Demonstrating our capability
Please click on the links below to see a small selection of the types of engagements we undertake:
read moreStructural Review, Change Management and Implementation: Unlocking value in a research and reference library through the application of business process mapping and job analysis techniques
The State Library of NSW
The State Library of New South Wales is a world leading library and centre for digital excellence committed to the continuing development of its collection of international renown. In 2012, it became evident that the Library’s funding from government was reducing and that the Library needed to find new ways to deliver its services. Analysis of the Library’s position showed that it needed to reduce staffing by 20%. Following an organisational assessment, it was decided to undertake specific reviews of branches and activities within the Library to reposition and refocus resources.
Fyusion joined with Vicki McDonald, Executive Director, Library and Information Services, to present a paper to the 2015 Qualitative and Quantitative Methodologies in Libraries (QQML) conference, detailing the method and outcomes of the project. The abstract of the paper is included below.
This paper describes how the collection management function at the Library was reviewed and the specific research approach that was applied to not only identify areas where efficiencies might be found but also to position the Library for the future. Professional work, such as that of librarians, involves complex tasks that call for autonomy and the use of judgment (Alvesson 2004; Greenwood, Hinings et al 1990). It can be difficult to disaggregate this type of work and identify where effective cutbacks can be made and savings found. To understand how collection management work was being delivered, the Library engaged an organisational development and consulting firm, Fyusion Asia Pacific, to undertake a review of the collection management function. The project adopted a job analysis approach which involved:
- Working with teams of staff to map in detail their current activities, providing insights into how each team understood and shared its work; and
- Administering an online survey of all staff to discover how individual roles were performed across the function.
By combining these two data collection methods, this approach yielded a significant amount of detailed and granular quantitative data about the day-to-day work involved in delivering the collection management function. It also provided rich qualitative data about the context in which the work was being delivered. Analysis of the data revealed that work practices across the collection management function differed significantly by item format and that this was leading to inefficiencies and duplication of effort. It also showed that the collection management processes relating to digital items were underdeveloped at the Library.
The review enabled the Library to implement a new structure for the collection management function that was format agnostic and also achieved the resource savings required. The new structure introduces a stronger model for skills-based specialisation and provides a pathway for the Library to build its capability and capacity to make its extensive digital collection accessible now and into the future. Complementing the new organisational structure is stronger governance focussed on open and transparent decision making.
Alvesson, M. (2004) Knowledge Work and Knowledge-Intensive Firms. New York, Oxford University Press.
Greenwood,R., C.R.Hinings and J.Brown. (1990) “’P2’-Form Strategic Management: Corporate Practices in the Professional Partnership”. Academy of Management Journal 33: 725-755.
read moreCorporate and Shared Services Reform
A program unit within a large state government department.
Fyusion was engaged to develop an onboarding program to enable the agency to consistently induct a significant number of new staff to their roles and to the agency without loss of business continuity or performance.
Fyusion developed an overall induction strategy and framework and then worked with the agency to design and implement components of the strategy. The agency was different to many government agencies in that:
- It had a distinctive staffing structure, with many roles filled by consultants and contractors in addition to permanent staff; and
- The work of the program was driven by a central program management office (CPMO). The role of the CPMO was to oversee the delivery of the Program’s objectives across the NSW government, provide program management support to the core activities of the agency and support implementation of equivalent reform programs within Departments.
Fyusion undertook a range of activities to enable it to design the onboarding strategy and then deliver specific components of that strategy. These activities included:
- Cluster interviews with each of the work units within the agency to understand their area of responsibility and their needs in relation to an induction program;
- In-depth interviews with the leaders of each work stream to gather content for the induction program;
- Review of an extensive collection of background material relating to the history, design and operation of the agency;
- In-depth interviews with key staff who were exiting the agency, to capture critical information and insights about their roles;
- Facilitation of focus groups with staff to evaluate the pilot induction products.
There were several outputs from this project:
- An overall induction strategy, covering the first month of a new employee’s experience at the agency. The strategy incorporated induction elements that were compulsory for all new NSW government employees, and tailored other elements of the program to the specific needs of the agency.
- An online induction pack for new staff which provided a detailed introduction to working in the public sector as well as an introduction to the agency. This pack had to be developed to a very tight timeframe and Fyusion succeeded in designing and delivering the pack in two weeks.
- A series of presentations on each work stream within the agency, pitched at a level appropriate for new staff.
- A handover protocol with a detailed process map which set out the process to be followed when team members left the program and provided supporting templates for managing this process.
- A number of other induction products, such as the script for an office tour and agendas for key meetings.
A focus group convened to assess the pilot online induction pack indicated that new staff found it extremely helpful and that it enabled them to quickly acquire an understanding of their role within the agency.
read moreCorporate Services Review: review of HR, Finance and Marketing functions
A leading cultural institution
Fyusion was engaged to undertake reviews of the Human Resources, Marketing and Business Development and Financial Services functions of a nationally significant cultural institution. This series of reviews focussed on positioning each function to overcome significant challenges, including:
- Changes in funding arrangements;
- Standardisation of software and administration practices; and
- The change program driven across the public sector by the Public Service Commission.
