Case Study

Transitioning and Commissioning a New Private Hospital

Our Client

A leading Australian private health care provider specialising in acute medical and surgical care, and orthopaedic, cardiac, and neurosurgical services.

The Opportunity

Our client required assistance in co-locating two of its private health care services into a new state of the art medical facility.  Together with our delivery partner, we assisted with the commissioning and transition of Adelaide’s largest 344-bed private hospital.

Our Approach

We developed an operational commissioning schedule to coordinate the critical activities required in the commissioning period, including:

• Cleaning schedule,
• ICT and FF&E fit-out,
• Training and orientation, and
• Patient move planning and scenario testing.

We worked with department leads to develop work plans for clinical, clinical support and non-clinical services to support the transition.

Developed and coordinated a readiness assessment process, comprising an assessment of operational readiness, quality and safety and risk to provide a comprehensive review and evaluation of the organisation’s preparedness to take ownership of the building and for the commencement of service delivery.

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

Planned and coordinated the clinical move, in consultation with local Ambulance Services, to ensure the safe transition of patients from two existing sites to the new hospital.

Worked closely with the relocation service provider to coordinate the transfer of furniture and equipment.

Worked with the Hospital Executive Team to coordinate the governance, decision making and risk management activities for the commissioning process. Reported and monitored project progress.

The Results

• Established a “Hospital Move Command Centre” to oversee and manage project delivery of the clinical move.
• Planned and coordinated the commissioning activities with stakeholders to ensure effective communication and resource allocation.
• Successfully developed scenario tests to test building functionality, ICT systems, applications and new workflows.
• Successfully transferred patients from the two existing sites without incident.
• Trained local change champions to support the commissioning activities and to support/undertake training and orientation activities.
• Successfully engaged relevant stakeholders and coordinated the successful decommissioning activities of the old sites.

Case Study

Public Hospital Commissioning and Transition

Our Client

A Victorian Health Service located in regional Victoria required assistance transitioning to a new facility.

The Opportunity

Together with our delivery partner, we provided project management support in the latter stages of the project to coordinate the clinical commissioning and the transition of services to new hospital facilities.

Our Approach

We worked closely with local resources to coordinate the commissioning of the new facilities.

We oversaw a Readiness Assessment Process, comprising of a comprehensive assessment and evaluation of operational readiness – quality, safety, facility and logistical preparedness on the health services’ status to commence services in the new facilities.

Responsible for the coordination of the governance, decision making and risk management activities for the project.

The Results

• Successfully engaged Executive and Department Leads to inform the Readiness Assessment,
• Produced assessment documentation and tools to support the practical setup of the new facility, and
• Successfully coordinated governance and risk management in the transition to the new facility.

Case Study

Business Intelligence Analysis

Our Client

North East Victoria’s largest vocational education provider.

The Opportunity

Our client readily understood the need for timely, relevant and accurate business reporting in a changing and fast-paced technological environment. To effectively deliver reporting services to the Commercial and Executive Management community across the region, our client needed a level of Business Intelligence (BI) that enabled forecasting and performance tracking ‘as it happened’.

Our Approach

In consultation with the Executive Team we developed a suite of questions to outline:

• The Institute’s “readiness” for Business Intelligence.
• The key requirements including technology for the delivery of a BI solution.
• High-risk issues that require resolution quickly.

Onsite research was conducted including an assessment of all current management reports and strategy documents. This provided a clear baseline of “business as usual” reporting. Interviews were conducted with the Executive Leadership Team and other key stakeholders, from a cross-section of the Institute, to identify reporting gaps and areas of over reporting.

Workshops followed on from the interviews to determine the future reporting requirements of the Executive Management and Commercial Managers. The intelligence and information collected from the engagement activities allowed mapping of the immediate challenges faced in implementing a full Business Intelligence solution, actions to address the gaps and a roadmap for implementation.

The Results

• The analysis determined that the appetite and “readiness” for Business Intelligence across the Institute was compelling.
• The analysis identified the necessary technology was already owned by the Institute for a robust Business Intelligence solution.
• A program of actions to address high risk issues were identified and the organisation was quick to start the necessary organisational changes by:
  • Establishing a data-related community of practice,
  • Re-designing processes with metrics in mind, and
  • Commencing training on the BI tool.
• A high-level road map was drafted detailing the transition activities from current state to a full Business Intelligence solution.

Case Study

Partnership Process Improvement

Our Client

An internationally ranked University with 30,000 students across its Melbourne and overseas campuses.

The Opportunity

To better service students, clients and stakeholders the University introduced a centralised service model.  In the process of this improved state, it removed several administration roles from within the Faculty of Business and Law, without removing the need to conduct the work. Inadvertently, numerous issues arose from the change, which resulted in unclear roles and activities between different units, and the potential loss of frustrated international clients.

Our Approach

A series of workshops were conducted with the key stakeholders and subject matter experts to map the current state end to end process. As part of the mapping exercise, roles across the process were identified as well as pain points and non-value adding steps. With this information at hand, further workshops were conducted to apply LEAN principles and determine solutions to gaps and pain points to be addressed.

A final workshop was conducted to write the future process and determine the roles and responsibilities between the different units. An implementation road map was developed to ensure the future state process was implemented and remained operational.

The Results

• Rescued and greatly improved the relationship between the University and international clients.
• All roles were re-assigned. New hires were not required, adding to the Universities bottom line.
• Improved LEAN process efficiency removed non-value adding activities.
• Blueprint created for future international partnerships.

Case Study

Industry Based Learning - Process Development

Our Client

An internationally ranked University with 30,000 students across its Melbourne and overseas campuses.

The Opportunity

The University underwent a major integrated service restructure, which required streamlining and process changes to various faculties within the University.  The Industry Based Learning Faculty was made up of 5 teams and 5 different engagement models. The new mandate required a top down review, to move to a single streamlined process and model to ensure that all faculty stakeholders and students received the same high-quality service.

Our Approach

A series of workshops were conducted with key internal and external stakeholders and subject matter experts to identify and gather the requirements for a single streamlined approach​. The existing 5 engagement models were examined, and information collated. Student complaint data was examined, providing a baseline for service improvement.

It was determined that the Industry Based Learning team would be better serviced with a Greenfields approach. The workshops identified bloated and ineffective service offerings due to the 5 teams and 5 engagement models.  It was determined that moving to 3 teams and 3 engagement models and maintaining the current workforce would vastly improve the Faculties service offerings.

A series of workshops were conducted to build the new operating model, process, tools and templates.  An action plan was developed to implement​ the changes.

Information was also collected, maintaining the momentum of improvement for a future IT project​.

