Case Studies

COMMUNITY & HEALTH SERVICES

WHO

Ontario’s largest children’s mental health agency with multiple sites and programs. Funded primarily by the Ministry of Children and Youth Services.

WHAT

Ontario’s largest children’s mental health agency proves treatment and family programs, child care centers, autism services and youth justice services, in addition to operating an outdoor center. As part of a strategic planning process, the agency identified a key priority to transform clinical practices by implementing Evidence Based Practices (EBP’s) across all services of the agency.

HOW

The Osborne Group was engaged as Project Manager for the Clinical Transformation Project. In this capacity, the Project Lead was responsible for developing and monitoring adherence to the critical path and budget, organization and leadership of the Steering Committee, providing direction to multiple project teams, and coordination of all related activities. The change management process which was used for the multi-year project was that developed by Dean Fixsen of the National Implementation Research Network.

The Project Manager worked alongside the staff at all levels who were actually completing the work assignment whether it was a Clinical Director or a front line worker. The Project Manager educated all participants in the change process and was a major champion/spokesperson through the duration of the project for the new way of operating. The extensive documentation of the process that exists on the agency’s sharepoint application means that all the working papers of every staff-led group is available to the agency for reference and development. This included a timeline/chronology of the entire project created by The Osborne Group of key developments and decisions throughout the process.

As part of the Fixsen model, the agency created a Clinical transformation “Practice Leader” role to ensure ongoing fidelity to the model.

RESULTS

Major Outcomes of this project were the implementation of:

  • A change management process that is broadly understood by all management and many staff who were active on the project.
  • A menu of evidence-based interventions for children and youth mental health issues that is consistently used across all of the agency’s programs.
  • The redevelopment of the Client information system to support a Client-centered approach to treatment and Client service.
  • The development of a research and evaluation capability to support the work within the agency’s programs but is also a resource for other agencies in the sector.
  • A comprehensive sustainability plan for the work that was started that sets out the organizational requirements that have been put in place or are under development to support the transformed organization going forward.

NFP GOVERNANCE & MANAGEMENT

WHO

Two non profit organizations in South-Western Ontario.

WHAT

The Boards of Directors of both organizations realized that there may be opportunities to improve client service levels, improve efficiency, and reduce costs by considering ways in which they could work together. Multiple stakeholders were involved in the consideration including Board members, staff of both agencies, First Nations communities, community leaders, and clients.

HOW
  • Developed the project plan for this highly complex consultation work.
  • Led senior management and board of director representatives through the process of understanding and agreeing to the recommended approaches and strategies.
  • Led numerous consultation sessions with managers, front line staff, board members, First Nations and Community Leaders related to the future of these two organizations.
  • Developed numerous tools to support the feasibility study process, including discussion frameworks, surveys and facilitation mechanisms.
  • Undertook detailed analysis of human resource capacity, corporate business functions, service delivery functions, financial functions and analysis of the two collective agreements leading to the development of a number of options including a recommended option for consideration by the Boards of Directors.

The analysis included a comprehensive risk assessment of the future viability from a business perspective of the two agencies whose exclusive funder is the Ontario Government. In addition, we facilitated the development of a broad communication plan for use by the agencies, and worked closely with the executive directors who were the key stakeholders throughout the process in an open and inclusive manner.

RESULTS

Within two weeks of the tabling of the Proponent’s Final Report and Recommendations, a joint decision was made by the two Boards of Directors to fully amalgamate the organizations. A “new” organization will be fully developed by April 2012. The Osborne Group recommended and the agencies adopted:

  • A menu of Implementation considerations that have for the most part been acted upon including the establishment of an Implementation Steering Committee that is chaired by an outside expert.
  • A financial plan that ensures the sustainability of the “new” organization.
  • A Human Resource Analysis that forms the basis for negotiating a new collective agreement and the development of new positions in the organization.
  • A comprehensive sustainability plan that sets out the organizational requirements that need to be put in place to support the transformed organization going forward.

GOVERNANCE & MANAGEMENT

WHO

Ontario Ministry and its largest Transfer Payment Agency. Agency operates in 6 districts which don’t align with the Ministry’s regions. Agency serves 1.600 clients and employs 3,400 staff.

WHAT

Transfer payments to the Agency grew by 200% in the past 10 years. The structure of the Agency had evolved since its inception over 40 years ago, as had the structure of service delivery in the province. The Ministry determined that it wished to review the governance and accountability relating to the relationship between the Ministry and the Agency to:

  • Mitigate the Ministry’s risk associated with the rapid expansion of the agency’s size and scope and its associated level of funding.
  • Enhance the ministry/agency relationship through improved transfer payment governance and accountability business processes.
HOW

The Osborne Group assembled a team of diverse Principals to work on this project and was the successful proponent in an RFP process.

The Osborne team was able to identify:

  • The degree to which best governance practices in overseeing risk were evident in policy and practice.
  • The extent to which governance risk management practices recognized and incorporated government risk management expectations.
  • Where there may be risk that is not adequately reflected using existing tools.
  • Where the level of risk may indicate a need for increased assessment and vigilance as a result of agency size, growth or impact.
  • What new or additional tools, governance and/or accountability mechanisms would mitigate this risk.
RESULTS

The Osborne Group met regularly with the Client throughout the course of the project for discussion of issues, learnings, recommendations and options for implementation. A comprehensive report was issued upon completion of the work. We met with the Steering Committee at the end of the project for a final discussion of the report’s recommendations and proposed implementation strategies.

A portion of the report (A Jurisdictional Review of Best Practices in Public Sector Governance) was completed as a separate document so as to allow for broad circulation and application in other areas within the Ministry, without breaching Client or Agency confidentiality. This document has proven to be useful in other areas of the Ministry looking at governance, accountability and risk.

