Disposal Services (DS) manages the physical disposal of assets no longer required by Defence. DS needed help in developing a new governance framework when it also became the functional authority (FA), responsible for all disposal related policies and processes.
A member of our team engaged with stakeholders seeking feedback before designing a new governance framework that would support DS as the new FA for all disposal activity.
The project team worked with DS and its many stakeholders to develop a framework, so that responsibilities and risk could be successfully shared between all parties.
Sydney Water wanted to evaluate the success of their integrated service partner (ISP) through a quarterly survey using sentiment analysis.
Our expert designed the survey to be aligned with the business collaboration framework ISO 44001. The tool was accepted by executive management and rolled out across the business.
It allowed the 3 parties to be asked independently of their opinion about the Alliance performance. The analysis produced a coefficient (correlation) benchmark measured to the goal of 75%.
Defence Intelligence Group (DIG), intelligence capability division required a governance framework for one of its key divisions.
The implementation plan applied a tailored Defence benefits management framework co-designed with stakeholders across Defence’s groups and services and addressing people, processes, and technology – including mapping and prioritising interdependencies. The workforce strategy and action plan included an expanded professional development framework, all of which needed to be presented to Defence committees and briefing steering groups for endorsement.
Through the capability realisation and benefits mapping, Defence was able to achieve the planned transformation of the enterprise.
Hobart Specialist Day Hospital needed to put in place a governance system that collected data to track performance, drive continual improvement and achieve best practice.
A new governance framework, driven and project managed by our expert, the state managing director, ensured all relevant stakeholders had access to periodic and on-demand monitoring of compliance with policies, processes and responsibilities. Automated reporting functions were data driven to assess performance and identify trends that could drive continual improvement activity.
By incorporating a data driven decision-making governance system management was able to focus on continual improvement and achievement of financial return on the owner’s capital investment.
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.
