CASE STUDIES

Strategic Advisory

“We help government agencies develop practical outcome focussed strategies that optimise resources, strengthen operations and support successful delivery”

Operational Reform and Strategic Implementation in Aged Care

OVERVIEW

Following more than a decade of aged care reform, increasing fiscal pressures and rising delivery costs, the Department of Health, Disability and Ageing faced the challenge of transitioning a large-scale reform program into a sustainable Business As Usual (BAU) operating environment. The objectives were clear: realise the benefits of reform while reducing complexity and resourcing requirements, strengthening governance, and creating a model capable of supporting future sector needs.

WHAT WE DID

Following a comprehensive external review, Advance was engaged to work alongside senior departmental leaders to transform strategic recommendations into practical implementation outcomes. While many of the recommendations were conceptually sound, the challenge lay in determining how they could be operationalised within a complex environment.

Our team analysed and synthesised more than 400 pages of review findings, translating them into practical implementation options, prioritised delivery pathways and actionable initiatives. We facilitated executive workshops, supported the development of future-state operating models and designed the governance, reporting and resource structures required to support successful implementation.

Working collaboratively across business, policy and delivery teams, we established a clear roadmap for change, ensuring recommendations were aligned to organisational priorities, available capacity and long-term strategic objectives. This approach secured executive support and enabled the department to confidently progress the highest-value initiatives.

OUTCOMES ACHIEVED

Translated more than 400 pages of review findings into practical and implementable reform initiatives.
Designed future-state governance, operating model options and reporting frameworks.
Established prioritised implementation roadmaps aligned to departmental objectives.
Secured executive endorsement for key initiatives and delivery approaches.
Supported the transition from large-scale reform delivery to a sustainable BAU operating environment.

The result was a clearer, more efficient operating model that strengthened governance, improved organisational alignment and provided a practical pathway to realise the long-term benefits of aged care reform.

Program and Project Management

“We deliver end-to-end program and project management that provides structure, momentum and confidence to keep”

Turning Legislative Reform into Digital Reality

OVERVIEW

The introduction of the New Aged Care Act on 1 November 2025 was one of the Australian Government's largest and most complex reform programs in recent years. To make the reform possible, the digital systems supporting older Australians, aged care providers and government users had to be updated quickly so they reflected the new legislation and enabled services to continue operating effectively.

WHAT WE DID
Working within a highly complex and time critical environment, Advance led the Accelerated Design program responsible for translating policy and legislative requirements into implementable business and digital solutions. The challenge was significant. Traditional delivery approaches could not meet the required timelines, requiring a new way of working that accelerated decision-making while maintaining governance, quality and alignment with government digital, legislative and security standards.

Our team worked across policy, operational, digital and vendor stakeholders to design future-state business processes, define functional requirements and establish the architecture needed to support delivery. We facilitated rapid design workshops, drove cross-functional alignment and created streamlined governance forums that enabled decisions to be made quickly and confidently.
By bringing together business and technology teams early, we ensured requirements were clearly defined, prioritised and delivered to development teams ahead of schedule. This reduced delivery risk, accelerated build activities and enabled legislative requirements to be translated into practical, user-centred solutions.

Advance also conducted program health checks and delivery stocktakes to provide executives with consolidated views of progress, risks, issues, resource constraints and implementation readiness. Where delivery challenges emerged, we supported senior leaders to prioritise essential scope and make informed decisions regarding sequencing, resourcing and delivery options.

OUTCOMES ACHIEVED

Supported delivery of a nationally significant reform program valued at more than $1.2 billion.
Accelerated design and decision-making across multiple government and vendor teams.
Reduced implementation risk through clear governance and prioritisation mechanisms.
Enabled timely delivery of critical digital capabilities supporting the commencement of the New Aged Care Act.
Established scalable foundations for future aged care reforms and ongoing service improvements.

