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Public Sector
In Partnership with the Public Sector

Oakland Consulting plc has worked with many varied organisations in the public sector over the last twenty years. Our particular strength is working in complex and sensitive environments addressing conflicting internal and external multiple stakeholder requirements across multi-functional and multi-sited organisations including those in political and regulatory environments.

We work with managers and staff at all levels of the organisation to solve complex business problems and transform organisational performance. Our tailored, pragmatic and forward-thinking solutions are based on extensive experience, leading-edge research and identified best practice, and range from rapid and focused strategic interventions to large-scale programmes of work, including major organisational change.

We provide a comprehensive range of services, including:

  • Strategy Alignment
    • strategy deployment
    • scenario planning
    • performance measurement frameworks and scorecards
  • Assessment & Review 
    • surveys and assessments
    • benchmarking
    • organisational self-assessment
    • strategic qualitative research
  • Transformation and improvement 
    • operational excellence
      • process design, management and reengineering
      • quality management
      • six-sigma
      • lean approaches
      • developing and maintaining customer focus
    • people development
      • team and personal development
      • senior management mentoring and coaching
      • executive and management development
      • facilitation
    • change delivery
      • change management
      • programme and project management

 
Case Studies

The Contributions Agency
Change Management
The extent of the changes facing the Agency - reduction in budgets, market testing, new technology and major business re-engineering - meant that there was a real need to adapt towards a task culture. In order to be more precise about the nature of the required changes a “culture print” survey was completed. This entailed the completion of a questionnaire by a sample of staff as well as series of workshops. These provided a clearer picture of the actual culture and the desired future culture. The survey highlighted thirty-two indicators and was designed to identify and measure the gap between the two cultures.
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An NHS Primary Care Trust
Programme Management
In October 2001, Oakland was invited to review and make recommendations on work plans required to bring a large NHS Primary Care Trust (PCT) into being on 1st April 2002. The PCT would be formed by merging the major part of a Health Authority, the three existing Primary Care Groups, and the large part of a Community Hospital NHS Trust (disaggregating part to a neighbouring PCT). The shape of the PCT was designed to achieve coherence in standards and strategy, and ease of partnerships at PCT level, whilst achieving local relevance and integration by having three Locality directorates
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Ministry of Defence
Process Management
We were engaged to review the operation of a major support service department within the MoD. The review took place in a highly political environment, as previous attempts to reform had been the subject of questions in the House of Commons, and in the face of a highly sceptical workforce. The project also had extremely ambitious targets including reducing operating costs by 80% and increasing the value contributed to the organisation as a whole.
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