The Results

• Single process touch points for students, faculties and industry.
• A formalised Industry placement process with the flexibility to cater for different courses and industries​.
• Increased business development and enhanced ability to capitalise on opportunities.
• Streamlined consistent practice to provide all students with the same high level of experience​.
• Measurements built into the process to track performance and improvements​.
• A bespoke toolkit of templates and guidelines​ to ensure workforce uptake and consistency.

Case Study

Customer Service Charter

Our Client

A well-regarded Faculty in a one of Australia’s Top 10 Universities located on the outskirts of Melbourne.

The Opportunity

After a restructure and several new professional staff engagements across the faculty, there was an identified need for the introduction of a customer service charter.  A charter was considered necessary to provide guidelines and expectations on the kind of service that stakeholders can expect from the professional staff and the staff behaviour expected when dealing with stakeholders.

We were engaged by the Faculty to work in collaboration with the entire team to ensure that the charter was accepted and adopted by all staff.

Our Approach

A cross section of the workforce was interviewed to initially gain a sense of how the teams worked, their customers and the services offered. The information captured from the interviews provided the baseline for workshop content and clearly highlighted the need for a complementary document, a Service Catalogue.

Two workshops were initially conducted to develop the content for the charter and service catalogue with the entire professional staff team attending one of the workshops. The brainstormed material for the customer service charter took the form “we commit to …” and “we ask that you …” A third and final workshop attended by a smaller staff representation, consolidated the ‘must have’ inclusions for the Customer Service Charter.

The Results

• A completed Stakeholder Charter (name was changed by consensus).
• An implementation plan to ensure all commitments and requests can be satisfied.
• The start of a Service Catalogue (the faculty has chosen to continue work on this post project).
• A team of professional staff committed to the Stakeholder Charter and all it promises.

Case Study

Cultural Change

Our Client

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

The Opportunity

Our client’s Apprenticeship Department had been through an extended period of change. A new student management system and other organisational changes had been successfully implemented and adopted. Closely following the implementation of the student management system, new structures, processes and systems were introduced resulting in change fatigue. The change requirements were met with negative attitudes and disinterest affecting the speed of uptake of the required changes.

Actuose was engaged by the Institute to address the cultural and behavioural changes needed to reduce the negativity and resistance across the department.

Our Approach

A cross section of the workforce were interviewed to assess and address the unseen, but very much felt, components of change management. These interviewees were selected from learning and teaching and administration functions and were conducted in confidence.

Analytical tools were applied to consolidate the gathered issues into themes. Each theme was assessed with a people centric/problem centric lens, streamlining the issues into the top seven themes that had the potential for the most positive change impact.

A series of workshops were conducted, again with a cross section of the workforce (some of which were interviewees) to discuss the high impact themes and develop solutions. The aim of the workshops was to gain buy-in and commitment to the solutions generated and provide a sense of ownership of future implementation.

The Results

• A restructure to address some of the underlying people issues was suggested via the workshops and accepted by the management.
• An action plan of ongoing changes to assist in building a better culture was developed.
• The change in attitude started small but started immediately.
• A new approach to staff engagement and communication was implemented.
• Upon recommendation, a Change Ambassador was appointed to implement the actions, be a workforce advocate and sustain the momentum.

Case Study

Independent Broad-based Anti-corruption Commission Response Program

Our Client

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

The Opportunity

In December 2015, the Independent Broad-based Anti-Corruption Commission (IBAC) announced the commencement of Operation Lansdowne, an operation investigating allegations of serious corruption involving the Victorian Vocational Education and Training, and transport sectors.

Operation Lansdowne identified serious deficiencies in TAFEs’ systems and controls in relation to the operation of third-party agreements.  IBAC required a response report from our client by 31^st December 2018 addressing the recommendations and outlining how the deficiencies had been addressed.

Our Approach

Our project manager developed a rigid, time sensitive program of work and led an internal project team to review, develop, and implement new policies, procedures and governance frameworks to strengthen systems and controls and manage oversight of the TAFE’s third-party agreements.

The internal project team was responsible for reviewing and developing tighter governance protocols within their area of expertise and implemented stronger controls around student proof of identity. Specially engaged auditors reviewed the policies, procedures and frameworks and regularly checked for system and reporting compliance. A strong governance structure made up of executives met fortnightly to govern the activities and make timely decisions.

When the implementation of new policies, procedures and governance frameworks addressing Operation Lansdown’s recommendations was complete and internally reviewed for compliance, our project manager worked with in-house communications, external editing services, the Board and the Executive Team to finalise the Response Report for the 31^st December 2018 deadline.

The Results

• Responded in full to the IBAC recommendations, and delivered the IBAC Response Report by 31^st December 2018,
• Designed and implemented a process to ensure all Regulatory Contract changes filter down to all staff,
• Implemented a whistle-blower hotline,
• Updated and improved fraud and corruption framework – integrity and ethical leadership,
• Strengthened student identity proofing during the enrolment process,
• The Business Board adopted a five-phase model for evaluation of new potential business opportunities and enhanced the relationship with the Board of Studies,
• Implemented a new complaint handling policies and procedures,
• Conducted an institute-wide policy review and updated policies or created new ones as necessary, and
• Conducted an institute-wide assessment for similar exposures in third party provision of training and assessment services, such as the work undertaken in Vocational Education and Training in Schools (VETiS) and international training programs.

Case Study

Process and System Alignment

Our Client

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

The Opportunity

The client had initiated an integration and transformational program that included merging with a regional TAFE as well as a digital transformation program across the institute.

Given the varied implementation and usages of systems and processes already in place, not only across both institutes being merged but also within each department, the client was in immediate need of gaining a holistic view of their digital landscape and required options and recommendations for a path forward.

Our approach:

With an initial detailed business analysis, some aspects of the digital strategy could be realised immediately benefiting the client and customers from day one.

We used a multi-pronged approach of aligning the processes, data and system requirements with the overarching business vision. We  engaged all stakeholders across the institute in a process mapping and requirements gathering exercise to ensure that the interdependence of people, processes, and systems were considered in the digital strategy. With this information a digital road-map was developed that outlined the data architecture, the systems architecture and the process improvements that the organisation could make.

From the road-map tactical implementation projects were identified that would help departments in realising immediate benefits. Improvements varied from systems integration works to process and change management efforts that helped standardise the customer experience.

The Result

• A full set of business, functional and non-functional digital requirements enabling the organisation to go to market for digital solutions,
• A future state digital strategy that could be implemented in a staged manner to deliver immediate benefits,
• Level 4 detailed process maps for various departments, and
• Delivery of tactical digital projects aligned with the digital strategy.

