We have enjoyed the opportunities of working with clients in some very interesting sectors, but often challenging situations. These have ranged from very short, focused reviews to multi-year transition programs.
The following project profiles describe a sampling of our client situations and how we were able to help them.
The structure of a new organization was reviewed to help them validate and refine their service delivery model. The organizational structure, processes, stakeholder expectations and client relationship models were assessed.
Program Evaluation and Strategic Planning
A Program Evaluation was conducted to assess the strengths, weaknesses, issues and priorities for change for a provincial government division. This included a review of the program funding and client service models. The program evaluation was followed by a strategic planning activity to chart a new course for the division, including a program of change to guide the transition.
Laboratory Services Redesign
As a result of a provincial-wide health services operational review, which identified sustainability, health human resources, capital investment and other issues the review suggested a greater degree of integration was required. Two Health Authorities decided to collaborate on the immediate and compelling requirement to redesign the current approach to providing laboratory medicine and pathology services. The purpose of the review was to provide recommendations on a new laboratory system model, business case and a high level plan that would all them to continue to improve the quality, sustainability and safety of laboratory medicine and pathology services in the Province. We co-led this initiative which involved more than 100 staff, managers, physicians and scientists participating. We provided thought leadership, project management, and process facilitation; plus business case analysis, laboratory system design and technology recommendations for a new Laboratory Information System (LIS) model.
Shared Service Planning
We led the design of a new Service Delivery organization, including the migration planning work to consolidate the existing service providers into a shared service operation. The entire operation was reviewed, including a business case, migration strategy and design of the new operation. The new organization design included a funding model that described how the capital and operating costs would be shared across the client departments.
Organizational Change Planning
Provided leadership on a strategic change program for a crown corporation which analyzed the market-place and developed a new approach to delivering its services. This resulted in a comprehensive plan for organizational restructuring and process changes. The needs for tools, technology and training also formed part of the new Service Delivery Model.
HR Organizational Review and Change Program
In the face of growing economic challenges, a municipality asked us to review their organizational effectiveness and identify any roadblocks to growth. The project focused on organizational structure, HR processes, business planning, financial and other management disciplines. We were then asked to lead a broad program of change that acted on all of the study’s recommendations.
Library Boards Funding Formula
A funding model was developed to govern how funds are shared between the Department of Education and its partner organizations in a specific sector. This included development of a funding methodology based on costing of core services, standards, measures, cost drivers and regional characteristics.
Records Management Program Assessment
A Records Management program was reviewed within the transportation industry including an assessment of current practice, process and policy. A strategy was developed describing the desired state with recommendations of how to achieve the program goals.
Knowledge Management Consulting
We have been providing knowledge management leadership to guide the definition of new standards for a federal health care program. This has led to improved access to standards and standards artefacts, knowledge sharing amongst stakeholders, evolution of the standards framework and facilitating the development of a standards communities of practice.
Service Level Agreement
We led a mediation process which established a Service Level Agreement between two government organizations that outlined the services, performance targets and expectations of both parties.
Project Management Framework
The introduction of a standard approach to managing all SAP projects within provincial government. The framework was a blend of project management best practices along with SAP implementation methods. The framework included an overall program structure plus methods, procedures, tools, techniques and guidelines. It also included samples and templates for a project dashboard, communications plan, project charter, reporting package, exception handling procedures and an operational readiness checklist.
Service Delivery Review
When a government agency saw the need to standardize its operational processes and improve its service delivery capability, CompassPoint conducted a review which assessed how well the current services were being delivered and identified areas that required improvement. This resulted in a change plan that was used to standardize the processes and ultimately improve customer service.
Portfolio Management Process
A client required an enterprise-level portfolio management process to guide the selection, prioritization and planning for all IT projects. This involved development of governance and management processes, tools templates and samples. A standard business case process and evaluation framework were also developed.\
A university began its planning to transition to a single, robust enterprise resource planning system. CompassPoint was asked to review the existing ERP and develop a preliminary business case to capture the high level costs, timeframes and scope required for the overall project.
Quality Assurance and Compliance Review
As a result of an external audit, a government department was required to create an internal audit-like function to ensure its $150M portfolio was being managed with the appropriate controls. After an organizational review, a risk assessment was conducted, resulting in the creation of a quality assurance and compliance capability.
Health System Change Planning
After a system-wide review, a provincial Health Department asked for our assistance to prioritize and address the issues resulting from the review. This became a broad program of change that touched all aspects of the health system, including primary care, home-based and long-term care, acute care, provincial programs and other strategic enablers of change. As a result of this assignment, we developed governance models, project management processes, an evaluation framework, and assisted in the creation of a project management office. This work included the delivery of project management training to the health system executive and about 25 project managers.
Organizational Review of Efficiencies & Staffing Levels
A review was conducted to assess a professional association’s efficiencies and staffing levels and identify areas that could be improved. The focus was on the organizational structure, communication practices, processes and systems and other general management practices. The review was carried out through a series of interviews with staff, a task force, its Board of Directors and a survey of all 1700 members.
We led a province-wide training program to build awareness and acceptance of the province’s diverse population groups. Training was also targeted to senior managers to help them understand their accountability for valuing diversity. A Train-The-Trainer approach was used to expedite training to all provincial government employees. As many of the people selected to deliver the final courses were not experienced trainers, an additional workshop was conducted to develop practical training skills. It explored adult learning principles, learning styles, presentation skills, using visual aids and dealing with difficult trainees, among other topics.
When three financial institutions decided to merge and create an increased regional presence, they asked CompassPoint to guide them through the merger process. The project began with a definition of the areas that need attention, the decisions to be made and strategies to be developed prior to the transaction closing day, at which point the new organization would begin operations. The transition plan encompassed all major areas including governance changes, legislative compliance, financial requirements, service planning, human resource planning, facilities plans, and the transfers of assets, contracts and service agreements.