LOCAL AUTHORITY

St-Johns-Hall

ST JOHN'S HALL

The refurbishment of a Grade II listed council building within the centre of Penzance. The new facility houses a relocated library, a new adult education facility, one stop shop, registrar’s office and Council office space for 170 Council staff.

Green-Cornwall

GREEN CORNWALL

Green Cornwall was a programme of works consisting of 158 small sustainability focused projects. The aim of the programme was to enable Cornwall Council to become carbon neutral by 2025. The projects included small refurbishments and the installation of energy saving technologies such as Biomass Boilers, Voltage Optimisation, Microhydro Generation, Combined Heat and Power Systems, Photovoltaics and LED Lighting.

Tisbury-Campus

TISBURY CAMPUS

Refurbishment of an existing school building and leisure centre to create a community campus within the heart of Wiltshire. The project comprises of a central community facility, leisure centre with outdoor swimming pool, learning and skills centre, a library, business incubation units, offices and welfare facilities.

Tri-service-Fire-Station

TRI-SERVICE FIRE STATION

A new build, tri-service fire station within Cornwall. The new facility was built to accommodate all three emergency services and provide an improved service across a larger area within Cornwall. The project involved the development of two new buildings comprising of fire control and emergency response rooms, training workshops, offices and vehicle service and repair bays.

Call our experienced team 0117 302 0001

ESTATES REVIEWS Making sure you have the critical data from your estate

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Your estate or property portfolio holds significant value and risk for your organisation. It is however in insidious decline and needs to be constantly tweaked and improved to prevent value loss and increased risk. It needs to be managed nimbly in order to take advantage or news trends or legislation that allow you to maximise its potential benefit.

To be able to make sense of these large assets you need up to date critical performance data. This is the management information that allows you to strategically plan the future of your portfolio and critically find value adding and risk reducing ideas. Finding the gap between what you have now, where you would like to go and what needs to be done is the primary reason for a robust estates review.

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SYSTEMS AND PROCESS PLANNING Capturing the way you do business now and could do in the future

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Great businesses and organisations have systems that are “appropriate”. They are robust enough to support and direct behaviours and actions, but not to the point of creating bureaucracy that wastes time and effort. You know when you have this right as your people will be positive about the business systems and they will not make basic errors and omissions. ​

Capturing the way you work, testing it and seeing if it can be improved should be a constant task that everyone does all the time. If people understand why they do what they do, they will contribute with ideas to how this can be improved. Mapping these processes and systems will help you keep the organization lean and fit for the future.

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OPTIONS APPRAISALS Helping you to make the right strategic choices

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An essential skill in the senior management team is the ability to make the best strategic choices of where to invest or new directions to take. These choices rarely have sufficient information and are often shrouded with ambiguity and uncertainty.

Robust option appraisals are an essential tool for the senior team. They ensure that the starting point and end state(s) are clear, enabling the strategic thinkers to invest their valuable time identifying options and being creative. This can then be followed by systematic and rigorous analysis and evaluation of options. The result being that the chosen path is auditable, defendable and inspiring for others to follow.

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DATA ANALYSIS Data extraction and modelling to improve business understanding and performance

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Thinking about your business in terms of data and data analysis is hugely rewarding. The closer you can get to a single source of truth the less you are exposed to uncertainty in your decision making.  It is great to be in a senior team when all your big questions about your business can be answered quickly and reliably – it gives you confidence.

The key part of this is understanding how data flows in your business. You are trying to capture data, enter it once and use it many times. Every time data is duplicated it runs the risk of degrading and having multiple people doing the same thing, wasting time and money and creating confusion.

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ORGANISATION REVIEWS Ensuring you have the right people, doing the right things, the right way

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In any organization, the role of people is to get things done. In the best organizations, the senior team lead and deploy these people so that they play to their strengths. They play the right people in the right positions doing the right things. They can do this knowing that their systems and managers then ensure that these things will get done the right way.

People thrive with clear goals, governance and reporting and well-structured businesses have a discipline of getting this right, without creating bureaucracy. Most organisations have some sort of chart or hierarchical representation of how they work, but it is often the case that the planned organisation is not followed or distorted. An organisational review allows you to test how smartly you are working in the real world and identifies many opportunities to get the best from you and for your people.

