National School of Government Learning - Business Performance Consultancy Support v1 1

Business Performance Project – Consultancy Support Proposal
by
Oakleigh Consulting Ltd

ValueAdding.com Ltd
© Oakleigh Consulting Limited 2009 Proposal P4099 Page 1 of 40

Section 1 Table of Contents
Section 1 Table of Contents..........................................................................................2

Section 2 Meeting the Specification............................................................................3
PART 1 - ORGANISATIONAL AND FINANCIAL STANDING, BASIC CAPACITY
AND CAPABILITY......................................................................................................3
Section 1 Details of the lead bidder, Oakleigh ......................................................3
Section 2 Financial details.....................................................................................4
Section 3 Proposed business organisation/experience ........................................5
Section 4 Staffing.................................................................................................11
Section 5 Equal Opportunities.............................................................................13
Section 6 Declaration...........................................................................................13
PART 2 - CORE SERVICE REQUIREMENTS TO OFFER CONSULTANCY

SERVICES IN CONTINUOUS IMPROVEMENT USING LEAN APPROACHES. . .14
Introduction 14
Requirement 1: Build Internal Capability ............................................................14
Requirement 2: Implement Continuous Improvement Approaches ....................19
Requirement 3: Financial Requirements.............................................................25
Requirement 4: Quality Assurance .....................................................................27
Section 3 Declarations, undertakings and annexes including annual report............29

Declarations.............................................................................................................29
Equal Opportunities Policies....................................................................................30
Staff CVs..................................................................................................................33
Audited Accounts for Oakleigh Consulting and ValueAdding.com Ltd...................40

Section 2 Meeting the Specification
We have responded to each of the Sections in your ITT in the same order as they
appear.
PART 1 - ORGANISATIONAL AND FINANCIAL STANDING, BASIC CAPACITY

AND CAPABILITY
Section 1 Details of the lead bidder, Oakleigh
Contact name: Myles McClelland

Position: Account Director
Telephone number: 07768 567 963
Email address: mylesmcclelland@oakleigh.co.uk
Organisation Name: Oakleigh Consulting Ltd
Address: Suite 626
Sunlight House
Quay St
Manchester
M3 3JZ
Website address: www.oakleigh.co.uk
Organisation type: Private Limited Company
(including registration Company Registration Number: 3178363
number)
Date of registration:
Date of registration: 27/3/1996
Registered address if
different from above:
Date the organisation Date commenced operations: 27/3/1996
commenced
operations:
Is your organisation
registered under the Yes
Data Protection Act
1998? If so, what is Data Protection Act registration number: Z7293941
your DPA registration
number?

Section 2 Financial details
2.1 Our turnover figures for the last 2 financial years in shown below and copies of
the 2 most recent audited accounts trading are contained in Section 3. Note
that Oakleigh’s financial year runs to 31st October which means that audited
accounts for 2008-09 are not yet available.
For the Lead Organisation: Oakleigh
Total Turnover:
Financial year 2008-09 £7,719,052 up to 31/10/09.
Financial year 2007-08 £7,163,000
For the Oakleigh Consulting and ValueAdding.com:.
Total Turnover:
Financial year 2008-09 £8,755,662
Financial year 2007-08 £8,163,026
The audited accounts in section 3 provided for Oakleigh are therefore for 2007-08
and 2006-07 whereas the accounts for ValueAdding.com are for 2008-09 and 2007-
08.

Section 3 Proposed business organisation/experience
3.1 Information on the other member of our consortium, ValueAdding.com.
Organisation name ValueAdding.com Ltd
Address: ValueAdding.com Ltd

321 Ecclesall Road South
Sheffield
S11 9PW
Private Limited Company
Charity/company
number: 3775119
Website: www.valueadding.com
Contact name: Richard Coombes
Position: Director
Email address: Richard.coombes@valueadding.com

3.2. The principal areas of activity of our consortium.
Oakleigh Consulting Ltd is pleased to offer a joint consortium bid with

Valueadding.com Ltd. Our consultants have worked together previously. Oakleigh
specialises in change management and programme and project management (PPM)
in the public sector. We also know the National School well as we are an NSG
associate company and we employed the School for several years on our learning
and development framework with Defra. ValueAdding.com is a consultancy
specialising in Lean and grew out of a manufacturing base in the early 1990s, now
85% of its turnover derives from service delivery improvement in the public sector.
Oakleigh will be the prime contractor and will provide an assignment director with
extensive experience of organisational change, programme and project management
and facilitation and who also regularly works for the National School. He will play a
quality assurance role and ensure cultural fit in our advice to your teams as well as
being available to provide additional consultancy support.
Valueadding.com will provide a highly experienced Lean facilitator who has applied
Lean in a training and consultancy environment. Depending on your needs, he will
provide most, if not all, of your day-to-day support. His approach will be to support
your in-house Project Team with mentoring and skill transfer in Lean, problem solving
and implementing new processes to ensure the successful roll-out of your optimum
way of working to the Learning Consultants and the Business Support Team.
We are delighted to build on your existing and use familiar methods. However, both
organisations are thought leaders and leading edge practitioners and are able to
introduce new techniques or adapt or develop new ones to meet future needs. We
can pass on our deep practical knowledge on how use the best techniques to best
effect and grow the Lean capability of the NSG quickly and reliably.
Examples of our innovation include:

• Oakleigh consultants developed powerful but easy to use techniques for policy
related PPM which are widely used in the public sector. Outcome Relationship
Mapping (ORM) features in “Managing Successful Programmes” from the OGC.
ORM and the 22 Key Questions techniques feature in NSG courses.
• Valueadding.com’s thought leadership is demonstrated by the development of
their unique lean process costing methodology called Rough-cut Activity Based
Costing (R-c ABC) for the public sector. They supported 24 councils involved in
both phases of their National Process Improvement Project and have trained
staff in over 130 Public Organisations in this powerful technique. R-c ABC will be
available to this project as a tool for continuous improvement if required.
Both organisations are renowned for skills transfer and Valueadding.com has
organisations in grasping the benefits of Lean process techniques by working with,
and “holding the hands”, of improvement teams. Our approach is highly
collaborative and our ethos is to aim for skills and knowledge transfer. We believe

strongly that our clients should build capacity for improvement internally and this
includes our sharing best practice wherever possible.

3.3. Details of similar continuous improvement services delivered in the past 3
years.
Customer Royal Borough of Windsor & Maidenhead

Contact Tim Slaney, Head of Planning Services Tel: 01628 796431
email: Tim.Slaney@RBWM.gov.uk
Budget £20k Volume 25 days
ValueAdding.com joined the client project team and facilitated the analysis of their
processes. They guided them through the potential improvement options and
gained consensus to the new ways of working. They trained their improvement
teams in problem solving tools and techniques, and supported them through the
implementation.
In the initial stages of the project they guided the management in creating the
correct project structures and best practice documentation techniques. They
coached the Steering Group and Project Team and applied Prince2 styled
templates where appropriate for setting objectives and reporting progress.
They facilitated meetings and encouraged suitable levels of reporting and

leadership style. This ensured that the project maintained the correct focus of
process improvement yet retained ownership of the changes at the staff level. They
created and implemented new Lean based measures for the management team to
monitor lead time and process cost reduction.
ValueAdding.com coached and mentored the improvement team leaders through

the implementation and continuous improvement stages and transferred skills in
process mapping and analysis, customer journey mapping, demand recording and
analysis, benchmarking with other organisations, detail activity analysis and
implementing staff reductions.
The client’s “To-be” vision created 32 detail process changes which to date have:
• Reduced Cycle time in Administration by 31%
• Delivered savings in Planning Officer time of 12%
• Increased on-time target achievement from 68% to 86%
• Achieved overall savings of £80k with a further £70k+ to be gained by March
2010 through staff reductions.
The client continues to implement the remaining changes using the four
improvement teams that are now experienced and self sufficient. In early 2010 the
management intends to launch further improvement initiatives.
This project clearly demonstrates how they coached the project team in creating
and implementing lean improvements and achieved significant results from their
training and mentoring of the staff and the Council’s improvement teams.

Customer London Borough of Barking & Dagenham
Contact Katherine Maddock-Lyon Tel: 07876233948
email: Katherine.Maddock-Lyon@lbbd.gov.uk
Supporting the “Excellent Customer Strategy Programme” by developing an
internal resource of Lean trained practitioners.
ValueAdding.com conducted the initial training of 28 practitioners in Lean

methodology through a series of modules including Business Process Redesign,
Consultancy Skills, Change Management, Rough-cut Activity Based Costing and
associated techniques.
The programme of service reviews included; Housing Advice, Street Scene,

Members Casework, Cashiers, HR Starters, HR Leavers, Parking, School
Admissions & Adult Services – Personalisation Agenda. These projects were
selected to test the implementation of different service against a conceptual target
operating model for different customer types and volumes.
All the projects followed the NPIP methodology and PRINCE2 structure and used
an approach of ‘action learning’ where Consultants would work with the trained
practitioners on the project delivery.
The Projects identified savings of over £750,000 per annum.
This project demonstrates the breadth, depth and scale of our training and skill
transfer capability and the proven methodologies and materials that we can draw
on.
Customer North East Lincolnshire Council

Contact Ms Chris Daly Tel: 01724 296296
email:chris.daly@northlincs.gov.uk
Budget £13.3k Volume 15 days
ValueAdding.com’s consultants provided advice and guidance to the internal

business improvement team. They provided coaching in lean, project management
and workshop improvement techniques and supported the team members on
specific intervention projects with the Service Departments.
One Service Department had failed a recent Audit Commission visit and was at the
same time under pressure to reduce its costs of service.
They led the team by example. This involved group working in facilitating process
analysis and problem solving workshops and individual meetings with managers
and staff from the Service. The improvement ideas were piloted by the Service
staff and any issues were resolved. The improvements included:
• Replacement of informal Word based systems by staff to correct use of the

