Our Strategic Plan

 The Gender Centre is the peak state-wide specialist multi- purpose service supporting the transgender, gender diverse and gender questioning persons at all stages of transition (pre, mid, and post transition), the service has  the required specialist skills, experience and capabilities to respond  to this client group providing specialist counselling, outreach, support, case management and referrals. The Gender Centre also undertakes advocacy work, resource development, stakeholder training and corporate education, and operates as a secondary needle & syringe program (NSP) outlet.

The Centre is primarily funded by Sydney Local Health District and the NSW Department of Family and Community Services, Community Services. . The Centre is also supported by The Central and Eastern Primary Health Network & Wentworth Community Housing

The Gender Centre is a community based organization governed by an elected committee of Directors who are committed to developing and providing services and activities which enhance the ability of people with gender issues to make informed choices and access their rights and entitlements.

The Gender Centre's Board of Directors have primary responsibility for both approving the Gender Centre's Strategic Plan and for ensuring its implementation.

 

A major review has been undertaken of all the organisation's services, activities, governance and partnerships based on input from N.S.W. Health, Department of Family and Community Services, Government and Non-Government Organisations, the Gender Centre's Board of Directors, Staff, Volunteers, and Service Users.

The strengths, weaknesses, opportunities and threats (SWOT) method was used to conduct the planning process. A combination of external and internal stakeholders were interviewed by an external consultant.

EXTERNAL STAKEHOLDERS: SERVICE PROVIDERS

Interviews were conducted with the following stakeholders:

• NSW FACS
• Metro Housing
• Wentworth Community Housing
• Headspace in Dubbo
• Sydney Local Health District 
• Primary Health Network
• Regional LHD
• NSW Police

Stakeholders were asked to respond to a series of questions including:

• A description of their service and role.

• Their agencies relationship to GC e.g. referral, partner, funding.
• What GC services were they aware of?
• What additional services they think the agency could provide?
• What should be the agencies priorities over the next three years? 
• What did they see as the overall strengths of the service?
• Were there any areas where the service could improve? If so, what were they?
• How should GC position itself to achieve long term sustainability?

INTERNAL STAKEHOLDERS: GC CLIENT GROUPS

The consultant met with the following client groups:

• two clients in an interview discussion
• two clients’ submitted surveys
• Parents group – fifteen participants
• Young person’s group – 18 participants

The following questions guided discussion: 

• What activities and services at GC have been helpful to you?
• How would you describe your experience of being a client at GC?
• What staff support has been helpful to you?
• Is there anything additional staff could do to assist you?
• How can GC improve its services?
• Is there anything you would like to add?

Priority 1:Seek opportunities for sustainable growth that will enhance outcomes for program delivery
Priority 2:Strengthen GC’s Human Resource Management system
Priority3:Increase organisational capacity through public relations and partnership development
Priority 4:Monitor administrative systems and potential risks