Work in close collaboration with the project coordinator or other key staff to begin the initial process of planning, research, consultation and engagement with key stakeholders. More details about this step can be found in the Guidelines for Project Managers and Coordinators. The initial research and consultations outlined in Step 1 could also be undertaken at this point.

Box A6: Resources for community-based planning

Community Action, Planning and Information Resource (CAPIR)
A learning resource that supports commuity planning around public health issues. It contains a series of online tools to assist in tasks such as building relationships, discussing values, and conducting workshops to enable community action, establish personal and financial accountability, and document planning. See
http://www.health.qld.gov.au/capir/default.asp

Planning and management tools for small community organisations
This website includes links to useful and practical planning tools designed to help people working in smaller community organisations in the human services and community development sectors. It includes various types of plans, planning models, definitions of key terms (such as ‘vision statement’, ‘client needs’), and checklists of key questions. This site also has useful tools and information on: thriving organisations, governance, risk management, writing policy and organisational manuals, and facilitation. See http://www.mapl.com.au/planning/plan0.htm

Conduct a needs assessment and organisational mapping. Each consortium has its own operating context and specific service delivery needs. The project coordinator or a consultant should therefore conduct a needs assessment and organisational mapping of each service involved in the potential partnership. The outcome of this needs assessment should be discussed with each service separately before the collaboration process is secured. The needs assessment process should be transparent and involve staff and volunteers at all stages to ensure they do not feel excluded.

Analyse the benefits and costs involved in developing the partnership and the proposed initiative. A checklist for conducting this analysis can be found at:
https://www.ngoservicesonline.com.au/

Conduct an initial risk assessment of the proposed initiative, taking all the potential challenges and issues into account. A checklist for conducting this risk assessment can be found at: http://www.managementsupportonline.com.au/
The risk assessment plan will need to be reviewed and revised at regular points in the development process.

Box A7: Some questions for the initial visioning and organisational mapping process

  • Who are we as an organisation?
  • What do we do as an organisation?
  • What resources and skills do we have?
  • What level of partnership or cooperation are we comfortable with at this stage?
  • What are the benefits of collaborating with the other agencies?
  • What are the disadvantages?
  • What long-term outcomes are we seeking?

Develop an action plan. Collaborate with the project coordinator to develop a three year action plan for the establishment and implementation of the MTSC and comprehensive transition management documents. This plan would include details about:

  • The strategies and processes used to establish and manage the centre and make it sustainable.
  • How information will be collected on the effectiveness of these strategies and processes.
  • Where resources for the future are coming from.
  • The roles and responsibilities of everyone involved in the project, which need to be made clear.

It can be helpful to break the action plan into various sub-plans and to form subcommittees around them. Sub-committee members can then use their particular skills and this helps them to maintain an interest in the process.

Useful and practical planning tools are listed in Box A6.

 

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