Title

Brighton Recreation Plan

The Client

Brighton Council

Participants

Participants at the workshop included representatives from Bridgewater High School, Brighton Council, Brighton Football Club, Brighton Junior Soccer Club, Old Beach Cricket Club, the Pony Club, Brighton Agricultural Society, Red Cross, Sport and Recreation Tasmania, youth representatives and YPiA

Background

Council decided it was time to update Brighton's Recreation Plan, which was last revised in 2003

Objective

Involve key stakeholders, working together, to develop a 10 year Recreation Plan for the Brighton Municipal Area

Outcomes

• Key issues were identified and prioritised

• A list of prioritised projects, including some quick wins, were identified for implementation

• A set of Evaluation Criteria were developed to assess proposed Recreation Projects

• Strategies were developed to:–

• Communicate available recreational facilities in the Municipal Area

• Consult with the community regarding proposed recreational projects

• Make better use of single use facilities

• Use waterways in the Municipal Area for recreational purposes

• Improve the use of underutilised public open spaces

• Develop the "Drop In Centre" concept

Title

Brighton 2010 Strategic Plan

The Client

Brighton Council

Participants

Participants at the workshop included representatives from Council Staff, Councillors, ratepayers, government departments, Brighton Heritage Association and businesses

Background

Brighton Council last held a strategic planning workshop in 2006. The Council decided it was time to consult with key stakeholders to determine the key focus areas and strategic priorities that would drive the Council's operations for 2010 and beyond

Objective

Outcomes

• Key Issues were identified and prioritised

• Key stakeholders and their expectations were identified

• Workshop participants agreed and prioritised the Key Focus Areas for the Brighton Municipal Area

• Seven strategies were developed directed at the Key Focus Areas

Title

Putting Out the Fires

The Client

Brighton Council

Participants

Participants at the workshop included representatives from Brighton Council, Bridgewater police, Housing Tasmania, Tasmania Fire service, Jordan River Service and the Gagebrook Community Centre

Background

Brighton Council was concerned about the prevalence of arson attacks on dwellings in the Brighton Municipality and decided to hold a forum to discuss this issue with relevant stakeholders

Objective

Involve interested parties in identifying ways to combat the arson attacks; and methods to encourage the community to take responsibility for reporting the problem

Outcomes

• Key issues were identified and prioritised

• 11 strategies were developed to deal with the issues

• It was agreed to hold similar workshops every 6 months

Title

Keep Alive “Brighton Alive”

The Client

Brighton Council

Participants

Representatives from Red Cross, the Department of Health and Human Services, the Department of Education, Sport and Recreation, The Smith Family, the Gagebrook Community Centre, Brighton and Herdsmans Cove Primary Schools, the Southern Midlands Council, the Old Beach Community Group, Housing Tasmania, Jordan River Services, Brighton Arts Committee and Brighton Council

Background

Since the resignation of the Community Liaison Officer, who was the main driver for Brighton Alive, the organisation has been experiencing difficulties maintaining focus, direction and active participation by all of its members.

Objective

Agree the purpose of Brighton Alive, how that purpose will be achieved and how leadership and direction will be delivered

Outcomes

Key issues were identified

• Participants agreed a statement outlining the role of Brighton Alive

• The role of Brighton Alive members was agreed

• A framework for meeting format and operating processes was agreed

• A framework of strategies and actions to take Brighton Alive forward was agreed

• A Communication Plan for Brighton Alive, including enhancements to the website and other communication initiatives, was developed

Title

Political Campaign Strategy

The Client

Confidential

Participants

Confidential

Background

The candidate had never stood for political office before and was seeking input from various parties to develop a campaign strategy

Objective

• To work with the team to develop a campaign strategy and an understanding of the current political environment with the objectives of:–

• Identifying key issues relevant to the campaign strategy

• Identifying key issues for the Franklin electorate that are relevant and important for Kate’s election strategy

