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Proposal for Culture Audit and
Development
Macarthur Community Mental Health
May 2018
©
Our understanding of your
context and needs
Background
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The Macarthur Community Mental Health Unit is seeking support from an independent consulting team to conduct an
audit of the current culture within and across the three facilities in Campbelltown and to recommend the actions required
to agree and embed a productive and collaborative future focused culture.
Over the last 12 months cultural challenges have arisen which have destabilised the staff at all three units in
Campbelltown. Whilst to date, there is no evidence that this is impacting client care, there is a desire to “draw a line”
under the past and to focus all staff on working together to build a more sustainable and positive workplace.
Any intervention would need to be deployable across three physical locations in Campbelltown and the 100+ staff. It is
recognised that despite the physical proximity of the three units there are different cultural attributes in each.
As there have been a number of formal and informal reviews into a situation that is seen as the trigger for the cultural
concern, it is agreed that this intervention should be future focused rather than investigative and focused on the past.
Further, as the Macarthur Community Mental Health Unit prides itself on its strengths based orientation, they are looking
to the application of a strengths based approach.
The current thinking is that a phased approach to this engagement will be the most effective with
• A diagnostic phase (incorporating an engagement survey)
• A consultative phase (focused on designing the desired future culture)
• A gap analysis and action planning phase.
The outcome of this engagement would be the delivery of a suite of recommendations and an action plan for their
recommendation – ideally agreed with all key stakeholders.
The engagement is expected to commence in mid May 2018.
Our Proposed Program
Bendelta’s Proposed Approach
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Kick off and Planning
• Confirmation of the parameters and deliverables for the assignment
• Development of a project plan
• Agreement of the preferred diagnostic
• Identification of key stakeholders
• An agreed approach to project management
Phase 1: Diagnosis
In this phase the focus is on assessing the current culture of each unit. This would be done by:
• Surveys and other agreed quantitative / qualitative assessments.
• Production of a report highlighting the results of the assessment undertaken and establishing the baseline culture
overall and for each of the 3 Units
Phase 2: Consultation
In this phase the focus is on designing the desired future culture for the Macarthur Community Mental Health Unit. This
would be done by
• One on one consultations with key stakeholders
• Focus groups with staff
• Identification of key themes, culture markers, the systems, symbols and behaviours required to both shift and
consolidate the desired culture.
Bendelta’s Proposed Approach
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Phase 3: Gap Analysis and Action Planning
In this phase the focus is on developing the strategies required to close the gap between current and desired culture.
This would be done by:
• Design of a plan for implementation to improve the culture overall and in each unit, including:
• Identification of specific interventions, including a recommendation for future evaluation of the cultural change
• A transition plan and associated timeframes
• The estimated cost of the program
Project Timeline
The expected timeline for completion of the Phases, based on a mid May commencement is as follows:
• Phase 1 – Completion by mid June 2018
• Phase 2 – Completion by mid July 2018
• Phase 3 – Completion by mid August 2018
Project Management
Bendelta will work closely with the Macarthur Community Mental Health Unit in the final design and delivery of the
project. This will include providing the following regular progress updates:
• Weekly e-mails summarising the progress on the project during the week; and
• Fortnightly meetings conducted via phone or face-to-face.
Culture
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Culture is what is created from the messages that are received about how people are expected to behave. They
demonstrate what is valued, and what is important. Organisational culture is, for the most part, determined from the
top. Culture, therefore, tends to be the culmination of leaders’ values, beliefs, feelings, self-awareness and
aspirations that is translated into behaviours, the systems and processes that support the business and the symbols
and stories that are upheld in teams.
One definition of culture:
Schein defines culture as follows:
“…the pattern of basic assumptions
that a given group has invented,
discovered or developed in learning
to cope with its problems of external
adaptation and internal integration,
and that have worked well enough to
be considered valid and therefore to
be taught to new members as the
correct way to perceive, think and feel
in relation to those problems.”