The result was a modern, future-ready digital gateway that improved access to aged care services while supporting one of the largest legislative and digital transformation programs undertaken by the Commonwealth.

Transformation and Change

“We help organisations navigate change with clarity and confidence, driving adoption and embedding sustainable outcomes that support future success.”

Supporting Aged Care Providers Through Digital Transformation

OVERVIEW

As part of the implementation of the New Aged Care Act, the Department of Health, Disability and Ageing delivered significant digital enhancements to enable aged care providers to meet new legislative, reporting and regulatory obligations. Delivered through the Government Provider Management System (GPMS), the reforms introduced new provider-facing digital services, processes and reporting capabilities impacting more than 2,000 aged care providers nationwide.

WHAT WE DID

Advance led the change management, communications and training function supporting the rollout of these enhancements. Working across policy, business and technology teams, we translated complex legislative and system changes into clear, practical guidance that enabled providers and departmental staff to understand and adopt new system changes and processes with confidence.

Our team delivered change impact assessments, readiness activities, communications campaigns, training programs and provider enablement resources for major GPMS releases, including the 1 November 2025 New Aged Care Act release. We also established release readiness forums, executive reporting and structured stakeholder engagement processes to identify and manage risks, monitor implementation readiness and support coordinated adoption across the aged care sector.

OUTCOMES ACHIEVED

Led change, communications and training activities for major GPMS releases.
Delivered 20+ communications and 24 supporting enablement products.
Supported the rollout of two new provider-facing GPMS portals.
Established release readiness, governance and executive reporting processes.
Developed training materials, user guides, FAQs and provider support resources.
Enabled successful adoption across more than 2,000 aged care providers.

The result was a successful sector-wide transformation that improved provider readiness, strengthened compliance with new regulatory obligations and supported the successful implementation of the New Aged Care Act.

Governance and Assurance

“We strengthen delivery confidence through effective Governance and assurance expertise that helps organisations manage risk, improve oversight and delivery.”

Governance Uplift for the New Aged Care Act Transformation Program

OVERVIEW

To support implementation of the New Aged Care Act, the Department of Health, Disability and Ageing was required to deliver one of the largest and most complex reform programs undertaken by the Commonwealth. Valued at approximately $1.2 billion and subject to Digital Transformation Agency (DTA) assurance, the program required strong governance, executive oversight and disciplined delivery to support simultaneous legislative, policy and digital transformation activities.

WHAT WE DID

Advance Consulting Group was engaged to strengthen governance and operational practices within a Branch, supporting the Aged Care Transformation Program. At the commencement of the engagement, executive visibility of program progress was fragmented, risk and issue escalation processes lacked consistency, and governance forums were not providing the level of transparency required to support informed decision-making.

Working closely with Senior Executives and APS delivery teams, Advance led a comprehensive governance uplift centred on the Aged Care Delivery Board. We redesigned governance processes, strengthened reporting mechanisms and implemented disciplined action, decision and risk management practices. To improve responsiveness and accelerate decision-making, we established a new fortnightly executive forum that provided a structured pathway for escalating critical issues and securing timely executive direction.

In parallel, Advance provided assurance services across the program, supporting Delivery Confidence Assessments (DCAs), validating delivery maturity and identifying opportunities to strengthen governance and delivery performance. Through a combination of governance reform, assurance oversight and executive engagement, the program's assurance rating improved from Red/Amber to Green.

Our team also overhauled board administration practices, including paper development, action tracking and decision recording and agenda management. These changes significantly improved visibility of program progress, strengthened accountability and enabled executives to focus discussions on delivery-critical matters.

OUTCOMES ACHIEVED

Strengthened governance across a $1.2 billion DTA-assessed aged care reform program.
Improved external program assurance ratings from Red/Amber to Green.
Led assurance activities and validated Delivery Confidence Assessments (DCAs).
Established new executive governance forums to support rapid decision-making and issue resolution.
Improved visibility of program progress, risks, issues and dependencies for Senior Executives.
Implemented robust action tracking, decision management and escalation processes.
Enhanced board reporting, governance artefacts and meeting effectiveness.

