Development of a Future-fit Operating Framework
This piece of work used a collaborative approach to develop a jointly strategic road safety partnership model for the NZ Transport Agency, Ministry of Transport, and the New Zealand Police that integrated strategies, approaches, and other elements of the transport system (e.g. traffic management, crash investigation, heavy vehicle compliance, etc), with the aim of putting people and victims at the centre of the model. The project was future focused, drew on international examples of best practice, and developed a framework that is future fit, enabling and levering automation and technological innovation in future compliance and enforcement systems. Importantly, this work was carried out with responsible management and staff across the three agencies, and built capability and capacity to execute the partnership approach.
Review of Risk and Assurance Functions
We undertook a review of the risk and assurance function of a large Crown Entity to ensure that it was fit for purpose and would meet the organisation’s current and future needs. The review included identifying risk and assurance best practices that meet the client's needs, testing current practice against agreed good practice criteria, and identifying and evaluating options for new operating models, structures, policies and practices. All executive level staff engaged with risk and assurance work and key stakeholders were consulted and participated in the review. We provided the client with recommendations and an outline implementation plan for transitioning to a best practice approach to executing its risk and assurance function.
Review of Complaints Policies and Procedures
We conducted an independent review of the Royal New Zealand Ballet complaints policies and procedures. The review enquired into how the complaints were handled, provided guidance on best practice processes and recommended improvements to the RZNB's policies and processes to ensure there is confidence in the complaints process. A significant aspect of this review was proactive engagement with the staff, management, and union in the development of findings and recommendations.
Review of a Semi-Independent Statutory Commission
Working for a core public sector department, we reviewed a semi-independent statutory Commission to understand the needs of the relevant sector now and in the future in terms of the functions of the Commission, the extent to which the Commission has been effective in meeting these needs and identify alternative, more effective ways of meeting the needs of the sector.
Core Public Sector Ministry Functional Reviews
We have completed three reviews for a major core public sector ministry that provided independent advice on its communications and engagement function, a nationwide network planning and delivery function, and the enabling functions within a particular group. All of the reviews provided an independent assessment of the current state performance of the function against best practice and the needs of the organisation, identified and evaluated a range of options for improving the performance of the function, and provided the client with recommendations and an outline implementation plan for transitioning to a best practice approach.
Organisational Re-structure and Operating Model
Working closely with the newly appointed Chief Executive of one of the most significant core public sector ministries we developed a fit-for-purpose functional design and operating model that will support the Ministry to execute its strategy and fulfil its role to lead the system in its area of responsibility for all New Zealanders. The organisational structure we developed reflected the Ministry’s system and sector leadership role as well as its stewardship responsibilities.
Established Organisational Functions in Start-ups
Supporting the heads of the Provincial Development Unit and the KiwiBuild Unit we developed organisational design architecture, models of management and governance, and programme and design and reporting for both units. We then delivered the initial implementation of these at a senior level whilst permanent staff were recruited.