The South Australian Housing Authority (SAHA) sought to transition their homelessness services from a 40+ individual service providers to 5 Alliance providers.
Members of our transformation team worked with SAHA to shift behaviours, adopting a new collaborative framework, including the development of an Alliance Coaching Plan, which helped navigate the lifecycle change. We supported the development of a procurement strategy to test the selection of the alliance partners.
We co-delivered internal and sector briefings, the go-to-market process and the tendering phase. This was the first example of its kind successfully adopted in South Australia.
The Department of Defence sought advice to develop a best practice model for managing assets that had reached the end of their service life. This included assessment of options for regional disposal as well as centralised consolidation of fleet assets.
Analysis included review of audit recommendations, stakeholder engagement, pipeline analysis, operating costs, identification of pain points, environmental impact, future defence activity planning and technology options.
The team designed a collaborative supply chain model that reduced Whole of Government costs, aligned stakeholders, minimised environmental impact and improved transparency through the implementation of database driven technology.
The Department of Agriculture, Fisheries and Forestry (DAFF) went through a major Agile cloud transformation, also responsible for the ICT infrastructure of the newly established DCCEEW.
A member of our team provided a strategic change leadership approach with true business adoption in mind. Our expert focused on building strong relationships between project managers and the business, which included conflict resolution, dealing with resistance and coaching of Agile principles.
This led to increased collaboration through more openness, better program cohesion and improved change communication, with project managers actively seeking our expert’s advice.“““
Transurban had a tunnel driver behaviour issue at their Burnley Tunnel. The average speed of drivers was well below the designed 80 km/h, resulting in congestion, customer complaints and safety risk.
Our team undertook an international literature review and further secondary research.
Our team led the behavioural trials experiments to see how people experienced the tunnel.
This fed into virtual reality trials on changes to the tunnel – undertaken during routine maintenance programs, thus increasing the productivity of the tunnel.
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.
