Creating a
PROUD, PASSIONATE & PURPOSEFUL
public sector
BSc, SIC Auditor, Grad. Dip. Auditor/Lead Auditor, Cert IV in Risk Management, Environmental Management, Training & Workplace Assessment
Charitee brings 25 years of experience leading major reforms and transformations within the public sector, and an extensive background in complex consulting assignments across government and large enterprises.
BA (German, Anthropology), BSc (Genetics)
Leading Grosvenor’s program evaluation practice, Dana's deep expertise in public sector organisations has been built from over a decade of advising Government on program evaluation, organisational review, optimisation and procurement projects.
Grosvenor developed a practical Probity & Governance framework including guidelines that addressed three essential elements of good governance for the Commonwealth Government Department.
An organisation divided is an organisation that is not focused on its purpose and delivering value to the taxpayer. Worse, it is at risk of not meeting its legislative obligations because so much energy is consumed in internal power struggles, rather than to the task at hand. Grosvenor conducted consultations with all team members to gain evidence for the review and clear the air from legacy frustrations. This started the process of building commitment to a new vision for the organisation.
Grosvenor delivered the Victorian veterans’ sector review to the Victorian Veterans Council (supported by the Victorian Department of Premier and Cabinet) to provide a current assessment of the Victorian veterans’ sector, and inform the Council’s strategic planning for the future.
Regardless of whether you’ve just inherited a program, established something new or are trying to work out where your program fits in this new environment, we’re here to help you break it down.
While we’d argue that there has been a marked improvement in the measurement of program and service impacts, challenges still remain when it comes to policy. How to effectively measure the impacts of policy work is a challenging question being faced by evaluators and performance management experts.
It is no secret that social programs are all about the community – whether designing, delivering or evaluating a program we’re all working to improve the lives of, or outcomes for, populations in a particular area or sector. In recognition of this, it is critical that the views of program stakeholders are captured at all stages of the program lifecycle.
Divisional and Branch level Business Plans are not currently a regulatory requirement within the Commonwealth, but this does not mean that they are not important. Such plans are critical to tell an organisations complete and sound performance story. While Corporate Plans are supposed to cover performance measurement from the strategic outcome level, this is often miles away from the work of each branch and team. Ascertaining how an individual or team’s work and performance links to the Corporate Plan requires some serious mental gymnastics. Business Plans are designed to bridge this divide, helping teams and individual staff members to establish and understand ‘where do I fit (with my work) into the picture’.
