Academic Governance Framework
As part of integrating two training organisations our client wanted to establish a single Academic Governance Framework with clear roles and responsibilities.
A top tier university required a detailed market research report to guide their business case to enter the international short course and micro-credentialing market.
Our client required assistance in co-locating two of its private health care services into a new state of the art medical facility.
A Victorian Health Service located in regional Victoria required assistance transitioning to a new facility.
A large educational provider required real time reporting services across faculties and dispersed regional locations. They required Business Intelligence (BI) that enabled forecasting and performance tracking ‘as it happened’.
To better service students, clients and stakeholders the University introduced a centralised service model. Numerous issues arose from the change, which resulted in unclear roles and activities between different units.
The University underwent a major integrated service restructure, and as a result required assistance, streamlining processes within several faculties of the University.
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.
Closely following the successful implementation of a student management system, another round of new structures, processes and systems were introduced resulting in change fatigue. An action plan was required to assist in building a better culture and a collective positive attitude.
The Independent Broad-based Anti-Corruption Commission (IBAC) announced an investigation into allegations of serious corruption involving Victorian Vocational Education. IBAC required a report addressing the recommendations and how the deficiencies had been addressed.
A regional TAFE was in the middle of a complicated merger and digital transformation. They required a holistic view of their digital landscape and robust options and recommendations for a path forward.
A Victorian TAFE were required by the Board to quickly align their digital strategy with the TAFE's overarching organisational strategy.
A top-twenty superannuation fund based on the east coast, was undergoing rapid changes in technology and there had been costly false starts with several implementations, and many challenges with systems integration.
The Fund was undergoing rapid changes in technology and required an independent view on their current technology portfolio and delivery approach.
The organisation was interested in developing a solution which was focused on speed to market, improving the customer experience, legal compliance and commercial value.
The Fund was undergoing a transition from a closed to an open fund and required an analysis on growth pipelines and how to and make the best of its considerable regional and employer footprints.
The Council had deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies enabling better information flow, data governance and importantly meeting community expectations.
The Council had a strong sense that its current data sets were not meeting current needs, and were unlikely to support its digital ambition. Guidance was needed on current ‘information barriers’ and subsequently the development detailed and dynamic roadmap.
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.
The Council required guidance on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely manner.
The Council wanted to make the best use of current and evolving digital solutions to offer an improved and more efficient service provision.
We assisted a Council to understand its current state and used our (proprietary) digital model and supporting frameworks as the foundation of delivering a digital strategy.
A large City Council based in Victoria, wanted to take a significant and confident stride in implementing digital ways of working; to connect with customers, provide critical information and efficiently deliver services.
A large Council based in Victoria, required a comprehensive and detailed digital strategy connect with customers, provide critical information and efficiently deliver services.
A large Council based in Victoria, required a comprehensive and detailed digital strategy to connect with customers, provide critical information and efficiently deliver services.
A multinational Oil and Gas giant, required guidance and support in the delivery of a billion-dollar business acquisition.
A leading fuel retailer, required support in the establishment and management of a large-scale business expansion.
Our client required assistance standardising processes and operations and eliminating isolated practices within their organisation.
Our client required assistance to project plan, implement and transition a successful in-house operating model across two new portfolios within the Institute.
Our client wanted to refine the level of service being experienced by potential students, current students and teaching staff. A pilot project was initiated to examine the viability of a Student Services Hub.
An Institute undergoing integration and transformation required assistance in the development of a single Quality Framework with supporting artefacts and buy-in from all stakeholders.
As part of integrating two training organisations our client required a single Quality Framework with a dedicated governing body and supporting business processes, teaching and learning templates and guidelines.
One of Australia’s largest Superannuation Funds required an independent view on their current technology portfolio and delivery approach.
A City Council based in Victoria, wanted to define how they could make the best use of current and evolving digital solutions that meshed with implementable business, technology and data roadmaps.
