Organisational Design in readiness for NDIS and customer driven purchasing.

Context 

Our client was a faith-based Not for Profit with a workforce of approximately 800 staff and volunteers. J&G were engaged to:

• fulfill the Board and CEO commitment to review the structure in light of a new Strategic Plan
• provide the Board and Executive Team with an evaluation and expert insights into:

o   aspects of the structure that were working well to support growth
o   achieving an optimal, integrated customer experience
o   areas that represented a barrier to improved performance
o   possible future service delivery models and supporting structural options
o   suggested executive and senior management accountabilities

• propose a high-level approach for transitioning to new arrangements
• advise and support the CEO through implementation.

Delivery 

J&G worked closely with the CEO and Executive Director of People, Culture & Organisational Development to:

• Understand the Current State, identifying sensitivities, issues and opportunities
• Facilitate definition and agreement of design principles to guide future decision making
• Drawn on international design frameworks, local industry competitor analysis and our expertise in organisational design to develop and propose a new service delivery model and options for organisational design
• Develop supporting Accountability Maps and Job Descriptions to enable contract re-negotiation and recruitment to occur
• Design and support the introduction of a transition plan, facilitating workshops and developing communication materials to support the CEO and Executive Team in successfully moving to their new arrangements

Results

Pre-engagement status

• Structure that was the legacy of multiple entity amalgamations and redesigns over many years
• “Silo’ed” behaviours
• Multiple different ideas at Board and executive level about what an integrated future state structure should look like
• Awareness of some issues inhibiting integration and development while others 

Post-engagement status

• Independent analysis contributed a broader picture of the structural, functional, relational and capability issues presenting a challenge to moving forward
• New contemporary org design for all executives and their direct reports
• Creation of new emphasis on Executive Accountability and role design around the customer
• A new service delivery model which provided shared language and concepts to progress business and operational planning, ongoing review and redesign of roles throughout the organisation, service catalogues and individual performance development approaches