Public sector organisations are under pressure to deliver more with limited capacity, changing skill requirements and growing expectations. The PSA practice helps you build the skills, leadership and ways of working needed to deliver outcomes at team, divisional or organisational level, with senior practitioners involved throughout to ensure improvements are practical, adopted and sustained.
Design of practical capability frameworks and role definitions that clarify accountabilities, decision rights and expectations across teams, divisions or whole organisations.
Support to plan future workforce needs, identify critical roles and design structures aligned to strategy and operating models at any level of the organisation.
Targeted development for executives and senior leaders that strengthens leadership confidence, alignment and performance in complex delivery environments.
Uplift of program and project management capability through coaching, practical tools and embedded support that matches real work
Building internal capability to lead and manage change effectively – focused on behaviour, adoption and practical application rather than standalone methodology.
“The no-fuss and human attitudes of the team. I've worked with a lot of consultants in Govt for years …and arrogance is usually a feature. [The Grosvenor team was] extremely professional and smart and helpful. The product delivered was crystal clear and has made it really easy for the project team to know where to start and what to prioritise.”
“The quality of knowledge, skills and expertise that the department received during the period of this project was excellent. Charitee and her team did a fantastic job.”
An Organisational/Industrial Psychologist by trade, she has over 11 years in management consulting under her belt, with more than 9 of those focused on the public sector.
Her experience spans various industries including transport, emergency management, construction, service delivery and human settlements, conservation and tourism, environmental preservation and climate change, correctional services and justice, education, financial services and insurance.
She has also worked across federal, state (NSW, Queensland, and Victoria) and local government/municipalities. Sarika has worked predominantly in South Africa and Australia, applying better practice across industries.
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The client had a lack of understanding of the region’s workforce in order to establish a workforce strategy. Grosvenor was able to work with the client to weaken longstanding differences and build a diverse, supportive and productive Steering Group. An inclusive and solution-driven approach empowered the Steering Group to actively contribute to the project’s final outcomes.
Grosvenor's strong understanding of the public sector and primary healthcare networks combined with our contemporary data collection, analysis and visualisation tools delivered the NCPHN an accurate profile and dynamic visualisation of its primary healthcare workforce, a single data repository and a roadmap for its future workforce strategy.
With the team geographically dispersed and work divided across the sections, the team was in the ‘storming’ phase of team development, facing challenges such as unclear roles and responsibilities and a heterogeneous culture.
In late 2024, NSW Treasury released updates to business case guidelines, including new templates to deliver a business case. Our client identified a need for additional training in specific areas of delivering business cases, to support in making them more clear, concise and compelling.
Flexible working arrangements are an inevitable consequence of a number of global forces reshaping the way we work and how we engage with technology. No organisation is immune, but nor should the inevitable be feared. Here’s my top 3 observations of how early-adopting organisations have successfully made the shift to a new, more flexible workspace.
What can you do as a leader to encourage self-determination, an active development mindset across the business, and an approach that allows everyone to be genuinely deliberately developmental?
“Tracking, monitoring and managing the skills and capabilities of the workforce can be problematic, especially with a view to positioning the workforce for the nature and types of future work.”Do any of the five statements below sound familiar in your agency? If so, you are not alone. Most government agencies are grappling with these exact problems when trying to address the future of work.
Workforce capability refers to the combination of skills, knowledge, behaviours, systems, and organisational conditions that enable a government agency to deliver services effectively. It goes beyond individual skills to include how work is structured, enabled, and supported across the organisation.
Workforce capability is critical because public sector organisations are delivering increasingly complex services under resource constraints, workforce shortages, and rising community expectations. Strong capability ensures agencies can adapt, deliver policy outcomes, and maintain service quality in changing environments.
Workforce capability is the overall ability of an organisation to deliver outcomes. Workforce planning focuses on forecasting and meeting staffing needs. Skills gaps are specific shortages in technical or role-based competencies. Capability is broader—it includes structure, systems, leadership, and culture as well as skills.
Common challenges include ageing workforce profiles, difficulty attracting specialist talent (digital, data, commercial), over-reliance on contractors, fragmented capability frameworks, and misalignment between organisational design and service demand.
Workforce capability is typically assessed through capability frameworks, workforce data analysis, role mapping, maturity assessments, and consultation with leadership and frontline teams. Effective assessments link capability directly to organisational strategy and service delivery outcomes.
Capability is strengthened through a combination of organisational design, workforce planning, leadership development, capability frameworks, training systems, and structural alignment. The most effective approaches integrate capability building into operating model design rather than treating it as a standalone HR function.
Many transformation programs fail to deliver intended outcomes because capability is not aligned to the future operating model. Agencies may redesign structures without ensuring they have the skills, systems, and leadership capacity required to execute the change.
A capable workforce is one that has the right mix of skills, governance clarity, and enabling systems to deliver services effectively and adapt to change. It includes both technical capability and organisational enablers such as leadership, culture, and decision-making structures.
Capability is a core pillar of public sector reform because it determines whether agencies can implement policy, redesign services, and sustain operational change. Without sufficient capability, even well-designed reforms fail to deliver outcomes.
Effective capability uplift should result in improved service delivery performance, clearer role accountability, reduced reliance on external labour, stronger leadership capacity, and better alignment between strategy and operational execution.
Whether you are looking to get more out of your projects, are interested in collaboration or would like to talk about joining the Grosvenor team, please get in touch.
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