We were engaged by the department to undertake a complete review of the Finance and Business services, and develop a new operating model, structure and change process for transitioning staff, processes and systems to the new model. Our scope encompassed finance, commercial, procurement, asset management, infrastructure, ICT, business capability and their business services centre.
In a process spanning 12 months we worked with Executive, senior managers and all staff in:
- Facilitated staff workshops to identify business improvement opportunities and design of new operating principles.
- Review, design and selection of a (future state) business and operating model.
- Design of structural options, and selection of preferred structure – communicate and engage with staff in structural options.
- Review and evaluate 430 job descriptions - including classification assessments of executive, manager and all operational positions.
- Provide strategy, oversight and support in filling of all positions in new structure – including transfers, recruitment and placement of staff.
- Develop and guide transition strategy to new operating model, including development of service delivery principles and change levers to shift towards a service based culture.
- Mentoring and coaching business leaders throughout the transition phase.
- Transition and business planning with directors and senior leaders and their teams.
- Program and project management including resourcing, resolving conflicts and issues associated with change.
- Identification, aggregation and prioritisation of over 1000 business and process improvement suggestions – and coordination of key reforms to business services.
In summary we led and facilitated over 30 senior leader workshops, 70 communication and working sessions that involved all staff, stakeholders and internal customers. Our work extended to supporting a central program office and working collaboratively in laying the foundations for ongoing business integration and improvement.
We provided independent advice on the College’s current operating model and structure for the finance and administration and facilities management functions. Our objective was to review and evaluate whether the current operating model and structure is suitable for current and future business needs. Key aspects of the review included the extent to which the structure:
- Enabled good governance and decision making to support the delivery of education and other services to students and families.
- Is supported by an efficient structure and that resources are appropriate for the delivery of business services to the College.
- Had any duplication or grey areas associated with job roles and responsibilities and ensure that there are clear accountabilities for staff.
- Considered and managed risk appropriately.
Through facilitated workshops and employee interviews we identified and prioritised key areas for reform and structural adjustments that lead to improved decision making and operation.