Planning is not a ‘nice to have’ it is an essential component of any resilience-focussed activity that aims to engage community interest, participation and positive action.

When addressing issues of long term trauma, there are many complexities to take into account. While it would not be possible to cover every aspect of need in every individual community, there are some critical success factors that are helpful to enable a workable plan of action to be achieved. These include:

• determining clear project objectives, based on identified community need.
• allowing enough time to plan, rather than embarking on a project without strategies in place. (Ideally allocate at least one third of the project time to the planning process).
• networking to identify key stakeholders who have experience in the type of project being proposed.
• enlisting the support of key stakeholders
• determining strategies, resource needs and realistic timeframes to achieve project objectives
• developing a work plan (or operational plan), based on the above factors
• reviewing and evaluating processes and progress on a regular basis and taking action to modify, if and when required.

One effective way that the Staying Strong project monitored and reviewed the project plan was a document entitled Project Action Plan. This was a ‘living document’ that mapped the planning and progress of the project against timeframes, tasks, roles and responsibilities. It was updated periodically and was made available to all EPCA project team members. In short, it was an ‘inclusion tool’ and ensured that all those involved in implementing the project plan were kept up-to-date and all were ‘heading north’.

An example of a Project Action Plan can be located in the ‘Staying Strong’ project information.

In order to commence the planning process, it is helpful to Identify people with expertise from both the government and non-government sectors who could offer operational expertise. Ideally, it is beneficial to ensure that those who form a Work Group will be able to contribute throughout the project’s life cycle.

In the Staying Strong Project, the Work Group comprised the Executive Officer of the EPCA, a government agency manager, a drought project officer and a mental health worker.

Once identified for the skill level they would bring to the project, invite the nominated people to join the Work Group to assist with the development of a project brief or Project Framework.

When the Project Framework (or brief) has been completed, invite Work Group members to remain connected with the project.

An example of a Project Framework example can be located in the ‘Staying Strong’ project information.

The terms of reference (or role) of the Project Advisory Group would include:

• advising on strategies to meet project objectives
• identifying promotional opportunities within the community and to other potential supporters statewide and/or nationally
• assisting to secure sponsorship

Examples of a Work group and Advisory Committee established on Eyre Peninsula can be located in the ‘Staying Strong’ project information.

A Work Plan (often call an Operational or Business Plan) is a beneficial task in that it helps to clarify direction for the Work Group and the Advisory Group. It is a detailed plan that aligns with the strategic goals or objectives of the project.

Typically, a Work Plan would include objectives, strategies, Expected Outcomes and resources needed.

An example of the type of Work Plan which could be applied to the Toolbox is located within the ‘Staying Strong’ Project.

5. Project Framework
6. Workgroup
7. Advisory Committee
8. Planning