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Why an engagement survey?The survey provides:
• An evidence-base to understand ‘the landscape’ and to test assumptions, supplementing other information
(anecdotal evidence, interviews etc.) to determine how and where to act
• A means of gathering information quickly, directly, in consistent format allowing consistent interpretation
• Ensures a breadth of information is gathered, allowing us understand prevalence and patterns
• A forum for people to express their views anonymously – captures the “silent majority”
• Sends the message that everyone’s views are important
• Provides a benchmark against which the effectiveness of strategies and initiatives can be assessed.
Engagement is the positive commitment
and involvement in the role and the team /
organisation.
Engaged employees are more likely to :
• Speak positively about the
organisation and advocate internally
and externally
• Stay in the organisation and invest
energy in making it a better place to
work
• Put extra effort into their role and their
development, and help and develop
others
Engagement can be driven by a variety of
factors that the organisation can influence
Role (clarity, use of skills, fit with career
objectives, etc.)
Manager (feedback, support, etc.)
Team (morale, collegiality, equity etc.)
Leadership (visibility, clarity of purpose,
modelling of values etc.)
Organisation Ethos (transparency,
encouragement of improvement and
innovation etc.)
Organisation Effectiveness (planning
processes, change management,
communication channels etc.)
A ‘healthy’,
high-performing
workforce
makes for a
‘healthy’, high-
performing
organisation
Why a focus on engagement?
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A good survey process ensures that before launch….
• Respondents understand the scope and purpose
• The questions are clear and unambiguous
• Respondents feel that their contribution will be worthwhile
• Respondents are comfortable that their responses are anonymous and that confidentiality will be maintained
A good survey process ensures that during the survey……
• We receive a high response rate, ensuring that the results are representative of the overall population
A good survey process ensures that after the survey……
• Respondents’ contributions are acknowledged
• The process of analysis, interpretation and dissemination of results occurs in a timely, transparent manner
• The results are reviewed alongside other relevant information, and an assessment of what to address and
how is made
• Any initiatives developed are implemented and communicated.
What are the hallmarks of a good survey?
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You have asked for a tried and true survey
methodology
Our experience tells us that in an effective engagement survey we would focus and test views in relation
to following areas
• Role
• Immediate work team
• Immediate supervisor
• Senior management
• Organisational effectiveness
• Organisational ethos
• Engagement
On the following pages are a base set of questions in relation to each of these areas. They represent a
suggested starting point and can be tailored as required to organisational context and language.
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Role
The following statements obtain a view on the respondent's sense of role clarity and expectations, fit with
abilities, workload and stress
I know what is expected of me in my role
My job makes good use of my skills and abilities
I have access to the facilities I need to do my job properly
I am empowered to make decisions
The level of stress associated with doing my job is reasonable
I am able to manage project work in addition to my substantive role
The following statements cover individual recognition performance, feedback and development opportunities
There is a strong link between the content of my performance plan and what I actually do/experience during
the year
My performance on the job is assessed fairly and transparently
I am satisfied with how frequently I meet with my manager to discuss my work role
In relation to the previous question, these discussions meet my needs
The feedback I get from my manager is useful in assisting my skill development
I usually achieve my learning and development goals in my performance plan
I am actively informed and encouraged to pursue opportunities to develop my career
Indicative baseline questions for a Culture Survey
(for illustration purposes only)
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Immediate work team
Covers morale, fairness, recognition and other aspects of the team environment that research shows to have
a strong bearing on engagement and performance
Morale is good in my work team
Work is distributed fairly in my work team
We support a balance between work and personal life in my work team
We acknowledge and celebrate success in my work team
Bullying and harassment are not tolerated in my work team
In my work team, my co-workers are very helpful when I have a work problem
Performance of the team as a whole is appropriately recognised in my work team
