Our Business Case services include for the delivery of strategic, technical and management-based inputs, as well as the coordination and management of financial and legal respondents to deliver a full business case.
Many public sector projects are now required to justify their need using the HM Treasure “Five Case” business case model, and the requirements of the “Green Book” which include the following key elements:
• Strategic Case
• Economic Case
• Commercial Case
• Financial Case
• Management Case
In the public sector, the business case is argued in terms of Cost-benefit analysis, which includes the above financial and non-financial cost and benefits. This allows the business to consider socioeconomic and environmental benefits, allowing a more comprehensive understanding of economic impacts.
We are familiar with the HM Treasury guidance documents and can comply with all necessary central government expectations arising from these model documents.
23 Consult is experienced in providing Change Management services, which includes the development of an approach to prepare, support, and help clients in adapting their property and estates portfolio when making organisational change.
The most common drivers for instigating change management include:
• Evolution of technology
• Process reviews
• Changes in consumer habits
• Pressure from competitors
• Mergers and acquisitions
• Organisational restructuring
It includes methods that redirect or redefine the use of resources, business processes, budget allocations, or other modes of operation that significantly change a client’s organisation.
We can provide Contract Management or Contract Administration services, by providing the management obligations made between the parties to the contract.
Our skills include negotiation, supporting and managing effective contracts on behalf of the client, especially where clients do not have in-house resources. Contract management includes negotiating the terms and conditions in contracts and ensuring compliance with the terms and conditions, as well as documenting and agreeing on any changes or amendments that may arise during its implementation or execution.
It can be summarised as the process of systematically and efficiently managing contract creation, execution, and analysis for the purpose of maximising financial and operational performance and minimising risk.
Complex contracts are often necessary for construction projects, goods or services that are highly regulated. They often include detailed technical specifications, intellectual property (IP) agreements, outsourcing and specialist trade.
We have an excellent experience across a wide range of contracts, such as NEC, JCT, RIBA, and bespoke forms such as PFI Project Agreements, Blue Book, and also sub-contract and service-level delivery agreements.
23 Consult can provide clients with procurement advice, which includes the development of a procurement strategy and pathway which best suits the need of the client and the project, and the careful balance of these two activities is essential in determining the best procurement solution.
We have a great deal of experience in public sector procurement, and the procedures available:
• Negotiated (without notice)
• Competitive Dialogue
• Competitive with Negotiation
23 Consult can provide clients with Procurement Management services which are usually provided as a continuation of Procurement Advice, and includes for:
• Setting out the procurement plan
• Working with legal advisors to stay within the Procurement Regulations
• Issuing Prior Information and Contract Notices via OJEU/TED
• Arranging and coordinating supplier days
• Managing and coordinating the procurement process
• Developing and facilitating evaluations and audit paths
• Coordinating and managing bidder meetings
Our Programme Management service provides for the process of managing several related projects, often to improve a client's performance.
Programme management is often closely related to construction, change management, and business transformation. The programme manager has oversight of the purpose and status of all projects being delivered and can use this oversight to support project-level activity to ensure the programme goals are met by providing a decision-making capacity that cannot be achieved at the project level
We feel that we are well-placed to provide this service by actively seeking out information from project managers as we have the skills to see a programme of works from a strategic level, as well as experience in understanding the complexities of project management at a delivery level.
23 Consult can provide Project Management duties using suitably qualified and experienced people. They have the responsibility of the planning, procurement and execution of a project, in any undertaking that has a defined scope, with a defined start and a defined finish.
We act as the first point of contact for any issues or discrepancies arising from within the heads of various departments in an organisation before the problem escalates, and strive to maintain the progress, mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximises benefits and minimises costs.
The nine key duties of our Project Management service include:
• Resource Planning
• Cost Control
• Risk Management
• Quality Management
• Time Management
• Progress Monitoring
• Reporting & Documentation
• Team Leadership
23 Consult views risk management as the identification, evaluation, and prioritisation of risks followed by advising on the coordinated and economical application of resources to minimise, monitor, and control the probability or impact of unforeseen events or to maximise the realisation of opportunities.
Risks can come from various sources including uncertainty in financial markets, threats from project failures (at any phase in design, development, production, or asset lifecycle), legal liabilities, credit risk, accidents, natural causes and disasters, terrorism, or events of uncertain or unpredictable nature.
We can help record risks and develop mitigation strategies to manage threats, which typically include:
• Avoiding the threat
• Reducing the effect or probability of the threat
• Transferring all or part of the threat to another party
• Retaining some or all the potential or actual consequences of a particular threat, and the opposites for opportunities
Strategic Planning involves the formulation and implementation of the major goals and initiatives taken by a client's executives, based on consideration of resources and an assessment of the internal and external environments in which they operate.
It provides overall direction to an organisation and involves specifying objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans.
We have developed exemplar models and frameworks to assist in strategic decision-making in the context of complex environments and client requirements.
Strategic Planning is not static; our models often include a feedback loop to monitor execution and to inform the next round of planning. We follow three principles which we feel underly any good strategy plan:
• Creating a unique and valuable asset
• Identifying the “what not to do” elements, with reasons why
• Creating “fit” by aligning client activities to support the outcome