Housing Database
• Achieving consensus to a common way of working from all the Housing Officers.
• Design and use of new management reports for performance monitoring from
the ICT database – a visual report of the status of every Housing Case
• A new agenda for the weekly management meeting and coaching the manager
in using the report to monitor progress and resolve any process and
performance issues.
As well as resolving the process issues in time for the next audit, they contributed
directly to the development of the Improvement Team members by coaching them
through the implementation. They demonstrated by example how to work with the
supervisors and staff in helping them through process change.
Customer Shoreline Housing Partnership

Contact Leigh Collingwood Tel: 01472 572251
email:leigh.collingwood@shorelinehp.com
This client had become an independent organisation of 300 staff in recent years.
They had a comprehensive business plan and a series of key management
processes that were partially or about to be put in place. They wished to implement
the new ways of working and form the “glue” between the disparate activities. They
desired their current plans to work, not create a lot of new processes.
ValueAdding.com supported their Change Manager and their Senior Management

Team in creating an agreed plan to connect and implement all the different
management processes into a sensible and working format. They designed and
agreed the programme of change that integrated all their existing projects and
processes. They then mentored them through the implementation which included:
• Creating a new agenda for the Operational Management Team that encouraged
openness and involvement of all the members is discussing business
performance issues and their resolution
• Designing a new Project Management Control Methodology that was based on
Prince 2 thinking but suitable for a smaller organisation. The new system
included the use of bespoke terminology that reflected the client’s existing
software definitions and traditional language. They trained their project
managers in the new system and coached them in its application.
• They also designed a best practice technical library that contained information
on all their projects in one digital location. This included the project management
procedures plus change and version controls. These control processes were
included in the training to ensure future compliance.
This project illustrates ValueAdding’s ability to create and deliver bespoke training
courses and include the comprehensive education and support processes to
ensure long term change.

Section 4 Staffing
4.1 Information about the staff we intend to work on this project.
For this project we intend to appoint Myles McClelland from Oakleigh Consulting as
assignment director and Paul O’Reilly from Valueadding.com as your Lean facilitator
and day-to-day contact. We have also included details of Ben Evans from
Valueadding.com who could provide additional resources or backup to Paul should
this be required. Their CVs are contained in Section 3. Descriptions of their
experience and role in this project work follows.
Myles McClelland - assignment director
Myles knows the NSG well. He will provide quality assurance and an escalation path
to Oakleigh’s Board. He would also be able to work on the project if needed.
Myles is an expert in applying PPM to policy development and delivery. He co-

created a highly-effective approach to applying PPM to policy-based and change
initiatives. Two techniques: Outcome Relationship Mapping (ORM) and the 22 Key
Questions are widely used in Government. ORM features in the OGC’s ‘Managing
Successful Programmes’ and both techniques have featured in NSG courses.
Before joining Oakleigh in 2002 Myles worked as a civil servant. In his last SCS job
as DfES head of PPM profession he led a successful drive to apply PPM to policy.
He created a unit which became the precursor to PPM Centres of Excellence in
Government. His previous roles included consultant, quality manager, change
manager, project manager in a variety of initiatives.
Myles helped hundreds of policy and change initiatives to clarify their objectives,
identify their interventions and to set up and run effective programmes of work. He
facilitated hundreds of workshops and trained thousands of people in Government
from Management Board to junior level to apply PPM to policy and change initiatives.
Myles has extensive change experience and specialises in self-managed change.

He has led, taken part in and advised on many successful initiatives. His experience
encompasses human issues as well as organisational and process design. Over the
last few years, Myles has helped a number of Departments set up and run policy
programmes and projects and to implement PPM in their organisations.
Paul O'Reilly – lead consultant
Paul will be our lean facilitator and will be the main point of contact with your project
team with responsibility for the successful delivery of our project commitments.
Paul is an experienced practitioner in Lean and process improvement techniques and

has delivered many process improvement projects within both the private and public
sectors. He has extensive experience of implementing continuous improvement into
organisations from its team-working origins in Total Quality Management and Quality
Circles and using the practical tools and techniques of Kanban, Kaizen, Poka-Yoka

and Cost of Waste, which he learnt first hand in ICL’s internal improvement
programme.
As a senior manager in Pera (non-for-profit research association), Paul worked with

their training division in organising and delivering leading edge courses. Paul’s own
expertise was to sell and deliver TQM and Continuous Improvement to delegates in
the UK, mainland Europe and the Far East. Paul has in-depth knowledge and
experience of training processes including business development, course creation
and delivery, quality assurance and management of external tutors.
Ben Evans – additional resource
Ben will not be appointed at the start of the project, but will be made available to
provide additional resources if required.
Ben is a Senior Consultant at ValueAdding.com Limited and was an integral part of

the internal transformation teams at a local authority. Ben’s key areas of expertise
include lean, business process redesign, rough-cut activity based costing and
change management.
In addition to recently delivering a number of successful consultancy projects, Ben

has received consistently high feedback scores for training and mentoring with clients
including local authorities, housing associations, police and higher education
establishments. His recent improvement project at Goldsmiths College provides
some useful knowledge and experience in the issues surrounding the organising and
delivery of educational courses.
Ben is currently a distance learning MBA student at Warwick Business School and
thus a regular consumer of innovative teaching methods.

