Structural review of a Learning and Development function

We were commissioned to conduct a structural review of the Learning and Development (L&D) function within a large NSW State Department. The Review followed a recent major restructure of that included consolidation of agencies and realignment of Department districts.

The objectives of this Review were to:

1. Examine and understand the L&D function and structure;

2. Examine the delivery of the L&D function with reference to:

  • Aligning L&D services with the needs of the Department Districts;

  • Meeting the training needs of all stakeholders in the most efficient way possible;

  • Examining options for delivery of learning services, including eLearning and other models; and

  • Ensuring consistency in the quality of the training delivered.

3. Identify areas for improvement in the delivery of services;

4. Develop a suite of recommendations for implementation; and

Recommend options to meet the service delivery requirements.


In order to understand the L&D function and structure across the Department; we adopted a participatory approach which involved extensive consultation with staff and stakeholders through in person interviews. This allowed us to research the delivery of the L&D function with particular reference to:

  • Aligning services with the needs of Department Districts;

  • Meeting the training needs of all Department staff in the most efficient way possible;

  • Ensuring consistency in the quality of the training delivered; and

  • Understanding the impact of a planned integration of BusinessLink into the Department’s Corporate Services.

The Review involved extensive stakeholder consultation. In total:

  • 42 FACS staff participated in focus groups and interviews; and

  • 18 stakeholders participated in interviews.


Following the consultation program, we presented a summary of findings to staff and worked with staff in a co-design workshop to generate solutions to the issues raised in the Review, which led to:

  • A suite of recommendations relating to governance, structure, roles, processes and services; and

  • Options for the operating model and structure of the L&D function.

Subsequent to the Review, we were commissioned to support the Department with an assessment of the barriers to be managed to transition to the new model.  This report outlined the key next steps required to bridge resourcing gaps and to best meet the current and future L&D needs of the Department as a whole throughout the change.

  • Identify specific L&D requirements across the Department;

  • Establish the resourcing, workload and work distribution of L&D; and

  • Measure current resourcing against the identified L&D need, identifying areas of misalignment, duplication or resourcing gaps.

We presented the key findings from the Gap Analysis to L&D staff at a quarterly staff forum. As part of this forum, we facilitated an activity in which staff were asked to form working groups to address key areas of development need, as identified in the Analysis. Following the success of this activity in the forum, these working groups were formally established to continue implementing the recommendations of the Analysis and the L&D Review.

Development of an IT Division Change Management Framework


We were commissioned by the IT Division (ITD) of a large Sydney based university to undertake the development of a change management framework, as well as provide implementation advice for a strategic project that was to roll out across the university.

This project was delivered in two parts.

The first part of this project of was the development of a change management framework for the IT Division. Change management had been identified by the IT Department at the university as critical to achieving project outcomes and benefits. However, the Department recognised that it had little maturity and capability in this area, and so commissioned this project in order to build a fit-for-purpose change management framework to guide its journey.

The second part of the project was providing change management leadership for a strategic IT project - the implementation of a Multimedia Content Management (MMCM) solution roll out, with impacts across the business to stakeholders at all levels – including the Vice Chancellor and a large number of professional teams, academics and students.

Tasks undertaken

To provide an evidence base for the ITD change management framework, and ensure that this would be fit-for-purpose and serve the needs and context of ITD at the university, we engaged a range of internal and external stakeholders. We then analysed the key themes from this consultation program, as well as the project work and priorities of the Department, and aligned this understanding with principles of robust change management in a context of agile project delivery to develop the final change framework.

In supporting the implementation of the MMCM project, we took a hands-on role in leading all aspects of the change journey, including the development and delivery of a change management plan, including communication and training plans, with a strong emphasis on broad and effective stakeholder engagement. We worked closely with the business and the project team to understand the business impacts and readiness for the transition, guiding strategic communications throughout the project, and maintaining active stakeholder engagement ‘on the ground’ at all stages of the project.


The ITD change management framework we delivered provided a clear pathway for staff, offered practical guidance and intuitive tools to support good change management, and was flexible enough to address the wide range of projects and resourcing challenges of the client. The framework was endorsed by the executive, before being rolled out to ITD staff.

