| Expansion of Telehealth Services - First Nations eHealth Centre of Excellence (CoE) | Retained to facilitate and serve as project manager for the development of the CoE in two major streams: 1) project managing expansion of telehealth services to 51 First Nations communities in BC; and 2) helping to enhance the larger management capacity of the COE. |
| Strategic Planning - InterCultural Association | Led a comprehensive strategic planning process for the InterCultural Association. The client-outcome focused process included a series of workshops and meetings with board and senior staff designed to build internal consensus and vision for the organization. Our work included the development of an internal final report including a strategy map, performance measurement framework and implementation plan as well as a separate summary of the plan for the public |
| Inter-Tribal Health Authority - Electronic Medical Record project | The ITHA was established in 1998 to support 29 member First Nations in the provision of health care services. One of its priorities is to develop a First Nations Electronic Medical Record. The ITHA retained Queenswood to provide project management for this initiative, aimed at developing, implementing and enhancing an appropriate implementation structure; and providing industry-standard project management tools and techniques. Key roles included identifying and ensuring that day to day operational project tasks were completed on time and on budget; organizing resources; and identifying, fostering and developing appropriate supporting relationships, including provincial health authorities, First Nations communities’ health representatives, the British Columbia Ministry of Health Services and the Federal Department of Health First Nations and Inuit Branch. |
| Pacific Opera Victoria – Strategic, Business and Governance planning | Pacific Opera Victoria is one of Canada’s leading opera companies, producing three to four original productions yearly, with a budget of almost $3 million. Queenswood was hired to lead a comprehensive strategic planning process for the company, which included planning and implementing a year-long initiative to develop, review and facilitate implementation of the company’s Strategic Plan, Business Plan, Governance Succession Model and Management Succession Model. The process included a number of facilitated working sessions with the company’s full Board of Directors, as well as meetings with specific sub-committees, management teams, and individuals. The resulting documents have been recognized as the sector standard against which other arts organizations should measure their own strategic and business plans. |
| Victoria Conservatory of Music – Strategic and Business planning | Since 1964, the Conservatory has been providing music education for Greater Victoria, serving over 2000 people annually through its Community School and Children's Programs, Professional School, Summer Programs, and Music Therapy Program. A strong an ongoing presence in the Victoria community, the Conservatory underwent a number of significant changes and retained Queenswood to guide the development and revision of a number of its processes and structures. The initiative included a comprehensive review of the Conservatory’s business processes; the facilitation of sessions that sought the input of governors, executive, faculty, and staff; and the development of a financial strategies plan. Taking all of this into consideration, QCG produced a Strategic Plan, Business Plan, and Governance Succession Plan for the agency. |
| Mandate Review and Strategic Planning - The Belfry Theatre | Led a series of strategic planning sessions with the Board of Directors and senior management to confirm the vision and mission of the Theatre, and identify goals and supporting strategies to focus resources and coordinate growth. QCG delivered a final report and communication materials to assist The Belfry in implementing its enhanced mandate. |
| Greater Victoria Coalition to End Homelessness- governance consultations | Designed and led facilitated consultation process in support of the Coalition’s strategic planning process. Consultations included a wide range of stakeholders, including political leadership from Greater Victoria’s municipalities, BC Housing, Vancouver Island Health Authority, key funders such as the United Way and the Victoria Foundation, key service providers such as Pacifica Housing Corporation, subject matter experts and representatives from the homeless community. The process focussed on discussing, clarifying, enhancing and finalizing the strategic foundations of the Coalition, including determining fundamental components relating to governance and funding mechanisms. Over 50 participants took part in one of five sessions. Separate records of each session were created, key themes were analyzed, a summary report was produced and the Coalition’s initial strategic planning documents were finalized. |
| Financial Analysis / Program Review - Dr. Peter Centre | Undertook an organizational review of the Dr. Peter Centre’s day health program, focusing on increasing financial and management efficiency. Analyzed current practices and made recommendations for ways to improve processes, work more effectively with funders, and ensure the long-term stability of a groundbreaking program for people with HIV/AIDs. |
| Facilitation - Coast Guard Auxiliary | Designed and facilitated a multi year strategic planning session with the Board, executive and key management and community representatives from the agency. The focus of the planning session was to identify and prioritize key strategic objectives and to link these objectives to clearly defined resources and processes required for success. |
| Strategic Planning and Board Development - M'akola Aboriginal Housing Society | Led a large Aboriginal Housing Society through a process to review and develop a strategic plan; clarity in roles and responsibilities; meaningful and responsive performance expectations; and appropriate Board policies. Facilitated a series of interactive sessions with members of the Board and senior management; drafted and revised a report outlining options and recommendations for proceeding; and drafted the first Board policy manual for the Society |
|