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Waikato District Council, NZ

Waikato District Council, on New Zealand’s North Island, was using a range of disparate tools and templates to manage projects across the council. This caused a range of issues, from sub-optimal planning outputs, budget variations, project delays and capital works ‘carry-forwards’. READ MORE

North Eastern Community Hospital, Australia

North Eastern Community Hospital is South Australia’s only single-site, not-for-profit combined hospital and aged care service. It was looking for a better way to manage its risks. READ MORE

Mines Advisory Group, UK

Mines Advisory Group (MAG) is a UK-based humanitarian organization which works to clear landmines and unexploded ordnance from war-torn countries. It was looking to improve efficiency by consolidating its disparate systems into one. READ MORE

Melton City Council, Australia

Melton City Council, one of Australia’s fastest-growing municipalities, needed to improve its people performance framework. Prior to implementing CAMMS’ talent management system, the council’s approach was an inconsistent, inefficient and disparate paper-based personnel appraisal system. READ MORE

Greater Shepparton City Council, Australia

One of the largest regional councils in Victoria, Australia, Greater Shepparton City Council used to work with disparate project management systems which did not integrate and produced contrasting spreadsheets. READ MORE

Dorset & Wiltshire Fire and Rescue Service, UK

Dorset and Wiltshire Fire and Rescue Service in south-west England were experiencing many challenges – they needed to protect a population of more than 1.45 million, but were facing funding cuts. We worked with them to reduce their reporting burden, identify gaps and track trends and progress. READ MORE

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