A large City Council based in Victoria, wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and efficiently meet its obligations.
A top-ten Superannuation Fund required an analytic framework to shape strategic positioning for growth as they transitioned to a fully open fund.
A multi-national Oil and Gas giant, required project support and governance in the delivery of a complex billion-dollar business acquisition between multiple listed entities.
A multinational Oil and Gas giant, required assistance in the deployment of a new Retail POS pilot that would further strengthen their network offer.
A large multi-national energy company had initiated a retail merger and acquisition program. They required a work plan to implement the merger across all business units within the organisation.
A large not-for-profit private health care group required support for the transition of their clinical and non-clinical services to a new purpose built, larger facility.
A Victorian Public Health Service located in Western Melbourne, required a governance structure for the transition of services from an existing facility to a brand-new building.
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).
A division of a large Vocational Education provider had successfully implemented a flexible 24x7 teaching model around the needs of students and employers. The Construction and Industrial Portfolio required change management support implementing the same operating model.
As part of integrating two training organisations the Institute wanted to improve the level of service being experienced by potential students, current students and teaching staff.
As part of integrating two training organisations our client wanted to establish a single Academic Governance Framework with clear roles and responsibilities.
As part of integrating two training organisations our client wanted to establish a single Academic Governance Framework with clear roles and responsibilities.
A top tier university required a detailed market research report to guide their business case to enter the international short course and micro-credentialing market.
A large educational provider required real time reporting services across faculties and dispersed regional locations. They required Business Intelligence (BI) that enabled forecasting and performance tracking ‘as it happened’.
To better service students, clients and stakeholders the University introduced a centralised service model. Numerous issues arose from the change, which resulted in unclear roles and activities between different units.
The University underwent a major integrated service restructure, and as a result required assistance, streamlining processes within several faculties of the University.
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.
Closely following the successful implementation of a student management system, another round of new structures, processes and systems were introduced resulting in change fatigue. An action plan was required to assist in building a better culture and a collective positive attitude.
The Independent Broad-based Anti-Corruption Commission (IBAC) announced an investigation into allegations of serious corruption involving Victorian Vocational Education. IBAC required a report addressing the recommendations and how the deficiencies had been addressed.
A regional TAFE was in the middle of a complicated merger and digital transformation. They required a holistic view of their digital landscape and robust options and recommendations for a path forward.
A Victorian TAFE were required by the Board to quickly align their digital strategy with the TAFE's overarching organisational strategy.
Our client required assistance standardising processes and operations and eliminating isolated practices within their organisation.
Our client required assistance to project plan, implement and transition a successful in-house operating model across two new portfolios within the Institute.
Our client wanted to refine the level of service being experienced by potential students, current students and teaching staff. A pilot project was initiated to examine the viability of a Student Services Hub.
An Institute undergoing integration and transformation required assistance in the development of a single Quality Framework with supporting artefacts and buy-in from all stakeholders.
As part of integrating two training organisations our client required a single Quality Framework with a dedicated governing body and supporting business processes, teaching and learning templates and guidelines.
A division of a large Vocational Education provider had successfully implemented a flexible 24x7 teaching model around the needs of students and employers. The Construction and Industrial Portfolio required change management support implementing the same operating model.
As part of integrating two training organisations the Institute wanted to improve the level of service being experienced by potential students, current students and teaching staff.
As part of integrating two training organisations our client wanted to establish a single Academic Governance Framework with clear roles and responsibilities.
A large multi-national energy company had initiated a retail merger and acquisition program. They required a work plan to implement the merger across all business units within the organisation.
The organisation was interested in developing a solution which was focused on speed to market, improving the customer experience, legal compliance and commercial value.
A multinational Oil and Gas giant, required guidance and support in the delivery of a billion-dollar business acquisition.
A leading fuel retailer, required support in the establishment and management of a large-scale business expansion.
A multi-national Oil and Gas giant, required project support and governance in the delivery of a complex billion-dollar business acquisition between multiple listed entities.
