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Strategy development and planning

What to do when government funding runs out?

Landcarers are a determined lot. When the government cut their funding, they set out to form voluntary not-for-profit peak bodies. THINK has had the pleasure of working with Landcare at the state and national levels to transform these bodies into representative membership organisations and to cultivate alternative sources of revenue. We have drafted a strategic plan and a business plan for Landcare NSW and conducted a stakeholder consultation for the National Landcare Network. We continue to work with Landcare to sustain the future of this iconic Australian movement for future generations.

When you're not content with a runaway success

In less than a decade Earth Hour has grown to become the world's largest annual environmental communications event, attracting upwards of 1.2 billion participants across the globe. However, WWF-Australia wasn't content to rest on its laurels. It commissioned THINK to conduct a thorough-going evaluation. When we found that Earth Hour was operating independently of the organisation, we were asked to craft a strategy to re-integrate it back into WWF-Australia. We called the strategy 'Earth Hour Repowered' and it laid the foundation for the next decade's success.

When you have to go it alone on the national stage

The Commercial Vehicle Industry Association of Queensland (CVIAQ) did the unthinkable. It left its national federation and formed a new national organisation to improve the national representation of its members. THINK worked with CVIAQ to reform the old federation. When its efforts at reform were rebuffed, THINK was asked to consult national leaders of the heavy vehicle industry and regulators to determine the appetite for a new national organisation. Our work culminated in a business plan that made Heavy Vehicle Industry Australia the reality it is today.

Research and consultation

When you need to really understand your membership

When a new CEO took over the Community Broadcasting Association of Australia he wanted to get his head around the incredible diversity among the 444 community broadcasting stations across Australia. THINK was asked to conduct a three-part research program. To understand this diverse group, we conducted qualitative interviews with station managers located in the heart of our capital cities and the most remote outback posts. We convened a World Caf at the annual conference. And, we created an annual member survey that continues to keep the CEO in touch with member stations.

When you need to explain a $300 million cost over-run

When Housing NSW experienced a $300 million cost over-run in their maintenance budget, THINK was given an open brief to get inside the heads of our tenants and find out what makes them tick when it comes to maintenance. We took an unorthodox approach. We used ethnography and shadowed maintenance contractors. We interviewed tenants in their homes. Significantly, we didn't talk about maintenance. We asked tenants how they might work with the government and their neighbours to make their neighbourhoods great. The project found how to cut costs by focusing on people.

When you need to know what Australians think about a major environmental issue

Back in 2007, little was known about community attitudes toward climate change. THINK established Thermometer Survey in partnership with Taverner Research to investigate. It was a mixed methods study incorporating the results of 20 qualitative discussion groups and a large online quantitative survey. It was established as a syndicated research service. Companies, E-NGOs, the Commonwealth and most state government environmental departments subscribed. We discovered that people see emissions as pollution and laid the foundation for how to communicate this important issue.

Review and evaluation

How does a coalition learn?

The Say Yes Campaign was mounted by nine environmental, activist and labour groups to argue for a price on carbon pollution. While the campaign was successful, coalition members wanted to capture what they learnt from campaigning together. THINK interviewed more than 50 individuals from the campaign, the government and media. By opening up a confidential channel for campaigners and targets to communicate, we were able to clear the air and retain important lessons. We recommended that the climate movement stick together and they continue to campaign in coalition in line with our recommendations.

How do you know where you really sit with government?

Cancer Council NSW was more successful than it imagined in making outdoor areas in NSW smoke-free. To understand its surprising success, Cancer Council NSW commissioned THINK to undertake a qualitative evaluation of its tobacco control advocacy. By providing a confidential channel through which government ministers and public servants could provide candid feedback, Cancer Council was able to understand the reasons behind the policy victory and to plan the kind of relationship it go on to form with the newly-elected state government.

How does Australian civil society make its voice heard on the international stage?

The C20 is an engagement group that meets alongside the G20 Economic Summit. As the 2013 G20 host, Australia was also the host of the C20. Coalition members were drawn from all corners of civil society including environmental groups, NGOs, faith groups and labour organisations. THINK conducted a range of interviews culminating in a Summit Workshop where the Steering Committee members reflected on their experience and captured what they learned to pass onto the next host country.

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