Appendix 16 - Disability Strategic Plan

In August of 1997 the Attorney General’s Department launched its Disability Strategic Plan. Below are highlights of the plan’s implementation.


1. Services and Programs

To provide and adapt services and programs to ensure that people with a disability do not experience discrimination as either users of departmental services, as service providers or as staff, and have their particular needs for services and support acknowledged and met.

Key Performance Indicators

• Establishment of an effective Advisory Council on Disability and agreement to a work program for the Council.
• Establishment of a departmental Disability Strategic Plan (DSP) Implementation Team.
• A Services Innovations Scheme will be established by the Department by June 1998.

• Supported the Disability Advisory Council (DAC) and the Internal Steering Committee (ISC). Both meet quarterly and provided strategic advice.
• Submitted periodic updates on the DSP implementation to the DAC and ISC.
• Initiated discussions on the development of Flexible Service Delivery.
• Incorporated disability access issues into business unit business plans.

To adopt practices within the justice system which ensure that people with a disability are treated equally by the law and have equal access to legal services.

Key Performance Indicators

• Departmental response to the Law Reform Commission’s report on People with Intellectual Disability and the Criminal Justice System.
• The Department will develop and implement action plans for enhancing access to the justice system for all people with a disability.
• A program of disability awareness training for the Public Defender’s Office commenced by October 1997.
• Commence, during 1997, of a joint review with the Judiciary of discriminatory court practices.

• Established a Committee on Intellectual Disability and the Criminal Justice System.
• Coordinated cross government efforts to enhance access to the justice system.
• Conducted Disability Awareness Training courses for Public Defenders.
• Sponsored a strategic quality team to improve access to court related practices and procedures for people with disabilities.

To provide and adapt buildings and facilities, or services, to ensure that people with a disability do not experience discrimination as either users of departmental services, as service providers or as staff, and have their particular needs for services and support acknowledged and met.

Key Performance Indicators

• Access audits for buildings and facilities completed by end 1998.
• An initial program to upgrade access to priority buildings and facilities is included in the 1998/99 budget, with further expenditure incorporated into subsequent budgets, within the Department’s Works Program.

• Completed physical access audits of 52 metropolitan and major regional courthouses in January 1999.
• Conducted 110 physical access audits of all country courthouses.
• Enhanced access provisions at 22 Courts, costing $500,000.
• Incorporated courthouse access audit specifications into capital works maintenance and refurbishment projects.

To provide effective means of communicating information about all our services and activities for people with a disability, and to enable them to communicate effectively before the courts and in departmental programs, through appropriate communications practices and technologies.

Key Performance Indicators

• Acoustic audits carried out on each court.
• Telephone Typewriter access services introduced across the Department by September 1998.
• Accessible and alternative communication practices to be used within courts on an as needed basis.

• Continued courtroom acoustic audits across the state. Recommendations for courtroom enhancements have been provided to Capital Works.
• Trained 24 staff in the use of TTYs at locations where TTYs are installed.
• Prepared recommendations for improved departmental communication policy and guidelines.

To develop policies and practices which meet the Department’s responsibilities as an EEO employer and which actively encourage employment and career opportunities for people with a disability.

Key Performance Indicators

• Workplace and work practice guidelines, and information on facilities for staff with a disability completed by March 1998.
• Review of job requirements and employment conditions completed by end of 1998.

• Reviewed and prepared for distribution of selection guidelines for people with disabilities.
• Included within Performance Planning and Evaluation program disability awareness requirement.
• Integrated within job evaluations and employment conditions, issues relating to people with disabilities.

To ensure that staff of the Department are adequately trained to provide effective and non-discriminatory services and employment options for people with a disability.

Key Performance Indicators

• Training modules on disability awareness available by June 1997.
• Disability awareness training is provided for all managerial and supervisory staff by the end of 1998.
• Department’s Quality Program, Performance Management Scheme, and other relevant service quality and staff appraisal procedures include disability awareness principles by March 1998.
• Training programs and venues are modified to make them fully accessible to people with a disability by July 1998.

• Provided general disability awareness training courses for staff as part of annual departmental training program.
• Targeted specific disability awareness training opportunities for client service oriented divisions within the Department.
• Ensured all training courses, including the Quality Team program, Client Service Skills and Performance Management Scheme integrate disability issues from both delivery and content perspectives.
• Provided all in-house training in accessible venues.

To provide an open, consultative environment in the Department which ensures that people with a disability are consulted and participate in key decision-making forums within the Department.

Key Performance Indicators

• Establishment of an effective Advisory Council on Disability and agreement to a work program for the Council.
• People with disability will be included in decision-making forums beyond the Disability Advisory Council’s functions.
• Procedures for consultation and arrangements for participation in the Department’s decision-making processes for people with disability will be evaluated for their effectiveness by service users.

To adopt management practices within the Department which reflect/establish best practice in fulfilling government and departmental responsibilities in meeting the needs and protecting the rights of people with disabilities.

Key Performance Indicators

• Disability awareness principles and responsibilities for implementing departmental disability strategies and actions are incorporated into the 1999 round of performance agreements for managers.
• All departmental plans and quality statements incorporate disability principles and the department’s disability strategies and actions.
• The Disability Strategic Plan in summary form is published and distributed widely.
• By December 1997 procedures established which continue to expand the Department’s professional knowledge and expertise of issues relating to the effective implementation of the Disability Strategic Plan.

• Business unit managers’ performance assessed through the business planning process. All business plans include disability awareness strategies.
• Produced and distributed poster across the Department encouraging people with disabilities to request assistance from staff if required.
• Held Disability Awareness Training for all Senior Managers on International Day for People with Disabilities in December 1998.
• Implemented a campaign to ensure disability issues received regular coverage in Department’s newsletter, Agenda.

To provide sufficient resources (money, people, skills and facilities) to implement the plan within the timeframes established.

Key Performance Indicators

• Staff with responsibility for implementing the Plan in each business unit are identified.

• Business unit managers are responsible for implementation of particular strategies of the plan that relate to their core business and employment practices.