All reviews involved undertaking extensive staff and stakeholder consultation, including:
- Over 30 in-depth interviews
- Six workshops with staff
- Interviews with and analysis of comparable organisations
Fyusion developed detailed recommendations and structural options for each function, and presented a comprehensive report to each functional manager as well as the leadership of the institution. The recommendations were designed to strengthen the institution’s corporate services structure and support the institution’s broader reform agenda.
The institution restructured its corporate services in line with Fyusion’s recommendations in order to meet future challenges and achieve significant savings.
read moreStructural Review: Improving resourcing and service delivery
A large government department in NSW
Following recommendations from a NSW Ombudsman’s report, the client engaged Fyusion to undertake a review and restructure of the department with the aim of improving resourcing and service delivery.
Fyusion developed a methodology to analyse the current and future needs and requirements of the client in terms of:
- Structure (including skill requirements and personnel)
- Contract management
- Data management
- Future e-business initiatives
- Services delivery
Over the course of the next six weeks, Fyusion facilitated a total of 52 meetings and workshops involving 123 internal staff and 25 external stakeholders.
Based on the analysis of feedback from the consultation process, Fyusion proposed a new functional structure for the department.
Following feedback and approval by the Board of Management, Fyusion was engaged to lead the implementation process across the department including:
- Embedding the framework developed
- Creating communication channels
- Defining roles and responsibilities
- Identifying skills gaps
- Developing policies, processes and procedures for each functional area
Once this was completed, Fyusion further assisted the client by sitting on recruitment panels to ensure that the appropriate skills were entering the organisation. Additionally, towards the completion of the restructure, Fyusion modified the structure again when an additional 52 staff were transferred over from the NSW Department of Commerce.
The restructure significantly changed the culture from a regionally focused environment to a commercially focused operational structure. It was endorsed by senior stakeholders.
read moreJob Design and Analysis: APS4 to EL2 level
A large federal government agency
Fyusion were engaged to undertake a job design and analysis project for this client as a response to two key drivers:
- An independent review of the client’s Business Model which made recommendations relating to job roles and definitions
- The initiation of a program to amalgamate this agency with a number of other agencies with the objective of achieving a more coordinated approach across agencies
After the project had commenced, the scope of the project was extended at the client’s request to include a structural review of one of the functional areas.
In light of the key drivers, the project methodology was developed to:
- Clearly define the roles and responsibilities of staff members with a view to identifying generic capabilities and technical expertise requirements from the APS 3/4 level to the EL2 level
- Rationalise the number of diverse roles at each level, ensuring alignment with the current Business Model and the current and future needs of the business
- Identify and determine appropriate spans of control for roles across the Division
The project involved extensive consultation with staff including:
- Over 20 focus groups and workshops
- An online staff survey for over 350 staff (the 85% response rate is well over the average and provides a clear indication of how engaged the staff were in the project)
Over the course of the project Fyusion:
- Developed a process map for the central work process, providing a picture of how the work of the different teams came together at a high level
- Gained a detailed understanding of the day-to-day work of the functional area
- Identified blockages and duplications within the system that were slowing down work processes
- Identified ways in which the work could be streamlined under a new structure
Fyusion presented a comprehensive report to the executive team outlining:
- Recommendations for the new structure
- An analysis of the job roles
- Job summaries for the 20 roles identified
At the conclusion of the project the Executive team accepted Fyusion’s recommendations for the new structure, the analysis of the job roles and the job summaries.
Testament to Fyusion’s project management skills, we were subsequently re-engaged to implement the new structure.
read moreFacilitation: A series of stakeholder consultation sessions
The team implementing the National Electronic Conveyancing System (NECS) in NSW.
Fyusion was engaged to facilitate four consultation sessions to obtain feedback from potential users and other stakeholders on the introduction of the proposed National Electronic Conveyancing System (NECS). The input for the sessions focused on the implementation issues that needed to be considered as well as the regulatory impacts of the new system.
To prepare for each consultation session, Fyusion:
- Undertook liaison activities with each of the stakeholder groups to discuss their participation and the general format of the session
- Undertook a significant level of research and preparation in order to understand the technical issues to be presented and to develop effective prompts to generate discussion at the sessions
- Prepared an agenda for the session and developed a consolidated slideshow incorporating all introductions, presentations and discussion questions
At each session Fyusion facilitated questions from the audience (which included stakeholders from the banking, conveyancing and legal sectors) and recorded the discussions that occurred.
At the request of the client, Fyusion also designed and developed an online survey that was sent to gauge participant satisfaction with the sessions. Fyusion analysed the results and developed an evaluation report which detailed the key themes from the data received and compared the results between surveys.
Fyusion was able to provide detailed reports to the client summarising the feedback received at each session. In addition, the participants rated the consultation sessions very highly: between 87% and 90% of participants rated the sessions as ‘very valuable’ or ‘valuable’ and the facilitation as ‘very good’ or ‘good’.
read moreEvaluation: A new online service
A state government organisation
Fyusion was engaged to conduct an evaluation of design options for a new online service.