• Identify skills, knowledge and experiences required by the team

• Agree critical tasks to be undertaken

• Develop an action plan

Outcomes

Key outcomes from the workshop were:–

• Identified key focus areas

• Developed a list of team skills

• Identified key elements for "Branding" the candidate

• Identified a list of People of Influence to be contacted

• Identified a Campaign Theme and Key Messages

• Identify key elements for the Campaign Timeline

• Identified Target Issues for the Campaign

Title

Review of Brighton 2040 Strategy

The Client

Brighton Council

Participants

Brighton Council senior staff

Background

The General Manager wished to review the current key focus areas from the Brighton 2040 VMS with the senior management team

Objective

• Review the current status of approved projects being undertaken within the Brighton 2040 vision

• Review the relevance and adequacy of the eight Key Focus Areas in the 10 Year Strategic Plan for the current and future environment within which the Council operates

• Identify and prioritise future opportunities for inclusion in the Annual Plan for 2009-10

Outcomes

• The key focus areas were re-prioritised

• Selection Criteria for assessment of projects to be included in the 2009/10 Annual Plan were agreed

• 21 projects for inclusion in the 2009/10 Annual Plan were agreed

• Key issues to be dealt with were identified

Title

Political Campaign Strategy

The Client

(confidential)

Participants

(confidential)

Background

With an election imminent, the candidate decided it would be appropriate to involve key campaign team members to develop a strategy for the election campaign

Objective

Develop a campaign strategy and an understanding of the current political environment

Outcomes

• Identified key campaign strategy and electorate issues.

• Developed a List of Team Skills required.

• Identified a list of People of Influence to be contacted.

• Identified Target Issues for the Campaign.

• Identified a Campaign Theme and Key Messages.

Title

Bellerive Oval Development

The Client

Tasmanian Cricket Association (TCA)

Participants

TCA Board members, senior TCA staff, external consultants

Background

A need was identified to undertake a workshop to form a plan to progress the proposed development of Bellerive Oval

Objective

To develop strategies for further development of Bellerive Oval

Outcomes

• Key issues were identified

• Five key strategic priorities and action plans were developed

Title

Core Functions and Strategic Priorities

The Client

Tasman Council

Participants

Participants at the workshop included representatives from elected members, staff and consultants

Background

The Tasman Council decided there was a need to undertake a workshop to identify core functions and priorities for the Council to provide a focus for future.

Objective

To identify core functions and priorities for Tasman Council

Outcomes

• Key issues were agreed

• Core functions were agreed

• Three key strategic priorities were identified. Coordinators and working groups were agreed. A number of ideas were generated for each strategy for further development together with initial action plans.

Title

Strategic Planning – Local Government Division, DPAC

The Client

Local Government Division, DPAC

Participants

Participants at the workshop included the staff and Director from the Local Government Division as well as representatives from the Local Government Association of Tasmania, Local Government, the Tasmania Together Board, the Policy Division of Premier And Cabinet, Treasury and Finance and Infrastructure, Energy and Resources.

Background

The Local Government Division (LGD) is required to contribute to Premier And Cabinet's Corporate Plan on an annual basis.  The Division's Director wished to involve staff in the strategic planning process for the Division. She was looking for a direction that excites directs and leads to real action and ownership. The Director was seeking a shared vision that aligns with the Premier’s Agenda 2008.

The Value Management methodology was seen as an appropriate tool to achieve the desired outcomes.

Objective

Engage with staff and stakeholders to develop a strategic plan that excites, directs and leads to real action over the next twelve months to two years

Outcomes

The following key objectives in order of priority were identified:

• Promote Financial Reform Project.

• Promote Shared Services Initiative.

• Establish a Local Government Agency/Department in State Government to include Planning, Water and Sewerage, Building Regulations and LGD.

• Improve ethics and governance.

• Lead Change Management in the Local Government Sector.

• Promote broader inclusion in Local Government.