The result was a more transparent, accountable and effective governance framework that improved executive confidence, strengthened assurance outcomes and positioned the department to successfully deliver legislative and digital reform outcomes under the New Aged Care Act.

Business Analysis

“We turn information into insight, identifying opportunities, solving problems and shaping solutions that improve performance and business outcomes.

Strategic business analysis for the future of Aged Care

OVERVIEW

Following recommendations from the Royal Commission into Aged Care Quality and Safety, the Department of Health and Aged Care established a Risk Based Targeting and Information Sharing Program (Program) to improve data sharing, regulatory oversight and evidence-based decision-making across the aged care sector.

WHAT WE DID

Members of our senior team provided business analysis and data analytics expertise to support the design and delivery of the Program. Working closely with business, policy and technical stakeholders, our consultants defined business requirements, developed the Program's data strategy and established data governance practices to improve the quality, consistency and integrity of information.

Our people led the analysis and validation of complex data sets, supported the development of the program's risk engine and designed integrated reporting dashboards that enabled two Agencies to identify high-risk providers and make informed regulatory decisions. Our people also developed data management policies, facilitated stakeholder workshops and strengthened governance to ensure the solution remained secure, reliable and fit for purpose.

OUTCOMES ACHIEVED

Delivered business analysis and data analytics expertise for a major Commonwealth reform program.
Developed business requirements, data strategy and governance frameworks.
Improved data quality through data cleansing, validation and quality assurance.
Enabled evidence-based decision-making through integrated dashboards and risk analytics.
Supported the successful implementation and expansion of the platform, contributing to an additional $40 million in government funding to build the next phase.
Improved data sharing and regulatory oversight across Agencies.

The result was a trusted analytics capability that strengthened regulatory decision-making, improved data quality and enabled proactive management of risks across Australia's aged care sector.

Workforce and Capability

“We help organisations build the workforce and capability needed for future success, strengthening workforce planning, attraction, development and organisational performance”

Building workforce capability and sustainability in a federal government policy agency

OVERVIEW

A federal government policy agency was experiencing significant workforce challenges, including high turnover, short employee tenure, capability gaps and increasing competition for specialised talent. At the same time, the agency was required to deliver an ambitious policy and reform agenda in a complex stakeholder environment. To support long-term organisational sustainability, the agency sought to develop a workforce plan that would strengthen capability, improve workforce stability and ensure it had the people and skills required to deliver its strategic objectives.

WHAT WE DID

Members of our team undertook detailed workforce analysis, drawing on workforce profile data, employee survey results, labour market insights and organisational documentation. They facilitated workshops and consultations with executives and leaders to identify critical workforce risks, future capability requirements and workforce priorities.

Working collaboratively with senior stakeholders, the team developed a future-focused workforce strategy centred on four key pillars: building workforce capability, strengthening attraction and selection, enabling strategic workforce sourcing and developing leadership capability and workforce sustainability. The plan included practical initiatives, implementation priorities, success measures and governance arrangements to support delivery.

The workforce plan established a clear implementation roadmap and governance framework, positioning the agency for successful delivery while providing a strong foundation for our team to continue supporting implementation through strategic advice, assurance and periodic health checks.

OUTCOMES ACHIEVED

Identified key workforce risks, capability gaps and future workforce requirements.
Developed a comprehensive workforce plan aligned to organisational strategy and future priorities.
Established a workforce capability framework linked to critical organisational functions.
Defined targeted initiatives to improve attraction, retention, leadership capability and workforce sustainability.
Provided executives with a clear roadmap to guide workforce investment and decision-making.

The result was a practical and evidence-based workforce strategy that focussed on strengthening organisational capability, improved workforce planning maturity and positioned the agency to meet future policy and regulatory challenges with confidence.