Public sector, measured where it happens.
Public bodies run savings programmes that report status and decide nothing, because nobody in them can say no to a directorate. Our public-sector work starts with the number, gives the programme a director who can stop a workstream, and sequences the change by what residents notice last.
S.08 · 5 engagements · 1 published
On the record in public sector.
Budget recovery programme at Aldergate Council
A council facing a section 114 notice, a programme office that decided things, and a budget balanced without a single service closed.
£6.2m
recurring savings, budget balanced in-year
Finance & Transformation
Read the caseWhat is going wrong.
A savings programme on its third sponsor
Delivered status reports monthly and a fraction of its case.
Casework backlogs that grow in the quiet
Demand rising, headcount flat, and the queue worked in arrival order.
Governance written for the auditor, not the officer
Policies nobody opens twice.
What we do about it.
All six servicesRun the programme to a number
One plan, one register, a director who decides, weekly cash published. Finance & Transformation.
Redesign the casework queue
Measured at the desk, resequenced by need, run by the team. Operations & Performance.
Governance the officers use
Registers and trails maintained by the people who own the risk. Risk, Governance & Regulation.