Public Sector

Facing public sector cutbacks on a scale not seen by any post-war government, there are significant shifts within the sector:

  • a transfer of service delivery and commissioning to independent providers and increased buying from private companies, charities, social enterprises and mutuals
  • a shift to localism, devolving authority to 'below' local government level
  • payment according to delivered results, rather than activity-based contracts, and anticipation that providers will provide capital and bear significantly greater risk
  • merger & consolidation programmes for NDPBs, the NHS, local authorities, educational institutions and social housing.

In this environment, we deliver effective financial advice based on our understanding of the issues our clients face, the demanding culture in which they work and the difficulties associated with implementing political and economic decisions.

This advice covers:

  • how to finance the future in the absence of capital to deliver adequate services and the infrastructure to support them
  • making mergers and collaboration work in practice, by achieving efficiency through collaboration, shared service and mergers
  • governance, assurance and risk best practice to ensure transparency and a sound financial under-pinning to strategy
  • effective engagement with local SMEs to drive the economy forward

Our clients range from government departments, local authorities, government agencies and not-for-profit organisations in the UK and overseas. Their feedback consistently commends the high quality of our work and the level of service we have provided over a number of years.

We have built our reputation on our commitment to deliver value-for-money through bespoke solutions which can only be achieved by working in partnership with our clients. We understand the importance of delivering projects in a timely and efficient manner, be it our own advice or when advising on the successful delivery of projects involving third parties. We can also see the opportunity for challenging many perceived constraints, drawing on our wider commercial experience in the private sector.

   

Publications

November 2014 - Better collaborative procurement in the fire sector

October 2014- Pulling together the Better Care Fund

July 2014 - Supporting public health organisations for the future

July 2014 - A governor's guide to monitors risk assessment framework

July 2014 - Raising the Stakes: financial scrutiny in challenging times

April 2014 - Police reform: a developing picture

March 2014 – Local government governance review 2014: working in tandem

March 2014 - Local government financial resilience: regional commentary

March 2014 – NHS governance review 2014: staying in the saddle

February 2014 - Fire and rescue collaboration

February 2014 - Reaping the benefits? First impressions of the impact of welfare reform

January 2014 - Responding to the challenge: alternative delivery models in local government

December 2013 - 2016 tipping point? Challenging the current

November 2013 - Alternative therapy: Strengthening NHS financial resilience

November 2013 - CoPaCC PCC Statutory Transparency Thematic

November 2013 - Local government pensions governance review 2013

July 2013 - NLGN future councillors - where next for local politics?

Feb 2013 - Local government governance review 2013

Jan 2013 - NHS governance review 2013 (PDF 8.3MB)

Dec 2012 - Towards a tipping point? (PDF 2.3MB)

Oct 2012 - Sustainable businesses - navigating towards a more sustainable future

Sep 2012 - Targets in sight: approaches to delivering NHS cost targets

May 2012 - Local government governance review 2012

May 2012 - The developing internal audit agenda


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