• Review, rationalise and refresh Key Performance Indicators.

• Drive the strategic skills agenda for Local Government.

• Promote the proposal for Premier And Cabinet to set up an intra and inter-agency integrated policy group – Local Government Division to push Local Government perspective.

A number of quick wins were also identified.

Title

Sandy Bay – Taroona Parish, Distinctive & Different

The Client

Sandy Bay – Taroona Parish

Participants

Community representatives, Parish Council and the Parish Priest

Background

The Parish Council identified the need to set a new direction for the Parish that was distinctive and different. There is a need for alignment; a sense of community and common purpose; to understand the vision of the parish community and its roles; and to understand what makes this community different and to build on the priority areas.

Objective

Engage parishioners to identify and agree an overall direction that makes this parish distinctive and different

Outcomes

Key issues were identified and six strategies were identified and developed in the workshop focused on:-

A Sense of Community

• Faith Formation

• Youth

• Celebration of the Liturgy

• Social Justice

• Communications and Marketing

Title

Building and Maintaining Community

The Client

Kingston – Channel Catholic Parish

Participants

Community representatives, Parish Council and the Parish Priest

Background

The Pastoral Council realised it was faced with changes and problems that must be acted on now or the Parish would be left behind.

A meeting was held with Fr Chris Hope (Parish Priest), Mel Cooper (Pastoral Council Chairman) and John Lennon from GVM in April 2007.

It was identified that there are issues in the following area that need to be addressed now:

• Liturgy and Worship

• Outreach

• Social Interaction

• Youth

• Faith Education

• Relationship with the new College at Kingston

Objective

To raise the level of awareness of parishioners about issues facing the Parish and identify strategies to build and maintain the Parish Community

Outcomes

Strategies were developed to address:

• Developing a Prayerful Parish.

• Involving others in Parish life.

• Developing an active youth community.

• Greater involvement in the new college.

Participants agreed that the Parish Council must take overall leadership of the strategies developed in the workshop.

Title

Bell Bay Pulp Mill Opportunities

The Client

Burnie City Council

Participants

Invited participants included representatives from TAFE Tasmania, local regional businesses, the Burnie Chamber of Commerce, Gunn’s Limited, Burnie City Council, Devonport City Council, Waratah-Wynyard Council, State Government, the Australian Technical College, the Cradle Coast Authority, the Tasmanian Ports Corporation and the Pulp Mill Task Force.

Background

The construction and ongoing operation of a Pulp Mill in the Tamar Valley presents a number of threats and opportunities for the North West Region. Burnie City Council were keen to engage the local community and businesses in identifying what strategic actions should be initiated to ensure the best possible outcome for the Region.

The Council decided to use the Value Management methodology as a way of involving a wide range of stakeholders to explore and agree essential strategies that must be put in place.

Objective

To maximise economic and social outcomes for the Region by raising the awareness of key business and community decision makers and exploring the opportunities associated with the proposed Pulp Mill.

Outcomes

It was agreed that the Pulp Mill presents a unique opportunity with ample challenges. There is a desire for a unified regional approach. However, the Region is currently unprepared.

Four key goals were identified. They were:

• Identify opportunities for the North West region for a 20 years time frame with a regional response.

• Identify strategies to address training and work force issues.

• Develop communication and supply networks.

• Identify implications for local business – including risk and mitigation strategies.

A number of strategies were developed for each of these goals.

Title

Tamar Valley Region – Pulp Mill Impacts

The Client

George Town, West Tamar and Launceston City Councils

Participants

Participants included representatives from:

• George Town Council.

• West Tamar Council.

• Launceston City Council.

• Launceston Chamber of Commerce.

• George Town Chamber of Commerce.

• Northern Tasmania Development.

• Gunns Ltd.

• Anne Street Medical Service.

• Civil Contractors Federation.

• Shaw Contracting Civil Engineering.

• Tasmania Police.

• Economic Development.