Not achieving team goals is considered a serious issue in my work team
Staff are held accountable for underperformance in my work team
Poor performance does not exist in my team
Our team is empowered to drive necessary change
Indicative baseline questions for a Culture Survey
(for illustration purposes only)
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Immediate Supervisor/Manager
My immediate supervisor/manager deals with workplace conflict effectively
My immediate supervisor/manager is prepared to have difficult conversations about individual work
performance
My immediate supervisor/manager is accessible
My immediate supervisor/manager generates enthusiasm and commitment to achieving our goals
I have sufficient face-to-face time with my immediate supervisor / manager
Executive Director/Senior Management
My Executive Director knows who I am
My Executive Director is an effective role model
My Executive Director is visible in the workplace
In my Division our Values are modelled effectively by senior managers
Indicative baseline questions for a Culture Survey
(for illustration purposes only)
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Organisational Effectiveness
Includes planning, change management, systems/processes and internal communications
In my Unit our work processes, policies and procedures are accessible, clear and helpful
In my Unit there is a strong focus on continually doing things better
As changes are implemented, I know what is happening and why
Projects are resourced adequately to achieve their objectives
In my Unit changes are implemented effectively
In my Unit the annual business planning process is effective
In my Unit the selection and promotion processes are based on merit and equity principles
In my Unit the processes we use to work together are effective
I am informed about how major decisions will affect my role
Internal communications enable me to keep informed about what’s happening at the Unit / hospital and why
I know where to look to find out the information I need
Indicative baseline questions for a Culture Survey
(for illustration purposes only)
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Organisational Ethos
These items largely cover the way things are done, what is valued etc.
People cannot get away with doing less than their best in the Unit
In the Unit, there is a culture of continuous, incremental improvement
In the Unit, people are encouraged to propose new ideas
In the Unit, people are given practical support to implement new ideas
Significant decisions are made in a rational, transparent manner in the Unit
There is a culture of openness and transparency in the Unit
Engagement
These questions look directly at pride, commitment, involvement, effort etc. and are used to assess
engagement levels and to correlate with other items in the survey to understand which drivers have the
strongest relationship with engagement at RCH
I am proud to work for Macarthur Community Mental Health
I would recommend Macarthur Community Mental Health as a good place to work
I would like to still be working at Macarthur Community Mental Health in 12 months' time
My work gives me a sense of personal enjoyment - it is more than just a job
In my job I am often motivated to make a greater effort than I need to
I am committed to the Macarthur Community Mental Health Values and Behaviours of xxxxx
Overall I am satisfied in my current job
My overall level of engagement has increased compared to last year
Indicative baseline questions for a Culture Survey
(for illustration purposes only)
The consultative and future focused phase
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The survey establishes the baseline or current culture of the Unit, whilst consultative sessions, post survey, with groups
of staff will be used to define the attributes of the desired or future culture. Focus groups will be designed and used to
engage staff in
• “Facing forward” and architecting the organisational culture that they want to establish within their Unit and teams
• Developing the cultural attributes at a reasonably granular level - leadership, values, behaviours, development,
consultation, respect, work processes
• Calibrating the gap between the current culture (based on the survey themes) and the desired culture
• Defining the key strategies / actions / initiatives that will be required to effect the transition
• Agreeing where the accountability for the change strategies lie (at a personal / managerial, team, unit, or
organisational level)
• Identifying what support or resources are required to support and ensure that the change occurs.
Every effort will be made to engage all staff in the Unit – to facilitate this it is anticipated that five focus groups will be
scheduled. Each focus group will run for 90 minutes.
Notwithstanding that the engagement survey is expected to highlight cultural nuances between the 3 geographically
specific teams, the focus on the future culture will be designed to define the Macarthur Community Mental Health Unit
culture – the shared culture.
