What We Do

‘We support and advise councils in making decisions on the future of their adult social care services’

council_titles-01have used us to do options appraisals on the future of their services
council_titles-02have set up alternative delivery models with our help

How do we work?

Our typical work involves a four stage process:

1. Options appraisal

2. Business case

3. Implementation

4. Post-implementation support


he process is tailored to suit each council. After the first two stages there is a clear decision point, using a detailed report that summarises the work done and gives the council the ability to make an informed decision as to the way forward. This may, or may not, point to an alternative delivery model being the best option for the council.

If the council decides that an alternative delivery model is required, then we have significant experience of implementations that we can bring to the process and help guide the council through to launch.

Following launch, we will support the new organisation as required to ensure that it navigates the first few months successfully and is able deliver on the aspirations of the business plan.

A high level view of a typical process is:


Options Appraisal

An Options Appraisal is several weeks work during which we engage with relevant stakeholders to build a clear picture of the potential options for the changes required to in-scope services.

The output of an Options Appraisal is a detailed report

We produce a detailed report containing:

  • Detailed diagnostics that assess a range of options for how a new delivery model would work within the area
  • End State Description for each model
  • Risks and Benefits for each model
  • Route map and high level project plan for each model, including timescales
  • Indicative costs and savings for each model
  • Recommended vehicle

We help navigate the report through the council

This detailed report is issued to the sponsor and we typically help the sponsor navigate the options appraisal through the officers and members.

This may be the end of the process, because, for instance, it may well be that the best option is to retain the services as is, with recommended changes being carried out in-house.

A go/no-go decision is made

If the decision is made to take the recommendations further we will then take the preferred option and develop a detailed Business Case.

Business Case

A Business Case is built for the preferred option. This involves working with a wider group of stakeholders over several months, investigating the preferred option in more detail and building a report that is robust enough for the council to make an informed decision on proceeding with the option.

The output of the Business Case is an in-depth report

The Business Case report will contain:

  • Detailed Alternative Delivery Vehicle
  • Reasoning
  • Financial model
  • Workstream activity requirements
  • Risk/benefit log including ROI and Risk Log
  • Detailed Implementation Plan
  • Market and new business analysis
  • Financial modelling and sensitivity analysis
  • New process specification
  • Outline of technology requirements

We help navigate the report through the council

The detailed Business Case is issued to the sponsor and then we again help the sponsor navigate the Business Case through the relevant committees of officers and members. This will include sign-off of the net benefit calculations by the Section 151 Officer.

A go/no-go decision is made

It may be that the council decides to not progress the option based on this more detailed work, but if a decision is made to go ahead then we will assist with the move to implementation.



In reality the implementation is a programme of multiple projects involving the operations and most of the council’s support services. We advise on the planning of this programme, bringing our experience and learning from similar programmes for other councils.

Full Implementation support

We can provide full programme management capabilities, or offer guidance, advice and support to the council’s own project management resource.

Implementation support will include:

  • Leadership
  • Contract reporting
  • Project management activity
  • Strategy support
  • Implementation support
  • Skills and capabilities assessment
  • Formal TUPE consultation
  • Change management
  • Performance management
  • Review tasks
  • Workforce consultation and TUPE arrangements
  • Assessment of back-office services including ICT, Finance, HR, Facilities Management, Audit etc
  • Communications Strategy
  • Contract, service specification
  • Key performance indicator regime
  • Payment mechanisms

Go-live focus

There are often time pressures on the go-live dates for implementations of new delivery vehicles.

We help set out the implementation programme so that all of the key deliverables are achieved for go-live, but there will be a number that can be pushed beyond go-live. We therefore support the post go-live implementation work until completion of the full programme.

Post Implementation support

It is a big change for a council operation to turn into a publicly owned commercial organisation overnight. We can offer guidance through this start up period and have worked with more than one council’s new organisation for extended periods to help them through this time of critical change.