• Infrastructure, Energy and Resources.

Background

The impact of the development of a $1.3-1.4 Billion Pulp Mill at Bell Bay will have ramifications for all sectors of the community and will create both opportunities and challenges to business, government and community organisations. 

George Town, West Tamar and Launceston City Councils agreed to undertake a Value Management Study. A Value Management Study provides a structured way for key players to identify and consider ramifications of the proposed Pulp Mill on the Tamar Valley region.  It will provide valuable information and should assist in opening communication networks for various key organisations and stakeholders.

Objective

To raise the level of understanding and assist the Tamar Valley councils, the community’s and businesses to prepare for the impacts and opportunities associated with the Paper Pulp Mill.

Outcome

• There was strong support among participants for the construction of the Pulp Mill

• Participants agreed the need to establish a Steering Group with representatives from George Town Council, West Tamar Council, Launceston City Council, Gunns Ltd, Infrastructure, Energy & Resources, Economic Development, Health, Education, Police and Northern Tasmania Development to provide a cohesive direction as the project develops and formulate strategies to deal with the impacts and opportunities arising from the Pulp Mill

• Developed an investors and community consultation strategy

• Agreed to the establishment of a Planning an Impact Assessment Group

Title

Brighton 2040

The Client

Brighton Council.

Participants

Invited participants included representatives from Bridgewater High School, Brighton Council staff and elected Councillors, Ratepayers, Housing Tasmania, Tasmania Together, STEPS, Business, Tasmania Police.

Background

It is a statutory requirement that council must have a strategic plan that is to be in respect of at least a five year period and be updated as required.  Brighton Council’s current strategic plan has the effective dates of 2000 – 2005 and has changed little in substance since its inception in 1993.  It was determined to follow the successful forward planning process used by the Albury-Wodonga Development Corporation to update this strategic plan.

Objective

To involve key stakeholders working together to develop a view of future scenarios, the preferred future and strategies to achieve the best possible outcomes for the Brighton Municipal Area.

Outcome

• Key issues facing the Municipal Area were agreed, particularly relating to education, family culture and business development.

• Emerging themes included the need for the Council to provide leadership in the change process and be an advocate and facilitator.

• Ten key strategies were developed for implementation.

Title

Maydena Moving Ahead

The Client

Derwent Valley Council

Participants

Invited participants included representatives from:

• Maydena Community.

• Maydena Primary School.

• Maydena Community Development Association.

• Derwent Valley Council.

• Economic Development.

• Infrastructure, Energy and Resources.

• Tourism, Parks, Heritage and the Arts (Parks and Wildlife Service).

• Premier and Cabinet.

• Derwent Valley Railway Preservation Society Inc.

• Forestry Tasmania.

• Norske Skog.

• Tasmania’s South Regional Tourism Association.

Background

Maydena has gone through boom and bust cycles from the early days, when Australian Newsprint Mills was very active in the region, to the present. The Derwent Valley Council and the Maydena Community Development Association recognised the need for a plan to move Maydena ahead. This is particularly important at this time with the proposed “Maydena Hauler” eco-tourism development by Forestry Tasmania.

It was decided that a Value Management Study was the optimal way forward in developing a plan for the future.

Objective

To develop a plan to move Maydena ahead by involving key stakeholders from the Community, Local and State Government.

Outcome

The workshop agreed to implement strategies in the following areas:

• The Way Ahead.

  • A road map structure for the future in the form of a business plan. The business plan is both a disciplined approach to planning and a marketing tool to the community, stakeholders, investors and customers.

• Positioning for the Future.

  • To ensure that there is clarity about Brand Maydena and further to ensure that Brand Maydena integrates with over all Tasmanian branding and with key tourism and market products.

• Training, Developing and Educating Participants in Maydena Moving Ahead and Associated Projects.

  • Specifically to identify training, development and educational opportunities that will underpin Maydena Moving Ahead.

