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Pre-Conference Workshops: Monday, 18 September 2017

WORKSHOP A

9:00 AM - 11:00 AM Reviewing Models and Creating a Game Plan for the Future of Business Services in the Public Sector

Ric Clarke, Director, Emerging Data & Methods, Australian Bureau of Statistics
As the citizen expectations for speed and quality of service continue to increase, business services face increasing pressure to become faster, seamless and more user-centric.
However the same obstacles remain resistance to change, risk averseness and fear of failure. It’s imperative that the business services are up to speed with service delivery while navigating the red tape. It’s time to go back to the drawing board and examine models, identify what has worked, what hasn’t and create a game plan for the future that’s the best fit for your outcomes.
  • Taking a step back to the drawing board: Investigating existing models
  • Identifying gaps, wastages and opportunities to generate efficiencies
  • Reviewing self service models, digitisation, automation and hybrid models
  • What’s the best fit for your operating models and strategy
  • Setting up metrics and defining KPIs that are a true measure of success and effectiveness

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Ric Clarke

Director, Emerging Data & Methods
Australian Bureau of Statistics

WORKSHOP B

11:30 AM - 1:30 PM A Workforce to Match Demand – Agile Workforce

Belinda Meyers, Director Corporate Services & Governance, Botanic Gardens & Centennial Parklands
Driving efficiency in the back office through automation digitisation, self service, centralisation and outsourcing usually creates redundancies.
However, with ever increasing citizen expectations and other competing priorities, demand for resources shifts and is in a state of flux. The ideal situation is having the freedom to move staff where and when needed.
But the public service doesn’t have this luxury, one needs to consider capabilities and skillsets, on boarding, structures, resistance to change and systems. This session will look at creating the ideal environment for flexibility. Ensuring that talent continues to flourish while driving efficiencies for business services
  • Reviewing and revising skills and capabilities from end-to-end: Building a capability framework
  • Leveraging data for more informed planning and decision making
  • Pushing the boundaries with legacy HR systems
  • Defining metrics and KPIs: unplanned absenteeism, learning and development

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Belinda Meyers

Director Corporate Services & Governance
Botanic Gardens & Centennial Parklands

WORKSHOP C

Citizen expectations and technology are calling for a change in service delivery creating a demand for seamless and user centric delivery. These are the forces the front office has to contend with. But the back office has to be geared up to better support and even drive innovation. This session will look at strategies to arm the back office with speed and innovation to effectively ensure the front office meets citizen expectations. It will investigate tools and strategies that can be employed to embed speed, agility and innovation such as human centred design, agile and creative innovation.
  • Investigating human centred design principles and how they can be applied to drive innovation
  • Overcoming the challenge of siloes and risk resistance in the public sector
  • Injecting flexibility to deal with the uncertainty of change and innovation
  • Identifying the key skills and capabilities to drive innovation and user centred design
  • Tools and workplace design to drive innovation and remove siloes

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Danielle Anderson

Executive Director Business Transformation
Department of Science, Information Technology, and Innovation

WORKSHOP D

4:00 PM - 6:00 PM Effectively Embedding and Managing Change

Kathy Duffy, Risk, Audit, and Procurement Manager, City of Yarra
The fundamental reason that the majority of projects fail is not technology and processes, but the people. This master class will focus on the challenges to successfully driving change in a complex, global transformation program. The discussion will use recent case studies to demonstrate how the approach taken can contribute to the overall success of transformation.
  • Embedding processes and ensuring effective communication of change
  • Developing a structured and integrated change management approach
  • Making the change meaningful, both in terms of what it means for the organisation and for employees personally
  • Establishing frequent and open communication across all stakeholders around the need for change
  • Securing buy-in by facilitating employee participation and engagement
  • Understanding how people react to change so you can tailor your message accordingly
  • The role of leadership and stakeholder management in effective change management

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Kathy Duffy

Risk, Audit, and Procurement Manager
City of Yarra