Public Sector
Programme delivery for government.
Public sector delivery is judged twice: once on whether the outcome was achieved, and again on whether public money was spent defensibly along the way. Our team has delivered inside central government departments, arm's-length bodies and London local authorities, and we build programmes that stand up to both tests.
Delivery inside the public sector operating environment
Government programmes carry constraints that private sector methodology does not anticipate: annual funding cycles, spending review timetables, Green Book business case requirements, gateway reviews, procurement regulation, freedom of information, ministerial and member priorities that can shift at short notice.
We plan for those constraints rather than treating them as interference. Business cases are written to survive scrutiny. Benefits are defined so they can be evidenced to an auditor. Procurement timelines are built into the critical path from the beginning rather than discovered halfway through. Governance is designed so that decisions can be taken at the pace the programme needs while remaining fully documented.
Central and local government
Our experience spans central departments and their delivery bodies — including work associated with DWP, the Crown Prosecution Service and the Department for Levelling Up, Housing and Communities — alongside London local authorities including Newham, Redbridge and Havering, and shared-service arrangements between them.
Local government brings its own pressures: statutory duties that cannot pause, section 114 financial risk, member scrutiny, and transformation that has to deliver savings in-year. We have delivered savings and service improvement programmes under exactly those conditions.
Capability that stays behind
Public sector organisations are rightly wary of consultancy dependency. Every engagement includes explicit knowledge transfer: coaching of permanent staff, documented ways of working, and a defined exit. We would rather be re-engaged for a new problem than retained for an old one.
Capabilities
What we bring
Business case support
Green Book-aligned cases that survive scrutiny and secure funding.
Programme and project delivery
Senior delivery leadership across multi-supplier change.
PMO and portfolio controls
Governance, assurance and reporting proportionate to risk.
Savings and efficiency
In-year and recurrent savings that are evidenced, not assumed.
Gateway and assurance readiness
Preparing programmes for independent review.
Capability transfer
Coaching and documentation so the capability stays in-house.
Questions
Frequently asked
- Which government organisations have you worked with?
- Our delivery record includes work associated with DWP, the Crown Prosecution Service, the Department for Levelling Up, Housing and Communities, NHS England and NHS Improvement, and London local authorities including Newham, Redbridge and Havering.
- Are you familiar with Green Book and gateway review requirements?
- Yes. We write and support business cases aligned to Green Book five-case model expectations and prepare programmes for gateway and independent assurance reviews.
- How do you avoid creating consultancy dependency?
- Knowledge transfer is written into the engagement: named permanent staff are coached, ways of working are documented, and there is a defined exit point agreed at the outset.
Talk to us about public sector delivery
Whether you are building a business case, mobilising a programme or recovering one, start with a conversation about where you are today.