• Informing, Communicating and Consulting with the Community and Stakeholders about Maydena Moving Ahead.

Title

Designing Albury-Wodonga’s Future

The Client

Albury Wodonga Development Corporation

Participants

Representatives from

·          Albury-Wodonga Development Corporation

·          Parklands Albury Wodonga

·          UPA Aged Care

·          Weatherly-Bartram

·          Driver Business Solutions

·          Cosgraves

·          Learning Cities Council

·          Hume & Melrose Animal Hospital

·          GMAHS

·          Albury City Council

·          LaTrobe University

·          Mungabareena Aboriginal Council

·          Wodonga TAFE

·          Upper Hume Community Health

·          Australian Taxation Office

·          Hume Building Society

·          Albury Chamber of Commerce

·          Westpac

·          Albury Wodonga Business

·          Albury Wodonga ACC

·          Charles Sturt University

Background

Learning City Albury-Wodonga has embarked on an informal association with the Albury-Wodonga Development Corporation (AWDC), Albury City and other groups in the region to promote good urban design, sustainability and futures concepts.  As part of this activity these groups supported Learning City on a project to launch a “Festival of Ideas” which would fit within the “Festival of Learning” held each year during late August – early September (the futures project was planned for the 26/27 August).

The aim was to launch the Festival of Ideas with an event focused on regional futures studies and strategic foresight.  The aim of the event was to engage the future in order to inform our actions today and more particularly;

• To introduce people to thinking about the future.

• To enable people to begin planning for the future of Albury-Wodonga using  the future as a context.

• To introduce society generally to the concepts of foresight.

Objective

The objectives of the project was to gain deeper insights into

• Urban futures

• Regional futures – particularly for Albury-Wodonga.

The environments in which the objectives were situated are

• Social Environment

• Built environment

• Natural environment

The issues to be addressed were

• Social

• Technological

• Environmental

• Economic

• Political

Outcome

Key insights included

• There was a strong commonality of views in a “perceived” divided community with common issues identified across all sectors.

• The resource environment is paramount to the future

• There is a common thread to the region’s issues

Key issues were identified associated with

• Balanced scorecard

• Parochialism

• Environment

• Finance

• Vision

• Infrastructure

• External forces

•  Employment

• Population, and

• Political forces

Key initiatives were identified and actions agreed.

Title

Circular Head Municipal Area – Strategic Planning Study

Duration

2-day workshop

The Client

Circular Head Council

Participants

Representatives from

·        The community

·        Community organisations

·        Local businesses

·        Elected councillors

·        Council staff

·        Selected state government agencies
 

Background

The Local Government Act 1993 requires Council to prepare a 5 year Strategic Plan for the Municipality.  The current Council Strategic Plan includes statements of the Council’s social, environmental, economic and financial objectives, policies and programs and identifies the major strategies to be used in achieving the Council’s objectives.

However, there is limited focus upon prioritisation or indeed responding to current demands from the broader community.

Objective

To develop a framework to undertake a major upgrade of the current strategic plan through collaboration with all levels of the community, to cover the next five years.

Outcome

Participants agreed the strategies developed at the workshop, relating to infrastructure, the community, corporate and tourism, social and communications/consultation issues, had their support and were worth pursuing

Title

FREEMASONS Tasmania – Strategic Plan 2003 - 2008

Duration

1-day workshop

The Client

The Grand Lodge, FREEMASONS Tasmania

Participants

·        48 participants from 34 Lodges throughout Tasmania

Background

A period of three years had elapsed since the introduction of the first Strategic Plan and the Grand Master of the Grand Lodge of Tasmania, Robert Clarke, saw that a further workshop  was necessary to revisit the original plan and to update and to reflect any changes or other developments that may have occurred in the operation of the Craft over the past three years.

