Title

Management and Operational Structure, Masonic Club of Tasmania

Duration

1-day workshop

Client

Masonic Club of Tasmania Inc

Participants

25 participants representing

·        Masonic Club of Tasmania Incorporated committee

·        Members

·        Management and staff

·        Estcourt Catering

·        The Grand Lodge of Tasmania

·        British Residents in Tasmania Society

·        Naval Military and Air Force Club

·        Victoria League

·        Hobart Sub-Branch of the Returned Services League

 

Background

In recent years the club, with increasing expenses and reducing trade and membership, has become less viable. Development of heritage accommodation at the club was completed in December 1999.

Accommodation has further diversified the activities of the club and difficulties have been identified with managing and operating the current diverse range of portfolios with a limited number of staff.

The retirement of the current Secretary/Manager in December 2000 has provided a window of opportunity to review and restructure the management and operations of the club.

Objective

To agree an appropriate controlling body and an operational structure for the Masonic Club of Tasmania Incorporated.

Outcome

Key issues were identified and it was agreed that the current Committee structure should be abolished and replaced by a Board with specific portfolios, which were identified. It was further agreed that a Chief Executive Officer be appointed who is responsible for the day to day operations of the Club and accountable to the Board. A position description was developed. In addition an operational framework to manage the club on a day-to-day basis was developed. This framework will require further development.

Title

Review of Boral Quarry Operations (Tasmania)

 Duration

2-day workshop

Client

Boral Resources (Tasmania) Ltd

Participants

31 participants representing

·        Boral Resources (Tasmania) Ltd management and staff

·        Launceston City Council

·        K P M G

·        Shaw Contracting

·        Civil Construction Corporation

·        Infrastructure, Energy and Resources

·        Orica Australia

·        Bryce Watson and consultants.

Background

There had been a significant change in market demand for quarry materials in the period leading up to the workshop. In fact there was a significant over capacity to supply the statewide demand. The Company executive decided it was time to review the quarry operations to identify opportunities and realistic options for the operations.

Objective

The desired outcome from the workshop  was a positive sustained and timely return on investment from the quarry operations through better management of staff, plant and product range to best meet customer needs. In particular, to identify key issues; alternative operating options; appropriate plant and equipment holdings; opportunities to share resources; appropriate stock holdings; better ways to manage fixed and mobile plant holdings; and customer needs.

Outcome

Key issues were identified and four framework strategies – campaign crushing, resource sharing, win/win relationships with customers and value added services – developed. Quarry rationalisation was explored and action plans were developed to progress the workshop  outcomes.

Title

Brighton Council Organisation Structure

Duration

2-day workshop

Client

Brighton Council

Participants

22 participants representing

·        Brighton Council elected members and staff

·        Old Beach Progress Association

·        Boral Resources

·        Local Government Association of Tasmania

·        Rate payers

Background

Council’s structure needed to be reviewed to best serve the Community interests and to meet the requirements of the new Government Legislation, “Application of National Competition Policy to Local Government”.

Objective

To review the existing organisational structure of the Council and to develop a new structure that provides the community with the most cost effective quality service and enables Council to comply with the principles of the National Competition Policy

Outcome

·        A new structure with Organisational Charts was developed

·        Agreed for a need to create and define the position of Deputy General Manager

·        Regulatory and Service Delivery functions were separated into 2 streams and roles and responsibilities defined

·        Role and responsibilities of elected members were clearly defined