Case Study

Actualising a Digital Strategy to Tangible Deliverables

Our Client

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

The Opportunity

The client had initiated an integration and transformational program that included merging with a regional TAFE as well as a digital transformation program across the institute.

With an overarching strategy already set by the Board, our client wanted to move quickly to align their digital strategy with the organisational strategy. Actuose was set the task of fashioning and implementing a digital strategy in a pragmatic way that enabled our client to quickly meet immediate needs as well as set solid foundations for their future roadmap.

Our approach:

To materialise the vision and strategy of the Board we linked the strategic outcomes to the implementation objectives in the various tactical projects that needed to be stood up. To this end Actuose heavily engaged all stakeholders across the institute in a process mapping and requirements gathering exercise to ensure that the interdependence of people, processes, and systems was considered in the digital strategy.

The deliverables in every project undertaken was aligned with the strategy. As such, we only pursued a benefits realisation program of works that directly addressed the outcomes the strategy was trying to achieve.

The Result

• A planned program of works that focused solely on actualising the Board’s strategy, and
• A future state digital strategy that could be implemented in a staged manner to deliver immediate benefits.

Case Study

Technology Assurance Review

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).

Case Study

Digital and Project Delivery

Our Client

The client, a multinational Oil and Gas giant, briefed Actuose to assist them in the development of a new product to support their partner network.

The Opportunity

The organisation was interested in developing a solution which was focused on speed to market, improving the customer experience, legal compliance and commercial value.

Our Approach

Using the Scrum Agile Framework, Actouse worked with the client to further detail the project brief, business case and commercial model.  Using our digital and project delivery capabilities, Actuose, engaged the development team, comprised of client resources to build out the new product, coordinating delivery across multiple global delivery teams.

Throughout, Actuose helped the client maintain a customer centric view of the solution, providing guidance on backlog refinement, epics and stories.  As part of the product build, Actuose worked with the client’s legal team to ensure that the product complied with the relevant commercial and competition regulations.

The Results

As part of the prototype deployment, Actuose supported the following business outcomes:

• Product designed and deployed to validate solution,
• Legal compliance obtained for key solution components,
• Commercial offer developed to deliver business value,
• Validation of proof of concept via field deployment, and
• Provided guidance on DevOps practices to further refine future product builds.

Case Study

Analytic Framework

Our Client

A top-ten superannuation fund with an east-coast footprint.

The Opportunity

The Fund was undergoing a transition from a closed to an open fund and was concerned that members with significant balances and young members might exercise their new freedom and leave the fund at an accelerated rate, putting FUM at risk. 

There were significant questions in how the Fund should position for growth and make the best of its considerable regional and employer footprints.

A comprehensive market analysis was needed to identify ‘at risks’ members and high-opportunity member segments as inputs into the overall open-fund strategy response.

We were instrumental in defining the analytic approach and leading a detailed desk-top analysis that guided defensive responses and built the case for opportunistic growth.

Our Approach

An analytic framework was developed using the Fund’s existing member data, employer data and segmentation models, and other publicly available data sets.   The framework was used to address four analytic themes:

1. Market Analysis:   Broad parameter and assumptions were used to bound the analysis, confirm the macro-market potential, and to define sensible market segments as a starting point.   From there, a deep-dive focused on industry touchpoints, life events, and affinity as the basis for a segment comparison with a geographic overlay.
2. Stakeholder Analysis:  Analytic effort focused on the member eco-system, and the complex pathways members can take in choosing and contributing to a Fund, and the stakeholders who enable or influence member choices.  This analysis was used as the basis for a map of value proposition relevancy by stakeholder and ‘product.’
3. Competitor Analysis:  Using deep 3^rd party and proprietary data sets, VRIO analysis was combined with views of market activity across 14 competitors.  A detailed heat-map of comparative market strength was developed across key dimensions group by a) capability, b) value perception, c) value delivery, and d) value experience.   
4. Opportunity Analysis:  The above analytic outputs formed the basis of a detailed opportunity analysis that highlighted and prioritised the strategic responses to address risks (i.e. defensive responses) and take opportunistic advantage (i.e. offensive responses) in moving from a closed to an open Fund.

The Results

The analytic framework and outputs fundamentally shaped the Fund’s strategic positioning and the formation of its overall ‘open fund’ implementation plan.   The fund remains a ‘top-ten’ performing fund and has successfully transitioned to a fully open fund.

Case Study

Data Governance

Our Client

A large city council based in Victoria.

The Opportunity

The Council had deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and more easily meeting its obligations. 

The Council had a strong sense that its current data sets were incongruent and disaggregated, not meeting current needs, and unlikely to support its digital ambition. Guidance was needed on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely way.   In conjunction with enabling better information flow, strong data governance, quality and privacy/security were critical factors that required attention.   

In simple terms, the Council needed answers to three core questions:

1. What data is needed?
2. What should it look like?
3. How should it be managed?

Our Approach

A detailed IM strategy and implementation plan was created to guide the Council in moving from its current state to an appropriate and affordable future (data) state.

We used the three-core questions (above) as a simple way to shape our approach and form detailed answers to fundamental and principles-based IM insights, as follows:

1. What data is needed?
   • What data classifications are there, and how are they related?
   • What data sets are digital leaders focussed on?
   • How are key master data domains currently managed, and what future focus is needed, and why?

1. What should data look like?

1. • What attributes and master data-domains should the Council’s data model, dictionary and taxonomy contain?
   • What principles should guide the Council’s data standards?
   • How can Metadata be used to manage data and unify it with electronic records?

1. How should data be managed?

1. • What is ‘best fit’ Master Data Management (MDM) architecture?
   • What roles should a ‘business rules engine’ play in ensuring data is managed correctly?
   • How can the Council cost-effectively mature its Master Data Management capability?
   • What governance roles are necessary to achieve and then maintain Master Data Quality?
   • What approach to managing data quality is necessary?
   • How can the Council protect privacy and maintain data security while enabling benefits through digital transformation?
   • How can the Council ensure appropriate governance of access to sensitive information while enabling benefits through digital transformation?
   • How can privacy and data security risks be managed as the benefits of ‘aaS’ solutions are sought?
   • How can the Council make the best use of enterprise Data Lifecycle Management (DLM) principles in managing data?
   • How much data will the Council need to store in light of future changes?

In formulating answers to these questions, we also took time to introduce and mentor Council stakeholders in Master Data Management (MDM) to up-skill and transfer knowledge.

The Results

A detailed IM strategy, ready for implementation and finding approval, was delivered to time and budget.