Project Timeframes
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Project Planning
• Confirm the
parameters and
deliverables
• Develop the
detailed project
plan
• Agree the
preferred
diagnostic
• Identify key
stakeholders
• Agree the
approach to
project
management
Mid August 2018
Consultation
• Develop a
structured
approach for
optional one on
one interviews
and staff focus
groups (5 x 90
minute
workshops)
• Hold the
consultations
regarding
desired culture
and capture
views
• Develop a
summary report
(FUTURE
STATE)
Design
• Tailoring of the
agreed
diagnostic, if
required
Launch
• Communication
to staff of the
Culture review
and its
objectives
• Survey launch
Action Plan
• Design action
plan to bridge
the gap
between current
and future state
• Develop the
recommended
transition plan
• Estimate the
cost of the
culture change
program
Report
• Consolidate the
culture review
• Present to the
“Reference
Group” and
senior
stakeholders as
required
Analysis
• Analysis of the
cultural
diagnostic
• Prepare an
overall report
and a Unit by
Unit report
(CURRENT
STATE)
• Develop an
overview of the
outcomes for
communication
to staff
Project coordination, evaluation processes and ongoing communication
Later in 2018Mid June 2018End May / early
June 2018Mid May 2018Mid May 2018
(Optional: Additional
Coaching Support)
Mid July 2018
Project Timeline
Below we have outlined a possible overview of key service stages and an example timeline. Please note that
we can work to any timeline required – the below is indicative only and based on delivery being
commenced in mid May 2018.
Why Bendelta?
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Bendelta’s fit for your needs
We have demonstrated ability to assess,
analyse, interpret and report on team
functioning within organisations and we
bring to bear relevant knowledge, skills,
and experience in designing and
delivering team interventions
We use empirically validated tools; we are highly experienced in
designing, conducting and interpreting stakeholder consultations; we work
in partnership with our clients; we have an abundance of experience in
assessing team functioning; and we have a particular strength in surfacing
embedded issues in a non-threatening, objective manner. Our team
interventions have resulted in significant positive impact as demonstrated
in our satisfaction surveys. We are Australia’s largest provider of
integrated team interventions, with widespread breadth and depth of
expertise in development.
We have highly credentialed personnel,
highly experienced in assessing,
developing and implementing culture
change initiatives
All our proposed team members have had significant experience and
expertise in accurately diagnosing workplace issues and culture, including
the capacity to provide results-driven recommendations.
We have deep experience of working in
the health sector environment and culture
Our extensive experience within the health sector provides us with a
strong appreciation of the challenges faced by Macarthur Community
Mental Health and includes: In NSW we have worked closely with the
Health Department and with HETI; in the ACT we have worked extensively
with Canberra Hospital, specifically on Cultural Improvement; in QLD we
have worked extensively with Lady Cilento Children’s Hospital on a
Cultural Transition Program (Psychological Support Services).
We have demonstrated capacity to deliver
the requirements in line with the
timeframes
We have reviewed our commitments to date and confirm that we have
ample capacity to assign resources to deliver this project successfully. Our
proposal also addresses the requirements and timeframes for this project.
We have developed a value for money
approach
We have constructed our fees to provide outstanding results at
competitive your value-for-money parameters.
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Bendelta works in the intersection of strategic leadership and culture with vision and strategy. At the core, this almost
always involves an assessment of culture and functioning – whether formalised, using empirically validated tools, or
informal, via our interactions and observations with working in close partnership with our clients.