Objective

To undertake a major upgrade of the current strategic plan through collaboration with all levels of the Craft, from all areas of Tasmania

Outcome

·        Key issues were identified and prioritised

·        The key purposes of Freemasons Tasmania were agreed, and

·        Strategies were identified relating to enhancing public image, recruitment of new members, improving communications, fund raising, marketing Freemasonry, improving support for members within Freemasonry and improving administration

Title

Tasmanian Freight Logistics Council
- Strategic Planning Study

Duration

2-day workshop

The Client

Tasmanian Freight Logistics Council

Participants

Representatives from

·        Freight Logistics Council Board

·        Infrastructure, Energy and Resources

·        Primary Industry, Water and Environment

·        Tasmanian Stone Fruit Association

·        Transport Industry

·        Shipping Industry

·        Fishing Industry

Background

Since the Freight Logistics Council commenced business, major changes world-wide in market demand, supply capability and logistics technology have underlined even more the need to improve the efficiency and management of logistics-chains to ensure longer-term competitiveness.

Arising from both observation and direct consultation, a range of issues confronting the Tasmanian freight logistics community have emerged that require a planned response. They need to be addressed through collective effort, led by an organisation focussed on the interests of that community as a whole.

Objective

To work together to identify future directions and strategies for the Tasmanian Freight Logistics Council, its members and its beneficiaries (includes freight users and providers).

Outcome

Key issues were identified and critical functions that must be delivered by the Freight Logistics Council were agreed.

Strategies were developed to:

·        Improve Leadership, Communication, Awareness and Training

·        Address Quality Management issues, and

·        Address Infrastructure issues

Title

Glamorgan-Spring Bay Council - Strategic Plan

Duration

3-day workshop

The Client

Glamorgan-Spring Bay Council

Participants

99 participants representing: -

·        The local community

·        Community development groups

·        Businesses

·        Elected council members and council staff

·        State government

·        Farmers and graziers

·        Aquaculture enterprises

·        Local schools

·        Viticulture enterprises

·        Emergency services, and

·        Retirees

Background

Section 66 of the Local Government Act required Council to have a five-year strategic plan, updated as required. In preparing the proposed strategic plan or updating an existing strategic plan, the Council is required to consult with the community in its municipal area and any authorities and bodies it considers appropriate.

Glamorgan-Spring Bay Council chose to undertake a 3-day strategic planning study using the value management methodology.

Objective

For the Community and Council to work together to develop a Strategic Plan for the Glamorgan-Spring Bay municipal area and specifically to: -

·        Identify key issues

·        Develop a communication strategy

·        Identify and develop key strategic actions

·        Identify any required enabling processes for strategic actions

·        Identify Research and Development needs and associated funding sources.

Outcome

Eight key strategies were developed during the workshop.
They were: -

·        Relationships and leadership

·        Communications

·        Maximising opportunities arising from Mentoring

·        Marketing and promotion

·        Environment including sustainability, weed control, waste management, coastal reserves and heritage

·        Natural resource management

·        Economic development

·        Community development

Participants agreed these would form the basis of the Municipality’s strategic plan to be developed by a small representative group from participants at the workshop.

Title

Freemasonry Beyond 2000

Duration

1-day workshop

Client

Grand Lodge of Freemasonry, Tasmania

Participants

107 representatives of the Grand Lodge of Tasmania and 22 individual lodges from around the State.

Background

The Grand Master of Tasmania was concerned about the continued decline in membership and the future of the craft in Tasmania. He decided to consult with a vertical slice of the membership across both rank and region statewide. Over forty lodges were represented at the workshop.

Objective

To develop a strategy to address the key issues facing Freemasonry as they move into the next millennium. Specifically to develop a common understanding of problems facing Freemasonry, identify and clarify issues, identify and agree opportunities and develop an action plan to progress the opportunities identified.

Outcome

Ten key issues were identified and broad strategies developed to address these issues. These issues were grouped into three broad areas and became the starting point for a further one-day workshop , in November 1998, involving 25 participants where detailed strategies and action plans were developed. These actions are now being progressively implemented.