The new national ADF Military Police organisation was stood up from existing, separate organisations.
Our team ran the implementation of this new organisation using a strategic systems approach, synchronising capability effects to generate a resilient and legislatively enabled Joint Military Police Unit (JMPU).
The successful implementation involved the development of policy documents aligned to logistic stockholding and governance requirements. A small team then ran the logistics requirements including procurement, introduction to service and maintenace of Policing equipment.
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 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.
Security & Estate Group (SEG) required support for its Contamination and Remediation works program, managing impacts of per- and poly-fluoroalkyl substances (PFAS) on Defence bases.
Our team analysed the PFAS program then led, managed, and facilitated large value contract variations, engaged stakeholders and acted as Secretariat and Chair for Tender Evaluation Boards.
Streamlined procurement, tendering and contract variation processes, produced artefacts to train and develop PFAS Directorate teams.
After Quartile One was acquired by Aurecon, the new owners wanted to evaluate the effectiveness of the merger and establish joint working to enable better integration.
Our team designed a cultural integration survey based on best practice, and interviewed members of executive and management teams on both sides. This review surfaced concerns across a range of subjects, enabling the team to address concerns rapidly and have visibility of where to focus change management activity.
This led to both better post merger integration and reduction of turnover and dissatisfaction.
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.
