Not-For-Profit & Community Sector Specialists – Completed Projects

There are numerous completed projects that serve to demonstrate our capabilities and experience to undertake work within the not-for-profit and community sector. Some work undertaken by Cogent is included in the list below:

  • The conduct of over 200 indigenous organisation governance and finance assessments using the Departments Risk Assessment Profile Tool (RAPT).
  • Appointed by Department of Health to review the efficiency and effectiveness of an After Hours general practice clinic in a large regional centre and provide a plan to implement recommendations and transition to a new model.
  • Appointed by Health Department: Governance assessments of over 200 OATSIH funded organisations. Cogent undertook site visits to all ACCHSs and developed exceptionally positive cooperation and were invited to undertake the second years’ assessments.
  • A Ministerial Review of a regional private hospital in rural NSW, which had as its focus the strategic, clinical and financial operations of the hospital and its links the local Area Health Service.
  • The conduct of a Defence Health Service Costing Study that examined all the financial arrangements and funding mechanisms for the provision of direct health services for ADF personnel across Australia.
  • Review of over 100 General Practitioners compliance with their funding agreements in the United Kingdom.
  • Support to the Woollahra Council on a range of matters relating to governance and organisational delivery, the governance aspects related to compliance with the Local Government Act (LGA).
  • Conducted organisational compliance review and preparations for auditing by the Office of the Registrar of Indigenous Corporations, Ananguku Arts and Culture Aboriginal Corporation.
  • Aboriginal Hostels Ltd – Hetti Perkins Hostel (Alice Springs) – current and future directions review, including funding compliance.
  • Review of DEWHA’s Office for the Arts funding agreement of the Kuju Aboriginal Arts program, undertaking gap analysis and providing business development support, Port Lincoln Aboriginal Community Council Inc.
  • Conduct of a major review of the financial governance of the Canberra Hospital. This was an extensive review and audit of most aspects of financial governance.
  • A primary leadership role in amalgamating of five rural hospitals to form the Murrumbidgee District Health Service. This involved developing corporate services for the organisation that met its business needs and achieved the productivity savings, reporting requirements and performance targets set by NSW Health.
  • Developing the business and human resources services of The Pioneers Lodge Aged Persons Complex – a Commonwealth Funded Aged Care Facility.
  • Undertaking a Ward Support Services Review at the Austin Hospital in Melbourne.
  • Conduct of an evaluation study on the provision of Optometry and Optician Services for the Department of Defence across Australia which included the efficacy of service delivery, as well as a number of aspects related to access, efficiency and effectiveness of the contract and service delivery.
  • Directly involved in establishing and maintaining the governance and management of Storm Retirement Villages and great Lakes Nursing Home to receive and comply with commonwealth funded residential and community services.
  • Provided governance and business planning advice to Quirindi Retirement Homes to ensure their continued compliance to Commonwealth aged care funding requirements.
  • Establishment of preferred contractor agreements with fixed review criteria for a large Health Area Health Service.
  • Development of the Governance Structure for Murrumbidgee District Health Service – including Board, Committee and Senior Staff roles and responsibilities, delegations and performance targets.

