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.