Think and act strategically
When an organisation thinks and acts strategically, it positions itself for the future. This involves strategic thinking, 'joining the dots' to create a new approach, research and literature reviews, facilitated conversations with stakeholders and communities, identifying priorities, and developing and executing clearly articulated plans. Below are samples of our recent work that has supported organisations to think and act strategically presented under the following key headings:
Strategic and business plans
Facilitation, consultation and engagement
Drink and Drug Driver Behavioural Change Program for VicRoads
PDF was engaged to develop a change management strategy to support the introduction of new legislation affecting drink and drug driving offences under the Roads Act. This assignment expanded to include developing processes to appoint service providers to deliver behavioral change programs, and preparing conditions of approval, a business procedures manual and a quality management framework to guide VicRoads’ internal and external business relationships.
Grampians Health and Wellbeing Initiative for the Department of Health and Human Services, Victoria
This project initially involved working with eleven councils in the former DHHS Grampians Region to assist them to review their last Municipal Public Health and Wellbeing Plans (MPHWPs) and prepare for the 2017-2021 planning cycle. Councils included were: Horsham, Hindmarsh, West Wimmera, Yarriambiack, Ararat, Northern Grampians, Pyrenees, Hepburn, Balllarat, Moorabool and Golden Plains, MPHWPs are required by state legislation and express a Council’s commitment to public health and health promotion action. Tasks involved analysis of relevant plans and planning processes and conducting reflection and learning sessions with key council personnel, including senior managers and councilors. This culminated in eleven individual reports provided to each council recommending areas for improvement and a Regional report recommending professional development and capacity building strategies. The success of this project led to a further two phases of activity providing strategic support to the consultation, planning and evaluation design aspects of the forthcoming Council Plans and Municipal Public Health and Wellbeing Plans as they were developed. .
Natural Resource Management Institutional, Strategic and Environmental Scans for NRM North and NRM South
PDF managed a series of scans to assess the strategic issues of climate change for natural resource management in Tasmania.
Models for future delivery of early childhood traffic safety education for VicRoads
A program logic was developed as part of the business case to re-conceptualise the delivery of early childhood traffic safety education resulting in a new outsource mode with a community based statewide provider.
Design and establishment of the Southern Area Youth Taskforce for the Southern Tasmanian Councils Authority
PDF researched, consulted on and designed a taskforce model and structure, and developed an establishment plan for a collaborative youth employment initiative.
Great South Coast Municipal Public Health and Wellbeing Planning Support Strategy for Great South Coast group of Councils
PDF was retained by the Great South Coast group of councils to support the strategic development of each of their MPHWPs. The work has included a comprehensive policy review; analysis of current MPHWPs; identification and analysis of capacity across each of the Councils in relation to health and wellbeing planning and development of a strategic approach to professional development and capacity building; development of a community engagement model; development of strategic decision framework to apply to decision-making around health and wellbeing priorities; and training for Councillors in health and wellbeing planning.
Strategic AND BUSINESS PLANNING
Consumer, Building and Occupational Services Strategic Plan 2017-2022 for the Department of Justice
Development of this strategic plan involved establishment of a representative staff and management working group to design the process, which included a full day workshop with all 85 CBOS staff. The plan development went through a highly consultative and engaging process to build understanding and ownership of the strategic direction as well and using the process as a broader organisational development opportunity.
State Bushfire Management Council Strategic Plan 2015 for the Tasmanian Bushfire Management Council
The TASMANIAN Bushfire Management Council is an advisory body to the Minister of Police and Emergency Services. The Council had not previously had a Strategic Plan and generally the profile and understanding of the role and function of the Council was not well-known within the member organisations. The planning process engaged a broad range of stakeholders who made up the Council in the development of plan. The plan then acted as a direction document as well as a communication tool with the member organisations to build awareness and understanding of the Council and its role.
Huon Valley Strategic Plan 2010-15 for the Huon Valley Council
Developed an integrated five-year plan including a narrative of the area and measurable goals, objectives and strategies. The plan was based on the Community Plan and involved extensive community and stakeholder consultations and a residents’ survey.
Tasmania Fire Service Strategic Plan
Facilitated strategic planning process with 50 senior staff and developed a strategic plan and cascaded business plans with the senior management group.
United Fire Fighters Union Strategic Plan
This inaugural process and plan involved consideration of governance and operational issues prior to setting the direction of the plan and included professional development of the executive in developing and using a strategic framework.
Tasmanian Volunteer Fire Brigades Association Strategic Plan
This process was designed to recognise the volunteer nature and resource capacity of the organisation and addressed increased member engagement, strategic relationships and the positioning of the organisation externally, as well as internal development and sustainability issues.
Facilitation, CONSULTATION AND ENGAGEMENT
Response to Draft Emergency Management Legislation for the Municipal Association of Victoria
This assignment involved facilitation of local government workshops and preparation of a collective response to proposed changes to emergency management arrangements in Victoria.
Tasmania Together Community Consultations for the Department of Premier and Cabinet Tasmania
These Tasmania-wide community consultations at the half-way mark of the 20-year plan for Tasmania called Tasmania Together were designed to determine whether and what changes were required and to make recommendations accordingly.
arrive alive Action Plan 2012 to 2017 for VicRoads
Undertook Victoria-wide public consultations and facilitated discussions with local government around Victoria on local road safety issues.
Mental Health Services consultations for the Tasmanian Department of Health and Human Services
Consultations included public forums on: the proposed Mental Health Consumer and Carer Participation Framework; the proposed new Mental Health Act and Regulations; the impact of changes to the community-based service delivery model; and strategic planning for the Tasmanian Suicide Prevention Committee.
Community Consultation Chigwell House for Mission Australia
This consultation involved sensitive engagement of the greater Chigwell community in discussions on future uses and redevelopment of an historical building.
Home and Community Care Forum for the Department of Health and Human Services
Convened forums in each region of Tasmania on an annual basis to gain input from community sector service providers for the rolling three year strategic plan and funding priorities