Branch Organizational Review
This operational branch had experienced years of management turnover and had lost direction - it had lost the confidence of the larger organization, its mandate and value proposition were unclear, and morale was very low. To add pressure, major new initiatives were ready to be rolled out and this branch needed to play a key role - but they were not set up for success. We began by defining a new branch value proposition: what does the rest of the organization need from this branch? To do this, we consulted with other senior leaders and stakeholders before synthesizing it and playing it back to our client. The results were eye-opening and required an added degree of staff engagement and change facilitation. In the end, the branch was transformed into a leaner and more focused and motivated team.
Business Intelligence Service Design
A returning client of ours, a large IT service provider, wanted to respond to a demand for analytics and business intelligence services. They already provided tools and entry-level analytics, but wanted to expand quickly by presenting a mature, supported, well-designed set of services to their customers. Our team helped refine their vision into a business model that included customer segments, value proposition and offerings, delivery channels and artifacts, and supporting processes and services like environment hosting and licensing. We helped identify and design key customer interactions and worked to model and understand the customer experience - delivering business insights can be a high-touch, iterative process. We also provided a financial model that projected revenues and expenses for different adoption scenarios.
Digital Permitting System
Our client manages permitting and construction work on public land. They wanted to provide digital services to clients to streamline work and increase responsiveness. In defining the online experience for the public and other clients, we found required changes to internal support processes and tools. We designed a system that enabled decommission of legacy applications while simultaneously moving high-volume service transactions online and to existing and familiar toolsets. We provided a complete digital design package including wire frames and experience maps, but also technical artifacts such as data mapping and physical design and implementation guides.
A public-facing service organization was facing a significant increase in its demand for services, but a diminishing budget. It needed to figure out how to make the best use of its resources as quickly as possible - the demand wasn’t going away and failure to keep up would have very public legal and financial consequences. Instead of just recommending a new structure and streamlined delivery processes based on textbook approaches, we dove deep into the reality of the organization itself: data that showed its delivery capacity and the culture behind it. Our recommendations combined a no-nonsense quantitative capacity model, ways to build on the strengths of their committed culture, and an organizational design that strengthens delivery processes without getting in the way or making change for the sake of change.
Enterprise Service Transformation
Our client was an enterprise government service organization that experienced substantial, rapid increases to its already large scope, however, additional service offerings were unthoughtfully tacked on to the organization. This resulted in structural disarray, unintegrated service design, and uncoordinated delivery of services. Honing in on the root cause of the problem, Shore developed an organizational structure and service design that not only enabled the division to better manage and deliver current services, but that positioned them to quickly adapt and accommodate expected continued expansions in scope in a deliberate, planned, and strategic way. Additionally, we provided recommendations that positioned the organization to lead and improve the integration of related services provided in other areas of government.
Fair Public Insurance Rates
A large Canadian public insurer needed to update the way its clients paid insurance premiums. This meant a massive shift in how the organization calculated, collected, and maintained its premiums and how it interacted with thousands of clients. It also impacted many business units, each with their own established ways of doing business. Instead of a top-down approach to integrating the change, we took a bottom-up approach. We engaged the different parts of the organization separately in order to define the impacts and desired outcomes before merging what we found to create a common, integrated set of future state processes and business rules. As a result, each part of the organization saw their interests reflected and were ready to support the change.
Health Agency Strategy Review
The funder of a successful and established health sector agency required a review to verify that the agency was positioned for continued success against a changing marketplace. The agency had been formed to solve an acute system-level problem and had made a recognized difference in the sector - but with the original problem largely solved, was the agency ready to identify and take on new and evolving challenges that require different approaches? Shore’s team consulted with sector stakeholders to help define the value the agency can continue to offer and analyzed quantitative and qualitative data with an emphasis on looking for evidence of capacity for expansion.
We gave clear recommendations how to update and align the agency’s policies, gather impact data, and enable this government body to achieve its strategic objectives through a clear and refreshed value proposition.
Health Care Five-Year Strategic Roadmap
Shore outlined a five-year strategic plan for the provincial health care system focusing on quality- and evidence-based health care. We delivered performance indicators for the health system and reviewed the province’s proposed funding methodology with suggestions for refinement. A 148-page report was delivered to the deputy minister and presented to his management committee and the government.
Independent Business Case Review
Our clients were responsible for overseeing the investment of public funds to increase economic development in rural and remote areas. A private sector entity was seeking tens of millions in provincial funding and was making a case that this substantial public investment would yield the economic development results that the government was looking for. So we ran the usual financial analyses (cash flow, ROI) in order to see where the money was going to go and if they’d be able to build what they said they would. And we looked at the competition and the market to evaluate the strengths, weaknesses, and opportunities. But we also broke the business case submission down to first principles: the ROI would need to come in the form of specific, measurable public benefits that met the funders’ intent. Our recommendations to our clients therefore included not only a quantitative assessment of the investment case, but gave decisionmakers supporting evidence to assess the public policy merits of the proposal.
Insurance Policy Advisory
A provincial organization needed to reassess its operational and policy options and was considering a major shift that could cause a reaction in the insurance marketplace. To gain the most relevant data, however, we also conducted primary research through confidential interviews across the private insurance system. This allowed use to gain unique insights into the impact of government policies on how insurers set rates coverage policies.
Senior Ministry leaders needed to review the span of authority and support structures given to key operational executive positions against a background of increasing complexity and a drive for increased accountability. Shore’s consultants assessed the needs of the position from all sides: a bottom up data gathering process that yielded quantitative evidence of the leaders’ duties decision-making patterns, and engagement with senior leaders to confirm strategic expectations for the role. We found a wide variation in approaches that depended on individual leadership styles, but a common challenge: gaps in their support structures meant that leaders were playing to much of an operational role by serving as the integration point for the various functions under their control. Instead of allowing this gap to continue to limit their strategic contributions to the organization, we designed a layer of analytics and operational integration that allows the executives to transform their organizations instead of managing the day-to-day.