Our role in supporting the implementation of the MMCM solution across the university enabled the project team to deliver the project to schedule, meeting key business objectives and importantly maintaining strong engagement with all key stakeholder groups throughout the process. By the conclusion of our involvement in the project, the solution had been successfully piloted and was being used by academic staff and students across all university faculties.

Procurement management and training


We were invited at short notice to manage the entire tender process to procure a security fence for the Asia Pacific Economic Cooperation (APEC). The actual requirements for the fence were very specific in nature and had to meet special prerequisites as requested by the various security agencies involved in APEC. Considerations in the development of the documents included:

  • Unable to specify the actual location of the fence for national security reasons during the APEC meeting

  • Varying sub-surfaces and prevention of damage to sub-surface

  • Timeframe for installation and removal

  • Ability to withstand civil unrest situations

  • Storage

  • Availability of the fence for the period of the contract

The particular documents that we developed included the following:

  • Request For Tender (RFT) Conditions Of Tender

  • Draft RFT Conditions Of Contract

  • Tender Specification

  • Evaluation plan and methodology

  • Evaluation report

  • Evaluation code of conduct

  • Submission and reports for approval

  • Debriefing summaries

Part of the brief for managing this tender was to train the procurement team at the client organisation on how to run a procurement process in the future, therefore skills in ensuring knowledge was imparted and transferred were particularly important.

Interestingly, although the contract was specifically for APEC, we ran the process taking into account the long term needs of the NSW Government and put together a NSW State Contracts Control Board contract so that the fence could be used at other state significant events such as New Year’s Eve in Sydney and World Youth Day.

Review of integrated ticketing


We were engaged by a leading NSW government agency to assist with a review of integrated ticketing for special events in NSW. Integrated tickets are typically made available for large public and sporting events (such as a football grand final). An integrated ticket is one where the cost of transport to the event is included in the cost of the event ticket. The project was supported by a Steering Committee representing the major government agencies involved in special events.

Tasks undertaken

The terms of reference for the project stated that the review should take a whole of government approach to special event ticketing and consider all major event precincts in Sydney. This required a comprehensive data collection strategy which included the following activities.

A program of in-depth interviews with stakeholders and policy makers in other jurisdictions.

The purpose of the interview program was to collect detailed information, on a confidential basis, from all stakeholder perspectives. Over 30 participants were interviewed, with each interview being conducted according to a structured interview guide. The interview guides were designed around a core set of questions, which were then tailored according to the role of the interviewee within the project: that is, according to whether the interviewee was from a central government agency, a transport operator, an event or venue management company or an agency in another jurisdiction.

A focus group with representatives of transport agencies

To supplement the interview program, we designed and facilitated a workshop attended by representatives of all public transport operators. At the workshop, the views of each organisation were canvassed and feedback collected on issues of concern in relation to integrated ticketing and transport for major events.

Desk top audit

A significant challenge for this project was the absence of a central collection point for comprehensive data about ticket sales for sporting and entertainment events in NSW. As a result, the study had to undertake a desk top audit to locate relevant data sources and then retrieve and analyse the data. The purpose of the desk top audit was to evaluate several financial scenarios for integrated ticketing.

It was important that the data collected was authoritative and reliable. Thus, data was sourced from a variety of government reports and official statistics.


At the conclusion of the project, we developed a detailed report that set out and analysed all available statistical data relating to integrated ticketing together with stakeholder feedback. The outcome of the interview program was that we had a comprehensive understanding of stakeholder concerns and issues, and was therefore able to develop options for integrated ticketing which were realistic and could be implemented in the current context.

Structural review


A leading international logistics company commissioned us to undertake an Efficiency Review to identify operational efficiencies and improvements for implementation.

Tasks undertaken

The outcomes driving the project included standardisation of processes & practices across all offices, streamlining of processes and maximising resource utilisation to improve profitability in a low margin sector. The primary areas of focus for the review included:

  • Function and structure of the client organisation

  • Current business processes, practices and requirements

  • Identify process improvements and assess various options

  • Improve existing controls and monitoring systems

  • Suggest re-engineering where appropriate

  • Identify cultural factors impacting on change management.

We adopted a participative approach and invited all office staff to be involved in the review process.  Staff in Brisbane, Melbourne and Sydney were interviewed separately to obtain open feedback in a confidential environment.  