A multinational Oil and Gas giant, required assistance in the deployment of a new Retail POS pilot that would further strengthen their network offer.
A large multi-national energy company had initiated a retail merger and acquisition program. They required a work plan to implement the merger across all business units within the organisation.
A Victorian Public Health Service located in Western Melbourne, required a governance structure for the transition of services from an existing facility to a brand-new building.
Our client required assistance in co-locating two of its private health care services into a new state of the art medical facility.
A Victorian Health Service located in regional Victoria required assistance transitioning to a new facility.
A large not-for-profit private health care group required support for the transition of their clinical and non-clinical services to a new purpose built, larger facility.
A Victorian Public Health Service located in Western Melbourne, required a governance structure for the transition of services from an existing facility to a brand-new building.
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).
A top-twenty superannuation fund based on the east coast, was undergoing rapid changes in technology and there had been costly false starts with several implementations, and many challenges with systems integration.
A top-twenty superannuation fund based on the east coast, was undergoing rapid changes in technology and there had been costly false starts with several implementations, and many challenges with systems integration.
The Fund was undergoing rapid changes in technology and required an independent view on their current technology portfolio and delivery approach.
The Fund was undergoing a transition from a closed to an open fund and required an analysis on growth pipelines and how to and make the best of its considerable regional and employer footprints.
One of Australia’s largest Superannuation Funds required an independent view on their current technology portfolio and delivery approach.
A top-ten Superannuation Fund required an analytic framework to shape strategic positioning for growth as they transitioned to a fully open fund.
A large City Council based in Victoria, wanted to take a significant and confident stride in implementing digital ways of working; to connect with customers, provide critical information and efficiently deliver services.
The Council had deep ambition for digital ways of working and wanted to make the best use of emerging digital technologies enabling better information flow, data governance and importantly meeting community expectations.
The Council had a strong sense that its current data sets were not meeting current needs, and were unlikely to support its digital ambition. Guidance was needed on current ‘information barriers’ and subsequently the development detailed and dynamic roadmap.
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.
The Council required guidance on ‘information barriers’ that stopped information flowing to where it was required, by whom, in a useful form, and in a timely manner.
The Council wanted to make the best use of current and evolving digital solutions to offer an improved and more efficient service provision.
A large City Council based in Victoria, wanted to take a significant and confident stride in implementing digital ways of working; to connect with customers, provide critical information and efficiently deliver services.
A large Council based in Victoria, required a comprehensive and detailed digital strategy to connect with customers, provide critical information and efficiently deliver services.
A large City Council based in Victoria, wanted to make the best use of emerging digital technologies to keep pace with community expectations, minimise cost and risk, and efficiently meet its obligations.
A City Council based in Victoria, wanted to define how they could make the best use of current and evolving digital solutions that meshed with implementable business, technology and data roadmaps.
We assisted a Council to understand its current state and used our (proprietary) digital model and supporting frameworks as the foundation of delivering a digital strategy.
A large Council based in Victoria, required a comprehensive and detailed digital strategy connect with customers, provide critical information and efficiently deliver services.
A City Council based in Victoria, wanted to define how they could make the best use of current and evolving digital solutions that meshed with implementable business, technology and data roadmaps.
Case Study
Our Client
A world-class university based in Sydney, New South Wales ranked in top 2% internationally.
The Opportunity
The Pro-Vice Chancellor International, engaged the Actuose team to conduct research into Australian short courses and micro-credentialing currently offered to international audiences. The information and data gathered was to support the universities business case, planning processes and decision making in designing and launching short courses and micro-credentialing to the international market.
The questions to be answered were:
Our Approach
Taking a two-lensed approach, the Actuose team:
The Actuose team interviewed faculty staff and the student enquiry teams for clarification regarding product availability to an international market and examined universities annual reports and strategic plans for insights into future thinking for offerings to international markets.
