The IPA had an established and complex operating model that involved all central government departments (officials, leaders, and ministers). Improvements to the assurance operation were requested by the Prime Minister. The challenge was to deliver the outcomes collaboratively with colleagues at all levels, setting out the required changes and improvements, and guiding the change while listening to and taking officials involved on the journey.

We deployed a team into the IPA and established proper programme governance, reporting, controls, and contributors, along with a comprehensive set of deliverables. Simplex Consultants, using our 3D TOM method, set out the component parts of the IPA assurance operation, proposing opportunities for improvement, agreeing on them through governance, and then taking them into live service.

The IPA sought to improve the delivery of major projects by providing better-gated assurance and more targeted support where it is required to ensure value for money, improved social value outcomes, enhanced sustainability, reduced environmental impact, and alignment with government priorities. Our support resulted in:

1. Policy & process definition
2. Production of the latest set of gateway assurance workbooks for assurance reviews
3. Onboarding of a new assurance team
4. Establishment of new analytics and reporting

The Cabinet Office is a complex organization with diverse directorates that operate independently of each other. They leverage an outsourced shared service and ERP system for their HR, Finance, Procurement, and Payroll processes, which needed to be replaced. Funding pressures and a moving strategy made this even more challenging.

We deployed an expert to establish the programme for the SRO, who conducted some initial analysis and proposed a programme structure, governance arrangements, and resource requirements. They also stood up a small team to focus on the key areas of due diligence (commercial, business processes, systems, and business case development).

Our support delivered the desired outcomes of our customer including:

1. A quickly established and well-structured programme
2. An outline business case (later used as an exemplar in government shared services programmes)
3. A target operating model design
4. A service specification and requirements for a new supplier
5. A procurement process for a new system and supplier

The UK Government shared services landscape is highly complex, with over 400,000 staff across 17 government departments using multiple ERP systems and leveraging services from numerous outsourced providers. Funding pressures due to the cost of living crisis and a lack of leadership buy-in to the strategy made the implementation of the five Shared Service Clusters difficult.

We deployed an expert consultant to support the two GBS Directors responsible for the Cluster Programme Delivery, providing project delivery, commercial, and technology expert advice to ensure these cluster programmes were set up correctly with the right governance, structure, deliverables, and plans.

Our support delivered the desired outcomes of our customer including:

1. Expert advice to the PD, SRO, cross-department senior leaders, and ministers
2. Establishment of a performance and quality management capability
3. Cross-cluster options and appraisal in support of business case development for Treasury approval

‍

During project delivery, a number of issues emerged, causing delays and a dispute with one of the major suppliers. The SRO sought the advisory and delivery services of Simplex to help unblock the issues and support the resolution of the dispute

We deployed a commercial expert who assessed the state of the project. Simplex joined the project board and made recommendations to change the governance structure to better support delivery by suppliers and the working relationships. We established a dispute resolution process and acted as the client-side negotiator with the supplier to understand their concerns and claims, and to propose remedial action.

Successful resolution of the dispute including:

1. All issues addressed within agreed tolerance
2. Dispute settled and working relationship improved
3. Project plan re-baselined with all parties
4. Governance changes implemented
5. Contract amendment finalized

‍

It was difficult to get interest and buy-in for maritime initiatives, with most investment traditionally going to road and rail. Meanwhile, the UK risks being overtaken in maritime by international competitors. Maritime activity in the UK government is siloed, with limited cross-department engagement.

To address these issues, the MCA sought to create a change programme to act as a vehicle for delivering improvements in the maritime economy.

In partnership with Investigo – one of our trusted partners – we deployed a team into MCA, including experts in economic analysis, project management, stakeholder engagement, and business case development, to start the programme, establishing the required scope, objectives, governance arrangements, and plans.

A business case was completed, presenting a compelling rationale for change and a fully formed delivery programme vehicle ready to take Maritime 2050 forward:

1. Work in decarbonisation and UK shipping concierge underway
2. Programmatic vehicle formed
3. Business case developed

The 9 departments have largely been operating independently of each other. The strategy changes that and drives them onto a single ERP technology platform, a common operating model, and a common service model. The government has had limited success over the past 10 years delivering these types of efficiency programmes and realizing the benefits.

Simplex was engaged by the programme over two years to lead delivery of:

The programme business case

The assessment of the delivery options, including insourcing or outsourcing

The delivery of the transformation strategy 

Cross department partnership agreement

We successfully delivered:

1. Completion and approval of the business case by the nine departments
2. Completion of the Delivery Model Assessment and agreement by all departments
3. Completion and approval of the transformation strategy

‍