Force Options and Plans Branch (FOAP) needed strategic change advice to provide quality and assurance of the Defence Capability Assessment Program (DCAP) and the resultant Force Structure Plan (FSP).
Our team played a leading role in the design, planning and execution of DCAP & FSP analytical activities. We provided support for DCAP & FSP to develop force options and assess the strategic fit of those options for inclusion in the Integrated Investment Program.
Our team contributed to the documentation of findings of analytical activities to build and sustain the evidence base and established a Force Design Body of Knowledge (FDBoK).f
Sydney Water wanted to save time and cost of planning new assets and came to market for an integrated partnership arrangement for 10 years. Our member’s team was tasked with culture change, developing high performing teams and capability development for leaders.
We undertook executive team coaching and then trained 65 supervisors in core management skills, including communication, facilitation, conflict resolution and team development.
The alliance was successfully established and has operated since 2019.
Construction was nearing completion of TasIVF’s new IVF facility and day hospital, but the new management team were struggling to collaborate and meet deadlines.
As the CEO, our change expert worked with management, combining the existing management team with new hires guiding them a program focussing on vision and values workshops, individual and collective training to develop change and project management skills, and finally informing and guiding required team behaviours. This program created a high performing team with the skills to execute this significant change while seamlessly continuing BAU.
The management team opened both new facilities on time and achieved accreditation and licensing on first attempt.
The Hobart Clinic is a mental health service provider, operating a private psychiatric hospital. It needed urgent help to improve culture, improve financial management and stem unsustainable staff turnover.
As the CEO, our change expert led stakeholder engagement and workshops, allowing the prioritisation of initial cultural change efforts, focussing on behavioural accountability, a lack of collaboration and dysfunctional reporting lines across the organisation.
Internal management teams subsequently drove improvement to patient administration and clinical care, leading to a 68% reduction in accounts payable. Staff turnover fell from 22% to 3% within 6 months.
Adash is Providence’s CEO and is responsible to the Providence Board and Providence’s clients for ensuring the timely delivery of outcomes through advice, guidance and mentoring to Providence’s staff.