For staff unavailable during the review period, interviews were conducted by telephone. From this analysis, recommendations were developed outlining potential improvements to the operations of the organisation for implementation. We were engaged for the next 18 months to oversee and implement the recommendations from the review.

Research and analysis case study

Client: A large, Federal Government organisation.


We undertook a research and analysis project to evaluate the current capability of a large federal organisation’s leadership cohort and provide recommendations for future development of their leaders. We were nominated for this project largely due to our extensive experience in working closely with the organisation as well as our understanding of their leadership context and areas of development focus.

Through this project, the client wished to answer the following questions:

  • What should a leader look like at the SES Band 1 and 2 levels?

  • What is the current state of capability across the leadership cohort?

  • What is currently being done to develop their leaders?

  • What are the current areas of focus for leadership development within the organisation?

  • What are the projected future capability needs for the leadership cohort?

  • What are the gaps in terms of current and future capability, and how can these be addressed?

Our evaluation was based on analysis of all available data, including research previously conducted internally by the organisation and consultation with key stakeholders. Through this analysis we considered:

  • The current positioning of their leaders against pre-existing frameworks;

  • The current profiles and segments of their leaders at both the SES Band 1 and SES Band 2 levels;

  • How the organisation’s leadership profile compared with those of the broader APS and Australian private sector; and

  • How well their current development offerings aligned with the needs of the leadership cohort, now and into the future.

The ultimate aim of this project was to ensure that the organisation had a clear understanding of its leadership story, to inform its People Plan 2017-18.

Tasks undertaken

We undertook a comprehensive phase of desktop research in order to bring together and analyse the organisation’s leadership strategies, and how these fit with broader organisational goals, current leadership development activities and present and future leadership requirements.

Specifically, the organisation commissioned us to provide:

  • An outline of the performance of the current leadership cohort (with specific analysis of Band 1 and 2).

  • Suggested leadership behaviours to supplement the current organisational leadership attributes.

  • A critical analysis of the organisation’s leadership performance and requirements, including:

    • An environment scan of current best practice at public and private sector organisations; and

    • An analysis of current leadership development activities at the organisation.


This data collection and analysis was developed into a clear and succinct summary report, ensuring that the Human Resources unit had a clear understanding of the organisation’s leadership story to inform the development of the People Plan for 2017-18.

Process mapping facilitation

Client: A large Sydney based University


In order to improve efficiency in its professional support functions, the Faculty devolved a number of functions from the Faculty level to the level of the School. This created a number of challenges:

  • Processes differed significantly across Schools within the faculty.

  • Professional roles changed and responsibilities within certain processes and functions were not clear to some staff;

  • There were unresolved inefficiencies or ‘pain points’ in a number of processes; and

  • Communication between the schools was inconsistent in some cases.

These issues were exacerbated by the fact that many administrative processes had never been documented, had been documented at an inadequate level of detail, or had been documented in a way that does not reflect actual current practices.


We carried out a detailed and methodical research plan in order to engage staff and to understand the differences in processes that existed and the beginning of the project.

Once we had developed a solid understanding of the issues in the Faculty, we worked closely with the Project Sponsor in developing co-design process capture workshops. Staff who have a hands-on involvement with the processes from across the Schools and faculty administration were represented at the workshop. We used facilitation techniques in order to stimulate conversations in the workshops in order to understand:

  • The key work activities of staff;

  • Delivery issues or other challenges with processes; and

  • Opportunities for improvement or ‘quick wins’.

We used the information obtained in the workshops to develop a number of written process guides, some of which were paired with graphical process maps. The process guides laid out in a step-by-step fashion new processes agreed upon in the workshops, incorporating improved professional support practices, quick wins and clear accountabilities.


The process guides were actively used by faculty administrative staff to inform how they executed professional support processes. Following the guides, staff were much more certain about their roles and processes that were newly devolved to the Schools became embedded in Schools’ organisational structures.

Importantly, as a result of this project, administrative processes across Schools were standardised. Standardisation gave the Faculty a number of advantages in monitoring its administrative processes into the future:

  • Savings were made on the maintenance of process documentation. Only one document had to be maintained for a process rather than one for each School.

  • Variability in service quality levels was greatly reduced. In addition to this, users of processes across multiples Schools (i.e. Students undertaking double degrees or general education courses outside the School of their Major) did not have to learn a number of different processes in order to interact with different Schools.