Section 5 Equal Opportunities
Oakleigh Consulting and ValueAdding.com fully comply with the race, gender and
disabilities legislation described above. Neither organisation has ever been involved
with any racial discrimination situations, investigations or findings. A copy of our
Organisations’ policies are contained in Section 3.
Section 6 Declaration
Our declaration is signed and is contained in Section 3 of this document.

PART 2 - CORE SERVICE REQUIREMENTS TO OFFER CONSULTANCY
SERVICES IN CONTINUOUS IMPROVEMENT USING LEAN APPROACHES
Introduction
In this section Oakleigh/ValueAdding.com outline our proposals against each of the
core service requirements described in the Invitation to Tender.
Requirement 1: Build Internal Capability
1. Our Approach
Oakleigh/ValueAdding.com will transfer skills and knowledge to the National School
managers and staff through a mixture of training, project work, change
implementation and coaching and mentoring. We believe that this capacity building
will provide you with a sustainable methodology for improvement and the impetus to
do more.
We enjoy nothing more than making contact with clients a few months after we have
supported one of their initiatives to hear of the results they have achieved without us.
It is part of our ethos that we work with staff to help them improve and do not do it to
them.
We will review and understand the level of Lean knowledge, skill and understanding
already existing and imparted during Phase 1 to the managers and the project team
members. We will also assess and understand the levels of knowledge in the delivery
teams and any other staff who will impact the project’s success. From this
understanding we will design with you a detailed approach which includes appropriate
levels of practical work for your staff supported with training that builds on the training
they have already received. As your team and their internal clients implement Lean in
their own parts of the organisation we will support them with coaching and mentoring
and facilitating formal lessons learned exercises.
During the project there will be numerous opportunities to test the current thinking and
propose alternatives. In any critique our approach will be to demonstrate or help to
develop a better example. Our constant “auditing” will include practical and hands-on
help. So the output of our intervention both increases your capability and improves
the programme quality.
We intend to provide this type of practical advice throughout our involvement and the
following diagram displays our potential sphere of influence.

Programme
Board
Advice
Mentoring
Project Team
Skill Transfer
ValueAdding Champions
Delivery Continuous
Improvement
Teams
Our different levels of support can be represented by a sliding scale on intervention,

as displayed in the following diagram. It can range from deep training, facilitation,
coaching to guiding and steering.
Client
Consultant
Skill and Knowledge Transfer
Any one individual or group may require some or all of these activities to reach the
required level. We will judge the “start point” and agree the appropriate support
activities with your Project Manager. We can provide both ad-hoc mentoring and a
comprehensive action learning approach as described below.
2. Action Learning Approach

The Action Learning aspects will complement the training received in Phase 1 by
giving your teams timely, relevant and action oriented guidance with mentoring
support during phases when those teams themselves are progressing with the work at
hand.
For the Project teams to implement continuous improvement and increasingly develop
in-house capabilities it might be necessary to develop their skills and awareness in a
structured manner. This is where we will deploy an Action Learning approach. The
diagram below schematically describes a typical application of this approach – which
we will tailor to the specific needs of the project and the individuals within it.

Through a collaborative approach working with the teams involved in the Continuous
Improvement Teams we can further develop their skills in conducting Lean reviews
and through practical ‘on the job’ mentoring share our experience and knowledge
which has been gleaned from years of experience in other Lean projects. As with all
sharing of knowledge and experience, timeliness is key to the skills transfer being
successful. Throughout the implementation and the action learning, we shall impart
practical examples of how we’ve overcome similar issues or prevented them in areas
such as Project Management, Change Management or Lean Process Redesign.
Oakleigh and ValueAdding.com have extensive experience in delivering skills

transfer projects within the public sector in organisations such as the National Blood
Service, London Boroughs of Southwark, Lewisham, Newham, Haringey, Richmond
and Barking and Dagenham. Within each of these organisations the practitioners we
trained are now sustainably conducting stand-alone continuous improvements.
3. Individuals and Groups