Indeed, in close to 100% of our developmental initiatives that we design to tailor to our clients’ needs, we commence
with an assessment and analysis into the leadership and cultural behaviours that have been observed and form part of
our clients’ day to day activities. Below, we provide a short summary of our most recent and relevant work in assessing
and reporting team functioning:
Canberra Hospital. In 2017 ACT Health engaged Bendelta to work with two specified areas of the Canberra Hospital to
diagnose any workplace issues that were occurring and to develop strategies to improve the organisational culture. The
catalyst for the engagement was that the most recent workplace survey had revealed that some areas of the
organisation would benefit from significant improvements to their workplace culture. Bendelta‘s approach included
extensive consultations with stakeholders and staff, the use of a brief survey (bespoke and designed following extensive
data on culture) and extensive literature survey and detailed action plan. An Appreciative Inquiry methodology was
utilised for the consultations (the methodology emphasises strengths)
Royal Children’s Hospital (Victoria). Recently, we designed and conducted an organisation-wide culture survey
(bespoke) for the Royal Children’s Hospital (RCH). The survey provided an evidence-base to understand the current
landscape, to test assumptions, supplementing other information (anecdotal evidence, interviews etc.) to determine how
and where to act, a forum for staff to express their views anonymously, and a benchmark against which to assess the
effect of strategies and initiatives. We produced extensive descriptive and interpretive reporting to provide an accurate
assessment of RCH’s culture and employee attitude. As part of this project, we provided advice and recommendations
on the implications of the results, and on directional recommendations. These recommendations included future
programs of action, people development approaches and strategies for improvement over the next three to five years.
Independent Hospitals Pricing Authority (IHPA). In 2016, following a suite of leadership development programs that
Bendelta designed and delivered for all levels of staff, we were further engaged to conduct an assessment and culture
check to understand the strengths and development areas of teams within the organisation. We conducted The
Leadership Circle Culture Survey organisation-wide and this resulted in clarity of symptoms and behaviours to improve
upon.
Why Bendelta?
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Confidential government agency. Bendelta was engaged by a Director of this agency to conduct an assessment and
review of team functioning and culture. As part of this work, we gained a detailed understanding of the team structure,
roles and ways of working within the team; team dynamics and pain points; issues and risks of the team and
opportunities and vision for the future of the team. We also took the opportunity to gather ideas to inform future
directions to enhance team cohesion and effectiveness, and communicate support from the (most senior) leadership to
the team. In depth interviews were conducted with every member of the team and based on analysis of these interviews
a list of actions were recommended. A very high level (de-identified) findings graphic of key issues is summarised
below:
Why Bendelta?
Bendelta has a robust and proven approach to
cultural change
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Culture is formed and transformed by everything that is done in the business. For new members, they read the signals
about what it takes to fit in and adapt behaviour accordingly. As they adapt, they too, in turn reinforce these norms which
become stronger over time.
Culture is the organisation’s purpose, vision and strategy in action (whether towards or against their achievement). It is
what leaders do every time a business decision is made. It is what makes projects run over budget, strategies ignored,
or customers/patients/staff frustrated.
To transform culture, transactional methods will not work. Culture transformation also cannot be outsourced and
ultimately the success of culture improvement/transformation will depend on both the units. Bendelta can make three
critical contributions to facilitate success:
1. Our assessment and analysis methodology will be robust and well designed, so that they have high validity
2. We are able to work with key management staff to commence the process of culture change as early as
possible (and before the “formal” intervention commences)
3. We can provide advisory support and are well versed in handling tough conversations to communicate the
reality we are observing.
As workplaces become increasingly fast paced, technologically complex and culturally diverse, positive cultures support
the achievement of strategy and vision, whereas negative cultures such as workplace incivility can create tensions that
further dampen performance. Highly negative cultures become dysfunctional over time, and can negatively impact
performance.
Our Team
Organisation Design Specialist and Client Director
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Bio – Jan Bowe
Jan Bowe is a Principal Consultant for Bendelta who specialises in strategy, governance and organisation design.
Jan’s expertise lies in designing and implementing organisational solutions (structures, strategies, systems and
roles) that are tightly aligned with the strategic positioning of her clients, and specifically that support the
achievement of their strategic plan.
Jan has extensive corporate skills and broad industry experience, encompassing banking and finance, media,
mining, health, aged care and pharmaceuticals. Her considerable senior executive experience encompasses
corporate strategy, customer / member strategy, strategic marketing, organisation design, change management and
operations management.
