We have long been interested in supporting organisations to articulate and realise their visions and strategic directions, as well as determining how their everyday work contributes to achieving these aspirations. In other words, to pay attention to developments across the ecological spectrum by analysing contexts from the macrosystem through to the microsystem. For example:

Leaders in Indigenous Nursing and Midwifery Education Network (LINMEN) Strategic Planning (2018)

Client: Congress of Aboriginal and Torres Strait Islander Nurses and Midwives (CATSINaM)

Work with CATSINaM staff and LINMEN Members to develop a two-year strategic plan that guides their priorities for 2018-2020.

Strategic and business planning (2013 – 2016 & 2017 – 2018)

Client: Congress of Aboriginal and Torres Strait Islander Nurses and Midwives (CATSINaM)

Work with the CATSINaM Board and staff to develop their 2013-2018 Strategic Plan and subsequently their 2018-2022 Strategic Plan, to guide their priority activities. We supported staff to develop and report progress to the funding body on several associated one-year Business Plans for this period.

“Kathleen is a highly skilled facilitator and has many years of demonstrated experience in policy, strategic planning, service delivery and evaluation in health, education and human services. She is knowledgeable and committed to positive outcomes, both within government and with community and not-for-profit organisations.” Janine Mohamed, CEO, Congress of Aboriginal and Torres Strait Islander Nurses and Midwives

Strategic and business planning (2011 – 2014 & 2017)

Client: National Aboriginal and Torres Strait Islander Health Worker Association (NATSIHWA)

Work with the NATSIHWA Board and senior staff to develop the 2011-2014 Strategic Plan and again in 2014 to develop the and once again in 2017 to develop the 2017-2020 Strategic Plan. We supported staff in developing two of the associated one-year Business Plans during the 2011-2014 period, as well as the 2014-2015 Business Plan. Further, we undertook an external evaluation of progress against the 2011-2014 Strategic Plan, which underpinned development of the 2014-2017 Strategic Plan. We repeated this process in 2017 to inform the design of the 2017-2020 Strategic Plan.

Annual review and work plan, 5th Partnership Agreement (2015)

Client: South Australian Aboriginal Health Partnership (SAAHP), SA Health

Work with the three core SAAHP partners (Aboriginal Health Council of SA, SA Health, Australian Government Department of Health) to identify strategic and operational priorities for the first work plan under their 5th Partnership Agreement.

Strategic and business planning (2011)

Client: National Aboriginal Community Controlled Health Organisation (NACCHO)

Work with the NACCHO Board to create the 2011-2014 Strategic Plan that reflects their constitutional objectives and priorities in leading the Aboriginal Community Controlled Health Sector at a national level. Work with Richard Nelson and the NACCHO leadership to establish a new one-year business planning format and create the 2011-2012 Business Plan.

Strategic planning (2011)

Client: Aboriginal Health & Medical Research Council of NSW (AH&MRC)

Work with the AH&MRC leadership to create the 2011-2014 Strategic Plan that reflects the priorities of the Aboriginal Community Controlled Health Sector in NSW.

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