In addition to formal knowledge transfer activities that we will plan in with the
implementation team and their internal clients we will take the opportunities that often
arise to transfer knowledge and skills on an informal basis to both individuals and
groups. We frequently work with our client’s improvement teams in this manner. For
example, at a meeting recently we discussed the challenges the team felt in
influencing change in a particular department and we explored the options available
and different ways to tackle the problem. We also helped refine the content and
style of a forthcoming newsletter which was intended to motivate the rest of the
organisation. This had not been planned in advance but was greatly appreciated by
our client.
Such events can be organised as a regular planned session or on an ad-hoc basis

as the need arises.
We will be also be happy to respond to enquiries and request for advice through
direct telephone calls to our mobiles and email, from any of your staff, even when we
are not on site or directly working on your project. If we are busy, we will respond
within 24 hours.
4. Templates
Oakleigh/ValueAdding.com will help build NSG capability helping to refine your
processes and templates and by providing with suitable templates and examples of
good practice. An example of template for analysing the “readiness for change” is
shown below.
Example of an actual scorecard at the outset of a project
C ommitmen t Scorecard - by stakeh older

Level of C ommitment
Aware of U nderstand C ommitted &
N one B ought-In
Stakeholder group changes the benefits supportive
P rogramme S ponsor 3
CS C Champions 2 1
D epartment staff
U nions 2 1
C ouncillors 3
Line M anagement 2 1
M odernisation staff 2 1
Residents (incl tenants) 2 1
K ey
Target com m itm ent level 1
C urrent com m itm ent level 2
This scorecard accumulates
W here current the
m eets target findings 3 from
our Change Readiness Survey
template. This activity clarifies the level of understanding and acceptance of the
forthcoming Lean improvements in the managers and staff it will impact.
Understanding their current state will help identify potential issues and barriers
downstream in the project, leading to correct action.
5. Further improvement tools and techniques

Oakleigh/ValueAdding.com are able to increase your capability in using the proven
tools and techniques of Lean (e.g. DMAIC, 7wastes), process improvement and
continuous improvement. We are able to provide both formal training, or as is often
preferred, facilitate your staff through a real scenario. This allows you to learn and
remember the technique through experience. Our consultants are flexible enough
that we could include any of your existing tools and techniques to this process, help
to develop a training course and materials, and either train the trainers, deliver the
subject ourselves or a mixture of both.
Examples of useful improvement techniques we could also deliver include:
• Process analysis - particularly useful for Lean implementation teams in clarifying

local issues and achieving structured improvements. Techniques such as
measuring cycle times and the number of hand-offs involved in the process can
provide major insights and improvement ideas. A recent client used these
techniques to reduce their lead time by 31% and improve their quality.
• Best practice process improvement techniques - such as Kaizen, Poka-Yoka,
Cost of Quality and others that all support the Lean Philosophy.
• Customer journey mapping – a powerful technique for analysing how your
customer regards your process at an emotional level. It identifies key areas for

change and is a useful tool for improving the relationship with your key customers
in Whitehall for example. The continuous improvement teams could use this to
great effect in identifying and measuring further improvements opportunities.
• Rough-cut activity based costing – this will measure the efficiency of your
processes and provide strong evidence for future business cases. It will quantify
Non-value added activities and provide comparisons between different delivery
teams both now and in the future. We can train your staff in how to apply this
technique and also provide online data collection tools and process templates to
simplify the task.
• ValueAdding.com is also experienced in implementing Balanced Scorecards,
Business Development Processes and People and Performance improvement
processes. This may be relevant in integrating this project with your other
projects within the programme.
We can also provide course sub-modules that facilitate the new attitudes and culture
shift required to understand Lean such as individual and team dynamics for
successful process improvement.
6. Review and Monitoring the education and learning

Once we have understood and agreed the knowledge transfer processes with your
Project Team we will help you plan and implement Lean across the organisation and
in your dealings with your suppliers and delivery partners. We will also help you
create suitable monitoring and review mechanisms to measure how successful the
skill transfer activities have been. This is important because as an education
organisation yourselves you will know that not everyone will learn at the same rate or
adopt the new vision, attitudes required and ways of working to the same extent.
This variation is normal. What is essential is that differences are identified and
remedied wherever possible. So an important part of the support we can provide will
be helping you to work out how what follow up reinforcement activities will be needed
and delivering them or helping you to implement them.

Requirement 2: Implement Continuous Improvement Approaches
1. Our Approach
We will provide an expert in implementing Lean and Continuous Improvement
Techniques to work with your project team in both an advisory and hands-on fashion.
We will add value at both the high level (such as ensuring “Check – Plan – Do”
approaches are applied appropriately) and at the detail level (such as facilitating
improvement teams) if required. We will transfer knowledge and experience,
facilitate, influence and help to resolve conflicts and challenges as they arise. We will
provide support to your team throughout the duration of the project.
The following sub-sections describe specific areas where we believe we will add
value and assistance with your project.
2. Initial engagement
As soon as our project starts we will familiarise ourselves with your organisation,
processes and key people. We will review the project history to ensure we
thoroughly understand the work already performed. We will not look to re-invent this,
but will provide a critical eye to identify any opportunities, improvement areas or risks
to the project implementation.
If we identify any issues, we will highlight these and offer solutions or ways to work to
finding solutions. For those issues you would like us to help you take forward (we
accept that you may not wish to act on everything we identify) we will work with the
Project Team to rectify or develop risk mitigating activities. The initial engagement
should only take a few days and at its closure the project will possess a short but
clear mini-Project Initiation Document (PID).
3. Project Initiation Document

