Clients

Since 2010, we have successfully delivered engagements in many Australian organisations, including:

  • Department of Agriculture
  • Department of Infrastructure and Regional Development
  • Department of Defence
  • Australian Federal Police
  • Commonwealth Director of Public Prosecutions
  • Geoscience Australia
  • Department of Regional Australia Local Government Sports and Arts
  • Department of Human Services
  • Department of Immigration & Border Protection
  • Office of National Assessments
  • Hewlett Packard Enterprise (Federal Government)
  • National Heavy Vehicle Regulator
  • National Film and Sound Archives

Case Studies

Geoscience Australia

Strategic Reform was engaged to assist Geoscience Australia (GA) in a ground breaking program of digital transformation for the agency.

GA reached a point where the current operating ICT model was increasingly unsustainable and failing to its meet strategic business objectives.

The transformation has seen the agency lead the way across the Commonwealth, with the moving of commodity ICT services to ICT as a servicee provider and a hybrid public/private cloud delivery model.

Strategic Reform’s role has been multifaceted – assisting GA to manage the project from inception, and are committed to delivering through to completion.

Over the course of the engagement, Strategic Reform have:

  • Reviewed the existing ICT strategy and performed assessment of financial viability and procurement strategy
  • Developed the business case for the transformation
  • Undertook detailed analysis and mapping of current ICT processes, enterprise architecture and application landscape, with an intent to streamline, improve and consolidate
  • Assessed current organisational structure, operating model and workforce capability, and worked with GA to design a future state model
  • Engaged in executive engagement and mentoring, to build awareness and support transformation program, as well as building a change network
  • Produced the service specifications for the procurement, and developed and managed the procurement strategy, including the procurement evaluation of an initial Expression of Interest and a full Request for Tender
  • Negotiated contract with third party vendor, including developing Service Level Agreements and the Transition and Transformation Programme Schedule
  • Established Project Management Office including capability enhancements
  • Act as the ongoing conduit and manager between GA and the third-party vendor through the transformation programme, managing risks and the benefit profile, and delivering change and communication activities to the organisation
Department of Infrastructure and Regional Development

Strategic Reform was engaged to draft a revised ICT Strategy for the Department of Infrastructure and Regional Development (DIRD), and our success has meant we continue to consult on the rolling business case, as new subsidiary initiatives are proposed for investment appraisal in accordance with this strategy (Coastal Trading Licensing Scheme, Vehicle Safety Standards, Airport Building Code).

Strategic Reform undertook detailed organisational analysis including strategic policy directions, prepared the business case documents, and presented ICT investment and subsequent program planning. These outcomes have resulted in the department becoming less bespoke in its system design through greater use of COTS based technology, which has led to far greater enablement and automation of business services.

Strategic Reform have three consultants placed within DIRD on a long term basis, managing their Project Management Office and providing oversight of key application developments using third-party providers.

As part of this, Strategic Reform are currently developing the Department’s Electronic Document and Record Management System (EDRMS) Strategy, which includes a broad scope of work, including:

  • Information Management Governance, Strategy, Policy and Architectures
  • Audit and analysis of datasets, ICT applications portfolio and research registers
  • Digital recordkeeping transition
  • Digital authorisations
  • Integrating SharePoint with the EDRMS for seamless recordkeeping

This work will better leverage the Departments data and ICT investment, and inform a range of strategic priorities.

Strategic Reform has also recently performed a system, process and governance review of DIRD’s Infrastructure Investment Program (IIP), the mechanism by which Australia assesses and distributes Federal investment for infrastructure projects.
The engagement has seen Strategic Reform perform:

  • Extensive stakeholder interviews (approx. 40 persons)
  • Analysis of previous reviews and audits on the Programme and business context, including legislation and guidance material
  • Analysis of IT system capability
  • Analysis of assessment process
  • Analysis of organisational culture and leadership capability
  • Analysis of governance and operational structure

The engagement has resulted in the development of a Transformation Roadmap that clearly identifies target areas for improvement, a critical-pathway of activities, and proposes a new governance and operational model for the Branch. Strategic Reform are now helping the Division to initiate and implement those changes. It also sets the foundations for a new Branch specific IT architecture, with clear links to the Department’s broader reform agenda, including in the EDRMs space.

National Heavy Vehicle Regulator

Strategic Reform were appointed by the Department of Infrastructure and Regional Development to act as independent Commonwealth advisor, in relation to the remediation of an Access and Permitting Management System used to regulate the intra-state movement of heavy vehicles across state and territory borders.

