Actuose

Feature Case Study

Operational Readiness and Transition

Our Client

A Victorian Public Health Service located in Western Melbourne, requiring transition of a service from an existing facility to a brand-new building.

The Opportunity

The new building had been designed as a new wing of the Hospital dedicated to provision of women’s and children’s services.

With our delivery partner, we were engaged to support the operational readiness and transition process to ensure the successful and smooth transition of services to the new hospital.

Our Approach

We established the governance structure to enable reporting on the status of planning for the key clinical, non-clinical, transition and building works streams. Developed a program to facilitate and prioritise decision making on key items.

Developed an operational commissioning schedule outlining the key activities that required coordination in the defined commissioning period including ICT and FF&E fit out, training and orientation, scenario testing (clinical, emergency and ICT), cleaning, clinical commissioning and conducting a mock move.

Coordinated a Go No Go Assessment Process, comprising an assessment of operational readiness, quality and safety and risk to provide an overall assessment on the organisation’s readiness to take ownership of the building and for the commencement of service delivery.

Co-ordinated the Staff and Volunteer training and orientation program for the building and new equipment.

Planned and developed a series of patient scenario tests used to test building functionality, ICT systems and new workflows.

Coordinated the clinical move process to ensure the safe, transition of patients. This included conducting a mock move to test communication structures, command centre processes, emergency response procedures and transfer schedule.

The Results

• Successful operational readiness and transition, the Health Service was equipped and ready to take ownership of the building at building handover and organized to take over management of the building,
• A trained organisation prepared for the commissioning period with activities planned and coordinated and resources allocated to conduct the transition activities,
• Successful transition of 137 patients from the old facility to the new facility, and
• Fully engaged workforce, with over 800 Staff and Volunteers trained and orientated to work in the new facility.

Feature Case Study

Academic Governance Framework

Our Client

A Victorian TAFE with campuses located in the Melbourne CBD, Melbourne suburbs and regional Victoria.

The Opportunity

As part of integrating two training organisations our client wanted to establish a single Academic Governance Framework with clear roles and responsibilities.  It required a single Quality Framework with supporting business processes, teaching and learning templates and guidelines and dedicated governance bodies. ​

Our Approach

The Actuose team and personnel from within the organisation were tasked to review the current Academic Governance model and design or re-design the quality tools for a new Academic Governance Framework. Working together, we determined the governance structure and developed the terms of reference for an Academic Board and Teaching and Learning Committees.

Our team designed, trialled, and developed business processes and templates to improve performance, embed change, and ensure consistency. ​

Our practitioners assisted the Chairs and Executive Officers of the organisation in setting up the Teaching and Learning Committee to meet the best current and future needs.

The Results

• Successfully designed and implemented an intranet portal designed for central, quick and easy access to templates, academic governance artefacts and information​,
• Designed a set of key governance measurements for oversight and improvement​,
• Developed a standardised set of teaching, learning and quality and compliance resources​ supporting improved learning, administration and teaching outcomes,
• Delivered an Academic Governance Structure that includes a Board of Studies and Teaching & Learning Committees with standardised templates for agendas, minutes and actions, and
• Increased productivity through a toolkit of templates and guidelines​ to assist administration and reporting.

Feature Case Study

Transformation through Change Management

Our Client

Our client is a large multi-national energy company with one of the largest retail, wholesale and logistics footprint in the Asia pacific region. 

The Opportunity

Our client had initiated a retail Merger & Acquisition (M&A) program that would make them the largest retail food and energy provider in Australia. Significant project work was required to plan and implement the merger across all business units within the organisation (18 streams of work).

While the client is a leader in the retail energy space, they required us to provide the program and project management capabilities to implement the M&A. The program of works introduced with it a significant level of change into the organisation. The client also asked us to lead the change management and:

• Identify and assess all changes introduced by the M&A,
• Carry out and lead the change management across all business units, nationwide,
• Develop a fit for purpose change management program in conjunction with the M&A program,
• Coordinate and implement the change management program, and,
• Develop reporting and change assessment capabilities to measure the success of the change management.

Our approach:

Our approach was a hands-on, continuous engagement process where we engaged the project subject matter experts to identify all possible changes impacting the organisation being introduced by the M&A.

With the impact analysis in place, we developed and actioned a change management plan that ensured we engaged all business units from the executive level down to the operational level. At every stage we worked in collaboration with the communications team to ensure that all changes and corresponding actions were made aware of well before the changes were introduced.

The progress of the change management was measured through frequent surveying of operations teams and reported to executives through dashboards, online reports and face to face catch ups.

The Result

• 100% of all M&A related changes identified and communicated across the organisation,
• Developed and actioned fit for purpose change management framework,
• All business streams within the organisation had Awareness, Desire, Knowledge and were Actioning the changes from the M&A program, and
• Designed a working Change Governance Framework that the client could use to reinforce and track the changes.

Feature Case Study

Digital Technology and Data Solutions

Our Client

A large city council based in Victoria.

The Opportunity

There is clear evidence that customer-centric digital interactions are a vital part in helping governments connect with customers, provide critical information and efficiently deliver services.   Knowing this, the Council wanted to take a significant and confident stride in implementing digital ways of working.   