This mini-PID will include the business objectives, project plan, resource levels,
reporting structure and risk management. You may require different PIDs for each
Delivery Team, it will depend how much they vary.
A key part of the PID will be the definition of the project objectives. These must be
“SMART” (ie: specific, measurable, attainable, realistic and timebound) to ensure
that all the stakeholders and the Project Team are clear and in agreement as to the
outcomes expected from the project. We will help to ensure robust objectives are
defined.
The plan will contain all the various elements required for success and will explicitly
include all the activities to be delivered by us including any training and skill transfer
required and the regular management and review of those activities. Initially some
elements of the skill transfer may require future assessment, and will have to be
clarified later in the project.
[Note: We can provide templates for many aspects of project management and
assist with their population if required.]

We will review your existing plan and advise on any changes we would recommend
based on our experience of previous projects. We have described below some
suggested items for inclusion, to be agreed with your Project Team.
4. Communication Plan
This defines and monitors how the rest of the organisation will understand their role
and involvement with the project. It will exploit your existing lines of communication
and augment them with timely and accurate information. The content will motivate
and allay any potential fears or concerns. We will review your communication plan or
help design and implement one as appropriate.
The plan should be underpinned by an initial “readiness for change” assessment and
should include a means of monitoring and obtaining feedback on any potential issues
and concerns that might affect the project success. This assessment involves the
various stakeholders to the project and its outcomes. We can provide templates for
this process if required.
5. Project Governance
NSG has adopted Lean philosophy to improve customer service and reduce costs.
We expect the improvements will lead to staff role changes and headcount
reductions. The support of various stakeholders will be essential to implementing
these challenges. We will support the reporting processes, work with stakeholders
and attend your Project meetings and your Programme Board if desired.
6. Roll-out the new Processes

Your vision for the optimum way of working requires changes to the existing
processes and the implementation of new management reporting and controls. We
understand that the outputs of your pilot work will be implemented into the Delivery
Team areas in serial fashion, and we propose the following approach:
• Start early implementation pilots with the new performance measurement tools in
one of the Delivery Areas. Design or adapt measures that are relevant to the local
team and the overall performance objectives.
• Monitor the performance of each tool. Modify the tool or process until it delivers
the required output and is useable by the team.
• Pilot the Management Performance Meetings, review the outputs of the
performance monitoring tools and identify opportunities for process improvement.
• Pilot the Auditing process (if not already done), to measure the current process
and performance levels. Ensure that adequate performance measurement
controls are in place and working correctly. This becomes the baseline for future
improvements. The audit process should help offer solutions to problems, not just
critique, to provide the best value in the long term.
• Commence continuous improvement in the first area. Use team working to
identify the key issue, root causes, agree solutions, pilot and verify improvement,
move on.
• Repeat all the above in the remaining Delivery Areas.

We will work with your Project Team, the Delivery Teams and other relevant
members of management and staff to ensure that the new tools and processes
effective, efficient and meet the objectives described in the original PID. In the above
tasks we can offer advice and hands-on assistance in, say, ensuring the performance
measurement scores are true and accurate.
7. Problem Solving
The new visual management and performance tools will identify process issues and
opportunities for improvement towards Lean processes. Implementing process
change can be straightforward but more usually encounters barriers. If things were
that simple, they would have been changed before.
In addition, the customer’s needs and other pressures will constantly require the
business to continually adapt and change. The challenge is how to manage and
resolve all these pressures without inadvertently losing the vision of the optimum
process.
We will help NSG overcome these issues and challenges by, where necessary,
training your managers and staff in structured problem solving processes and
techniques. We will teach you a standard problem solving methodology, and
introduce some of the more common tools and techniques to use at different times
and for different problems. These may include brainstorming, cause and effect
analysis, root cause analysis, decision matrices, Pareto analysis, consensus
reaching techniques, force field analysis, measurement and data collection
techniques. These are examples only. We will apply whatever is suitable for your
processes, the issues involved and the experience and culture of your staff. The
important mantra is that the problem can be measured both before and after (facts
and description), and that you identify and eradicate the root cause.
We will train your staff in the techniques and then work with them in their practical
application. We will show you how to overcome the challenges faced by process
change.
Problem solving tools and techniques require a management structure to work

effectively. Problems and their solution usually require funding, benefit case,
authorisation and agreement from various stakeholders to succeed. Without these,
many good ideas fail to get off the ground. Structured Continuous Improvement
Process also requires the following:
• Problem solving logs to record all issues and monitor their resolution
• Localised problem solving teams in each Delivery area to address the problems
within their control.
• Cross-cutting problem solving teams to address common issues (e.g. shared
training facilities, shared computer systems)
• Escalation processes for significant issues (overlaps with the other six projects)
• Suitable process control and version management processes to accommodate
future changes and prevent unauthorised changes (see also below)

