Victoria Police is the primary law enforcement agency of the Victorian State Government servicing the community across 54 police service areas, 21 divisions and four regions.

In 2020, they embarked on a transformation journey to review, modernise and improve services delivered to the community.

We supported the Human Resources function to develop a road map to implement findings, mobilise executive team on purpose, restructure to align service delivery, introduce new ways of working to empower teams to own change and drive digital enablement to automate workflow and improve the experience for over 22,000 members of the force.   

Ranked as number one in Australia and among the leading universities internationally with over 54,000 students annually, IT Services is one of the key functions called upon daily to support students, faculties and research centres.

We were engaged initially to help address poor NPS scores and service  issues. After reviewing the data and interviewing staff, we were able to discover the source of the issues. It was not a productivity issue as initially thought but a breakdown in help desk triage process from a recent restructure, amplified by a new Executive team which had not yet defined service ownership.

Over a 12 month period, we worked closely with the executive team to build a vision for change, align on purpose and prioritise effort to stabilise service and performance to earn back trust. We provided program management, change support, leadership development to help leaders deal with change and executive coaching to help build cohesion and performance across all levels.

To embed change, we established a change champion network with representatives across all levels. We were delighted that the program "One Voice" left a Legacy as it continued to add value years after it commenced. 

We were engaged to lead the transformation of the national procurement function. The aim was to centralise procurement activities to boost purchasing power, reduce administrative effort, improve contract and vendor governance.

We began by designing a clearly defined and sequenced program roadmap, including stakeholder engagement, change and communications activities.

We mobilised the team, led key activities and provided coaching support to prioritise effort across operational and transformation activities.

There were a number of challenges to overcome including resistance, trust and established ways of working. The collaborative and transparent approach we took enabled gradual progress and within six months the team was well on it's way to achieving it's goal of providing a modern professional service.