A broad sweep of institutions outside the agreed 8 university cohort was investigated to gather additional insights, including government international education strategy and drivers, overseas partner university offerings and the Department of Home Affairs visa options and restrictions that permitted or hindered short term study.
The project provided a data set of course information across the agreed eight universities, a report outlining opportunities, a summary presentation for the institute to use to present findings and a Power Point package of additional details on observations.
The Results
The project report and related artefacts outlined:
The institute are using this foundational information to guide their strategy and planning for the potential marketing and implementation of short courses and micro-credentials to an international market.
Case Study
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:
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
Case Study
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
Case Study
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:
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
Case Study
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
Case Study
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
Case Study
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
Case Study
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
Case Study
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 31st 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 31st December 2018 deadline.
The Results
Case Study
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
Case Study
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
Case Study
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
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
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:
Case Study
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:
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
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:
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:
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:
As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:
Case Study
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:
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:
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:
As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:
Case Study
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:
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:
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:
As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:
Case Study
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:
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:
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:
As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:
Case Study
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:
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:
For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:
The Results
Our comprehensive and detailed digital strategy subject to rigorous consideration and debated, including 3rd party verification and validation.
Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.
Case Study
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:
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:
For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:
The Results
Our comprehensive and detailed digital strategy subject to rigorous consideration and debated, including 3rd party verification and validation.
Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.
Case Study
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:
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:
For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:
The Results
Our comprehensive and detailed digital strategy was subject to rigorous consideration and debate, including 3rd party verification and validation.
Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.
Case Study
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:
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:
For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:
The Results
Our comprehensive and detailed digital strategy subject to rigorous consideration and debated, including 3rd party verification and validation.
Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.
Case Study
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:
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:
For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:
The Results
Our comprehensive and detailed digital strategy subject to rigorous consideration and debated, including 3rd party verification and validation.
Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.
Case Study
Our Client
Our client, a multinational Oil and Gas giant, briefed Actuose to support them in the delivery of a billion-dollar business acquisition.
The Opportunity
Our 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:
Case Study
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 onboard operational resources as part of a large-scale multi-year program of work.
Our Approach
Actuose worked with the client to underpin their operations’ strengths by selecting project managers that complimented the client’s business leads. As part of this, Actouse focused on delivering a sustainable business change utilising a project delivery framework that leveraged the client’s 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:
At the completion of the program, Actouse designed tools and techniques were adopted by the client to improve their internal delivery capability.
Case Study
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
Case Study
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
Case Study
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
Case Study
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
Case Study
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
Case Study
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
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:
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:
For each success criteria, we also provided detail success factors with a cohesive and implementable digital roadmap in four stages:
The Results
Our comprehensive and detailed digital strategy subject to rigorous consideration and debated, including 3rd party verification and validation.
Throughout, the digital strategy remained fundamentally unchanged and was key in securing a $20m(+) digital transformation funding approval.
Case Study
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:
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:
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 funding approval, was delivered to time and budget.
We developed an innovative and elegantly simple master-data categorisation based on the following dimensions:
As part of implementation-readiness, our IM strategy provided rich detail on how to implement by setting out:
Case Study
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:
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
Our 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
Emphasising the need for commercial discretion, our client 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:
Case Study
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:
Case Study
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:
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
Case Study
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:
Our Approach
Four workstreams established:
The Results
Case Study
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
Case Study
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
Case Study
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 students and employers’ needs. The operating model, which includes using 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 Institute engaged the Actuose project team to implement this operating model and conduct change management 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.
A web-based version replaced the outdated desktop version of the tailored system to enable mobility for all staff, but, in-particular for trainers and administrators on the road.
Our team drafted and implemented a process manual which facilitated the transitioning to “teachers, teach and administrators, administer” and trained the newly formed centralised administration team (including administrators on the road) to use the system and the processes.
The aspects of the model that the Actuose team delivered enabled the journey to commence to a fully integrated Learning Management System for automated attendance and grading.
The Results
Case Study
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
Case Study
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