Change management implementation

The Client:
A large NSW based cultural institution

The Project:
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 Approach:
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 overall 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 institution 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.

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