Industry Category: Government

Clear communication helps to sustain change for statutory authority

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Clear communication helps to sustain change for statutory authoritycasestudy-image

The consultant from Blue Seed was an absolute star – her capacity to turn around quality outcomes in short timeframes was very impressive, as was her ability to effectively network and engage with the key stakeholders. Our progress to date is in no small way due to her efforts and I’m very grateful

– Group Collaboration Manager

Brief

In February 2016, Blue Seed was engaged to help an independent statutory authority implement an organisational restructure. The client’s program of change aimed to simplify governance and improve delivery of its services, as well as building a stronger culture within the organisation to allow it to better communicate and consult with the sector it oversees. The project had three phases: the change diagnostic, the change journey itself and sustaining the change. We worked with the client to define the strategy needed to help achieve the leadership and cultural change required; significant work was also conducted with the new leadership teams to establish cohesion, set the new direction, re-engage staff and boost morale. When the client’s initial vision had been achieved, Blue Seed was retained to support a newly launched group within the organisation during the final two phases.

Solution

A group of seven senior leaders were selected from across the organisation and appointed Change Ambassadors, with the mission of promoting and sharing key messages, encouraging two-way communication between the business and its Executive Leadership Team, providing a sounding board for leaders and working to break down barriers within the organisation. The Ambassadors were a Blue Seed initiative and they became instrumental in providing the right tools for success: in the third phase, they ran a series of workshops with the organisation’s head to provide strategic direction on messaging, strategy and a common binding goal for the coming year. Our consultants worked with the leadership team to design and facilitate regular workshops, coach where required – particularly around communication approach – and engage key stakeholders to support the positive momentum. After an initial 90-day plan was developed for the second phase, an equivalent Phase Three plan was produced, with our team supporting leaders and tracking its success. A number of branches within the organisation also needed support to redefine their strategic direction, change their structure and increase productivity; after off-site workshops, leadership coaching and significant stakeholder engagement, each was given their own 90-day plan and strategic direction.

Results

Activities during the second phase included surveying staff to measure collaboration, empowerment and engagement, which then focussed our efforts for Phase Three. The key to the project’s success was supporting the organisation’s leaders by providing a platform to create positive momentum and clear communication: as a result, the surveys showed a 93% positive satisfaction rating. The third stage continued this success by focussing on communication and education both internally and externally to ensure collaboration, empowerment and engagement of all teams and key stakeholders.

Lessons learned after resistance to change scuppers project’s rollout

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Lessons learned after resistance to change scuppers project’s rolloutcasestudy-image

When Blue Seed’s consultant came on to the project there was a lot of uncertainty on how things would progress and changing business requirements. She was confident in working with this ambiguity, often considering options for how to pivot her approach and plans to meet the changing needs of the project, business teams and customers. Her passion to deliver value combined with her ability to form relationships with stakeholders at every level made change management look simple

– Senior Program Delivery Manager

Brief

Our client insures around 90 per cent of public and private sector workers in the state, including more than 310,000 NSW businesses as well as government agencies. In 2017, it announced changes to the way government agencies could make declarations to the Treasury Managed Fund, a self-insurance scheme created by the NSW government, with the process moving online. The move aimed to eliminate the adversarial process of the declaration and improve the experience, reduce processing times, make for more accurate calculations and, for the first time, have complete and accurate data for the whole NSW Government Asset Portfolio.

Solution

The company engaged Blue Seed Consulting to provide change services while the digital solution was implemented, touching more than 193 government agencies. The project involved working closely with the Vendor, Project Team and Client Engagement Managers in the business to develop a detailed training approach to ensure users likely to be affected would be engaged before it was rolled out. The approach was to align business leaders and create an implementation plan that the steering committee supported.  With the declaration ‘window’ due to open in 12 weeks, Blue Seed analysed and worked collaboratively with internal teams to develop a vision and plan to deliver and coordinate training activities, including a pilot of the rollout, identify and manage risks and ensure alignment of communications. As the program’s priorities shifted, our team were able to be flexible and agile, continuing to refine the approach and delivery in iterations. As is always the case, one of the biggest challenges was aligning key stakeholders and keeping them aligned when representatives within the steering and project group changed. In an environment that was changing rapidly the additional challenges of a lengthy provisioning process and an inability to change user details caused frustration, not only with the end user but with stakeholders and the team. Further complication was the resignation of the training lead shortly before the first training session, so Blue Seed stepped up to deliver a revised training approach and continued to track and course correct across all change aspects.