The project required Fyusion to conduct interviews with potential users of the service in order to understand how the design of the online interface would impact on the use of the proposed service. Specifically, Fyusion was asked to collect information about:
- Screen flows
- Terminology and language
- Layout and groupings
Fyusion conducted 12 in-depth interviews with users across a spread of ages and customer segments using an approach called Paper Prototyping. As part of this approach users were shown mock-ups or prototypes of the screens they would see when using the online service and were then asked to explain how they would use the interface to complete a small set of tasks.
Fyusion collated and analysed the results and developed a report outlining recommendations for improving the interface.
The client has been able to adopt many of the recommendations to improve the user experience and functionality of the interface.
read moreUsability Testing: New directional signs
A state government organisation
Fyusion was engaged to conduct a research study to test new directional signs being proposed for the client. The particular goal of the project was to investigate whether the signs met the needs of the client and could be readily understood by users.
The study adopted a qualitative research approach and collected information through a series of in-depth interviews with:
- Staff who had regular contact with clients and were involved in answering directional inquiries
- Users who had little or no experience of the client site so were typical of the group for whom the signage was being developed
Fyusion analysed the data, presented findings back to a meeting of the client’s staff and then prepared a full report with findings and recommendations to the client’s Executive.
The findings and recommendations were used as the basis for new signage and further user testing is planned.
read moreProcess Mapping: Agreeing on a consistent approach to new processes and procedures
A large federal government department
Fyusion was engaged to support the implementation of a new enterprise-wide learning and development (L&D) system which required a completely new approach to how L&D was managed, including the rationalisation of tools, systems, processes and work practices to underpin the new model.
A key challenge was gaining agreement on a consistent approach to new processes and procedures given the diverse nature and operations of the previous systems.
Fyusion designed a process mapping methodology that consisted of a series of two-day workshops with a core team of representatives from the relevant stakeholders.
At the conclusion of each workshop, Fyusion provided the client with the process map(s) developed during the workshop as well as a detailed report on discussions.
Additionally, the client was interested in building their internal capability in process mapping so Fyusion designed and ran a session to transfer this capability.
Fyusion was initially engaged to facilitate three two-day workshops, but the scope of the project was increased to a total of five workshops at the request of the client due to the rapid progress, successful outcomes and gathering momentum of the project.
At the conclusion of the project the client had received a comprehensive compendium of processes, work practices and protocols and associated principles to support the design, development and delivery of learning and development in the department, including a User Guide to the process maps.
Overall the client expressed a very high level satisfaction with the management and outcomes of the project.
read moreTraining and Evaluation: Developing training and evaluating the outcomes
An international corporation
Evaluate a training package that had been delivered by an external contractor but was regarded as unsatisfactory. Fyusion was asked to:
- Analyse why the training package had not been effective
- Identify the training gaps
- Make recommendations for delivering training in the future
Fyusion embarked on a major stakeholder engagement process contacting employees across Australia who had participated in the training program. Approximately 25 stakeholders were interviewed using a discussion guide developed by Fyusion. Once the interview program was completed, Fyusion provided a framework for how the training needed to be conducted in the future and the areas that it should focus on.
One of the key findings of the project was that the training would not be very successful if it provided general information for all divisions. It was necessary that the training be customised for each division so that staff could understand how the changes were going to affect them and their daily work.
Fyusion successfully delivered the evaluation and training gap analysis. The client’s satisfaction with this work was such that they then engaged Fyusion to:
- Design a new training course
- Deliver the course
For this second part of the project, Fyusion collaborated closely with subject matter experts and business unit teams to produce six different training packages.
Effective delivery of the training program represented a significant challenge, as client staff were located across a number of Australian capital cities, remote regional locations and international locations. In order to meet the shift and time zone requirements applicable to these staff and sites, Fyusion developed an effective training schedule incorporating face-to-face and teleconference style presentations and delivered a number of sessions outside standard business hours.
read moreDeveloping User Guides: Writing a series of user guides for the general public
Land and Property Information
(formally the Land and Property Management Authority)
Fyusion was commissioned to revise, update and rewrite a series of departmental user guides aimed at assisting the general public to use the department’s services. The guides had originally been written by a technical expert and despite being information rich they lacked a clear structure and needed to be rewritten in ‘plain English’ in a way that was suitable for the general public to understand.
In addition, several of the guides needed to be furnished with additional information for internal use by departmental staff.
Fyusion facilitated a series of workshops with key stakeholders to understand the more fundamental aspects of the guides and the areas which were most significant to users. This information was then collated, restructured and rewritten into a series of five guides for the general public and three guides for internal use.
The client was extremely pleased with the resulting documents and the public user guides are published online at:
The First Stop Guide to the Records of the Registrar General
A Brief History of the Records of the Registrar General
Old System Information and Search Guide
Torrens Title Information and Search Guide
Searching the Registrar General’s Maps and Plans