  • Conducted a review of the Perioperative Unit (Operating Theatres) at The Canberra Hospital. This review team comprised extremely experienced senior surgeon, theatre manager and health manager/consultant. The terms of the review were broad ranging, with the review outcomes improving throughput and efficiency markedly, including the implementation of a number of staff suggestions that assisted in raising morale and staff satisfaction within this extremely busy unit.
  • Preparation of strategic, business and health service plans for a five year period for 3 rural private hospitals in mid-west NSW. This project was funded under the Department of Health and Ageing’s “Bush Nursing, Regional and Community Private Hospitals Initiative”.
  • Conducted a major review of all aspects of the operation of a private hospital in Tasmania, including the development of an implementation plan and the provision of assistance across all aspects of the hospital to achieve the goals of the review.
  • Provision of recommendations to Hunter Area Health (NSW Health) for a new facility. Assisted with design of new building and sale to charitable organisation.
  • Advice to Calvary Hospital, Canberra, on the expansion of their Emergency facilities.
  • Produced Anangu cultural awareness induction manual, to aid all new staff and volunteers from non-Indigenous cultural backgrounds, upon recruitment to the seven Aboriginal controlled Art Centres spread across the Anangu Pitjantjatjara Yankunytjatjara Lands. (S.A).
  • Conducted organisational risk and needs analysis – Bindi Inc. (N.T). This included the implementation of all changes and growth areas required by the board, including establishing an indigenous remote community employment outreach program, and establishing targeted training, including cultural awareness training for all staff.
  • Long term Public Health Advisor in institutional strengthening project to the Ministry of Health in Tonga and Vanuatu, providing advice regarding corporate and service strategic planning, business planning, policy development, and management skill development.
  • Review and updated Ministry of Health (MOH) Strategic Plans and service role delineation guidelines for Tonga and Vanuatu.
  • Review and updating of the Strategic Plan for Public and Community Health Division, and preparation of Business Plans for specific services in the Division (e.g. Maternal and Child Health) in Tonga and Vanuatu.
  • Contribution to and review of the OATSIH Risk Guidelines 2012 and the development of the Risk Assessment Indicative Guide (IG) for OATSIH Governance Review process.
  • Facilitated the development of National Non Communicable disease Control plans for Kiribati, Vanuatu and Tonga, including recommendations and improvement plans.
  • Responsibility for reviewing and implementing revised service delivery systems, processes and procedures in the redevelopment of Manning Base Hospital Acute Services Redevelopment, Taree Inpatient Mental Health Service Development and Manning Rural Referral Hospital Emergency Dept. Development Projects.
  • Implementing the recommendations of a range of external reviews of Clinical and Non Clinical services involving development of new models of care with associated new policies, procedures and internal control mechanisms. (I.e. Maternity Services Review. Paediatric Services Review, Emergency Services Review.)
  • Responsible for a regional health service (Mid North Coast AHS) submission and service reporting requirements whilst Area Director Health Service Development and Area Director Population Health and Planning.
  • Developed change management strategy for the development of a new public hospital in Bega, NSW.
  • Rationalisation Study of all Health Services provided by the Defence Department to ADF personnel in Western Australia.
  • Cogent undertook a major project when it conducted at Defence Health Service Costing Study that examined all the financial arrangements and funding mechanisms for the provision of direct health services for ADF personnel across Australia.
  • Cogent undertook a costing study for the identification of appropriate costs to be apportioned between Calvary Private and Calvary Public Hospitals in the ACT. This project also involved the development of a detailed implementation plan and assistance to ACT Health with the presentation of the findings to the ACT government.
  • Conduct of a review of the operations of a community-based service provider who provided work choices for a large number of developmentally disadvantaged members of a large rural city. This included research and implementation of new products and services that could be undertaken by the client-base of that organisation and negotiation with several likely purchasers of those services.
  • Undertook governance training for Ngunnawal Aboriginal Corporation in ACT.
  • Produced Anangu cultural awareness induction manual to aid and support retention of all new staff and volunteers from non-Indigenous cultural backgrounds, upon recruitment to the seven Aboriginal controlled Art Centres spread across the Anangu Pitjantjatjara Yankunytjatjara Lands. Ananguku Arts and Culture Aboriginal Corporation.
  • Conducted enterprise feasibility study, including community consultation, and review of enterprise models at Oak Valley, for Maralinga Tjarutja Community Inc.
  • Community consultation, project planning support and raising capital to support cultural renewal projects, Umoona Community Council Inc. Coober Pedy
  • Statewide Aboriginal Consultation for Major Project status research planning recommendations for Tandanya National Aboriginal Cultural Institute (S.A) in lead up to their 20 year celebrations.
  • Risk and security assessments of over 40 remote Aboriginal community airfields and operations. This required extensive liaison with traditional owners and operators: included visits to most. We assisted the communities to conduct a risk assessment process, developing a risk management plan and then audited that plan. This was for the Office of Transport Security (OTS) and lasted in excess of 5 months.
  • Cogent worked with the Board and Executive of the Ngunnawal Aboriginal Corporation to develop and deliver a Board Governance training workshop.
  • Review of funding arrangements for the Regional Aviation Funding Program for the Department of Infrastructure. We were required to audit the instruments and contract arrangements of various government grants and ongoing funding programs to assist regional and remote aviation companies and operators. We were required to liaise and visit a number of Aboriginal communities as part of the program, including Palm Island.
  • Risk and security reviews of a range of mining operations and community impact assessments for WMC Resources. This included visits to local / indigenous communities in Burkina Faso, Mali, Cote d’Ivoire, Ghana, Togo, South Africa, Namibia, Botswana, Namibia, the Philippines, Romania, China and the Uighur Autonomous Region, Kazakhstan, Uzbekistan, Laos. The specific activities for each country varied but all included extensive consultation, liaison and engagement with cultures and customs we needed to respect, often over a period of 12 – 18 months to ensure that the assessment and project outcomes were achieved.
  • Working within the Australian National Parks and Wildlife Service, incorporating price and access negotiations with the Traditional Owners of the 3 premier National Parks (Uluru, Kakadu and Booderee). This process required a deep sense of the traditional owner needs through negotiation and ongoing management – in particular the sensitivities surrounding national park access to sensitive sites and a resource sharing mechanism that was sustainable from a Commonwealth perspective but also met the needs of the traditional owners.
  • Cogent staff also undertook community consultations and assessments in over 15 countries, including Ethiopia, Eritrea, Burkina Faso, Côte d’Ivoire, Mali, Ghana, Papua New Guinea, Romania, Kazakhstan, Uzbekistan, China, Philippines, Namibia, Botswana, South Africa, Zimbabwe. These consisted of a broad range of community consultations in terms of safety, security, and risk assessments based on developing activities and mineral exploration opportunities. Some consultations were conducted over prolonged periods and required staff to live with local communities in a broad range of remote, rural, and urban settings.