New Brunswick Internal Services Agency
The collaborative transformation team of the Intersol Group was engaged from the outset of this initiative in 2008 to support the creation of a new shared services organization.
The scope of NBISA initiative included designing an appropriate governance model, creating the Agency, and then transferring transaction functions from Human Resources, Finance, and Information Technology groups from 22 Departments and Agencies into a single Shared Services Agency. The governance structure developed was viewed as an innovative approach to the implementation of shared services.
Over the past 4 years, the collaborative transformation team has helped the Agency to design and deliver:
- Strategic change management and communications;
- Assessment and facilitation in the creation of various governance models;
- Integration of Change Management into the Project Management Office;
- Large and mid-size stakeholders engagements;
- Change and transition support during the deployment for employees transitioning to the new organization and client departments and agencies receiving services from the new organization;
- Introduction of the internal Service Excellence workshop; and
- Engagements to improve the partnership between the agency and its client departments.
The following change management objectives were set at the outset:
- develop a change management strategy and work plan;
- coach and mentor the ISA leaders in the delivery of the work plan;
- provide consultation services as required; and
- develop change management capability wihtin the ISA team through a knowledge transfer plan.
Specific deliverables expected by the ISA team included:
- an overall change management strategy for the development and implementation of Shared Services which addresses leadership alignement, stakeholder engagement, communications, people risk and impact management, workforce transition, learning and capability transfer;
- a work plan to implement the change management strategy;
- a knowledge transfer plan;
- a schedule for the delivery of change management consultation services; and
- recommendations for measuring, monitoring and evaluating successes, including lessons learned.
The client chose the Collaborative Transformation® approach to address the complexity of the situation and the challenge of creating a performance based Agency that would transform how the government delivered services. The strategic differentiator that enabled this project to succeed despite prior attempts was the approach to collaboration that gave stakeholders opportunity to provide meaningful input into the solutions.
- Successful transition of over 300 individuals to the New Services Agency.
- Employees were more involved in the process.
- Clearly defined new service model and an awareness of key impacts resulting from the new service delivery model by the receiving departments and agencies.
- Operational transfer of the intended functions to the new Agency.
- Engagement of clients and staff in the continuous service improvement process.
For more information or to hear about other work by the collaborative transformation team please contact us. We would be happy to talk to you about it.