If you are a public value organisation under change
New Policy or New Priorities
Lacking Teeth
The alignment problem
For more than 10 years, an industry regulator had been criticised, including by Ministerial Councils, for lacking ‘bite’ and not using its prosecution powers sufficiently often, or quickly enough.
What we aligned
Working with the board, executives and a focussed group of internal experts, we assisted the client to first built a new organisational strategy that clearly articulated the regulator’s increased powers, then create a strong narrative for its regulatory interventions, criteria for these, and reformed processes.
The results
Double the number of sanctions, in half the time, and greater credibility with the community.
New Markets, New Customers, New Services
Divided Opinion
The alignment problem
A local government had sharply divided opinions, and adverse media comment, on a number of very large investments it was proposing to make into service infrastructure to benefit the community.
What we aligned
We assisted Council executives to provide Councillors with options and a discussion process that enabled them to achieve a strong majority decision (and in some cases, unanimity) on all proposals.
The results
Investments approved with an agreed, ambitious roll-out agenda, plus a strong strategy for community engagement.
New CEO or New Board
An Inglorious Past
The alignment problem
A public health service had experienced what one director called, “an inglorious past”. Reputation with funders was poor, financial reserves borderline, buildings rundown, some services poorly utilised. A new CEO was recruited to ‘turn the ship around’.
What we aligned
We led the board through a process to agree a phased strategy to ‘rebuild’ the organisation, a name change, clearly articulated goals and measures of success.
The results
Within a year, the top tier of leaders had largely been replaced, new high-calibre directors attracted, 85% of result areas achieved, and confidence and trust of funders and community dramatically improved.
New Partnerships
Wasted Opportunity
The alignment problem
Within a population catchment of over 500,000, some 40 partnership groups existed for a single social issue. Each was led by its own board and in most cases employed paid officers. This was deemed ‘wasted effort’ and a ‘wasted opportunity’ by its members, given the divergent objectives of each group.
What we aligned
We worked with government and partners, to guide a process that included fully mapping the complex web of partnerships, audit existing partnership effort and priorities and, finally, gain buy-in from partners on the necessary changes.
The results
A reduced set of global priorities expressed as goals with measures, agreement to combine resources across organisational boundaries and streamline (reduce) governance.