  • New employees were trained more easily, as there was clear process documentation and more staff familiar with the process.

  • The School had a baseline for continuous improvement. A standardised and documented policy made it easier for staff to visualise improvements to the process.

Leadership training case study


A large Australian based IT organisation.


We were engaged by the organisation to assist them in developing training for the delivery of services to BHP Billiton. To commence the project we were asked to conduct a training gap analysis which would focus on the training provided to date and to specifically understand its limitations, as well as the areas that it needed to focus on in the future to meet the demands of their staff.

Tasks undertaken

We embarked on a major stakeholder engagement process contacting their employees across Australia by telephone, some of whom were located in remote locations. Once the interview program was completed, we developed a report which 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 all divisions so that they could understand how the changes were going to affect them and their daily work.

We were then engaged to develop a new information and training package for staff. We then developed six different training packages, one for each of the business units involved in providing services to BHP Billiton. We developed core content for the training packages by working with several subject matter experts within the company and by consulting with experts in related corporations. To ensure that the training and information package was appropriately customised to each of the six business units, we then worked with an expert group from each business unit. The expert group provided content specific to their business unit and reviewed the overall training package to ensure that it met their needs.

Finally, we were asked to deliver the training to all staff involved in the delivery of services to BHP Billiton. These staff were located in capital cities across Australia and at mine sites in more remote regional locations in Australia. Several training sessions were also delivered to staff in international locations.


We presented each training session in partnership with a subject matter expert from the organisation. More than 12 training sessions were delivered through a combination of face-to-face delivery and delivery by telephone conference. To meet the shift requirements of participants located at mine sites and international time differences for overseas participants, we adopted a flexible approach and ran a number of sessions outside standard business hours.

Development of a corporate plan

The client

A leading NSW government cultural agency.


Following our Review of this agency, we were engaged to support the client in the development of a Corporate Plan which set out the new vision for the organisation and mapped the way forward.

Tasks undertaken

We designed and delivered this project in three stages:

Stage 1: Corporate planning workshops with the Commissioners and Executive Team.

  • In consultation with the Project Sponsor, Commissioners and Change Team, we developed a structure and content outline for the Corporate Plan

  • We designed and facilitated two workshops to develop content for the Plan, including:

  • An updated vision for the organisation;

  • Agreed strategic priorities, based on the data collected in the previous stages of the project; and

  • Action plans to support the implementation of the strategic priorities.

Stage 2: Development of the Corporate Plan.

  • We developed a draft Corporate Plan which included:

  • The organisational vision and key priority areas;

  • Measures of success, including linkages to key State Government plans such as NSW 2021;

  • An overview of the structure and governance; and

  • Strategies and actions to implement the vision.

Stage 3: Presentation of the Corporate Plan to stakeholders.

  • We developed a draft presentation to support the CEO in presenting the new vision and Corporate Plan to key stakeholders.

  • We consultants discussed the draft presentation with the Project Sponsor and Change Team.

  • We incorporated feedback and developed the final presentation.


With support from Fyusion through all stages of the process, the organisation was able to finalise and release its Corporate Plan within a short and strict timeframe.

Change management implementation

A large NSW based cultural institution

We were engaged to review the services provided across a large cultural institution as part of its Collection Management Function (CMF) in order to improve management and governance processes and meet budget targets. At the conclusion of the review phase, we were re-engaged to support the organisation to implement the outcomes.

The scope of the review phase of the project was to:

  • Review the resourcing of the collection management function;

  • Develop an appropriate structure for the future delivery of the CMF;

  • Assess the work processes and workflows which underpin the CMF;

  • Develop appropriate KPIs for the CMF; and

  • Understand the impact of any recommended changes on the Library’s budget, staff workloads and current operations.

We undertook an extensive research and investigation program as part of the review. This consisted of:

  • A review of background material in collaboration with four staff project teams;

  • Facilitation of workshops with 21 staff;

  • In-depth interviews with 14 internal and 9 external stakeholders;

  • An online survey of over 200 staff;

  • Facilitation of five focus groups involving 40 staff;

  • Facilitation of a workshop with six staff to discuss future strategies for digital collecting; and

  • A review of case study data collected from other state libraries.

To support the Library with implementation of the new structure, we conducted three full-day job design workshops with a small group of senior staff. To complete the project we were engaged to develop position descriptions for the four new key leadership roles.