We developed an innovative and elegantly simple master-data categorisation based on the following dimensions:

1. Customer (councillors, citizens, staff, and partners),
2. Spatial (e.g. locations, land parcels),
3. Products (mostly intangible, e.g. ‘services’, with a few tangibles, e.g. ‘waste bins’),
4. Assets (e.g. plant/equipment/fleet, accounts/cash, knowledge/information), and
5. Resources (e.g. suppliers, consumables).

As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:

• a master data classification assessment matrix,
• business rules examples,
• fundamental of business process improvement-driven MDM implementation,
• a guide to data quality and data mastering/harmonisation challenges,
• a guide to origination and maintenance of master data,
• a proposed data governance framework with fully defined processes and meeting agendas,
• finding from an audit of locally stored ‘shadow data’, and
• a detailed and dynamic roadmap for IM capability uplift, including costings.

Case Study

Master Data Classification

Our Client

A large city council based in Victoria.

The Opportunity

The Council has deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and more easily meeting its obligations. 

The Council had a strong sense that its current data sets were incongruent and disaggregated, not meeting current needs, and unlikely to support its digital ambition. Guidance was needed on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely way.   In conjunction with enabling better information flow, strong data governance, quality and privacy/security were critical factors that required attention.   

In simple terms, the Council needed answers to three core questions:

1. What data is needed?
2. What should it look like?
3. How should it be managed?

Our Approach

A detailed IM strategy and implementation plan was created to guide the Council in moving from its current state to an appropriate and affordable future (data) state.

We used the three-core questions (above) as a simple way to shape our approach and form detailed answers to fundamental and principles-based IM insights, as follows:

1. What data is needed?
   • What data classifications are there, and how are they related?
   • What data sets are digital leaders focussed on?
   • How are key master data domains currently managed, and what future focus is needed, and why?

1. What should data look like?

1. • What attributes and master data-domains should the Council’s data model, dictionary and taxonomy contain?
   • What principles should guide the Council’s data standards?
   • How can Metadata be used to manage data and unify it with electronic records?

1. How should data be managed?

1. • What is ‘best fit’ Master Data Management (MDM) architecture?
   • What roles should a ‘business rules engine’ play in ensuring data is managed correctly?
   • How can the Council cost-effectively mature its Master Data Management capability?
   • What governance roles are necessary to achieve and then maintain Master Data Quality?
   • What approach to managing data quality is necessary?
   • How can the Council protect privacy and maintain data security while enabling benefits through digital transformation?
   • How can the Council ensure appropriate governance of access to sensitive information while enabling benefits through digital transformation?
   • How can privacy and data security risks be managed as the benefits of ‘aaS’ solutions are sought?
   • How can the Council make the best use of enterprise Data Lifecycle Management (DLM) principles in managing data?
   • How much data will the Council need to store in light of future changes?

In formulating answers to these questions, we also took time to introduce and mentor Council stakeholders in Master Data Management (MDM) to up-skill and transfer knowledge.

The Results

A detailed IM strategy, ready for implementation and finding approval, was delivered to time and budget.

We developed an innovative and elegantly simple master-data categorisation based on the following dimensions:

1. Customer (councillors, citizens, staff, and partners),
2. Spatial (e.g. locations, land parcels),
3. Products (mostly intangible, e.g. ‘services’, with a few tangibles, e.g. ‘waste bins’),
4. Assets (e.g. plant/equipment/fleet, accounts/cash, knowledge/information), and
5. Resources (e.g. suppliers, consumables).

As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:

• a master data classification assessment matrix,
• business rules examples,
• fundamental of business process improvement-driven MDM implementation,
• a guide to data quality and data mastering/harmonisation challenges,
• a guide to origination and maintenance of master data,
• a proposed data governance framework with fully defined processes and meeting agendas,
• finding from an audit of locally stored ‘shadow data’, and
• a detailed and dynamic roadmap for IM capability uplift, including costings.

Case Study

Data Governance and Strategy Implentation

Our Client

A large city council based in Victoria.

The Opportunity

The Council has deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and more easily meeting its obligations. 

The Council had a strong sense that its current data sets were incongruent and disaggregated, not meeting current needs, and unlikely to support its digital ambition. Guidance was needed on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely way.   In conjunction with enabling better information flow, strong data governance, quality and privacy/security were critical factors that required attention.   

In simple terms, the Council needed answers to three core questions:

1. What data is needed?
2. What should it look like?
3. How should it be managed?

Our Approach

A detailed IM strategy and implementation plan was created to guide the Council in moving from its current state to an appropriate and affordable future (data) state.

We used the three-core questions (above) as a simple way to shape our approach and form detailed answers to fundamental and principles-based IM insights, as follows:

1. What data is needed?
   • What data classifications are there, and how are they related?
   • What data sets are digital leaders focussed on?
   • How are key master data domains currently managed, and what future focus is needed, and why?

1. What should data look like?

1. • What attributes and master data-domains should the Council’s data model, dictionary and taxonomy contain?
   • What principles should guide the Council’s data standards?
   • How can Metadata be used to manage data and unify it with electronic records?

1. How should data be managed?

1. • What is ‘best fit’ Master Data Management (MDM) architecture?
   • What roles should a ‘business rules engine’ play in ensuring data is managed correctly?
   • How can the Council cost-effectively mature its Master Data Management capability?
   • What governance roles are necessary to achieve and then maintain Master Data Quality?
   • What approach to managing data quality is necessary?
   • How can the Council protect privacy and maintain data security while enabling benefits through digital transformation?
   • How can the Council ensure appropriate governance of access to sensitive information while enabling benefits through digital transformation?
   • How can privacy and data security risks be managed as the benefits of ‘aaS’ solutions are sought?
   • How can the Council make the best use of enterprise Data Lifecycle Management (DLM) principles in managing data?
   • How much data will the Council need to store in light of future changes?

In formulating answers to these questions, we also took time to introduce and mentor Council stakeholders in Master Data Management (MDM) to up-skill and transfer knowledge.

The Results

A detailed IM strategy, ready for implementation and finding approval, was delivered to time and budget.

We developed an innovative and elegantly simple master-data categorisation based on the following dimensions:

1. Customer (councillors, citizens, staff, and partners),
2. Spatial (e.g. locations, land parcels),
3. Products (mostly intangible, e.g. ‘services’, with a few tangibles, e.g. ‘waste bins’),
4. Assets (e.g. plant/equipment/fleet, accounts/cash, knowledge/information), and
5. Resources (e.g. suppliers, consumables).

