mean that Vision Australia has to develop purposeful partnerships with various allied health professionals and service providers. This would allow Vision Australia to remain competitive in a growing market, while also extending reach to rural and regional areas.
  4. Streamlined processes participants said Vision Australia business processes were cumbersome, time-wasting and bureaucratic and had to be streamlined. This has a negative impact on the client experience. Excessive bureaucracy increased waiting times, making it difficult for clients to access and navigate the services available within Vision Australia.
  5. Client-focused - participants in the forums felt that Vision Australia needs to adopt a client-focused approach that is based on clients’ needs rather than the limits of Vision Australia’s service capability.
Download the full report on the results from the strategic planning forum (Word, 191KB)

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