1. The Strategic Planning Domain

When thinking about workforce in the strategic domain, consider what data you need to analyse in order to inform your strategic planning and decisions. Below are just some examples of areas to think about when working through the strategic planning domain:

  • Workforce environment: legislative changes, standards of practice and compliance, workforce profile data and strategic direction for desired culture.
  • Workforce and service user experience (past, present and future): your organisational culture and leadership structure. What matters to clients/staff/? Do changes need to be made? If so, for what purpose?
  • Capacity (leadership, culture and organisation design) of paid and volunteer workforce, best practice.
  • Alignment of workforce strategy and organisational strategy.

The Key

When assessing your organisation please consider two factors (1) your practice and (2) your documentation/systems. Sometimes we develop a practice but have no documentation or systems in place to support our way of working. Other times we develop systems and produce documents, but the practice has not been developed. What needs attention or development will vary depending on your organisation’s size, maturity and context.

The following key needs to be considered in each domain, both in practice and documentation/systems.

Practice

  1. No practices in place.
  2. Inconsistent practices in place.
  3. Consistent practices in place.
  4. Highly developed practices in place.

Documentation and systems (DS)

  1. No supporting documentation and (IT) systems in place.
  2. Documentation and (IT) systems in place but not used in practice.
  3. Documentation and (IT) systems in place that support some practices.
  4. Documentation and (IT) systems in place that are informed by and drive best practice.
  • Your Privacy
  • You will have a log in that is unique to you. The data collected is anonymous. We only collect de-identified data such as the domains you work through, the region you are in and your type of organisation. This data will assist us in identifying emerging themes and to inform where the project team need to focus their attention in the life of the project(s).

  • The Process
  • Review processes can be challenging and undertaking this process may feel overwhelming. If you feel that way, focus on what is already in place and acknowledge your achievements. Try to avoid only focusing on what is missing or needs further development.

    Your priorities are unique to your organisation. We strongly recommend choosing one to three areas for development only. Our suggestion is that you choose areas you believe will make the biggest difference to your organisation.

  • After Review
  • Once you have completed the review, you will receive a summary of your results that will assist in prioritising key areas and potential next steps.

    We encourage you to develop a plan of action based on your priority areas.

    We strongly recommend choosing one to three areas for development only, by selecting the areas you believe will make the biggest difference to your organisation.

  • Next Steps
  • We are here to assist you in the journey, and we can provide useful resources and community of practices for specific areas of interest.

    A questionnaire at the end of the review process will assist us to identify common development needs including access to valuable resources and interest for building community of practices.

    We are also interested in how useful this review process and tool has been for you.

     

    Thank you for your assistance.

You will have a log in that is unique to you. The data collected is anonymous. We only collect de-identified data such as the domains you work through, the region you are in and your type of organisation. This data will assist us in identifying emerging themes and to inform where the project team need to focus their attention in the life of the project(s).

Review processes can be challenging and undertaking this process may feel overwhelming. If you feel that way, focus on what is already in place and acknowledge your achievements. Try to avoid only focusing on what is missing or needs further development.

Your priorities are unique to your organisation. We strongly recommend choosing one to three areas for development only. Our suggestion is that you choose areas you believe will make the biggest difference to your organisation.

Once you have completed the review, you will receive a summary of your results that will assist in prioritising key areas and potential next steps.

We encourage you to develop a plan of action based on your priority areas.

We strongly recommend choosing one to three areas for development only, by selecting the areas you believe will make the biggest difference to your organisation.

We are here to assist you in the journey, and we can provide useful resources and community of practices for specific areas of interest.

A questionnaire at the end of the review process will assist us to identify common development needs including access to valuable resources and interest for building community of practices.

We are also interested in how useful this review process and tool has been for you.

 

Thank you for your assistance.

1. The Strategic Planning Domain Review