As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:

• a master data classification assessment matrix,
• business rules examples,
• fundamental of business process improvement-driven MDM implementation,
• a guide to data quality and data mastering/harmonisation challenges,
• a guide to origination and maintenance of master data,
• a proposed data governance framework with fully defined processes and meeting agendas,
• finding from an audit of locally stored ‘shadow data’, and
• a detailed and dynamic roadmap for IM capability uplift, including costings.

Case Study

Project Planning and Implementation

Our Client

A large city council based in Victoria.

The Opportunity

The Council has deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and more easily meeting its obligations. 

The Council had a strong sense that its current data sets were incongruent and disaggregated, not meeting current needs, and unlikely to support its digital ambition. Guidance was needed on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely way.   In conjunction with enabling better information flow, strong data governance, quality and privacy/security were critical factors that required attention.   

In simple terms, the Council needed answers to three core questions:

1. What data is needed?
2. What should it look like?
3. How should it be managed?

Our Approach

A detailed IM strategy and implementation plan was created to guide the Council in moving from its current state to an appropriate and affordable future (data) state.

We used the three-core questions (above) as a simple way to shape our approach and form detailed answers to fundamental and principles-based IM insights, as follows:

1. What data is needed?
   • What data classifications are there, and how are they related?
   • What data sets are digital leaders focussed on?
   • How are key master data domains currently managed, and what future focus is needed, and why?

1. What should data look like?

1. • What attributes and master data-domains should the Council’s data model, dictionary and taxonomy contain?
   • What principles should guide the Council’s data standards?
   • How can Metadata be used to manage data and unify it with electronic records?

1. How should data be managed?

1. • What is ‘best fit’ Master Data Management (MDM) architecture?
   • What roles should a ‘business rules engine’ play in ensuring data is managed correctly?
   • How can the Council cost-effectively mature its Master Data Management capability?
   • What governance roles are necessary to achieve and then maintain Master Data Quality?
   • What approach to managing data quality is necessary?
   • How can the Council protect privacy and maintain data security while enabling benefits through digital transformation?
   • How can the Council ensure appropriate governance of access to sensitive information while enabling benefits through digital transformation?
   • How can privacy and data security risks be managed as the benefits of ‘aaS’ solutions are sought?
   • How can the Council make the best use of enterprise Data Lifecycle Management (DLM) principles in managing data?
   • How much data will the Council need to store in light of future changes?

In formulating answers to these questions, we also took time to introduce and mentor Council stakeholders in Master Data Management (MDM) to up-skill and transfer knowledge.

The Results

A detailed IM strategy, ready for implementation and finding approval, was delivered to time and budget.

We developed an innovative and elegantly simple master-data categorisation based on the following dimensions:

1. Customer (councillors, citizens, staff, and partners),
2. Spatial (e.g. locations, land parcels),
3. Products (mostly intangible, e.g. ‘services’, with a few tangibles, e.g. ‘waste bins’),
4. Assets (e.g. plant/equipment/fleet, accounts/cash, knowledge/information), and
5. Resources (e.g. suppliers, consumables).

As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:

• a master data classification assessment matrix,
• business rules examples,
• fundamental of business process improvement-driven MDM implementation,
• a guide to data quality and data mastering/harmonisation challenges,
• a guide to origination and maintenance of master data,
• a proposed data governance framework with fully defined processes and meeting agendas,
• finding from an audit of locally stored ‘shadow data’, and
• a detailed and dynamic roadmap for IM capability uplift, including costings.

Case Study

Digitally Driven Change

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 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.

Case Study

Digital Transformation

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 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.

Case Study

Digital Implementation Plan

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 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.

Case Study

Digital Implementation Plan

Our Client

A large 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 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.

Case Study

Project Capability and Governance

Our Client

The client, a multinational Oil and Gas giant, briefed Actuose to support them in the delivery of a billion-dollar business acquisition.

The Opportunity

The client engaged Actuose to provide internal project capability, program and project management support. This included the establishment of a program management office, governance structure and the onboarding of 80+ project team members.

Our Approach

Actuose tailored the project delivery approach to achieve optimal business outcomes, through pairing business leadership with project managers across multiple workstreams dealing with Asset Management, HR, Finance, Procurement, Logistics, Operations and Safety.

The Results

Over 12 months, Actuose was able to support the delivery of a wide number of business outcomes.  Some of the key successes:

• Identification of business optimisation opportunities to enable substantially scaled operations to enable,
• Design and implementation of transition strategy to identify thousands of cutover activities and planning scenarios, focusing on successful delivery and risk mitigation,
• Planning of Australia wide rebranding initiative to be completed within the first six months of operations, and
• Defined deployment and integration activities to conduct training and IT change across hundreds of locations nationally.

Case Study

Project Management Support

Our Client

A leading fuel retailer, required support in the establishment and management of a large-scale business expansion.

The Opportunity

Lacking internal project management capability, the client engaged Actuose to establish a program office, build out a project management team to support and on-board operational resources as part of a  large-scale multi-year program of work.

Our Approach

Actuose worked with the client to underpin their strengths in operations by selecting project managers which complemented the client’s business leads.  As part of this, Actouse focused on delivering a sustainable business change utilising a project delivery framework which leveraged the clients strengths to support project execution and operational transition across a large portion of the organisation.

The Results

As part of this engagement, Actuose was able to deliver key client outcomes, including:

• Delivery of project management and transition framework
• Establishment of Program office, engagement of project team and project start-up within 4 weeks for a multi-year program
• Identification of business optimisation opportunities to enable substantially scaled operations

At the completion of the program, Actouse’s tools and techniques were adopted by the client to improve their internal delivery capability.

Case Study

Operation Standardisation

Our Client

A Victorian Institute with campuses located in the Melbourne and regional Victoria.

The Opportunity

The Class of One is an operating model that allows flexible 24×7 delivery of teaching and learning around the needs of students and employers. The operating model, which includes the use of a tailored system, a set of processes and centralised administration, has been in operation successfully at the Automotive Centre of Excellence for over a decade.

The Actuose project team were engaged by the Institute to implement this operating model across the Construction and Industrial Portfolio.

Our Approach

Our dedicated project team introduced and managed the concept of “one way, same way” across the teaching and learning portfolios to standardise operations and eliminate isolated practices; along the way we identified organisational changes to benefit the “one way, same way” approach.

The outdated desktop version of the tailored system was replaced a web-based version to enable mobility for all staff, but in particular for trainers and admin on the road.

Implemented the “process bible” which facilitated the transitioning to “teachers, teach and administrators, administer” and trained the newly formed centralised administration team (including admin on the road) to use the system and the processes.