We developed a detailed review report which provided structural options to improve management of the collection management activities and recommendations relating to processes, workplace culture, governance and strategic planning. In addition, we delivered:

  • A detailed organisational structure at the team level;

  • Documented design of 23 new roles; and

  • Position descriptions for the four key leadership roles in the new structure.

The outcomes of the review positioned the Library to unify historically separated work units and improving overall governance and work processes. Our recommended structure enabled the Library to meet its budget targets while ensuring that critical compliance work was carried out with maximum efficiency.

Executive capability assessment

Multi-Source Feedback Program and Strategic Capability Analysis

The Client:
A large Commonwealth Government Agency

We conducted Multi-Source Feedback (MSF) processes (also known as 360-degree feedback) for 21 Band 2 SES staff across the organisation. The staff were from various areas including Client Engagement, Service Delivery, Enterprise Solutions and Technology, Client Engagement, Law Design and Practice Groups. Fyusion also completed this process for two Band 1 leaders identified as Solid Contributors within the organisation’s performance framework.

As part of this process, participants are interviewed and asked to reflect on their leadership style and experiences against the capabilities set out in the APS Leadership Capability Framework. In addition to this, feedback from ten feedback providers for each leader, including direct reports, team members, peers, managers and external stakeholders, is sought via interviews to provide a 360-degree view of the leadership of the participant.

Based on the interview data, we developed a detailed MSF report for each SES participant in the process. This report gives participants and their manager’s direct and in-depth feedback about their performance in each of the capability areas, in the form of qualitative feedback from interviewees, workplace examples, and numerical ratings. It also provides the participant with an overview of their leadership strengths and areas for development, and a development program in response to identified opportunities.

Based on the MSF processes conducted across the leadership cohort, we have developed a Strategic HR Capability Assessment of the Band 2 leadership group. This assessment identified:

  • Key themes and areas of opportunity from the MSF process across the cohort;

  • Areas in which the leadership cohort will require further development in the future;

  • Potential areas of capability development and HR support focus for current Band 1 SES.

Based on this assessment, we were further commissioned to design and deliver a series of Executive Masterclasses to address some of the areas for development identified.

Development of a sub-panel

The Client:
A major NSW government department.

The Challenge:
We were engaged to establish a panel of suitable providers to supply training, coaching and facilitation services as required for the client. The type of service requirement varied according to sub-capabilities required for each engagement. A recent change in the procurement guidelines placed a significant additional workload on the client. The panel aimed to streamline the supplier engagement process in order to increase focus on client service and to improve the timely delivery of capability development initiatives.

The Solution:
We assisted in the overall procurement exercise. This involved gathering detailed requirements from across the Department and formulating this into a scope of requirements for the tender documents. We conducted background research and liaised with key stakeholders in order to gather information about existing arrangements and to take into account any specific requirements. Feedback from key stakeholders was incorporated into the development of the sourcing strategy and tender documentation. We also ensured that probity was maintained throughout the process and oversaw the evaluation process.

The Outcome:
The client was able to establish a sub-panel of seventy Organisational Development suppliers which satisfied all requested sub-capabilities.

The panel was successful in streamlining the supplier engagement process in order to increase focus on client service and to improve the timely delivery of capability development initiatives. This also provided an opportunity to reduce duplication of effort within the Department and to reduce workload and costs for the client.

Structural review and workforce planning

The Client:
A very large Commonwealth department with a service delivery focus.

The Challenge:
We were engaged to undertake a structural review and workforce planning project for one of the client’s key master programs. This was undertaken as a result of an independent review of the Program’s Business Model, which made recommendations relating to job roles and definitions.

The Solution:
As part of the structural review, staff focus groups were conducted to understand issues with the current structure. This work enabled us to:

  • Develop 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;

  • Identify blockages and duplications within the system that were slowing down work processes; and

  • Identify ways in which the work could be streamlined under a new structure.

The Outcome:
We created a well-defined suite of job statements together with a new organisational structure which enabled the client to operate more efficiently and to meet the requirements of new departmental arrangements. To support change management planning, we also assisted the client to develop a detailed implementation plan and support tools.

Organisation-wide review

The Client:
A prestigious and long standing national collecting institution.