Results

Our consultant developed a robust change and training approach that was approved by the steering committee, but some members were not completely aligned given the change in sponsorship, uncertainty in the performance of the system and mixed understanding of the core process. Subsequently, their respective teams weren’t allocated sufficient resources to be involved in the planning and information gathering phases – it also meant vital communications weren’t sent early enough, leaving some users unaware of the upcoming changes. Furthermore, the mixed decision-making about the timeline ‘window’ for completing the process with the new system and process, effectively halved the normal amount of time agencies had to complete their declarations.  Contingency activities were haphazard, and the training approach had to be amended significantly to be faster and less targeted, which of course led to frustration all around. The impact on the customer resulted in escalation to the CEO, with an internal audit of the project being conducted.  Blue Seed conducted a survey and workshop on the lessons learned with the project team and business team to ensure collective learning and improvement plans could be developed.  We were engaged further to engineer an approach to support the project’s second phase, providing a pathway for rolling out future changes and enhancements to the declaration customer experience, which were agreed and delivered. Read about how to positively lead a change culture here. 

People-centred approach gives government department tools to nurture change

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People-centred approach gives government department tools to nurture changecasestudy-image

Blue Seed is professional, flexible and reliable. They delivered on time and adapted to our changing needs when required. We have developed a sound relationship whereby we collaborate, problem-solve and evolve solutions to achieve great outcomes

– Change Management Office Director – December 2018

Brief

Our client, a local government department, established a change management office in 2018 to support its far-reaching transformation activities in response to employee feedback that change could be better managed in-house. With a recent survey indicating just 34% employee satisfaction with change management, the office’s primary focus was to provide advice and guidance for a number of programs to rapidly improve change delivery and employees’ experience of change, and to increase change capability across the organisation. The client sought support from Blue Seed for a series of change design workshops intended to help Program Managers create initiatives with people at the forefront. The main objective was to achieve stakeholder alignment, as well as develop a change strategy that would set each Program Manager up for success. The client also requested a change assurance approach to give the Executive Leadership Team the confidence to endorse its decisions, as leaders needed certainty that change management activities would improve employee experience and minimise business disruption through the transition. In all aspects of delivery, we needed to provide an approach that was flexible enough to meet each project’s differing needs but also consistent enough to be repeatable; we also had to be able to accommodate rapidly changing organisational needs and shift focus quickly when needed.

Solution

As a result of the change design workshops, relevant change strategies were developed with each Program Manager reporting that the process was invaluable in identifying key risks and opportunities and providing practical guidance on how to manage them. Throughout the process, the workshop and strategy approach was refined before being combined as a full document suite to support the end-to-end process, including a guidance document to enable the organisation to continue to deliver it independently of Blue Seed. Importantly, the approach could be used flexibly, with the required sections clearly outlined as well as those which could be adjusted according to the program’s specific needs. The change assurance approach we developed outlined a two-step process of document review, followed by deeper analysis and assessment of specific areas. This offered a predictable framework to focus attention and effort on the key areas of risk.

Results

As a result of Blue Seed’s engagement, the client now has a flexible and repeatable approach which can be delivered independently to support Program Managers in the early stages of program design that boosts the chance of successfully achieving organisational outcomes. This is further supported by the pragmatic but rigorous change assurance approach that identifies any residual people risks, offers advice to address these, and ultimately gives the executive leadership confidence that change programs will not cause unnecessary business disruption or negative employee experience.

Developing customer awareness helps insurance provider allay scepticism

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Developing customer awareness helps insurance provider allay scepticismcasestudy-image

Brief

Our client, a leading insurance provider, was halfway through a three-year transformation program to build a new service and operating model for one of its expanding divisions. A major component was to change from a partner-led customer model to managing its customer relationships in-house; its customers were diverse, covering ten different sectors and over 130 organisations. A significant barrier created by the partner model was that our client had a very limited understanding of its customer needs and the strengths and weaknesses of the existing model. The service model had been in place for over 27 years, creating great understanding and trust in the system among its customers.

Our client had the confidence and capabilities to deliver the new services, but critically it needed to gain the confidence and trust of its customers: without that, the transformation would fail. The client required a comprehensive change and stakeholder engagement strategy to effectively engage its diverse customer base, diagnose the impact of the change on its customers and employees, and deliver a best-in-class service model to cater for a wide range of customer needs. The company’s divisional leaders were firmly focused on achieving their own team objectives and needed to be brought together to deliver the full transformation and build customer trust. The internal transformation team lacked vision and leadership on how to tell its story and engage its customers and people on the change. The program required agility to respond to the needs of the fast-moving transformation. It needed to foster customer advocacy, bring new partners on board and create a culture at the heart of the organisation which put the customer first.