MARKETING, SALES & COMMUNICATIONS

WHO

A diverse Greater Toronto Area municipality with a population of approximately 300,000.

WHAT

In response to the development of the Metrolinx plan for a new approach to transit for The Greater Toronto Area, the municipality wanted to inform residents about how transportation and transit issues are being solved in large municipalities globally and to seek their perspectives on how their local needs and interests should be incorporated into the broader Metrolinx plan.

HOW

Two public engagement meetings were held: 1) The first meeting explored the future of transportation and transportation in metropolitan communities through a panel discussion with international experts who participated in person and via video link.

  • Subject matter included a look at current global transit success stories and future challenges.
  • Residents were invited to attend in person or via weblink.
  • Residents posted questions to the experts both in person and by web.

2) The second meeting explored proposed plans for a GTA-wide transit system and the specific needs of the municipality through presentations from Metrolinx executives, municipal staff and council members.

A comprehensive communications program encouraged residents to attend one or both meetings so they could share their views.

RESULTS

Both meetings were attended by several hundred residents both in person and via webcast.  The format was enthusiastically received by residents and participants.  More people turned out for these meetings than had participated in all the public meetings held  across the GTA by Metrolinx to solicit public input on their plans.

MUNICIPAL PUBLIC ENGAGEMENT

WHO

A municipality of roughly 75,000 in central Ontario. The population is expected to grow by 1/3 within 20 years. Widely dispersed, primarily rural, and under serviced health care.

WHAT

The city undertook a community consultation and strategic planning process to understand and assess the need for new primary health care services.

HOW

The Osborne Group worked with the city to:

  • Undertake a comprehensive community engagement process to assess the need for new primary health care services in the city.
  • Facilitate the development of a Vision, Mission and Goals for a new Community Health Centre.
  • Develop a Business and Operational Plan for submission to the LHIN and to guide the creation and growth of the Community Health Centre.
  • Review and assess the organization’s governance and organizational structure in light of the addition of a major new service line.
  • Plan and implement organizational change required to integrate the new Community Health Centre with existing services and programs.
RESULTS

This project was highly successful. At its conclusion, the city had gained:

  • A new Community Health Centre to deliver primary health care to residents in an underserviced area.
  • An integrated organization providing both community support services and primary health care.
  • An organization well positioned for future growth and development.

COMMUNITY & HEALTH SERVICES

WHO

A Family Health team (FHT) in the Greater Toronto Area.

WHAT

A group of physicians determined to form a Family Health Team and secure funding from the Ministry of Health and Long-Term Care to support their operation.

HOW

The Family Health Team required assistance to develop and submit to the Ministry of Health and Long-Term Care the plans required to establish a Family Health Team in their catchment area. The Osborne Group worked with the Steering Committee to:

  1. develop and submit a Development Grant application;
  2. create a Strategic and Program Plan;
  3. prepare detailed Business and Operational Plans.

In order to accomplish this, we brought the following skills and expertise to this project:

  • Facilitation skills, and ability to develop consensus within a group setting.
  • Project management skills; this project was guided from a conceptual stage through to operational in a managed approach – on time and on budget.
  • Strategic planning skills.
  • Change management knowledge and expertise.
  • Governance knowledge.
  • Knowledge of business start-up and operations.
  • Financial, budgeting and planning expertise.
  • Human resource skills – team building, recruitment, performance management.
RESULTS

The Osborne Group has contributed to the development of an exceptionally successful Family Health Team in the province.  This Team is a leader and an innovator in the transformation of primary health care delivery in Ontario.  Our role has been a valuable addition to the FHT’s leadership team.

INFORMATION TECHNOLOGY

WHO

Town of approximately 85.000 people in Southern Ontario.

WHAT

The town had conducted an internal Customer Service Survey for two years. This survey indicated that “timeliness” was a concern and therefore decided to undertake an organizational review of it’s IT Department.

HOW

The Osborne group was engaged (via an RFP process) to conduct an organizational review of:

  • Priorities
  • Standards
  • Training
  • Customer Satisfaction
  • Organizational Dynamics and
  • Effectiveness of Operations

In order to complete the review, The Osborne Group assembled a team of Principals to develop a detailed project plan; conduct interviews with Management, IT staff, and select customers; conduct benchmarking reviews with comparable municipalities; conduct gap analysis versus Control Objectives for Information and related Technology (COBIT); assess outsourcing opportunities; and prepare both preliminary and final reports for management and council.

RESULTS

The organization review was conducted over a period of 3 months. The Osborne Group was able to provide the Town not only with a report to document their findings, but also recommendations for what changes could be made to improve the operation, and implementation plan to clise the gap from the current state to the desired state.

BUSINESS SUCCESSION

WHO

The client was a small privately owned business with more than 25 years success designing and manufacturing automation cells for tier one automotive supplier companies.

WHAT

Ownership had passed to family members who had no previous involvement in the operation of the business. The recession of 2008-2012 had a significant impact on the business, putting future financial viability in doubt. The family owners wanted a plan that would keep the business intact but allow them to exit.

The Osborne Group was engaged to review the situation and recommend options.

HOW

Following a thorough review and a report providing recommendations, The Osborne Group was then engaged to implement the recommended exit plan. An Osborne Principal took on active management of the business and, over a three-year period, pursued a variety of exit opportunities.

Under the Principal’s guidance, a number of changes were made across the management group; finances were stabilized and; as the automotive market emerged from recession, new opportunities emerged. As a result of new management and growth, the future viability of the business improved.

RESULTS

With the business returned to a healthy position with a much improved enterprise valuation, it was possible for ownership to change hands. The Osborne Principal, working with the family owners and the re-structured management team, negotiated the sale of the business in 2014 to a company formed by the core group of new managers.

The business continues to thrive under its new ownership and management

 


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