Jan has extensive experience in coaching senior level executives from both the public and private sector. Her
coaching experience encompasses leadership coaching, coaching for potential, career management and career
transition coaching and change management coaching.
Jan is an experienced Non-Executive Director and currently holds directorships with RACQ Bank, and the
Friendly’s Pharmacies Group.
Qualifications
• Master of Business Administration from the Melbourne Business School
• Bachelor of Health Administration from the University of NSW
• Graduate of the Australian Institute of Company Directors
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Organisation Design Specialist
Bio – Michelle Lin
Michelle Lin is a Senior Manager for Bendelta specialising in organisation practice, and change management. She
works with leading corporations to analyse their operating environments and crystallise the findings to inform
forward-looking strategies for competitive advantage. Michelle works with clients both in the public and private
sectors, concentrating on practical yet transformational strategies to align the business in its entirety with strategic
objectives. She is also Bendelta’s practice leader in positive psychology and career management. Michelle has
designed and implemented many of Bendelta’s culture and engagement surveys across the not for profit sector.
Michelle comes from a strong best practice research, design and coaching background. She has been involved in
designing and facilitating leadership development programs, development centres, succession planning programs,
conducting best practices research in strategy, business reviews, interviews, analysis and benchmarking evaluation
in both the government sector and in private enterprise. Michelle has been involved in working across a number of
NSW Health projects, and has a strong expertise and background in working with professionals in community and
mental health.
Qualifications
• Bachelor of Commerce (Hons) in International Business / Bachelor of Science in Biotechnology, UNSW
• Diploma in Innovation Management, UNSW
• Masters in Applied Science (Psychology of Coaching), University of Sydney
• The Leadership Circle accreditation
• WIAL Action Learning Process accreditation
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Cultural Change and Leadership Specialist
Bio – Marnie Cruickshanks
Marnie has over 17 years experience in the health and human services change-focused Learning and
Organisational Development context. Recently specialising in leading Organisational Culture Change, Leadership,
Management and Capability Development Programs, Executive, Leadership, Management and Group Coaching in
emerging and ambiguous working environments.
Marnie has significant experience supporting leadership resilience and capability development through times of
change to develop engaged employees and leader led cultural shifts. Having worked as an internal employee for
Centrelink –Business Improvement and Learning and Development Team, Department of Communities – Strategic
Learning Services & Qld Health – Organisational Change Centre of Excellence prior to consulting, Marnie has an
appreciation of the ever changing context that is experienced working in the Public Sector Health and Human
Services context. She has also consulted extensively to government and the private sector developing senior
leaders through change processes and capability development program design and delivery in her role as a
consultant.
Qualifications
• Bachelor of Arts (Psychology double major) University of Queensland
• Diploma Front Line Management
• Cert IV Workplace and Business Coaching
• Cert IV Training and Assessing
• Advanced Conflict Resolution and Negotiation accredited,
• Cultural Transformation Tool Accredited – Barrett Values Centre
• 5 core competencies from Diploma of Government
• The Leadership Circle Profile Certified
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Matthew Hull focuses on the nexus between organisational psychology and technology-enabled insights and development. He specialises in data-driven insights and evaluation, employee engagement and capability assessment across both leadership and organisational development. He is passionate about the opportunities that exponential technologies provide in data insights and realising individual and organisational potential. Matthew is also a guest lecturer in organisational psychology at the University of Newcastle. Matt’s experience includes:
• Led the design, delivery and analysis of an all-staff employee engagement survey for Allens Linklater, exploring employee wellbeing, diversity and inclusion, flexibility and engagement. This included the delivery of an all-staff aggregate report to distil key themes and insights from the survey.
• Led the analysis and triangulation of employee engagement and customer satisfaction data for the NSW Department of Planning and Environment, and developed an infographic summary of key drivers and focus areas that was shared with all staff.
• Employee engagement partner and advisor to one of the big four banks and a multinational top tier law firm; for both organisations, delivered an employee engagement ‘listening strategy’ to reshape engagement approaches beyond annual engagement surveys.