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BUSINESS MANAGEMENT INFORMATION Having reliable information to lead and manage your business or organisation

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The best businesses produce a suite of regular management information for use at critical governance meetings. The information is produced, without fail, ahead of the meetings giving all present plenty of time to digest and consider the content. Questions can be asked before the meeting and this ensures highly productive governance.>

The senior team are able to then enhance the reporting through its use and it then refines and develops in quality over time. The management information is produced by a few people with minimum effort and ideally automated. Having confidence in the regular reporting then allows the senior team to be more specific about information relating to specific trends, problems or opportunities that they are noticing.

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BUSINESS PLAN The Rigorous investment decision making process

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Business plans and appraisals capture the essence of an investment decision. When done well they are the baseline to which you can always come back and check that the path you are on is still the right thing to be doing. They set out the goals, the metrics of performance and the key risks to be resolved.

Clients that use business plans well rarely lose control of an investment. This is because they check it regularly against progress and are able to see early signs of any issues or risks and act quickly. It allows you to work closely with the finance team to ensure that the delivery teams understand the business intent and do their very best to make sure the benefits are realized.

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Call our experienced team 0117 302 0001

OUR MISSION

Our MISSION is to help you reach peak performance by providing management services that lead to lasting beneficial changes to:

  • The way that you are structured
  • The goods or services that you provide
  • The working methods that you use
  • The data that you rely on
  • The technology that supports you
  • The building or estates that you work in

ADDITIONAL SERVICES YOU MAY ALSO BE INTERESTED IN

PROJECT
PROGRAMMES

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GOT A QUESTION? WE HAVE THE ANSWERS FREQUENTLY ASKED QUESTIONS

1
How do you get projects done on time?

Time is the one resource on a project that, once lost, you can never get back. Here are the 5 actions which we take to ensure that your project finishes on time:

  1. We make sure that everybody on the project is made conscious of the importance of doing things on time - so that they can provide the right resources for timely completion.
  2. We start with the programmme; initially with little detail and a lot of assumptions about what may go wrong! We allow time for the things which we cannot foresee now. As we learn more about the project, we put the new detail in the project and replace our assumptions with accurate forecasts of the time required for each activity.
  3. We consult widely so that every party gets to see what they need to provide to others - and crucially what information they will need (and from whom) so that they can do their job on time.
  4. We produce very clear information on the programme - which is computer aided - and we encourage people to “shout” if they do not understand it.
  5. We resist change to scope of the works strongly (particularly during construction), so that delays are avoided.

If we stick to these 5 actions, in our experience, the project can be completed on time.

2
How do you keep projects within budget?

It is vital that a project is completed within the budget. Here are the 7 actions which take to make sure that this happens:

  1. In the first few days of a project we establish what we the Client wants and the programme within which it is required - these are the two main drivers of cost.
  2. As the design develops, we discuss the content of the project with the designers and test their confidence in the adequacy of their design.
  3. We also discuss the state of the design with the Quantity Surveyor and ascertain their confidence in the adequacy of their costs.
  4. Before it goes to tender, we take the designers and quantity surveyors through a lengthy checklist designed to establish whether there are any gaps or exclusions - these are usually items on which there are options about who does the design.
  5. Assuming that we find gaps or exclusions, we ask the team to establish a cost for each of them.
  6. Having completed this exercise, the only thing that remains to be done is to add a contingency sum for things that are “unforeseen and unforeseeable”.
  7. As the project progresses, we maintain strong discipline on cost control.

If we stick to these 7 actions, in our experience, the project can be completed within budget.

3
Where do you start on a project?

We like to prepare a project brief in conjunction with our Clients. 

This means that you have the benefit of expressing what you want, while bringing our experience of other projects into play.  We can help you to avoid errors or omissions from the outset. 

Here are the four main actions we take to ensure that your project starts in the right way: 

  1. In our opinion, a brief is not something which should be done by the Client in isolation.  We have informal sessions with you to ensure that the brief is heading in the right direction. 
  2. Where necessary we can bring in other people with the right experience to help with the brief.  This may be the Architect, Engineers or a Contractor. 
  3. We attempt to find the essence of a project so that you can identify what you are trying to achieve rather than how you are going to do it.  This allows you to take account of changes to ways of working and advances in technology. 
  4. We then bring the brief together by ensuring that the Client and the Design Team discuss the detail to check that it is sound in all respects. 

If we stick to these 4 actions, in our experience, the project can start in the right way. 

HAPPY CLIENTS