Client Synopsis
ACH GroupOrganisation Overview
In 2017, ACH Group commemorated its 65th year since foundation as a not-for-profit organisation in
1952 as Aged Cottage Homes; within 12 months the organisation’s first three independent living units
were built.
During the past three decades, ACH Group has been a pioneer in developing new models of care,
including Community Options, the forerunner to today’s Commonwealth Home Support Program, a
Nursing Home Options Program (now known as Home Care packages) and, in partnership with Ashford
Hospital, one of the first Hospital Substitution Programs in Australia (now known as Transition Care).
In 2014, in collaboration with SA Health and Flinders University, ACH Group established the
internationally innovative concept ViTA in a purpose-built facility at Daw Park. Under this mode people
are put at the centre of their own health; bringing wellbeing, aged health and innovation together. The
ACH Group exchange membership network offers opportunities for people aged 50+ to reinvent,
rediscover and find their voice through newsletters, bulletins and invitations to courses and events.
Fast forward 65 years and it has evolved from humble beginnings to become known as one of
Australia’s leading aged care organisations, employing more than 1,700 staff and supporting more than
20,000 older people in South Australia and Victoria to live a good life at home, in the community, in
residential care and in independent living units.
Fragile to Agile Engagement
Fragile to Agile was initially engaged to perform a feasibility study for progressing to a second phase of
a large CRM program after the initial phase, although mostly successful, failed to deliver anticipated
benefits.
The feasibility study defined a longer-term vision for CRM and a roadmap for a complete rollout plan
including the business benefits of doing so. Beginning with documenting our desired business
outcomes, determining our current state and translating that into a Business Capability Model we
developed a CRM roadmap that addresses issues and pain points and delivers material tangible and
measurable benefits (which we ascertained and quantified as part of the study).
In addition, the study identified a number of strategic gaps that materially affected the effectiveness of
Phase 1, which we were then engaged to address:
- Absence of Target State vision for all the technology at ACH group;
- Absence of integration reference architecture, principles and governance.
We have additionally subsequently been engaged by ACH Group on a number of additional pieces of work:
- Assisting ACH Group in adopting the Fragile to Agile Benefits Realisation Framework;
- Training and mentoring of key staff on architecture and benefits management;