The Challenge:
We were commissioned by the client to conduct an organisation-wide review in order to establish a more effective funding and operational model for the client following a significant reduction in its budget.

The Solution:
As part of this project, we:

  • Regularly updated and presented to the organisation’s Board throughout the review and change process;

  • Presented key findings from the program of interviews, focus groups and the staff survey to staff and stakeholders;

  • Delivered draft and final reports which provided an initial review of all sections across the organisation, identifying opportunities for efficiencies and structural recommendations for improvements;

  • Developed a detailed implementation plan and project plan for rolling out the functional structure and other recommendations identified;

  • Assisted with the redesign of individual roles; and

  • Provided on-the-ground implementation support at each step of the change process for eight months to embed the new organisational-wide structure.

The Outcome:
By significantly restructuring the organisation and developing new processes and practices, we were not only able to identify the savings required to meet the current budget but also identified further savings to enable the client to absorb further efficiency dividends over the next three years.

With our support, the client successfully implemented the new structure over a period of eight months and the key recommendations.

Following the restructure, the Chair of the organisation’s Board continued to engage Lisa Koch as a specialist advisor on the operation of the organisation as required.

Process review

The Client:
A leading independent committee that reports to the Council of Australian Governments.

The Challenge:
We were engaged to conduct a business process review in order to gather information to inform discussions about streamlining and improving the transparency of a complex national approvals process. The client required assistance in developing and analysing process maps that outline the end-to-end process. The process involved a wide range of diverse public and private sector stakeholders.

The Solution:
As part of this project, we:

  • Engaged stakeholders across the sector nationally in a detailed six month consultation program; and

  • Developed a detailed report for the client which included activities undertaken, key themes and issues from the data collection and an outline of processes (represented graphically as process maps).

The Outcome:
We presented the results of the project to the client at its general meeting. The comprehensive data report was subsequently published on the client’s website in order to inform stakeholders about the process.

The following was reported regarding our involvement in the project:

“Fyusion’s report was ground-breaking. It is important that we leverage these findings as there is a lot for us to consider to reform the system.”
- Committee member

Taskforce lead for a shared services reform

The Client:
A long standing and leading Commonwealth department.

The Challenge:
We were engaged to lead a taskforce that was responsible for consolidating the common back office corporate functions and services of a number of high-profile Commonwealth institutions. We were commissioned to lead the Taskforce, project management and delivery of this major reform. This included the development of the strategy, governance and delivery model, stakeholder engagement, risk management, data collections and implementation of the program.

The Solution:
We undertook extensive research to thoroughly understand the complexity and distribution of existing processes and services, and to identify savings and support recommendations made by Fyusion for process improvements.

This approach was complemented by a detailed communication plan to report back on project progress to the Project Sponsor and stakeholders, ensuring they were engaged in each step.

The Outcome:
The Shared Services Centre realised the predicted savings of $2.5 million annually, after recovering the cost of establishing the Centre, while providing a higher level of service to those utilising the Centre. On top of this, additional savings were identified beyond the budget measure.

At several points, the project was impacted by changing organisational and government priorities, including a truncated timeline for delivery of cost savings. We were able to adapt to these changes by allocating additional resources from a flexible pool of staff as required.

Our understanding of the sensitivities of the project, our experience dealing with governance and structural reviews, as well as strong project management expertise resulted in the achievement of all project goals in the set timeframes.

In 2016, the project was acknowledged with an Australia Day Award.

Executive structure review

The Client:
A major NSW government agency with a compliance focus.

The Challenge:
We were engaged to review the client’s executive structure and provide the client with structural options that aligned executive roles, functions and teams across the business.

The Solution:
Following consultation with the Agency’s head, we conducted key project activities including:

  • Synthesising existing findings and background documents that had already been developed by the client, so that this work could inform the development of a new Executive structure;

  • Developing interview guides and conducting sixteen one-on-one stakeholder interviews with the Executive and senior managers;

  • Facilitating cluster interviews with operational staff; and

  • Developing a draft report that summarises analysis of the findings, and contains options for a new Executive structure. This also included a comparative analysis of similar organisations.

The Outcome:
Our structural options successfully ensured compliance with the Public Service Commission’s framework, including the NSW Government Sector Employment Act 2013. They were also successful in aligning executive roles, as well as functions and teams at the organisation.