Inland Rail was seeking to build a team to effectively manage Inland Rail’s land access, acquisition and management activities and establish a consistent property processes and systems across the Program.

Our Role: Develop the Program’s property priorities, strategy and operational framework, resource the property team and embed the new ways of working within the team and across the Program.

We delivered:

• Land acquisition strategy for NSW, Victoria and Queensland to met stakeholder and legislative requirements
• Operational plan and supporting policies, procedures and systems for land access, acquisition and management
• Internal and external communication tools and resources
• Engagement with internal teams, external stakeholders and government agencies, including negotiation of operational deeds with government
• Resource planning, onboarding and management
• Functional advice and guidance to leadership and project teams

This integrated transport program sought to maximise the benefits to a town precinct from two major transport programs. A  multi-modal response was required to establish an integrated transport plan that delivered quality movement and place outcomes.

Our Role: Lead the development of a scope of works that delivers integrated transport objectives and aligns with Council’s vision and develop the Strategic Business Case.

We delivered:

• Focused stakeholder engagement strategy to achieve an aligned plan – including Council, Greater Sydney Commission and other stakeholders
• Strong inter-agency working relationships established.
• A ‘vision-led’ approach to developing an integrated transport network that enables mutually beneficial outcomes – based on the development of a shared purpose across stakeholder organisations

A major rail network was tasked with delivering a Final Business Case for a new rail network.

Our role: Iceni was engaged to work with the existing project team to deliver a Final Business Case. Responsibilities included drafting, leadership of other resources, quality control, and managing internal reviews.  Post submission, Iceni worked with the remaining business case team to deliver a public-facing business case, whilst facilitating internal reviews and stakeholder engagement.

We delivered:

• Management of a Final Business Case within given deadlines
• Commendation on the quality of the work to reach Gateway Review, including the robust, analytical approach to the business case and extensive stakeholder engagement
• Contract extension for further work, including the creation of a business case summary for public consumption

Our public sector client wanted to simplify procurement processes for their agencies while ensuring probity and fairness, driving better value for money, reducing administrative costs and delivering quality outcomes.

Our role: Iceni was commissioned to undertake an independent assessment of current goods and services procurement practices and prepare an options paper, with recommendations, for contemporary, customer-focused governance structure and operating framework for goods and services procurement within the department cluster.

We delivered:

• A detailed assessment of current procurement practice across the transport cluster
• Mapping of business challenges and recommended strategic options to address them
• Recommendation of improved governance structure and a proposed operating model
• Roadmap implementation plan

The new Chief Operating Officer of CSIRO was seeking to develop her team to work even more effectively together and across the organisation to collectively improve the organisational underpinnings and to model new ways of working.

Our role: To re-establish team purpose, identify short- and long-term priorities and collectively design and embed new ways of working, behaviours and relationships within the team.

We delivered:

• ‘Working Together in Operations Group’ team charter and suite of actions co-designed with staff and embedded across the 600-person team via workshops and staff engagement initiatives
• Key group priorities defined collaboratively; project plans developed with governance, actions and measures of success; delivery supported
• Inaugural integrated business plan developed for Operations Group

The Infrastructure Sustainability Council of Australia (ISCA) is a member-based, not-for-profit peak body operating in Australia and New Zealand with the purpose of enabling sustainability outcomes in infrastructure. ISCA was experiencing rapid growth and needed to transform from a start up to a more enduring business model.

Our role: To provide the services of an interim Chief Operating Officer (COO) during a period of transition at ISCA and offer an independent assessment of the challenges and opportunities facing the organisation during transition.

We delivered:

• Change leadership for their transition – demonstrating a style based on working collaboratively, open communication, project management expertise, and emotionally intelligent leadership.
• Facilitating and accelerating the entry of the permanent COO into the organisation with a 100 day plan outlining priorities and implementation.
• Integration – identifying areas for more effective and efficient working across the organisation.