• Lead analyst and consultant on the validation of a TINYpulse question bank for the NSW Department of Finance, Services and Innovation to identify the top 25 items to prioritise (based on construct validity with the PMES and common engagement measures), and analysis of the first four pilot questions to identify and analyse the sentiment and key themes from respondent comments andsuggestions.
Qualifications
• Organisational Psychologist
• Master of Organisational Psychology, Macquarie University
• Bachelor of Psychology (Honours), Macquarie University
• Accredited practitioner: Hogan Assessments, Occupational Personality Questionnaire, Saville Wave Professional Styles, TalentQ, Strengths Profiler
Senior Manager and Survey Analytics and Insights
Bio – Matthew Hull
Investment
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Whilst Bendelta may not necessarily be the cheapest provider available, our ability to transform and drive change is
unparalleled. To this end, we can boldly say that we’re able to provide you with an outstanding client-centred experience
and assessment results that provide a clear, succinct picture of the situation at hand.
Our pricing schedule is as set out as below. However, given our strong interest in working in partnership with the
Macarthur Community Mental health Unit and the opportunity to deliver significant cultural transformational change, we
have used a blended rate of $3625 excluding GST or $3,988 including GST for each phase.
We would be more than happy to revise our scope should our proposed fees be outside of your budgetary parameters.
Level Daily rate (excl. GST) Daily rate (incl. GST)
Project and Client Director $4, 000 $4,400
Principal Consultant $3,500 $3,850
Senior Manager $3,250 $3,575
Project Coordinator $2,000 $2,200
Our approach to pricing
The total fee, inclusive of GST for Phase 1 is $33,207, Phase 2 is $27,913 and Phase 3 is $15,950.
The total fee proposed for this program of work for all phases of work is $77,070 inclusive of GST.
* Please note that disbursements would be additional and would include travel and printing of associated materials. We would seek your approval
prior to incurring any significant costs.
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Focus Activity Breakdown (including
daily consultant costs
x no. of days) ex GST
Total cost
(inc. GST)
Phase One
Current
State
Assessment and
Planning
• Confirm the parameters and deliverables
• Develop the detailed project plan
• Agree the preferred diagnostic
• Identify key stakeholders
• Agree the approach to project
management
1 day, at $3,625 $3,988
• Project management and planning
including design of communication
strategy/plan
1.5 days, throughout the
duration of the project, at
$2,000
$3,300
Design of assessment • Tailoring of the agreed diagnostic, if
required½ day at $3,625 $1,994
Survey
Implementation
• Communication to staff of the Culture
review and its objectives
• Survey launch & administration
1 day, at $3,625 $3,988
Analysis • Analysis of the culture diagnostic
• Prepare an overall report and a Unit by
Unit report (CURRENT STATE)
• Develop an overview of the outcomes for
communication to staff
5 days, at $3,625 $19,937
Subtotal for Phase 1 $33,207
A breakdown of our fees
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Focus Activity Breakdown (including
daily consultant costs
x no. of days) ex GST
Total cost
(inc. GST)
Phase
Two
Future
State
Consultation • Develop a structured approach for one on
one interviews (optional, at $3,625 per
day for 1 day – assuming no more than 5
interviews)
• Develop a structured approach for staff
focus groups (5 x 90 minute workshops)
• Hold the consultations regarding desired
culture and capture views.
• Develop a summary report (FUTURE
STATE)
7 days, at $3,625
(excludes 1:1 interviews)
$27,913
Phase
Three
Action
Plan /
report
Any additional costs • Design action plan to bridge the gap
between current and future state.
• Develop the recommended transition
plan
• Estimate the cost of the culture change
program
• Consolidate the cultural review
• Present to the “Reference Group” and
senior stakeholders as required
4 days, at $3,625 $15,950
Grand Total $77,070
inclusive of
GST
Our approach to pricing
About Bendelta
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