• Build our sustainability

    Annual Report 2021

​Strategy and brand language

​After a deep dive into the history of AQA and some reflecting on why we do what we do, we have revised our brand language and articulated three strategic pillars that support our intention to scale our impact.

One intention, three pillars

1. Empower our clients; 
2. Empower our people; 
3. Build our sustainability.

Our high-level Strategic Plan 2021-23 assembles under three pillars the immediate strategic objectives that will support our overall intention to Scale our Impact. 

The intention to scale our impact can be understood multi-dimensionally: for example, it can be expressed in our resourcing more people, or in our resourcing people more effectively, or in our taking a bigger role in the public policy debates that affect most directly the AQA community. 

The three pillars are: 

  1. Create experiences that empower our clients;
  2. Empower our people to be more effective;
  3. Build our sustainability.

These are our Strategic Imperatives, and under them are assembled our three-year Strategic Objectives. We will have achieved our objectives when we are confident that they describe AQA accurately and consistently. 

Download a copy of our high-level Strategic Plan (opens new tab)

Purpose and vision

In revising our brand language over 2020-21, we sought to reduce the semantic load carried by any one element, through understanding the elements collectively as a stack: tagline; purpose; vision; description; value proposition. The tagline is the most available of the elements for periodic revision. At present the tagline used on our website banner re-expresses our purpose: To resource people to live well.

AQA had previously understood itself to be supporting the capacity to enjoy life in people living with spinal cord injury. From a fresh look at our organisational history completed in 2019, it was recognised that our historical focus could be understood much more broadly, and that this breadth carried into the future.

In focusing on resourcing, we responded to the recognition that AQA outreach and service delivery had always been about building people's capacity to live independently. In describing the point of our capacity building as people's living well, we were responding to the recognition that AQA has its origins in creating opportunities for people living with disability to contribute to others. 

In elevating the recipients of AQA resourcing, from people living with SCI to people generally, we responded to the recognition that these others had never been restricted to people living with a particular condition. The AQA community, and the disability community more generally, can offer wisdom from its lived experience that could be relevant for anybody. 

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​Website development

​Over 2020-21 we redeveloped in-house our longstanding website at, which had previously functioned as a thin gateway that directed people either to our then services site or to our lived-experience resource site at

A key objective was to introduce our services and our lived-experience resources together at a single virtual location, reflecting the integration that was taking place in the office under our strategy revision.

There was also an opportunity to express AQA's statement of purpose graphically through the banner image of a man connecting with a child from a wheelchair. The image is rich in ambiguity, and lends itself to the interpretation that people living with disability may be well placed to contribute to others.

Further website development is expected in 2022, with the aim of consolidating AQA online resources at a single domain. This will include a brand expression project.

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​Digital Transformation Project

Gearing towards full Go-Live

​Despite a few setbacks, AQA's Digital Transformation is back on track and is gearing towards a roll out of Go-Live with Rostering, Payroll, Finance, and CRM. Per current planning and schedule of activities and events we anticipate our go live to be July 2022. 

The setbacks and delays resulting in timeline push-outs are primarily driven by the pandemic, and the unique functionality of the previous rostering platform that required us to venture out again in the market for a more capable system, which we believe we have found in FoundU. 

Here is a snapshot of our progress.

With Zoho being our primary CRM system, we’ve integrated many processes and applications such as Esendex (our SMS platform), Zoho Sign, Zoho Campaigns, and Google Workspace, so that we can work seamlessly with clients, users, data, and documents, and build our internal business process to suit our workflow. \

We’ve updated our Quotation Tool, which is built right into the CRM so that we can engage more efficiently and effectively with our clients and be able to respond back to their queries in a pre-defined timeframe. 

We continue to enhance the CRM capabilities by integrating it with other business processes and applications, so that it is the core of our activities and enables a seamless experience for our users, guests and clients alike.


We deployed the internal communications applications Zoho Cliq and Zoho Connect last year, and users have adopted these really well. The applications are almost an organisational standard for  communicating and engaging with each other, as individuals, groups or teams.


Last year the recruitment system was in its early testing phase. We have since redesigned and polished IT with the Zoho Recruit application to better serve the needs of the People & Culture team, more specifically the recruitment coordinators. 

We remain focused on driving and enhancing user experience and journey. The system has recently been integrated with recruitment website and we’ve been able to deploy our own Candidate portal. We expect to start using the enhanced Zoho Recruit App very soon for our next recruitment drive. 


Last year, AQA migrated to Google Workspace for its email, documents and video meeting requirements. 

Google as a platform has served us well, helping us collaborate and engage better as we remain remote. Through Gmail, its email service, its subscription offers intuitive tools such as Google Meet, Shared Inboxes, Calendars, Drive, and Spaces.

FoundU is our new system of choice for our onboarding, rostering and payroll needs. The following initiatives are in progress and different teams are actively working on them: 

Rostering and scheduling of all support workers, volunteers, and allied health services. A linked system where CRM estimates and schedules of supports can be used as inputs to the master schedule, which will roll into a four-week rolling roster. This will be accessible to  support workers via the FoundU self service portal, so they are fully informed about upcoming shifts. This roster will also be available to clients, so they know when their next shift is rostered and who will be completing that shift.

Onboarding of all support workers, volunteers and office based staff. This system will be integrated with our recruitment platform, so that sensitive data such as bank details, TFN and superannuation can be securely collected, stored and reported on as required by the relevant authorities.

Payroll solution to efficiently manage all our payroll processes. Support workers will be able to clock-in and clock-out using their smartphones, which will work in sync with their rosters to capture start and finish times. All exceptions will be managed by the Scheduling and Allocations team before it hits the payroll team for further processing. This will provide relevant information to the payroll team to be able to execute the (a) payroll, and (b) billing activities for the various funding providers against client programs.

Tushar Kelkar
Program Manager, Business Transformation
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Digital Transformation timeline