SallyAnn is a highly experienced management consultant with expertise in strategic direction setting, organisational change, program evaluation and policy and program development. She has worked in management consultancy, private practice and in operational roles within the banking sector.
SallyAnn’s work is underpinned by an approach which includes visioning, critical analysis and systems thinking. Her work aims to achieve high levels of participation and partnering across internal and external stakeholders. She uses strength-based approaches to capacity build within organisations to generate long term, implementable outcomes.
Her specific expertise is in designing innovative methodologies and processes which generate valuable stakeholder/community insights and deliver sustainable solutions to complex problems. SallyAnn has successfully delivered projects for all tiers of government and in the non-government and commercial sectors including organisational change, strategic planning, service delivery, disability services, sustainability, environment, international aid and community development.
SallyAnn is an excellent communicator and facilitator and, as a chartered accountant, has strong financial analysis and feasibility study skills. She is also a highly experienced program and policy evaluator and has carried out a wide range of outcome and impact evaluations including individual project/program evaluations to multi-year longitudinal evaluations.
SallyAnn is a past trustee of the Centennial Park and Moore Park Trust and is currently a member of the Risk and Governance Committee for the Australian Himalayan Foundation.
- Master of Sustainable Management with Distinction and first in class, University of Sydney.
- Institute of Chartered Accountants in England and Wales
- Master of Geography, Oxford University
- Strategic planning
- Service delivery
- Organisational change
Hunting, S, Goodall, A, Pavkovic, I, Lawrie, A & Ryan, R National Disability Insurance Agency 2017, How local governments can increase the social and economic participation of people with disability, pp. 1-81, Sydney: UTS: IPPG.View/Download from: UTS OPUS
This resource provides a national framework for local governments across Australia which recognises that responses need to be local, needs-based and fit for purpose. The key aim of the resource is to build
awareness, understanding and knowledge about how to plan and implement strategies and programs to increase the social and economic
participation of people with disability.
Hunting, SA, Goodall, A, Pavkovic, I, Lawrie, A & Ryan, R Institute for Public Policy and Governance 2017, How local governments can increase the social and economic participation of people with disability: A place-based framework for success, University of Technology Sydney.
Hunting, SA, Pavkovic, I, Alvarez, T, Wortley, L & Ryan, R Institute for Public Policy and Governance 2017, How local governments can increase the social and economic participation of people with disability: Desktop review, University of Technology Sydney.
The councils of Kentish, Latrobe, Waratah-Wynyard, and Circular Head in Tasmania engaged the Australian Centre of Excellence for Local Government and the University of Technology Sydney Centre for Local Government (UTS:CLG) to review their resource sharing arrangements. The review considered governance and decision-making arrangements, the current State Government reform agenda, strategic capacity of the councils and a financial analysis of savings from resource sharing arrangements.
Kentish and Latrobe Councils have been undertaking various forms of resource sharing since 1992 in order to improve levels of service and preserve and maintain local representation. The councils are keen to continue to grow, enhance and refine the resource sharing arrangements and engaged the Australian Centre of Excellence for Local Government (ACELG) at the University of Technology Sydney to review the resource sharing arrangements between the two councils.
Workforce planning in Tasmania as a whole, and in the local government sector in particular, is essential to meet the needs of communities and deliver a growing, prosperous Tasmania. As the level of government best placed to meet community needs, councils are in a unique position to identify the skills, knowledge and expertise needed to effectively tailor services, generate economic and employment opportunities and support the overall prosperity of their local and regional communities.
Planning a future workforce to deliver vital services needs to be clearly linked to local, regional and state-wide priorities. Councils have a key role to plan for their own workforces as part of strategic planning but also play an important role in partnering with a range of local, regional and state level organisations to identify and support conditions for economic growth.
Workforce planning brings important benefits to councils and their communities and these guidelines are intended to help local government plan at a local, sub-regional and regional level to support the future growth of a vibrant Tasmanian economy.
Hunting, SA Australian Human Rights Commission 2015, Building social cohesion in our communities - An online resource for local government.
Hunting, SA, Ryan, R & Dowler, B UTS:Centre for Local Government 2015, Collaborative library service delivery: A guide to regional library management models in NSW, Sydney.View/Download from: UTS OPUS
The Centre for Local Government (CLG) at the University of Technology, Sydney (UTS) has been engaged by the State Library of New South Wales (State Library of NSW) to undertake research to explore and recommend regional management models for NSW public libraries.
Hunting, SA, Ryan, R & Robinson, T Australian Centre of Excellence for Local Government 2015, Service Delivery Review: a how to manual for local government, no. 2nd edition, pp. 1-80, University of Technology Sydney, Australia.View/Download from: UTS OPUS
This 2nd edition of the Manual brings together advice, toolkits and templates to help councils regardless of size with assessing the services they provide for local communities. The Manual meets an increasing need from within the sector for practical guidance in undertaking service delivery reviews that are consistent with current local governance practice and processes.