Enabled the journey to commence to a fully integrated Learning Management System for automated attendance and grading.

The Results

• Increased productivity, the Workplace Delivery Trainers now focus on doing what they do best, and that is training. The tailored, web-based administration system supports the trainer and allows workplace management and communication on the road.
• Increased student/teacher touch points. Teachers have more classroom time, resulting in improved learning portfolio’s and student support.
• A trained fit for purpose administration team, supporting Teachers and allowing greater workplace flow and management.
• Fully engaged staff in the Class of One model who are supported by a system that reduces multiple entries, is easy to use and increases productivity.
• A dedicated SharePoint site complete with tools, FAQS, videos and established communities allowing collaboration and sharing. Supporting user involvement and maximising user experience.

Case Study

Apprenticeship Operating Model

Our Client

A Victorian Institute with campuses located in the Melbourne and regional Victoria.

The Opportunity

The Class of One is an operating model that allows flexible 24×7 delivery of teaching and learning around the needs of students and employers. The operating model, which includes the use of a tailored system, a set of processes and centralised administration, has been in operation successfully at the Automotive Centre of Excellence for over a decade.

The Actuose project team were engaged by the Institute to implement this operating model across the Construction and Industrial Portfolio.

Our Approach

Our dedicated project team introduced and managed the concept of “one way, same way” across the teaching and learning portfolios to standardise operations and eliminate isolated practices; along the way we identified organisational changes to benefit the “one way, same way” approach.

The outdated desktop version of the tailored system was replaced a web-based version to enable mobility for all staff, but in particular for trainers and admin on the road.

Implemented the “process bible” which facilitated the transitioning to “teachers, teach and administrators, administer” and trained the newly formed centralised administration team (including admin on the road) to use the system and the processes.

Enabled the journey to commence to a fully integrated Learning Management System for automated attendance and grading.

The Results

• Increased productivity, the Workplace Delivery Trainers now focus on doing what they do best, and that is training. The tailored, web-based administration system supports the trainer and allows workplace management and communication on the road.
• Increased student/teacher touch points. Teachers have more classroom time, resulting in improved learning portfolio’s and student support.
• A trained fit for purpose administration team, supporting Teachers and allowing greater workplace flow and management.
• Fully engaged staff in the Class of One model who are supported by a system that reduces multiple entries, is easy to use and increases productivity.
• A dedicated SharePoint site complete with tools, FAQS, videos and established communities allowing collaboration and sharing. Supporting user involvement and maximising user experience.

Case Study

Student Services Analysis

Our Client

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

The Opportunity

As part of integrating two training organisations the Institute wanted to refine the level of service being experienced by potential students, current students and staff. Our client also wanted to increase student conversion rates from application to enrolment. This triggered a need for a new way of thinking when addressing customer satisfaction and service standards; a pilot project was initiated to examine the viability of a student services hub. ​​

Our Approach

Actuose worked with a newly formed hub team to map the current siloed processes while also identifying problem areas. Our team identified root causes and developed solutions. This information was used to draft end to end future state processes. The processes were then tested rigorously in day to day activities as part of the pilot. Test results were used to develop a robust set of tools to use beyond the pilot into on-going operations.

The handover to operations was augmented with templates, procedures and guidelines forming an operational “toolkit”.

The pilot demonstrated a need for a centralised service centre for administration and student services providing customers (current students, potential students and staff) a single touch point.

The Results

• A committed centralised team, trained to provide administration support to the teaching departments in the area as well as providing support to current students and potential new students, ​
• Highly improved and documented end to end customer care process to take the customer from the enquiry stage to the completion stage, and
• A bespoke standardised toolkit to roll out across the organisation to establish a single process to provide consistently high levels of service in any future hubs.

Case Study

Integration Change Management

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; two partial frameworks existed in the two organisations.  The integrated body required a single Quality Framework with supporting artefacts and buy-in from all stakeholders. ​

Our Approach

Actuose worked with the organisations hand-picked personnel to review and design the quality tools for the Academic Governance Framework.  The hand-picked team consisted of staff from both organisations and from varying roles and levels within the business, ensuring a broad and deep change process.

The team worked collaboratively to design, trail and develop business processes and templates to improve performance in line with compliance.  Each member of the project was encouraged to discuss the progress with their business-as-usual team to share knowledge and again start the change process.

By engaging the organisations staff from the outset of the project, the awareness, knowledge and active adoption of the change happened quickly and smoothly.

Results

• Developed with consensus a standardised set of teaching, learning, quality and compliance resources​ supporting improved learning, administration and teaching outcomes,
• Delivered an Academic Governance Structure that included a Board of Studies and Teaching & Learning Committees with standardised templates for agendas, minutes and actions,
• Increased productivity through a toolkit of templates and guidelines​ to assist administration and reporting that was rapidly integrated into the business, and
• ​Fostered uptake of new processes through a series of workshops across the Teaching and Learning Portfolios and Academic Governance and Quality​ that included project team members and non-project team members.

Case Study

Business Process 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 governing bodies. ​

Our Approach

Actuose worked with a team of personnel from the two original organisations to review and understand the current practices and determine what could be re-used.  Using this as a baseline, the team designed the quality processes, guidelines and templates for a new Academic Governance Framework and determined the requirements for a dedicated SharePoint site.

We assisted the Chairs and Executive Officers of the organisation to set up Teaching and Learning Committees and an Academic Board (to govern the processes) to best meet current and future needs.

The Results

• Successfully designed and implemented an intranet portal designed for central, quick and easy access to the processes with the accompanying templates and information​,
• Designed a set of key measurements built into the process to track administration and teaching performance​,
• Developed a standardised set of teaching, learning, quality and compliance resources​ supporting improved learning, administration and teaching outcomes,
• Developed standardised templates for agendas, minutes and actions for a Board of Studies and Teaching & Learning Committees with agreed terms of references,
• Increased process throughput via a toolkit of templates and guidelines​ to assist administration and reporting, and
• ​Successfully developed a new Academic Governance framework encompassing the above.

Case Study

Technology Delivery Capability

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).

Case Study

Information Management Strategy

Our Client

A large City Council based in Victoria.

The Opportunity

The Council has deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and more easily meeting its obligations. 

The Council had a strong sense that its current data sets were incongruent and disaggregated, not meeting current needs, and unlikely to support its digital ambition. Guidance was needed on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely way.   In conjunction with enabling better information flow, strong data governance, quality and privacy/security were critical factors that required attention.   

In simple terms, the Council needed answers to three core questions:

1. What data is needed?
2. What should it look like?
3. How should it be managed?

Our Approach

A detailed IM strategy and implementation plan was created to guide the Council in moving from its current state to an appropriate and affordable future (data) state.