Following the collapse of the then system and underpinning business model, Strategic Reform was engaged to undertake a holistic study of a comprehensive set of internal and external factors to determine the best possible path of remediation.

This involved significant consultation with multiple states and territories, balancing a vast array of viewpoints and approaches. Subsequently a business case was developed and used as a blueprint of how to restructure the agency to deliver on a previous COAG commitment. The business case was endorsed and used in consultations with Senior Officials and Ministers.

  • Comprehensive engagement and negotiation with key stakeholders on new future state including refreshed insight into each respective policy concerns
  • Endorsed business case for remediation
  • Cost effective approach to remediation through greater use of emerging technologies

Detailed, costed financial remediation path, visible ROI and, enhanced capability all within existing funding envelope

Department of Immigration and Border Protection

Strategic Reform were engaged by the Department of Immigration and Border Protection (DIBP) to perform a current state assessment of the deliverable capacity of the Border Systems Branch (BSB) Project Management Office (PMO) and staff.

The BSB sought assistance in evaluating the branch’s current delivery capacity, including an assessment of its workforce skill capacity. This was to provide greater understanding and clarity of the roles and responsibilities of employees, and how they support and align with the overall mission of the BSB.

As part of the organisational restructure within the DIBP, Strategic Reform were further engaged to conduct an analysis of a Section split within the BSB. This enables the Assistant Secretary to make an informed decision on the placement of strategic roles and skills across the new Sections that emerged from the split to ensure the appropriate balance of staff and skills were in place to support the functions and services of the DIBP.

Strategic Reform designed and conducted an online skills and training audit survey questionnaire for staff in order to gain an understanding of the current and future skills and training needs of the branch.

The results were analysed and consolidated into a comprehensive report for the Assistant Secretary of the Branch that provided insight into the skill and training requirements of the BSB.

Strategic Reform provided artefacts on actionable recommendations on initiatives necessary to improve workforce skill capacity, resource management, business engagement and through put of the branch.

National Film and Sound Archive

Strategic Reform were engaged to undertake a review of the ICT capability of the National Film and Sound Archive (NFSA), who are on a journey to implement an end-to-end digital process for its organisation.

The goal of the review was to analyse the current state of ICT capability across all facets of the NFSA. As part of the review, the following aspects of ICT capability were considered:

Business:

  • Assessed current Organisation strategy and website;
  • Interviewed key stakeholders on quality and timeliness of ICT Services
  • Reviewed NFSA’s ICT and digital strategy; and
  • Reviewed alignment with the Australian Government’s Digital Transformation agenda.

People:

  • Interviewed ICT personnel to gauge skills, experience, attitudes and behavior;
  • Interviewed a representative sample of users; and
  • Reviewed organisation structure and position descriptions for relevant staff.

Process:

  • Reviewed existing ICT processes including service desk and level 2 and 3 support processes; and
  • Compared with ICT industry trends and Australian government best practice and policies such as security and information management.

Technology:

  • Reviewed existing ICT technical documentation;
  • Reviewed arrangements with suppliers that provide NFSA ICT capability; and
  • Compared with ICT industry trends and Australian government best practice.
  • A report was tabled to the CEO summarising the current state of the ICT environment and key findings recommending future next steps to progress their journey. The information was collated by conducting discovery activities with the various stakeholders and users of NFSA ICT, and the observations provided the rationale for the recommendations presented in the report.
Commonwealth Director of Public Prosecution 2014 – 2015

Strategic Reform was appointed as Strategy and Transformation Advisors on the strategic transformation of the agency and the development of a new business model; the first ever whole of organisation strategic planning exercise.

Strategic Reform undertook the scoping study across the organisations strategic intent, structure, service delivery model and current and future government policy implications.

Strategic Reform prepared the business case and transformation strategy for the agency to restructure itself along the law enforcement priorities of government and adopt a management and business model more relevant to contemporary professional services.

The business case was endorsed and used in consultations with the Attorney-General. Further, Strategic Reform worked closely with the senior executive of the organisation to assess and implement a number of key transformation initiatives, including; legal administration and support reorganisation across the country, legal practise financial spend analysis and ICT strategy and architecture review and development.

  • Analysis of strategic directions including emerging government policy
  • Executive engagement, to build awareness and support for the case for change
  • Design and advise on the implementation of innovative and fit-for-purpose operating models
  • Detailed analysis of corporate services with the intent to streamline, improve and consolidate different services in line with the requirements of the transformation program

Address complex business transformation issues through an organisational change and communication strategy.

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  • E: enquires@strategicreform.com.au
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