validus management consultancy UK

Local Government Case Study

The Development Directorate within a Northern based Unitary Council

Engaging managers and staff
To effect transformational change


The Development Directorate within a Northern based Unitary Council


  • The organisation structure had 'evolved over time' with little or no assessment of resource requirements, skills levels and flexibility
  • The structure was multi-layered with poor role clarity , functions operating in 'silos' with lengthy communications channels and poor decision making, impacting on customer service and delivery
  • Need to determine whether the section can be organised differently to transform performance, efficiency levels and improve customer service


Provided expert guidance and support to the Council in:

  • Carried out an initial 'scoping' exercise across all of the constituent departments / teams
  • Carried out a series of one-to-one interviews with senior managers to get their insights and perspectives
  • Conducted a series of group workshops to identify problems and issues around : business processes, IT systems and support, workload management, skills and training, 'cultural' issues
  • Carried out an extensive series of data analysis / desk-top studies covering: the existing organisation structure; workloads, capacity and work-flows; existing business processes; current demarcations and the match of resources, skills and workloads
  • Quantified the impact of existing organisation weaknesses and established the opportunity for improvement
  • Open feedback sessions to senior management and to all staff within the section – sharing of all findings and conclusions
  • Designed a phased improvement and implementation programme commencing with (the perceived) most difficult area
  • Established and coached review teams of selected staff in 'lean' principles to illustrate improvement opportunities and change current mindsets / thinking
  • Conducted detailed review of existing business processes employing strong 'visual management' techniques
  • Actively engaged staff from within the Division, also key interfacing functions
  • Constructed a workload and capacity planning model for the Division
  • Generated highly detailed implementation programme
  • One-to-one coaching of senior managers and staff throughout the programme
  • Review teams presented improvement programmes to colleagues and to senior management


  • Vastly improved process effectiveness and efficiency – improvement range between 35% and 56%
  • Identified potential for additional revenue streams
  • Identified opportunity for skills enhancement, increased flexibility and improved utilization of resources
  • Reduce sub-contractor costs and improve sub-contractor performance
  • Significant improvements to staff morale and confidence
  • Improvements to interfaces – other key functions within the Council
  • Transformation programme extended to other parts of the Council