Change Management
Case Studies
Supporting high-consequence government decisions
A major Australian Government department engaged 1 and One across a program of linked reforms designed to strengthen the security and resilience of nationally significant assets and systems.
The reforms would affect regulated entities operating across diverse sectors. Before progressing legislative and regulatory changes, the department needed to understand the likely regulatory, economic and operational impacts.
The work required more than a summary of the proposed reforms. Decision-makers needed a clearly defined policy problem, genuine options, a credible cost-benefit analysis, evidence from affected sectors, and practical advice on implementation risks.
The analysis also needed to meet Office of Impact Analysis requirements within compressed policy and legislative timeframes.
Defining the problem and policy options
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Working with the department to clearly define the policy problem, identify affected sectors and establish the consequences of retaining the status quo
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Testing multiple policy options, including alternative approaches raised during consultation, which gave decision-makers a genuine basis for comparing the effectiveness, proportionality and practical implications of different reform settings.
Building the evidence base
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Reviewing existing policy materials, legislative analyses, operational information, sector data, and stakeholder evidence.
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Coding evidence and mapping it against the seven Impact Analysis questions, creating a clear audit trail between source material, analysis, findings and final recommendations.
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Documenting data limitations and areas of uncertainty so that decision-makers could distinguish established evidence from assumptions that require further testing.
Engaging affected sectors
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Delivering public and targeted consultation with organisations operating across nationally significant sectors.
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Developing consultation material, facilitating focused industry discussions and analysing written submissions.
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Consultation to test compliance activities and cost drivers, implementation and transition requirements, operational risks, unintended impacts, alternative policy options, and the effects on different sectors and organisation types.
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Incorporating stakeholder feedback into the options analysis, cost assumptions, regulatory burden estimates and implementation advice.
Developing auditable economic models
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Building an auditable cost model covering industry compliance, implementation costs and government administration.
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Supporting the model by documented assumptions, evidence sources and scenario testing. This allowed the department to understand how results could change under different assumptions about affected populations, activity levels, unit costs and implementation settings.
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Assessing regulatory burden alongside wider economic and operational impacts, giving decision-makers a more complete view of the likely costs, benefits and distributional effects.
Applying staged quality assurance
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Developing the analysis through staged first-pass and second-pass reviews.
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Testing policy, economic and stakeholder evidence together rather than developing them as separate workstreams. Structured peer review and executive oversight strengthened the consistency of the analysis and ensured conclusions remained traceable to evidence.
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Engaging with the Office of Impact Analysis during development to confirm the appropriate analytical approach and respond to emerging requirements.
Deliverables
Our work across the linked engagements delivered:
- Comprehensive Impact Analysis documentation
- An Impact Analysis addendum for related regulatory changes
- Public consultation material
- Structured consultation findings
- An auditable economic and regulatory burden model
- Documented assumptions and scenario testing
- Assessment of alternative policy proposals
- Implementation risks and transition considerations
- Decision-ready advice for senior government consideration
Outcomes
The work provided the department with a defensible evidence base for progressing complex reforms affecting nationally significant systems and regulated entities. The analysis enabled decision-makers to:
- improved alignment between technology investment and organisational priorities
- strengthened governance and accountability for ICT decision-making
- increased clarity on future technology direction and implementation sequencing
- enhanced capability to deliver and sustain transformation initiatives
- a structured foundation for ongoing modernisation and service improvement
The quality and clarity of the completed analysis received strong feedback from the department and the Office of Impact Analysis.
The department also retained the evidence, assumptions, and modelling needed to explain the analysis, respond to scrutiny, and update its advice as policy settings evolved.
Turning complex reform into defensible decisions
1 and One combines policy expertise, economic analysis and stakeholder evidence to help Australian Government agencies navigate complex regulatory decisions.
Our approach gives decision-makers a clear view of the problem, the available options and the likely impacts, while leaving agencies with an analytical record they can understand, maintain and defend.
Our People
Meet our team
Matthew Fraser
Executive Director
Matthew Fraser is the co-founder and Executive Director of 1 and One, recognised for his expertise in leading complex organisational transformations and strategic policy initiatives across government and industry sectors. With over two decades of experience, Matthew’s leadership is characterised by a commitment to fostering collaboration, operational excellence, and impactful outcomes.
Prior to founding 1 and One, Matthew held senior roles in government, where he successfully delivered major programs focused on sustainability, digital transformation, and multi-sector engagement. His work has encompassed leading large-scale projects for the Department of Agriculture, Fisheries and Forestry, the Department of Health and Aged Care, and the Department of Finance. Earlier in his career, Matthew led major events in Brisbane, honing his skills in large-scale project coordination, stakeholder engagement, and operational management. This experience laid a strong foundation for his ability to manage complex initiatives and deliver strategic results.
With a focus on strategic facilitation and Agile delivery methodologies, Matthew has guided cross-functional teams to drive innovation, streamline processes, and achieve key policy objectives. His deep understanding of government and industry landscapes enables him to navigate complex stakeholder relationships, ensuring alignment and practical implementation of solutions. At 1 and One, his strategic oversight and ability to translate ambitious goals into tangible results have cemented the firm’s reputation as a trusted partner for transformative change across Australia. His dedication to delivering lasting impact and building consensus among stakeholders continues to drive the success of complex projects that shape public and private sector outcomes.
Katherine Fraser
Chief Executive Officer
Katherine Fraser is the Chief Executive Officer and co-founder of 1 and One Consulting. She leads the firm’s delivery of transformative communication, stakeholder engagement, and change management solutions across government, corporate, and not-for-profit sectors. With over two decades of experience spanning public service, ministerial leadership, and industry partnerships, Katherine is recognised for her ability to drive complex reforms and lead organisations through periods of change.
Throughout her career, Katherine has led strategic initiatives that required deep industry insight, multi-stakeholder collaboration, and innovative thinking. Her expertise extends across diverse portfolios, including health, defence, social services, climate, and more. As a trusted leader, she is known for aligning complex policy and operational objectives with practical, measurable outcomes that serve the broader community.
Under Katherine’s leadership, 1 and One has become a trusted partner, working with clients to navigate challenges, implement impactful solutions, and deliver exceptional value. Katherine’s approach combines strategic oversight with a passion for building strong relationships and driving positive change. Her work continues to inspire transformation across sectors, empowering organisations to thrive in complex and evolving landscapes.
Greg Thomas
Senior Consultant
Approaching two decades of consulting experience, Greg is an engaging contributor to business value, specialising in creating consensus and collaboration for cross-agency and cross-divisional business change. He achieves organisational and government-wide benefits for complex bodies of work that touch multiple administrative units. Whether managing a program or identifying and contributing to organisational change, Greg represents the interests of his clients.
Our Case Studies
Change Management