Case Studies By Service Area
Organisational Strategy, Design & Change
Veterans' Affairs – Transition to NZ Defence Force and implementation of case management
The scope
In 2007, MartinJenkins was engaged to evaluate the effectiveness of the then-current governance structure of VANZ, including its place in the public sector. At that time, VANZ functions were split between NZDF and MSD.
MartinJenkins was subsequently re-engaged at key stages to assist with the transition to the new structure and roll-out of a case management model within the Veterans Services area of VANZ.
Our Involvement
This organisation review, led by Doug Martin, involved an examination of the strategic context within which VANZ operated, and identification of key themes from consultation with a wide range of stakeholders. The review recommended that accountability for veterans’ affairs either be assigned to NZDF to recognise the strategic importance of veterans’ welfare to maintaining a motivated and viable fighting force, or to MSD. Following this report, Cabinet subsequently made a decision to make veterans’ affairs an operating unit within NZDF.
MartinJenkins was re-engaged in 2008 to provide advice and manage consultation on suitable new organisational structures for Veterans’ Affairs within NZDF. This included development of a preferred organisational structure and design of an implementation plan to manage the transition.
In mid-2008, MartinJenkins was subsequently engaged to provide advice on the roll-out of a case management function in the Veterans Services Team. This included a comprehensive business process mapping and re-design exercise involving broad consultation with Veterans’ Affairs managers and staff.
Chloe Anderson, a MartinJenkins Consultant, provided human resources advice throughout the change management process.
The Outcome
The results of this work included a new organisational model for VANZ, a series of reports and documents at key stages of the process, and positive change management outcomes.
The MartinJenkins Difference
MartinJenkins was able to use its experience in organisational review, along with substantial knowledge of the public sector environment, to carry out an effective initial review. Following acceptance of its recommendations by Cabinet, MartinJenkins was able to use knowledge gained during its prior involvement to develop a way forward that met NZDF and VANZ-specific goals. MartinJenkins was able to draw on expertise (such as human resources management, and business process re-design) as required throughout the process and provided responsive, effective service.
