We are a consistently profitable, medium sized consultancy company working across the public, third and commercial sectors, tailoring our services to individual sectors and client circumstances.
We understand process improvement and design having specialised in this work since 1999. We flex our inputs as required by client circumstances and preferences and are happy to provide light touch support or in depth implementation partnership as required. Our range of expertise allows us to work with organisations on anything from the provision of training courses through to running major transformational delivery programmes or supporting organisations as they transform themselves. In addition, we are passionate about skills transfer and where appropriate, seek to maximise this aspect amongst our clients’ staff.
Incorporated in 2000 with the express purpose of supporting the public sector in its objectives of process and efficiency improvement, since then we have specialised in supporting public sector and commercial organisations to deliver transformational growth, change and improvement.
Over 80% of our work has been with local authorities or their associated partners, ALMOs and neighbouring agencies. Initially working closely with internal business improvement teams to develop their skills and transfer our knowledge whilst we performed reviews and analysis, we moved to support improvements and change programmes in specialist functions such as Planning, Housing, Environmental Services, Revenues and Benefits and Adult Social Care.
Following the publication of the Gershon and Varney reports we expanded our service offering to include the development of cost and financial models, using our experience gained in previous commercial careers to give management teams information that could direct their thinking and influence their decision making regarding transformation, reducing costs and developing alternative operating models such as shared services or joint ventures. More latterly this has included building commercial units within local authorities to generate income.
Because of our reputation in this field, we were commissioned by DCLG to support a dozen local authorities in the National Process Improvement Project and because of the success of that programme we were asked to work with a further group of authorities on their Transforming Planning Project. Both projects resulted in nationwide publications.
When the financial downturn hit, we decided that rather than exit (as some competing organisations did) we would “go deep” into the workings of our clients and consequently today our involvement with them ranges from very large, long term assignments to smaller but “geared-up” projects where relatively light touch consulting support contributes significantly to wider transformational programmes.
So, in recent times, as well as our more traditional project based work we have undertaken major assignments with clients, supporting them over a long-term basis to implement the structural recommendations and transformations we have helped to design.