WARNING:
JavaScript is turned OFF. None of the links on this concept map will
work until it is reactivated.
If you need help turning JavaScript On, click here.
This Concept Map, created with IHMC CmapTools, has information related to: GOODWORTH REPORT, RECOMMENDATION 11 BRAND RECOGNITION I totally agree there have to be expert marketing people who are parents RECOMMENDATION 10 cultural icons/internal organisation, This the guts of the Identity statement on training responsibilities of a central office If form follows function expect a person appointed to twiddle thumbs while Rome is restructured the new Regional directors become increasingly important Chris Ryder would be my target How do we play in this space ??? In a modern organisation multi level relationships between Met West and Regions would be encouraged WHAT needs to be done could be centrally agreed ie Short cut the linkage Region to Federal level ; HOW it is delivered could be Regionally negotiated IN a consulteaucracy . QCPCA and EQ will decide " in camera" put out a directive throught both sides of the communication chain tie Federal parent engagement funds/expected outcomes to the decided priorities redirect CPO to this agenda define activities that Regions ( CPO in effect )are accountable to deliver take back unexpended funds = no local development ;replicate the state as delivererof federal priorities ; the regions as deliverers of state accountabilities ; the CPO role accountabilities as deliverers RECOMMENDATION 5 OFFICE FUNCTIONS AND STAFFING, RECOMMENDATION 11 BRAND RECOGNITION I totally agree there have to be expert marketing people who are parents if I can read the marketing magazines well this can only be done after something is demonstrably delivered a clear identity is shared ;the website is redeveloped etce tc, INFORMAL CONVERSATION this is how it works throught networks of public and private " in camera " discussions that will never be/can not be made open and transparent PARENT TALK yep WEB SITE I do not see any metrics of effectiveness ?? but a host of hoped for outcomes -training;up to date information The notion of significant departure point is spot on This is the fundamental shift in power relationships not grasped in E democracy environments and difficult to address within strategic planning frameworks ??? RECOMMENDATION 4 TELEPHONE /VIDEO CONFERENCING, RECOMMENDATION 7 actionable plans to make the QCPCA more immediately useful and relevant to P&Cs in all facets of their operations ORGANISATIONAL CAPTURE and the vision limitations of strategic peak body approaches transferred to new technologies new relationships using slightly modified structures ?? RECOMMENDATION 9 COMMUNICATION, This the guts of the Identity statement on training responsibilities of a central office If form follows function expect a person appointed to twiddle thumbs while Rome is restructured the new Regional directors become increasingly important Chris Ryder would be my target How do we play in this space ??? In a modern organisation multi level relationships between Met West and Regions would be encouraged WHAT needs to be done could be centrally agreed ie Short cut the linkage Region to Federal level ; HOW it is delivered could be Regionally negotiated IN a consulteaucracy . QCPCA and EQ will decide " in camera" put out a directive throught both sides of the communication chain tie Federal parent engagement funds/expected outcomes to the decided priorities redirect CPO to this agenda define activities that Regions ( CPO in effect )are accountable to deliver take back unexpended funds = no local development ;replicate the state as delivererof federal priorities ; the regions as deliverers of state accountabilities ; the CPO role accountabilities as deliverers RECOMMENDATION 6 internal operations STATE TRAINING MANAGER, This is a command & control approach that might be absolutely necessary for a bureaucracy ;the internal priority setting will be interesting IF we consider another part of the report " all regions are different " I believe that this paradigm has a limited life span AND this will rob the organisation of another twelve months action as the old and bold will love the intense internal debate around constitution etc Won't generate new members in short term the key need for identity /constitutional congruence is essential newer planning paradigms used by international companies appreciate same direction ;different strategies at local levels the struggle is SAME & DIFFERENT CONCOMITANTLY in RUDD speak define outcomes ;control financial inputs allow local flexibility to deliver RECOMMENDATION 2 IDENTITY & STRATEGIC PLANNING, the Federal Government social enerprise models will impact but have not been considered do we write to the person developing the discussion ppaper ? RECOMMENDATION 1 COMPANY LIMITED BY GUARANTEE, RECOMMENDATION 7 actionable plans to make the QCPCA more immediately useful and relevant to P&Cs in all facets of their operations ORGANISATIONAL CAPTURE and the vision limitations of strategic peak body approaches transferred to new technologies new relationships using slightly modified structures ?? This whole area is currently under review with Education Queensland and part of the new Regional Directors proposal for their regions. The State President represents QCPCA on both reference groups. Also will come into play with new staffing model. This whole area is currently under review with Education Queensland and part of the new Regional Directors proposal for their regions. The State President represents QCPCA on both reference groups., I don't understand this recommendation 75% on internal operations ;25% to regions who hold unhealthy surpluses because they did nothing need to refurbish the IT systems need to buy in expertise for marketing etc budget allocations are defacto strategic plans in bureaucratic organisations RECOMMENDATION 3 BUDGETTING, RECOMMENDATION 7 actionable plans to make the QCPCA more immediately useful and relevant to P&Cs in all facets of their operations ORGANISATIONAL CAPTURE and the vision limitations of strategic peak body approaches transferred to new technologies new relationships using slightly modified structures ?? RECOMMENDATION 6 internal operations STATE TRAINING MANAGER, This whole area is currently under review with Education Queensland and part of the new Regional Directors proposal for their regions. The State President represents QCPCA on both reference groups. Also will come into play with new staffing model. This whole area is currently under review with Education Queensland and part of the new Regional Directors proposal for their regions. The State President represents QCPCA on both reference groups. ???? This the guts of the Identity statement on training responsibilities of a central office If form follows function expect a person appointed to twiddle thumbs while Rome is restructured, RECOMMENDATION 7 actionable plans to make the QCPCA more immediately useful and relevant to P&Cs in all facets of their operations ORGANISATIONAL CAPTURE and the vision limitations of strategic peak body approaches transferred to new technologies new relationships using slightly modified structures ?? RECOMMENDATION 8 ACSSO relationships and influence on national AGENDA SUPPORT THE PROSPERING, RECOMMENDATION 7 actionable plans to make the QCPCA more immediately useful and relevant to P&Cs in all facets of their operations ORGANISATIONAL CAPTURE and the vision limitations of strategic peak body approaches transferred to new technologies new relationships using slightly modified structures ?? This the guts of the Identity statement on training responsibilities of a central office If form follows function expect a person appointed to twiddle thumbs while Rome is restructured