Solution

Blue Seed Consulting was engaged to design and deliver an end-to-end stakeholder engagement and communications strategy. The approach was to align business leaders and create a single view of customer engagement that was fully supported by the organisation. We developed a compelling change narrative which captured inputs from customers and employees and helped to create empathy for the change, both internally and externally. With an internal launch already scheduled eight weeks from the start of our engagement, we quickly analysed the landscape, diagnosed the key issues and developed a vision and practical communications and engagement plan. This was workshopped with the 12-strong internal transformation team to gain their support and ensure they had the skills and capacity to deliver. Where they didn’t, our consultants plugged the gap and worked alongside the transformation team to lift the change capability of the group. We led the team in the period before the launch, navigated all internal stakeholder management and created two major employee and customer engagement opportunities. The launch effectively communicated the change journey to the 700+ employees and more than 130 customer organisations. It formed the first phase of the 12-month implementation program and included a range of personalised communications, desk drops and interactive workshops for major clients and staff to boost awareness, understanding and empathy for the change. The focus was on creating ongoing channels and opportunities for customer-listening and authentic conversation about the change. Stage two of the stakeholder engagement analysed outcomes from a series of in-depth customer experience workshops. These sessions had identified customer wants, needs and concerns and the engagement program was tailored to respond to the most pressing customer issues and questions through the channels they chose. Future phases of the program will include an interactive customer webinar series, roadshow and large-scale customer launch to build partnerships and advocacy for the new service approach. Blue Seed also developed a robust measurement framework to benchmark customer and employee success measures, and results will be measured and evaluated each quarter.

Results

At pace, our team developed a robust stakeholder engagement and communications program that was implemented within tight timeframes and flexible enough to accommodate changes to the transformation program. We effectively led the transformation team and successfully reached every employee and customer organisation with details of the change and how it would affect them. Feedback from customers and employees showed growing levels of understanding and comfort with the transformation program as the program rolled out. The internal launch event was one of the best-attended events of the past 12 months and generated support and enthusiasm for the new customer service approach: this reflected a big shift from the confusion and scepticism seen among customers and employees at the start of the program. With an aligned leadership and transformation team, a clear customer engagement strategy and a supportive workforce, Blue Seed will continue to roll out the stakeholder engagement program for our client over the next nine months.

FACS Childstory

Learning and capability framework delivered for state government department

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Learning and capability framework delivered for state government departmentcasestudy-image

Blue Seed has been able to pull together an outstanding framework with a small number of inputs.  Your consultant has engaged with a wide range of stakeholders at all levels to develop the foundations needed to build learning/support materials and up skill our impacted audiences (more than 35,000 people) internally and externally. We are confident moving forward with the framework and we now understand more fully the breadth and depth of change needed to fully transform our casework practices.

 Project Manager – State Government department

Brief

The State government department has been actively designing and building a technology platform to support the delivery of child protection services and enhance practices. The solution will impact a range of internal stakeholders employed in a range of roles (e.g.  casework, screening, placement, safety and risk assessments) and external audiences (police, health, other community support services and non-government agencies). The solution is being staged and is forecasted to be made available to internal employees later this year and external audiences in early 2018 (about 40,000 people in total). The Capability Framework details the components needed to build skills in the use of the system, enhance practices through real time information and access to digital mobile plug-ins that will enable collaboration between professionals and improve information quality.

Solution

Blue Seed Consulting was engaged to develop the Learning and Capability Framework using information that is available and accurate at the time of the engagement. The inputs to the process included:

  • Review of a range of technical documents and casework practices
  • Review of business flows and end to end critical practice scenarios
  • One to one interviews with specialist staff and program consultants
  • Delivery of a series of workshops to define learning structure, content, and coverage
  • Engagement with the Organisational Development team to define rules of engagement, content management rules, online blended learning specifications, maintenance and handover of packages
  • Regular engagement and updates to project managers on progress
  • Development of a learning deployment timeline depicting the lead-up, cutover and post implementation periods (not in scope but delivered as a value add).

Results

The following deliverables were presented to the client on time and to brief:

  • Learning Curriculum ‘The ChildStory Experience’
  • Validated impacted employee roles
  • Module Outlines structure and samples
  • Facilitator Guide structure and samples
  • Learning Scenarios to be used in materials build
  • Role and Profile Summary for non-department audiences
  • Final status report.