Reducing variation is a key approach in Lean. One directive of the improvement
process will be to increase simplification and standardisation across all the Delivery
Teams where there is the opportunity to do so.
8. Workplace Audit
We will help you to make auditing a cost effective and useful activity. This requires
delivering an independent and fresh look and providing helpful input and ideas into
how the process can be improved. We will help you avoid weak auditing techniques
such as aloof criticism against unseen opinion and criteria or too sympathetic
judgements that fail to maintain stretching goals for improvement.
9. Supporting the new ways of working

The new ways of working determined in Phase 1 may meet some resistance both
from the people and the legacy systems that struggle to adapt. We will provide
support and advice to these cultural challenges. For example with the new Daily
Performance Boards we will help the Project team to ensure that:
• They meet in a timely manner

• Meeting agendas are adhered to
• Actions are progressed and implemented
• The meetings become effective and efficient
• Senior management support the Delivery Teams when issues are escalated
Ensuring the continuous improvement teams become established and effective also
requires commitment and guidance. We will advise on how to maintain these teams
even during times of unplanned resource pressures.
Even before the processes are rolled out we often pre-empt the future changes by
delivering awareness and communication sessions with the staff. We recommend
holding open workshops (sometimes with tea and cakes – people stay longer) to
review and comment on the new way of working. We listen and record the
comments and “reasons why that won’t work”. This increases staff involvement,
prevents “you didn’t ask us” and often reveals some hidden risks.
10. Value Analysis

With the new ways of working installed, the Delivery Teams will be encouraged to
seek even further improvements. These need to be focussed on Lean principles
and meeting the needs of the customer. There can be a tendency to tackle the
problems that make internal life hard, but does nothing much for the customer.

Value analysis is a powerful tool in the lean philosophy for helping staff to see their
own processes from the viewpoint of the customer. Identification of non-value added
can promote significant change and release high levels of unwanted process effort.
We often find that staff will self-diagnose and come to realise that less than 20% of
their process adds any value to their customer.
The Value Adding decision making tree:
Does it c
Non-Value Add and Sustaining Non-Value Add contain the Failure Demands within to Cu
the process. That is, those parts of the process that exist because other parts do not
work right first time. An example might be a delegate who contacts your organisation require
with a query, which could have been answered in the course joining documentation.
The time spent answering the query is WASTE, non-value adding (since it could have
been avoided). Our identification and measurement of Value is a powerful way to
create business case justifications and gain staff buy-in to change.
We will help NSG apply this technique to drive further improvement in the correct
direction. Yes
11. Procedures and change control
Is it necessary
ACTIVITY to the output of
The project is intended to make process changes. To ensure that these benefits are
permanent will require the formalising of:
the process?
• Working practices and procedures
•
•
Performance measurement
Change control mechanism to accommodate further improvements, new
No
business challenges and prevent unauthorised changes
• Training mechanisms for new staff, revision and reminders for established
staff, particularly where process activities are used infrequently
• Education of management in dealing with variations and process challenges
Does it
We will help NSG design such processes and ensure that they adopt best practice in

to
organisation’
terms of ease of use, digital records and the web for 24x7 access, by say, your
Associate Learning Consultants.
12. Benefits realisation

An important of the project will be to measure its success against the original
objectives. We will help to ensure that the process changes are measured and the
benefits agreed. We will measure and record both tangible and intangible
improvements. The tangible verify progress against the objectives, the intangible
capture and reinforce the benefits to the culture. Both these help to consolidate the
changes and act as a springboard for future improvements. They also help prevent
negative and cynical attitudes such as reflections on the “good old days”. If those
processes were better, produce the measures.
The project itself will be reviewed and any lessons learnt will help NSG in the future.

Requirement 3: Financial Requirements
1. Programme of Work
We propose a fixed day rate to NSG, for all of our activities. We believe this
approach is easier for your Project Manager to monitor. It prevents attempting to
measure the differences in value between activities such as a formal training Course,
a facilitated workshop, personal coaching or mentoring, or when two different
activities are delivered on the same day.
We will only invoice NSG for completed work. So NSG will only pay for the work
approved in advance by your Project Manager, and completed to their satisfaction.
There is no assumption by us that we will use the entire budget, but we will reserve
adequate levels of resource for NSG to meet this upper demand level if required. We
will not exceed your budget and will warn you if there are resource restrictions that
could harm the project. Indeed, we may deliver all the support you require for less
than the budget.
We expect to frontload our input in that we anticipate the greatest demand for our
support will be in the earlier part of the project. An example of this resource plan is
shown in the diagram. We emphasise that this plan will be subject to agreement with
your Project Manager and can be amended.
Timing Jan Feb Mar Apr May Total

Consultant Days 15 12 12 8 5 52
Assignment Director 2 1 1 1 1 6
Days
Oakleigh/ValueAdding.com expect to deliver this work through our Lead Consultant.