We used the three-core questions (above) as a simple way to shape our approach and form detailed answers to fundamental and principles-based IM insights, as follows:

1. What data is needed?
   • What data classifications are there, and how are they related?
   • What data sets are digital leaders focussed on?
   • How are key master data domains currently managed, and what future focus is needed, and why?

1. What should data look like?

1. • What attributes and master data-domains should the Council’s data model, dictionary and taxonomy contain?
   • What principles should guide the Council’s data standards?
   • How can Metadata be used to manage data and unify it with electronic records?

1. How should data be managed?

1. • What is ‘best fit’ Master Data Management (MDM) architecture?
   • What roles should a ‘business rules engine’ play in ensuring data is managed correctly?
   • How can the Council cost-effectively mature its Master Data Management capability?
   • What governance roles are necessary to achieve and then maintain Master Data Quality?
   • What approach to managing data quality is necessary?
   • How can the Council protect privacy and maintain data security while enabling benefits through digital transformation?
   • How can the Council ensure appropriate governance of access to sensitive information while enabling benefits through digital transformation?
   • How can privacy and data security risks be managed as the benefits of ‘aaS’ solutions are sought?
   • How can the Council make the best use of enterprise Data Lifecycle Management (DLM) principles in managing data?
   • How much data will the Council need to store in light of future changes?

In formulating answers to these questions, we also took time to introduce and mentor Council stakeholders in Master Data Management (MDM) to up-skill and transfer knowledge.

The Results

A detailed IM strategy, ready for implementation and finding approval, was delivered to time and budget.

We developed an innovative and elegantly simple master-data categorisation based on the following dimensions:

1. Customer (councillors, citizens, staff, and partners),
2. Spatial (e.g. locations, land parcels),
3. Products (mostly intangible, e.g. ‘services’, with a few tangibles, e.g. ‘waste bins’),
4. Assets (e.g. plant/equipment/fleet, accounts/cash, knowledge/information), and
5. Resources (e.g. suppliers, consumables).

As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:

• a master data classification assessment matrix,
• business rules examples,
• fundamental of business process improvement-driven MDM implementation,
• a guide to data quality and data mastering/harmonisation challenges,
• a guide to origination and maintenance of master data,
• a proposed data governance framework with fully defined processes and meeting agendas,
• finding from an audit of locally stored ‘shadow data’, and
• a detailed and dynamic roadmap for IM capability uplift, including costings.

Case Study

Market Analysis

Our Client

A top-ten superannuation fund with an east-coast footprint.

The Opportunity

The Fund was undergoing a transition from a closed to an open fund and was concerned that members with significant balances and young members might exercise their new freedom and leave the fund at an accelerated rate, putting FUM at risk. 

There were significant questions in how the Fund should position for growth and make the best of its considerable regional and employer footprints.

A comprehensive market analysis was needed to identify ‘at risks’ members and high-opportunity member segments as inputs into the overall open-fund strategy response.

We were instrumental in defining the analytic approach and leading a detailed desk-top analysis that guided defensive responses and built the case for opportunistic growth.

Our Approach

An analytic framework was developed using the Fund’s existing member data, employer data and segmentation models, and other publicly available data sets.   The framework was used to address four analytic themes:

1. Market Analysis:   Broad parameter and assumptions were used to bound the analysis, confirm the macro-market potential, and to define sensible market segments as a starting point.   From there, a deep-dive focused on industry touchpoints, life events, and affinity as the basis for a segment comparison with a geographic overlay.
2. Stakeholder Analysis:  Analytic effort focused on the member eco-system, and the complex pathways members can take in choosing and contributing to a Fund, and the stakeholders who enable or influence member choices.  This analysis was used as the basis for a map of value proposition relevancy by stakeholder and ‘product.’
3. Competitor Analysis:  Using deep 3^rd party and proprietary data sets, VRIO analysis was combined with views of market activity across 14 competitors.  A detailed heat-map of comparative market strength was developed across key dimensions group by a) capability, b) value perception, c) value delivery, and d) value experience.   
4. Opportunity Analysis:  The above analytic outputs formed the basis of a detailed opportunity analysis that highlighted and prioritised the strategic responses to address risks (i.e. defensive responses) and take opportunistic advantage (i.e. offensive responses) in moving from a closed to an open Fund.

The Results

The analytic framework and outputs fundamentally shaped the Fund’s strategic positioning and the formation of its overall ‘open fund’ implementation plan.   The fund remains a ‘top-ten’ performing fund and has successfully transitioned to a fully open fund.

Case Study

Acquisition Program

Our Client

The client, a multinational Oil and Gas giant, briefed Actuose to support them in the delivery of a complex billion-dollar business acquisition between multiple listed entities.

The Opportunity

The client, emphasising the need for commercial discretion, engaged Actuose to build out the project team and establish program controls, processes and governance.

Our Approach

Understanding the commercial sensitivity of the program, Actuose worked with the client’s legal team to implement a project governance framework which incorporated competition and engagement protocols.  Additionally, the team implemented formal information request and reporting processes to ensure compliance across the program team.

The Results

As part of the program, Actuose was successfully delivered the following outcomes:

• Implementation of rigorous governance processes and controls,
• Supported the client’s mergers and acquisitions team with partner engagement and negotiations, and
• Coordinated program activities as part of the acquisition and sales processes.

Case Study

Retail Network Expansion

Our Client

A multinational Oil and Gas giant, required assistance in the deployment of a new Retail POS pilot that would further strengthen their network offer.

The Opportunity

The organisation was interested in rapid prototype deployment and selected an Agile approach to delivery but wanted to retain the rigor and alignment to the organisation’s governance practices. 

Our Approach

Using the Scrum Agile Framework, Actouse utilised their Digital and Project Delivery capabilities to work with the development team to design and deliver a working field prototype within six weeks, whilst continuing to align project delivery to the organisation’s governance practices.

Actuose played a key role in facilitating the definition of the Product backlog and the decomposition of Epics into manageable user stories which were delivered as part of a combined hardware and software deployment.

The Results

As part of the prototype deployment, Actuose supported the following business outcomes:

• Idea generation to working prototype in 6 weeks (3 sprint cycles),
• Validation of proof of concept via field deployment,
• Demonstration of new Agile ways of working via Agile Coaching to the Development and supporting IT delivery teams, and
• Delivery completed within existing operational budgets with no capital expenditure.

Case Study

Project Management Office

Our Client

A large not-for-profit private health care group, with a campus located in the outer south eastern suburbs of metropolitan Melbourne.