The Council also wanted to start with:

• a top-line digital strategy that meshed with implementable business, technology and data implementation roadmaps, and
• an (initial) inward focus to shine a light on how the Council could make the best use of current and evolving digital solutions that are key to a better and more efficient service provision.

Our Approach

We used our (proprietary) digital model and supporting frameworks as the foundation of our approach.   Our digital model brings together informed views on ‘interactions’, ‘interoperability’, and ‘insights’ in a joined-up way to enable clear-eyed decisions by executive management stakeholders, who are not digital experts.

We tackled the digital challenging by:

• helping the Councils understand its current state as ‘process & property’ based and engrained, where business activity and service is transactionally defined and delivered along organisational lines, with pre-defined and isolated activity-level pathways and point-solutions,
• explaining how a ‘people & place’ approach was better, where:
  • the emphasis is on customer-centric interactions that are related to where, what, when and how a service is consumed, and
  • business activity and service is functionally defined and delivered along customer-focused pathways and contextualised for customer best-fit.
• Focusing on core and simple success criteria:
  • how to improve the customer experience,
  • how to adopt and use best-of-breed solutions.
  • how to unlock more with open(able) data,
  • a roadmap that invests in and fosters digital capabilities, and
  • how to govern digitally driven change.

For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:

1. Set the pace:  Customer journeys are understood, and pain-points are addressed,
2. Get moving: Digital channels are built, and high-priority customer journeys are made ‘digital,
3. Digital takes shape:   Customer and spatial data is connected, straight through processing is expected, with customer single-sign-on in a digital platform, and
4. Visibly digital – a state of connectedness is reached, with customer needs met via digital channels (by default).

The Results

Our comprehensive and detailed digital strategy was subject to rigorous consideration and debate, including 3^rd party verification and validation.   

Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.

Feature Case Study

Technology Strategy and Delivery

Our Client

A top-twenty superannuation fund based on the east coast.

The Opportunity

The Fund was undergoing rapid changes in technology and there had been costly false starts with several implementations, and many challenges with systems integration.

The Fund sought an independent view on their current technology portfolio and delivery approach, with recommendations required on how and where to improve, deliver better and carry less implementation/integration risk.

Our Approach

We approached this task by assessing failed and ‘troubled’ initiatives based on a set of fundamental technology delivery principles that resonated with Fund stakeholders. 

Using this as a lens, we assessed each of the ‘troubled ‘initiatives and defined a clear task-list style of prioritised remedial actions.    This approach was implementable and necessary given the Fund’s relatively low capability maturity in project-based delivery of complex technologies.

Overall, we adopted a divide and conquer strategy that took each initiative in turn and addressed challenges in isolation.   This helped to simplify and de-couple issues before looking at the more complex challenge of systems integration (and the issues-coupling that comes with).

A key success factor was our friendly, up-beat and no-blame engagement approach that helped re-build delivery team confidence, middle-management decision-making, and address rising change-fatigue.

The Results

We provided the Fund with a detailed set of practical and implementable recommendations that were adopted in full.

We also assisted directly with the detailed assurance assessment and remediation of select initiatives until a suitable hand-off point was reached and Fund staff could take-back implementation responsibility (with some ongoing mentoring by us).

Feature Case Study

Digital Strategy Implementation

Our Client

A large city council based in Victoria.

The Opportunity

There is clear evidence that customer-centric digital interactions are a vital part in helping governments connect with customers, provide critical information and efficiently deliver services.   Knowing this, the Council wanted to take a significant and confident stride in implementing digital ways of working.   

The Council also wanted to start with:

• a top-line digital strategy that meshed with implementable business, technology and data implementation roadmaps, and
• an (initial) inward focus to shine a light on how the Council could make the best use of current and evolving digital solutions that are key to a better and more efficient service provision.

Our Approach

We used our (proprietary) digital model and supporting frameworks as the foundation of our approach.   Our digital model brings together informed views on ‘interactions’, ‘interoperability’, and ‘insights’ in a joined-up way to enable clear-eyed decisions by executive management stakeholders, who are not digital experts.

We tackled the digital challenge by:

• helping the Councils understand its current state as ‘process & property’ based and engrained, where business activity and service is transactionally defined and delivered along organisational lines, with pre-defined and isolated activity-level pathways and point-solutions,
• explaining how a ‘people & place’ approach was better, where:
  • the emphasis is on customer-centric interactions that are related to where, what, when and how a service is consumed, and
  • business activity and service is functionally defined and delivered along customer-focused pathways and contextualised for customer best-fit.
• Focusing on core and simple success criteria:
  • how to improve the customer experience,
  • how to adopt and use best-of-breed solutions.
  • how to unlock more with open(able) data,
  • a roadmap that invests in and fosters digital capabilities, and
  • how to govern digitally driven change.

For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:

1. Set the pace:  Customer journeys are understood, and pain-points are addressed,
2. Get moving: Digital channels are built, and high-priority customer journeys are made ‘digital,
3. Digital takes shape:   Customer and spatial data is connected, straight through processing is expected, with customer single-sign-on in a digital platform, and
4. Visibly digital – a state of connectedness is reached, with customer needs met via digital channels (by default).

The Results

Our comprehensive and detailed digital strategy subject to rigorous consideration and debated, including 3^rd party verification and validation.   

Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.