Case Studies
Change Strategy
Business Need
The current payment system required upgrading across a city transport network enabling contemporary payment methods.
The operator required support with the engagement of staff and unions during the planning and engagement phase.
Approach
Key stakeholder groups identified and meetings held to conduct change impact assessment.
Development of detailed Staff and Union Communications and Engagement Plan incorporating impact assessment and training needs analysis.
Outcome
Developed a strategy and plan for engaging with staff and unions, ensuring they had visibility of the change and timings as well as opportunities to provide feedback.
Provided input to wider state government roll out strategy and Informed priorities for rest of the next 6-month period.
Culture Review
Business Need
Following staff feedback and a desire to focus on both patient safety and employee wellbeing, this health service were looking to implement a “Speak up for Safety” program.
The program was intended as a forerunner for a wider workforce strategy.
Approach
Supported the running of focus groups to understand barriers to safety and met with leadership to address barriers.
Development of materials and support in rolling out a program of interventions, including training and facilitated sessions, with ongoing assessment.
Outcome
Reviewed staff feedback and created a program of priorities to address feedback and culture issues.
Senior Executive Structure Strategy and Planning
Business Need
After review by the Director General reviewed the senior level of the organisation structure and requested changes to the second and third tiers.
The agency sought support to plan the approach to communicate and implement the changes.
Approach
Initial analysis of people, process and system changes and impacts, key stakeholders identified and meetings conducted to complete impact assessment.
Development of communications plan and supporting collateral across various stakeholder groups and methods, plus transition/implementation plan and coaching delivered to HR team.
Outcome
Development of an impact analysis, a communication plan, and wider implementation plan for the new Tier 2/3 structure, plus coaching/support to the HR team to enable them to execute the implementation.
Senior Executive Structure Implementation
Business Need
The Director General reviewed the senior level of the organisation structure and requested changes to the second and third tiers.
Upon delivering the communication and implementation plans to staff, implementation oversight was also requested to ensure delivery to time and quality expectations.
Approach
Program management and change oversight – key activities included schedule coordination and replanning, issue escalation and resolution, drafting and coordination of key messages and communication, management of people impacts, and facilitation of design workshops.
Outcome
Implementation of new Tier 2/3 structure, incorporating feedback from consultation and ensuring a whole of organisation integrated approach.
Executive Support Structure Review
Business Need
After a restructure, this state government agency wanted to understand executive support required based on roles with any administrative overlap to the Corporate Services pillar.
Based on this information the agency sought advice on the optimal resourcing and structure informed by design principles, to ensure the Executive can operate effectively and have the right support in place.
Approach
Stakeholder meetings to understand current state and agree design principles.
Meetings with Corporate Services and pillar leadership to present current state summary, and discuss findings and potential solutions.
Agreed options and recommendation documented.
Outcome
Development of an optimal Organisation Design for the resources to support each of the Executive leaders in the new pillar structure.
Tier 4 Structure Implementation
Business Need
Following the implementation of a new Senior Executive structure, this state government agency planned to change the Tier 4 structure of the pillar, and sought to seek staff feedback to finalise and implement the new structure.
The agency sought support to plan the approach to communicate and implement the changes.
Approach
Initial analysis of people, process and system changes and preparation of job descriptions, impact assessment and communications plan.
Supported communication, consultation and decision-making activities.
Final impact assessment and development of transition/implementation plan, based on final agreed structure.
Outcome
Tier 4 team and union aware of the changes and provided with an opportunity to give feedback.
HR team supported to execute the implementation of the new Tier 4 structure.
Plan developed to support implementation of the new structure.