|
| |
|
Title |
Future Directions – Planning &
Design Section |
|
The Client |
Department of
Infrastructure, Energy & Resources |
|
Participants |
Participants at
the workshop included staff from P&D, the Director Traffic &
Infrastructure and the General Manager Roads & Traffic |
|
Background |
Senior management
wished to involve staff in identifying the role of the P&D section and
how functions will be delivered |
|
Objective |
To involve key stakeholders (Executive
Management and staff) in clarifying the purpose of the Planning and
Design (P&D) Section and how the agreed functions of the Section will be
delivered
|
|
Outcomes |
-
Identified and
prioritised key issues
-
The agreed Purpose
Statement for Planning & Design
-
Need Senior
Management sign-off on the proposed Purpose Statement for P&D, as it
has implications for the functions the section will deliver
-
Assuming Senior
Management agreement to the proposed change in direction of the
section, a further workshop is needed to agree an implementation
strategy
-
Need to clarify
and agree relationship frameworks with other parts of the Agency
such as ISD and Operations Branch
-
P&D need more
community engagement skills and processes
|
|
Title |
Outside Workforce Operations |
|
The Client |
Brighton Council |
|
Participants |
The outside
Management Team and representatives from the Senior Management Team |
|
Background |
The Council's
General Manager identified the need to consult with the management team
from the outside workforce to address resourcing issues. |
|
Objective |
Agree key
functions for the outside workforce and how they will be delivered |
|
Outcomes |
-
Key issues for the
external workforce operations were identified
-
A revised focus
for the work effort of the external workforce management group was
agreed—in particular, more emphasis was placed on management
functions
-
The skill gaps
were identified in the external workforce
-
Four casual
labourers have been on hire for the last 12 months—to be reviewed
-
Current plant on
hire needs to be reviewed to identify whether or not it is
appropriate for the Council to purchase plant rather than hiring
|
|
Title |
Activate08 – Investing in Our
People |
|
The Client |
MyState Financial
Credit Union |
|
Participants |
Representatives from MyState Financial
Business Units around Tasmania |
|
Background |
As a result of the
issues raised in the Hewitt Survey and
the Organisation Development Team Report, the Chief Executive Officer
and the Executive agreed to the implementation of a range of projects as
part of the “Activate08 – Investing in our people” initiative.
This initiative is
being detailed at the Regional Meetings that commenced mid February
2008. As a part of Activate08, a Value Management Study workshop was
organised to investigate and assess the following issues:
|
|
Objective |
Engage all levels
of myState Financial to explore current cultural challenges in the
organisation and to identify the way forward with a specific focus on
the areas of:
|
|
Outcomes |
Five project proposals developed relating
to:
-
A Training and Development plan.
-
A process to achieve Role Clarity and
Accountability.
-
A robust two way Communications process.
-
A process to determine, develop,
promulgate, up date and audit Policies and Procedures.
-
A process to engage myState stakeholders
and reinforce the myState Values and Behaviours.
In addition a number of Quick Wins were
identified |
|
Title |
Rail
Management Unit & Pacific National – Partnering workshop |
|
The Client |
Rail Management
Unit, Department of Infrastructure, Energy & Resources |
|
Participants |
Representatives
from Infrastructure, Energy and Resources (Rail Management Unit) and
Pacific National. |
|
Background |
Pacific National
are the contractor for the Rail Management and Maintenance Deed (RMMD)
and the Rail Management Unit (RMU), Infrastructure, Energy and
Resources, are the contract administrators.
Discussions were
held by the management teams from the RMU and Pacific National Tasmania
(PNT). It was agreed that a Partnering workshop would assist in
enhancing working relationships between the two parties, which would
subsequently have flow on benefits for the contract and the parties to
the contract. |
|
Objective |
To establish a
framework and processes for a working relationship, for the parties to
the contract, that is consistent with their contractual obligations |
|
Outcomes |
-
A Project Mission and Charter were
developed and adopted.
-
A Performance Evaluation Matrix was
developed and adopted.
-
An Issue Resolution Matrix and
procedures were developed and adopted.
-
Key Issues were agreed.
|
|
Title |
Rail
Management Unit – Role and Strategies |
|
The Client |
Rail Management
Unit - Department of Infrastructure, Energy & Resources |
|
Participants |
Rail Management
Unit staff and Deputy Secretary Infrastructure |
|
Background |
Now that the initial phase of the Rail
Management and Maintenance Deed has passed, the Rail Management Unit is
looking at continuous improvement of its systems and ways to facilitate
an improved management of the Deed between Pacific National and the Rail
Management Unit.
The RMU Management Team identified a need
for a sharing of understanding about the Unit, the environment it is
operating in, its business processes and the key issues currently facing
the group as well as developing key strategies for the future. |
|
Objective |
Explore and develop a shared
understanding of RMU’s role and priority strategies |
|
Outcomes |
-
Participants agreed the priority
tasks for the RMU.
-
Critical issues were identified.
-
Key stakeholders, perceived
expectations and needs were identified.
-
An approach for resolution of issues
was proposed.
-
Strategies were developed to:
-
Canvass key stakeholders to
validate and modify, as necessary, the priority tasks.
-
Establish the skill sets required
in the RMU and existing gaps.
-
Build staff knowledge, skills and
expertise.
-
Deal with non-payment issues,
including mitigation actions and contingency plans.
-
Address track safety issues.
-
Deliver CAPEX programs.
-
Improve working relationships
with PN.
-
Improve communications in the RMU
.
|
|
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. |
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|
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. |
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|
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 |
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