Strategy & Governance

organisation redesign

Wondering why your latest restructure or organisational redesign wasn’t successful?

Organisational redesign is far more than calculating the right number of FTE ‘boxes’ and identifying reporting lines ‘lines’. Whilst that may make it clear who to turn to when you need a remuneration review, it does little to address requirements for workforce and employee wellbeing and sustainability; connection, collaboration and collegiality; talent acquisition and capability development; compliance; and continued improvement and evolution of services and outcomes. Ultimately, these are the factors that will determine your capacity to achieve your mission and strategic priorities.

Six tips to understanding and measuring policy impact

While we’d argue that there has been a marked improvement in the measurement of program and service impacts, challenges still remain when it comes to policy. How to effectively measure the impacts of policy work is a challenging question being faced by evaluators and performance management experts.

Business Plans

Your Corporate Plan is important, but so are your Business Plans!

Divisional and Branch level Business Plans are not currently a regulatory requirement within the Commonwealth, but this does not mean that they are not important. Such plans are critical to tell an organisations complete and sound performance story. While Corporate Plans are supposed to cover performance measurement from the strategic outcome level, this is often miles away from the work of each branch and team. Ascertaining how an individual or team’s work and performance links to the Corporate Plan requires some serious mental gymnastics. Business Plans are designed to bridge this divide, helping teams and individual staff members to establish and understand ‘where do I fit (with my work) into the picture’.

Corporate Plan

The Corporate Plan writing season has arrived!

Reviewing your Corporate Plan may not be at the top of your priority list or at least not something welcomed with open arms. But now is the time to write/overhaul your Corporate Plan and make it fit-for-purpose for 2022/2023. This will not only help you meet regulatory requirements, but also bring it to the next maturity level of your organisation’s performance culture and management capabilities.

Reflecting on the lessons from crisis management and rapid recovery

There are many different types of crises: natural and human-made disasters, political scandals, terrorism attacks, commercial collapses, global health emergencies. Some crises arrive swiftly, undetected, catching us off-guard. Others we can see coming from a long way off, yet are powerless to avoid them.

Public Sector Corporate Plan Podcast

PODCAST: Making your public sector Corporate Plan a more engaging, practical and inspiring document.

We've just launched our first podcast all about making your public sector Corporate Plan a more engaging, practical and inspiring document. 

The Grosvenor Governance Model

The Grosvenor Governance Model is the best practice 2-part model that has been developed over the course of many governance assignments. The principles that support this model come from the Australian National Audit Office and the Australian Public Service Commission. This model is completely scalable; from team or project level to organisation level, to complex inter-jurisdictional arrangements.

Preparation is key to communicating in a crisis

As the world faces a crisis the likes of which we’ve never had to encounter on this scale, we are reminded yet again of the importance of good communication at times like these.

Where are you in the program lifecycle?

Being asked to manage a new, or existing, program can seem overwhelming. To help you navigate the world of program management, Grosvenor Public Sector Advisory has developed a series of articles to break down the key activities and tasks you can implement to make your life easier.

The Change Journey

The public sector exists in an atmosphere dominated by change. Regular changes to policy, rapid development of information and knowledge management capabilities and increasing expectations of the public enforce the notion that change is an inherent characteristic of public sector organisations.