The Opportunity

The hospital required support for the transition of their clinical and non-clinical services to a new purpose built, larger facility located approximately 1.5km from the existing site.

Actuose were required to assign a Project Management Office (PMO) to support governance and align operational work stream activities with the builder’s program. We sought to provide the following key capabilities to ensure the successful relocation of its facility:

• Development and management of an Integrated Commissioning Plan,
• Workstream and risk management support through PMO processes, tools, structures and reporting, and
• Review of current and support new governance structures and workstreams.

Our Approach

Four workstreams established:

1. Our People – workstream key activities included training, orientation, change management and engagement with industry groups.
2. Building – Workstream key commissioning activities which included cleaning, setup and stocking of clinical areas, department workflow testing, accreditation licensing (NATA, VPA etc), equipment relocation and connection to the Building Management System, security and access control.
3. ICT – Determined scope of server migration, network commissioning, integration with enterprise systems and acceptance testing to develop an appropriate ICT program with key milestones for delivery.
4. Delivering care – Developed the Clinical Move Plan including Mock Move and Patient Scenario Testing, Support Services (to include Food Services, PSAs, cleaning and switchboard).

• Assisted workstream leads by establishing systems, processes and reporting to provide visibility of progress per workstream.
• Maintained PMO artefacts and processes including Risk and Issues Registers, Change Control Processes, Readiness Assessment Frameworks.
• Reviewed and reported on the existing Program Governance structure.
• Supported the establishment and performance of new governance structures.

The Results

• Implemented a new Governance structure to support the commissioning program,
• Development and implementation of an Integrated Commissioning Schedule coordinating all activities required to support the opening of services,
• Successful transition of non-clinical services to the new facility, including the Introduction of a new food management system,
• Successful transition of 35 patients from the old facility to the new facility,
• Successful opening of three new clinical services (Rehabilitation, Cardiac Cath Lab and Critical Care), and
• Implementation of a new instrument tracking system as part of the opening of the Central Sterile Service Department (CSSD).

Case Study

Childbirth Education Review

Our Client

One of Victoria’s top hospitals, commissioned a report to review the operational performance and consumer expectations and experience of the provision of Childbirth Education (CBE).​

The Opportunity

The Hospital’s Childbirth Education (CBE) Service caters to prospective parents booked to give birth at the hospital.  CBE helps women make informed choices about the care they receive and increases confidence about what to expect during pregnancy, labour, birth, breastfeeding and the early weeks following the birth of their baby. ​

Our Approach

A survey was distributed to 2000 consumers post birth to gather data and understand the relevance and effectiveness of the childbirth education​.

Childbirth educators and support staff were interviewed, including the interpreter service, to determine problems faced in providing education​.

Data on attendance, revenue and cost for childbirth classes was analysed to determine operational baseline.

Conducted reviews of alternative channels to deliver the education material​ and benchmarked against other providers of the service​.

The Results

• Developed a high-level understanding of the true cost of the childbirth education service​, allowing for greater financial control, education delivery and content planning moving forward.

• The hospital gained a comprehensive understanding of how other private and public childbirth providers delivered education using both the traditional classroom space and online teaching.  This allowed us to baseline our clients current position within the CBE market, and map a way forward.

• Delivered a detailed analysis on the true benefits of moving to online learning​.

• Provided a detailed CBE recommendation outlining options for future consideration in delivering and costing childbirth education​.

Case Study

Apprenticeship Management System

Our Client

A Victorian Institute with campuses located in the Melbourne and regional Victoria.

The Opportunity

The Class of One is an operating model that allows flexible 24×7 delivery of teaching and learning around the needs of students and employers. The operating model, which includes the use of a tailored system, a set of processes and centralised administration, has been in operation successfully at the Automotive Centre of Excellence for over a decade.

The Actuose project team were engaged by the Institute to implement this operating model across the Construction and Industrial Portfolio.

Our Approach

Our dedicated project team introduced and managed the concept of “one way, same way” across the teaching and learning portfolios to standardise operations and eliminate isolated practices; along the way we identified organisational changes to benefit the “one way, same way” approach.

The outdated desktop version of the tailored system was replaced a web-based version to enable mobility for all staff, but in particular for trainers and admin on the road.

Implemented the “process bible” which facilitated the transitioning to “teachers, teach and administrators, administer” and trained the newly formed centralised administration team (including admin on the road) to use the system and the processes.

Enabled the journey to commence to a fully integrated Learning Management System for automated attendance and grading.

The Results

• Increased productivity, the Workplace Delivery Trainers now focus on doing what they do best, and that is training. The tailored, web-based administration system supports the trainer and allows workplace management and communication on the road.
• Increased student/teacher touch points. Teachers have more classroom time, resulting in improved learning portfolio’s and student support.
• A trained fit for purpose administration team, supporting Teachers and allowing greater workplace flow and management.
• Fully engaged staff in the Class of One model who are supported by a system that reduces multiple entries, is easy to use and increases productivity.
• A dedicated SharePoint site complete with tools, FAQS, videos and established communities allowing collaboration and sharing. Supporting user involvement and maximising user experience.

Case Study

Student Services Hub

Our Client

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

The Opportunity

As part of integrating two training organisations the Institute wanted to refine the level of service being experienced by potential students, current students and staff. The Institute wanted to increase conversion rates from application to enrolment. This triggered a need for a new way of thinking when addressing customer satisfaction and service standards. A pilot project was initiated to examine the viability of a bespoke service solution, a Student Services Hub. ​​

Our Approach

Our team lead the pilot project from conception to pilot evaluation. A Student Services Hub test location and headquarters was established. Working with the service staff, the team mapped the current state processes, developed future state processes and tested the practicality as part of the pilot; thus developing a set of robust processes to use beyond the pilot. The processes along with procedures and guidelines became the operational “toolkit” for any future hubs.

Members of the project governance team were taken from a cross section of the institute to provide a broader view of the issues and requirements. The team met regularly to allow agility in the decision making and to ensure project deadlines were met.  Having broad representation across the organisation allowed the project team to champion and influence change as part of their daily routine.

The Results

• The pilot successfully demonstrated a need for a centralised service centre for administration and student services providing customers a single touch point
• The pilot successfully demonstrated that a centralised location is necessary for a Student Services Hub to act as a one stop shop and that the centralised location is manned by a committed centralised team to provide administration support to the teaching departments in the area and students, ​
• The pilot successfully demonstrated the improvement in end to end customer care by taking the customer from the enquiry stage through to the completion stage, providing a standardised toolkit to establish a single process delivering consistent service.