Some Major Projects

Department of Housing, NSW, 2001 - 2005
Advice, planning and change management, manager development, executive coaching, in Business Management Division

Brisbane Catholic Education, Information & Communication Technology Services, 2002 -
Advice, executive coaching, change management, values clarification, planning, manager development in branch

University of the Southern Cross, 2000 - 2003
Advice, training, and coaching in change management to undertake major structural university-wide change, conflict resolution

Department of Treasury, NSW, 1998 -
Change management, executive development and coaching, staff development, team building, conflict resolution

University of Canterbury, New Zealand, 1998 - 2004
Leadership development for senior academic, library, technical and general staff, including skills in the management of change, leadership styles and personality types.

Office of Facilities Management, Griffith University, 1996 - 1998
Culture change with approx 150 staff from all organizational levels. With reductions in funding and pressure to reduce costs, OFM is changing management and decision making structures, from traditional authoritarian styles to team based, collaborative, innovative approaches. Work has also included team building and conflict resolution.

Cairns Regional Office, Department of Social Security, 1996 - 1997
National pilot site for implementation of self-managed teams. Hilary Langford had conducted workshops and facilitated the development of a Team Agreement with all office staff to implement this major change.

TRANSIT Project, Department of Transport, 1992 - 95.
Realignment of IT Management. Project won an excellence award for its contribution to the business aims of the department. Change Manager for this 12 person-year project, which included creation of service focus for IT Services Branch. Jointly undertaken with Dr Ian Oliver.

Leadership and Culture Change Project, Government Superannuation Office, 1994 - 5.
Development and implementation of a strategy for cultural change, including participative development of a team agreement establishing a benchmark for empowerment and quality service, and reviewing decision making and team practices throughout the office.

Culture Creation Project, Caboolture Hospital, 1993.
Establishment of a client and people-oriented culture in the new hospital, including facilitating the development of the leadership vision, and conducting staff conference for all staff prior to opening.

Reorienting Staff in Office of State Revenue following major change, 1991 - 3.
Redesign of decision-making structures and processes throughout the organization, and rebuilding morale and commitment after massive tumultuous change.

Quality Service Program, Department of Social Security, 1991.
Development of a strategy for quality service program throughout Queensland, Northern Territory and Northern New South Wales, conducting staff conference building commitment to the program and implementing pilot program in Alice Springs and Cairns.

Downsizing Project, Commonwealth Department of Finance, 1990.
Development of strategies to halve staffing numbers, ensuring quality service to customers, productivity and morale remained high throughout the process and the "right" staff were retained.

Senior Management Unification, Complex Audit, Australian Taxation Office, 1989- 90.
Role clarification, conflict resolution, team building and culture change to improve productivity following major organizational dislocation.

National JET Program, Department of Social Security, Department of Employment, Education & Training and Department of Community Services and Health, 1989.
Development of a training strategy for JET officers for all Australian states, and implementation of pilot programs.

Culture Change, Oaky Creek Coal, 1988.
Creation of a team culture, via a "People Plan" implemented throughout the mine. Jointly managed with Dr Ian Oliver.

Manager Development, Systems Group, Canberra, Australian Taxation Office, 1988.
Manager development needs analysis, strategy development and implementation of program for senior technical managers to improve staff motivation and organizational culture. Jointly undertaken with Dr Ian Oliver.

Trouble Shooter, People and Organizational Issues, CITEC, 1982 - 1984
Facilitation and problem-solving with IT teams implementing IT systems in many organizations to ensure success. Staff development included developing skills in human aspects of managing organizational change.

Establishment of Pioneer Position of Staff Development Officer, Department of Social Security, Queensland and Northern Territory, 1980.
Hilary Langford was the first person to occupy this role. The role involved policy formulation, role negotiation and implementation of staff development strategies for 2,500 decentralised staff.

Establishment of Family Education Unit, Department of Health, Queensland, 1979.
Establishment of a unit, customer survey, strategic and operational planning and implementation to offer community based services.

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