Lack of alignment between frontline service delivery and corporate support is a common problem organisations face after an amalgamation takes place.
This case study demonstrates how Prominence helped a healthcare client tackle a comprehensive organisational design review four years post amalgamation.
Our client delivers healthcare services to rural and remote communities spread over a large geographic region. They needed to understand the current state of their corporate services and support functions to identify gaps and insufficiencies. This created a foundation for the design of a support model that was better aligned to clinical service capability and models of care.
Prominence assembled a team of consultants with practical working knowledge of the client’s operating environment to undertake:
The objectives were met by applying the following skills
- Engagement with 60+ clinical, non-clinical, executive and management personnel
- Current and future state exploration and gap analysis using an organisational design framework
- Collaborative and integrated development of future structure options
- Analysis of location options for corporate functions
- Assessment and advice on enabling functions and incoming ICT system implications on Corporate Services resourcing and role requirements
- Implementation planning
- Data analysis
- Organisational review, design and restructure
- Stakeholder engagement
- Risk assessment
- Cost analysis
- Transition and change planning
Working closely with our client’s Executive team, Prominence consultants delivered the following results:
- Recommended corporate services organisation and reporting structure for each clinical service capability and model of care scenario
- Cost analysis of recommended organisation structure
- Detailed risk assessment
- A phased implementation plan to provide a pragmatic and sustainable approach to change
- Executive team ownership and confidence that the solution was robust and built to accommodate future change