The government asked us to assess the possibility of linking Ontario’s libraries into a single public digital library. Our inquiry was broad and including determining who would need to be involved, the technology strategy, and what it would cost. We researched successes and challenges encountered by international and Canadian comparators, but also interviewed stakeholders in the Ontario community to understand local benefits and success factors. Ultimately, we recommended an actionable, low-cost strategy to connect the pieces already in place in Ontario to form one of the world’s biggest free digital libraries.
Network Voting Business Case
An elections body in a large Canadian province was required to evaluate online voting options and report back to the provincial legislature on the best way forward. To help build this report, we developed a detailed policy and technical assessment that evaluated the costs, benefits, and risks involved in this potentially massive shift in the way Ontarians vote. Shore developed the metrics, functional and non-functional requirements, undertook a thorough requirements risk-analysis, and costed various implementation options. By defining and evaluating network voting options against established elections principles, we were able to test various models and approaches against real-world constraints and risks, giving the client the advice they needed to report to the legislature.
Procurement Process Improvement
Our client led the corporate services division of a large public agency that ran a large volume of procurements using public money. The organization had grown quickly and many of its processes, while well designed, were manual and paper based. Moreover, purchasing authority was based on an approval structure more appropriate to a smaller organization with much lower procurement values. Shore reviewed existing procurement process against public-sector standards, found multiple process maturation opportunities, and advised on the setup and rollout of a new online procurement management tool. The recommendations helped meet audit requirements, remove redundant process elements, and encouraged adoption and compliance.
Public Service Review
We were asked to review a range of publicly funded services with a common unifying purpose, but no formal integration or coordination. The government had made public commitments improve the coordination of services and needed a full review that spanned policy groups, funding bodies, delivery agencies, and service users across a high-profile delivery sector. Our work spanned multiple aspects, including sourcing and integrating multiple streams of funding and outcome data, interviews with a range of funded service agencies, and safe, anonymous public consultations. We recommended an integrated continuum of care model that directly informed the province’s new cross-ministry strategy.
Public Transport Tech Review
A major North American regional transport operator knew its volume was going to expand massively and quickly. It needed to know if its payment card technology would scale up to meet the demand. Shore reviewed the technology stack to find the business risks and limitations in expanding the service area and greatly increasing the number of transactions. We looked at multiple streams of data including the software platform, database design and performance, support tickets, software quality reports, Based on the findings, Shore made recommendations to the board of directors regarding technology upgrades and replacements, an implementation plan, and estimated timelines.
Service Model Review
Our client ran an organization that was built out of the recent amalgamation of similar IT organizations, each of which delivered a different technology solution. The organization was therefore organization into silos instead of an integrated whole. Our team set aside the technology differences and instead looked at the services the branch offered to explore ways of aligning their organizational structure and staffing in a way that focused staff on the value chain, increased capacity to deliver, and provided the ability to introduce new services as required. We delivered a functional org design that enabled a managed approach to delivering a full range of I&IT services to its clients.
Strategic Opportunities Assessment
Shore reviewed opportunities to action the strategic plan of a major provider of health data and analytics. This included aligning the organization’s business model and current efforts with its strategic goals and unique value propositions. Shore uncovered a disconnect between what sector stakeholders were looking for and what the organization itself was planning to do in terms of its offerings and operation model. We recommended that the data holdings be opened up and analytical tools offered to stakeholders to realize the full value of the assets.
Streamlining use of Adjudicative Resources
A tribunal in the justice sector plays a critically important role, but spent a disproportionate amount of time on administrative work that was necessary from a client perspective, but fell outside its mandate. Our team consulted experts and leaders from comparator organizations to create options that ensured the appropriate use of adjudicative versus administrative resources for case routing and decision making.
Supporting Integrated Delivery
Our client, a major operational service division in a large Ministry, needed to align its branch structure with its overall strategic direction. Specifically, it needed to clarify the processes involved in delivering technical analysis as a support to front-line activities. Focusing on these analytical and technical support roles, Shore evaluated the current functions and activities of each branch to identify potential functional overlap, synergies, efficiencies, and areas for improvement, while aligning with divisional priorities and mandates. In the end we recommended consolidating the technical analysts and positioning them as a ‘connective tissue’ that would help integrate the work of each branch, avoiding gaps in knowledge and duplication of effort.
Tribunal Resource Sharing
Our client is responsible for the operations of four autonomous, quasi-judicial bodies with discrete legislative mandates, but shared needs and goals. They needed to find a way to work more efficiently, to meet operate within fiscal constraints, but without ever compromising adjudicative independence. By looking individually at the operational structure for each body, we found common processes and room for sharing and streamlining support services. We also found instances of intense volume-based pressure that would threaten the ability to deliver on legislative responsibilities if not fixed. We delivered a path forward that relieves the pressure, protects the mandates, and transforms delivery through a more consistent and productive shared services model.
Using BI to Prove the Value of a Prevention Program
Our client wanted the ability to find trends in workplace incidents and accidents in order to assess the feasibility of a prevention program. To do this, they needed our help to integrate multiple large data sets, one of which contained claims and another inspection results. We built a business intelligence environment using standard packages, loaded and transformed the data, and developed tools for natural language searches. Our BI analysts then ran a proof of concept and created a management dashboard containing results of key decision support queries. In the end, we transferred what we learned and built to the client’s analytical team to explore, discover, and learn on their own.