pas mango Consulting

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RECENT PROJECTS

Within the last 12 months the following projects have been conducted:

PROJECT //  01

SMART CITIES 

Late last year, I was flown to Dubai, UAE to conduct Smart City Interactive Workshops as part of Dubai’s Innovation Week, Tourism and Hospitality Forum, which is being repeated this year in November.

 

In April 2015 I was asked to present a session at BIT's 2nd Annual International Conference of Emerging Industry 2015 in Shenzhen, China, entitled "How an Asian Pacific City converted into a 2050 City", about Adelaide South Australia and its recent public infrastructure and Smart City developments.


I visited an International Expo on Food Sustainability in Milan and Istanbul, following up on a Turkish colleague, who is interested in engaging me to work in Turkey. This trip was in early August and I also stopped over in Singapore, where I visited their Future Cities Laboratory. 

 

I have developed a Smart City Floating Index, measuring Smart City elements (similar to a Balanced Scorecard).

I have a good grasp of the Smart City concept and have presented on the following topics;

 

- the Smart City concept - new Urban Technologies that help manage cities more effectively, changing people’s and institution’s frameworks, as well as the processes that make cities work better. These include energy, mobility and transport, collaboration between cities, city resilience and security, cultural history preservation;

 

- Examples of Smart Cities / precincts / suburbs around the world;

 

- measurement of Smart Cities factors (the Smart City Floating Index, measuring Smart City elements, similar to a Balanced Scorecard);

 

- evaluation of participant’s cities;

 

- preparation of an enhancement plan, building on a city’s assets and strengths.

 

I have also worked extensively with Local Government organisations and their people.

Please contact me here for further discussion.

PROJECT //  03

Transition Management- Professional Association

 

I originally assisted with performance counselling by facilitating the Board Executive members to define ..

  • Required Chief Executive Officer (CEO) performance criteria,

  • Current CEO performance against these criteria,

  • Plan of action for the future.

 

Following the dismissal of the CEO, I was contracted to be Transition Manager to ..

  • Facilitate an upcoming Strategic and Business Planning Workshop,

  • Perform the duties of the CEO role,

  • Collate, edit and publish the Association’s quarterly Technical Journal (Sept, Dec 2012),

  • Other duties as required.

 

The quarterly Technical Journal was a primary focus as ..

  • The upcoming National Conference needed to be promoted,

  • National Branch activities needed to be promoted as part of the Association’s Professional Development requirements,

  • Technical articles satisfied the Members’ thirst for knowledge and learning.

 

Feedback from Members, sponsors and suppliers reflected a stable period of management, with the Journal publications a highlight. All Branches contributed to both journals and sponsors’ advertisements were creative and relevant.

PROJECT //  02

PERFORMANCE MANAGEMENT and CAREER DEVELOPMENT

 

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A desire to enhance his Human Capital led a General Manager to engage me to design, install and evaluate a comprehensive Performance Management / Career Development process with his Technical Editing organisation.

 

In an ever increasingly competitive business world, retaining, developing and managing staff can be the difference in you staying ahead of your competitor rather than losing your staff to them. The investment you put into your staff can be lost all too easily. 

 

Regular meetings with the Management Team have revealed some cultural history from previous management. The art of winning "hearts and minds" has been practiced to ensure an effective collaboration.

 

 

Please contact me here to discuss how to enhance your Human Capital through clearer role descriptions, progress discussions and career development opportunities.

PROJECT //  04

Corporate Governance in a Government Finance Agency

 

With my history of conducting strategic and business planning facilitation and performance management system design and installation, I then assisted with required and detailed compliance requirements, following a major audit.
 

I redefined the organisation’s strategic directions to

  1. Market and Business conditions,

  2. Financial and Business Management,

  3. Leadership and Management of Staff,

  4. Stakeholder liaison,

  5. Regulatory Compliance.

 

These Strategic Directions were then ..

  • Translated these into Key Performance Indicators. These organisational KPI’s then flowed into Senior Manager, Manager and staff position descriptions.

  • Also reflected in the CEO and Management Reports to the Board, as the key headings.

  • The basis for Performance Review templates for each position.

 

Each of these tasks was drafted and discussed in detail with the CEO and management team.

 

They were then integrated into the Management Handbook to complement the Board Members’ Handbook, which I had collated three years previously. The Handbook was rewritten to reflect a more up-to-date approach to corporate governance principles and relevant regulatory requirements.