Public Sector Cases

Result - Clear benefits to clients from easier, integrated operations: integrated service leadership, shared understanding of purpose, approach, role and service delivery

A deprived English Council area needed leaders and teams of separate services (Children's Services, Health, Housing, Police, Youth Justice, Voluntary Groups) to work together to deliver family-centred services.

We designed and delivered a transformation programme involving: personal/team motivation development and culture change; coaching in change management; strategy formulation labs; outcome/client-focused change initiatives.

Result - A national review of asset and risk management 

Working with the University of Leeds, the team helped develop a new value and risk based asset planning process for a multi-year, £4,000m government agency programme which required a more robust analysis and high quality asset investment approach.

Result: "World-class" thinking as leaders, clear about vision and strategic focus."

This national agency had increased the size of its leadership team; now it needed to build clarity and capability – especially over vision, strategy and their impact in a complex field where influence was key. We reviewed leaders' development needs; targeted executive coaching and team-building; enabled personal and team clarity around future roles and impact, raising the influence of the Board 

Result - 10 local councils working together to make major savings

Groundbreaking collaboration between ten UK Councils targeting £200+m savings on support budgets. The solution involved merging a range of support services to maintain a critical mass of talent and retain a high quality of service. By using a combination of partnering with senior management and collating then harmonizing a wide range of performance and cost data, a series of challenging but achievable savings were identified. A five year integration journey started in 2011/12.

Result - Simplified Cost and profit analysis for high growth SMEs

A former RDA sponsored the ServQ Alliance to develop a new technique called Rapid Build Activity Based Costing. The team worked with 10 SMEs to assess their true cost to service their customers, covering  key accounts through to brand new accounts. As part of the programme each SME understood its true cost base, core processes and how it could improve profitability by customer segment, based on relevant activity.

Result: new, high performance team focused on quality; 2 new businesses spun-off; establishments costs reduced by 70%

The programme executives had differing priorities, experience, focus and confidence. The Council required a single, committed team, assuring high quality delivery. Using our processes, they built shared understanding about quality; analysed and drew judgements; built commitment and confidence in a new role and created the key operational components of the new role (data collection, analysis and reporting systems; fail-safe communication; quality measures and exemplification; internal procedures).