Positive community on Kojonup’s Strategic Community Plan

Strategic Plan Operating Model Stakeholder Engagement

G11 has been assisting Shire of Kojonup for almost eight years. It’s been the most recent project that has the region talking. G11 has assisted the Shire and community, through 2022 to 2023, with three projects; their Strategic Community Plan, their Corporate Business Plan and their Workforce and Diversity Plan. Forming the Strategic Community Plan was a significant commitment from the Kojonup community. They asked for change, for growth and dedication – not just in words, but through commitment and passion. A cookie-cutter Strategic Community Plan, merely to receive a stamp of compliance, was not going to cut it for this region. G11 had to go over and above. “I’m very proud of the critical thinking and challenge the working group did on this project. Everyone truly listened to the stakeholders, comprehensively researched, dived deep into case studies from around the world, and created a plan that was edgy and challenging – as requested. I’d say it was a risk-taking plan which you’d typically see in private business,” said Sally Carbon, the Principal Consultant on the strategy work for the Shire. The Shire of Kojonup CEO Grant Thompson, thanked the G11 team for going over and above. “We worked hard with all involved, and had some heavy conversations around the Council table. We all knew we couldn’t keep doing what we had in the past. We had to challenge ourselves, and the G11 team certainly helped us to do this. We met often and over a sustained period of time. The project took longer than we had planned, and G11 backed us up all the way,” he said. “The Strategic Community Plan has been received well by the community. It’s landed very well. Many in the community have told me, amongst great inspiration, that their feedback had been heard and incorporated into the final plan. They are suitably excited by this plan,” said Thompson.

Engagement and Execution key in Local Government setting

Accountable performance Strategic Plan Execution

Local Governments have been completing Integrated Planning and Reporting for four lots of four-year cycles currently. This cycle is attracting higher levels of desire in the execution space. We have all shifted from creating aspirations strategic plans to ones that are defined, succinct and extremely deliverable. This shift has achieved satisfaction of community’s expectations on transparency and accountability. Having an executable strategic planning process and plan, it builds a culture of accountability of culture in the workforce, and appeases the workforces desire to enjoy that sense of progress and achievement. Here, Kojonup’s Shire Council is working through its own executable Integrated Planning and Reporting program, with G11Team, for 2023 and beyond. G11 has the unique ability to respectfully challenge leaders, so they development and lead through this program and once execution takes place. G11 doesn’t just produce a plan, it leaves a legacy of strategic knowledge. Mindful of the need to educate stakeholders, particularly Elected Members, on contemporary strategic planning methodology. G11 is also diligent at setting clear boundaries regarding our roles as external facilitators, not content creators. G11Team believes that high performance occurs when people feel good about themselves and their contribution to a team or community. G11 takes great care in acknowledging the strengths and ideas of all involved in Integrated Planning and Reporting process.

Independent school’s deep dive into Strategic Planning

High Performing Team Strategic Plan Execution

A true competitive advantage for a school is hard to find – let’s face it, they all do similar things. If we consider that competitive advantage is made up of many elements, not just one element, then we can start to determine what makes each school unique. The uniqueness comes from how each element fits together, therefore making a school distinguishable compared to another. After three months of executive-level searching with G11 Team, St James’ Anglican School determined that their purpose was untouchable, but their three-year focus was not. It was determining these focus areas which has enabled anchoring of their competitive advantage. Their soon-to-be released strategic plan clearly articulates what the school stands for, and consequently what it doesn’t. Their plan is made up of 12 elements, or outcomes, fitting together as one strategic jigsaw. Congratulations to St James’ executive, workforce and Board for diving deep into strategic planning, for the betterment of their learners, parents, community and partners for many years to come.