The Public Affairs Branch of a medium size Federal Government Agency initiated a strategic consultation process to reimagine its role, structure, and ways of working.

This initiative was driven by broader organisational transformation and the need to align with the Agency’s Future State aspirations. Recognising that sustainable change required inclusive engagement, Holan Group was engaged to co-design and shape a fit-for-purpose Operating Model.

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APPROACH

Holan Group deployed professional HR and Change Management Specialists to undertake the following activities: 

• Team-wide consultation sessions to gather insights on Branch functions, enabling systems, processes and procedures, stakeholder relationships, priority areas, and preferred ways of working.
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• Discovery interviews and process mapping to understand current workflows, identify pain points, and surface opportunities for improvement.

• Feedback loops through surveys, workshops, and targeted interviews to validate findings and refine concepts.

• Co-design workshops to collaboratively explore new models, capabilities, and processes.

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The consultation and discovery process culminated in several key outputs:

Discovery Report detailing Branch functions, system use, and ways of working

Priority Areas for Enhancement, including capability uplift, process redesign, and governance clarity

Draft Operating Model Framework, encompassing:

• Branch structure and role clarity

• Core capabilities aligned to strategic direction

• Value proposition and stakeholder engagement approach

• Technology and infrastructure roadmap

• Governance and decision-making protocols
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• Bespoke Business Partner Model

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Holan successfully supported the delivery of the change program. Highlights included: 

Successful transition

A refreshed branch structure and ways of working were implemented on time and on budget. The Branch successfully operationalized to support delivery of public affairs services to internal and external stakeholders. The new structure incorporated business process design, information management protocols, decision making structures and increased support from enabling business areas, including IT and HR.

Improved service delivery

Ways of working, including a bespoke Business Partner Model, has enhanced how the Branch works with its clients. Development of the model and supporting tools amplified client engagement and collaboration, improved alignment, and better supports team members and clients through the communications and engagement delivery lifecycle.

Capability Uplift and Efficiency

Team members now have clear remits and role descriptions to provide assurance of responsibility and supported autonomy. The removal of team silos replaced with collaboration tactics, together with development opportunities has enabled the “fresh start” that Branch members reported as the key priority at the start of the engagement.