Case Studies

By: Bataleur Enterprises  09-12-2011

Below are featured snapshots of some recent projects (using a range of methodologies) 1. Developing a first ever national disease state research strategy in Canada; a first-ever national disease state research
strategy globally. This involved gathering data from major stakeholder groups: researchers, policy makers, survivors
and their caregivers/families and funders, hosting a national summit for 75 leaders from across the system, and
facilitating decision making and priority setting by a blue ribbon panel of 16 experts from across Canada. 2. Moving a multi-sectoral partnership to the next phase. This unique partnership, formed in 1993 with membership
from the federal government, the private sector, survivors and the not for profit sector required a new focus and
governance model built on partnership (as opposed to corporate) principles.3. Strategic direction for a multi-stakeholder government agency. Seeking new funding and being responsive to
changed social and governmental pressures for higher levels of accountability and transparency, the strategic
direction articulates significant requirements for collaboration and leverage with clearly defined outcomes and ROI
measures4. Strategizing the integration of the two leading organizations in the voluntary sector. Sixty years of history were
changed with the integration of these two organizations in February, 2009. An in-depth strategic analysis of the
current situation, benchmarking conducted in Canada and the US, input from stakeholders and soul searching
discussions among board members led to this decision. Economic and competitive factors were critical in helping the
Boards agree that such fundamental change was required.5. Developing a new governance model and strategic plan for one of the largest member-based professional
associations in Canada (42,000 members). Challenges of relevance and of pace of decision making were among the key
factors confronting this venerable organization. A 34 person Council meeting twice a year and an absence of clear
roles and reporting relationships further confounded nimble and proactive leadership. Issues to be resolved included
articulating a differentiated positioning in a landscape that already included significant other players and reaching
agreement on a focused approach that had the potential to enable ongoing national leadership of the profession.6. Creating a range of structural and governance models for a large national professional organization. The challenge
of relevance was driving a strategic plan initiative. The need to consider change at multiple levels led to the board
initiating a parallel exercise in reviewing its structure and governance. Working with a board-appointed working
group of board members and experts, six options were created based on a strategic and system-wide assessment that
led to the development of a set of recommendations for consideration and ultimate approval by the board within a six
month period.7. Designing the next stage of evolution for a partnership of health charities. Facing significant growth opportunities,
this partnership of 16 leading health charities wanted to review its structure and governance. An evidence-based
inclusive year-long process led to the acceptance by the members of some 17 recommendations that reposition the
organization for success. 8. Supporting strategic refinement for an Ontario health charity. Targeted intervention with the Board to refine
existing strategic direction during the search for a new CEO. Involved supporting staff in developing options and in
designing an inclusive consensus oriented process for a diverse, busy board with extremely limited time. Focus on
knowledge generation and knowledge integration9. Facilitating the development of a 5-year strategic plan for a national professional association. Retreat-based
process under the guidance of a Steering Committee to develop a first-ever strategic plan. One of the issues addressed
related to the recent establishment of a Secretariat and the associated challenges of transition and growth


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She is also a member of faculty for the inaugural Masters Certificate in Integrated Health Leadership offered by Schulich Executive Education Centre and the Health Leadership and Learning Network, York University.In the last five years, Jane has increasingly turned her attention to improving the quality of life of women and children.