We believe he has the skills required and his continuity will ensure excellent value for
money when compared to a larger team using overlapping team members. We have
included another staff member’s CV in the proposal to demonstrate our strength in
depth.
The assignment director role is a free service to ensure that you receive excellent
support on your project. On this occasion we have chosen someone who will be able
to work on your project alongside our Lean specialist should you see an advantage in
this.
2. Risks, issues and mitigation

This section considers the potential risks in the Programme and describes our
mitigating action.
1. The total number of days may not be sufficient:

o Should a task or the whole assignment require more resources than
anticipated we will warn your Project Manager and will work out a way with
them to resolve the problem. This might involve training more of your staff,
delegating more of the work or changing approach or techniques used.
2. The project may require peak work loads at certain times:
o We will anticipate these circumstances and discuss increases or delegation
options with your Project Manager
o We could bring in additional consultants for specific set tasks. Any such
additions will be pre-approved by your Project Manager
3. The project may require knowledge beyond that possessed by our consultant:
o ValueAdding.com has developed a large on-line database of experience,
information and materials that is available to every consultant in the field. We
could also provide additional personal advice and guidance from our
accumulated body of experience.
o We could bring in additional consultants if required. Any such additions will be
pre-approved by your Project Manager
4. The project may overrun beyond May 2010
o We will constantly review the project plan with your Project Manager. We will
continue to provide support over the extended duration.
3. Pricing Schedule
Standard Daily
Name and Grade of Candidate Daily Rate to Days Total £
Rate £ NSG
Paul O’Reilly – Principal Consultant 950 850 52 44,200
Ben Evans – Senior Consultant 900 850 0 0
Myles McClelland – Assignment

1,350 1,200* 0 0
Director
Other costs: None.
Discounts: The discounts have been applied to the rates we are offering the
National School.
* If requested to provide consultancy support this rate will apply for work
undertaken by the Assignment Director.
All fees quoted include expenses to Sunningdale Park. Any other expenditure
you wish us to incur will be pre-agreed by the Project Manager and will be
charged at cost. VAT at the prevailing rate will be added to all invoices at,
Invoices are due for payment within 30 days of submission which is normally at
the end of each month for days completed during that month.
We confirm this proposal is valid for the duration set out in your ITT and terms and
conditions.
Requirement 4: Quality Assurance
1. Our approach
Oakleigh and ValueAdding.com have extensive experience of delivering projects in
Government and local authorities around the UK. These have varied from small
process improvements in services to large, multi-functional transformational projects.
Both companies are ISO 9001:2000 registered companies. As such we continue to

demonstrate a real commitment to quality of service to our customers, underpinned
by robust procedures and well trained staff. This also defines the way in which we
run projects. All of our project management processes are audited under ISO
9001:2000 and are based on the principles of Prince2 project management, adapted
as appropriate for the scale and nature of the project in question.
As also described in the Requirement’s 1 and 2 sections above, we will help to

ensure that your project meets its objectives by providing timely advice and input on
any aspect that might create an adverse effect. We will audit and provide input where
required to your PID which contains all the project elements. We will ensure all the
elements are included and the standard of their individual content. So for example: is
there a risk log; are all the risks identified in terms of probability and scale of impact;
are the mitigating actions realistic, achievable and being undertaken.
In the event of an issue arising, then your escalation process will be via our Lead
Consultant, Assignment Director to Oakleigh Consulting‘s Directors.
2. Lead Consultant
Our Lead Consultant will work closely with and meet your Project Manager on a
regular basis (at least weekly). At these meetings we will review our detail tasks and
activities. Those that are planned, and those that are ongoing or completed. The
quality of our work will be an agenda item. We will ensure that the tasks have clear
objectives which we will endeavour to meet.
In essence we will create an agreed project plan for all work with your Project
Manager. This plan might be a subset of the main project plan. Our plan will
describe all our activities and the future timescales. The objective will be to ensure
that we are focussed on the key areas where our help is required, and that our future
activities and resources are planned and controlled.
3. Assignment Director
We will assign an assignment director to the National School and his responsibility
will be to ensure that Oakleigh/ValueAdding.com meets all our commitments and
delivers value for money. Our assignment director will meet with your Project Team
and Programme Board and be available when required.
4. Independent Customer Feedback

Over and above the direct quality assurance processes described above,
Oakleigh/ValueAdding.com always seeks customer feedback through its independent
customer review mechanism. NSG will be invited to comment on all aspects of our

involvement. The feedback from our clients is used to improve our own performance
and National Schools will directly benefit from our previous work.
For all our training courses, we ask for delegate feedback which we use to refine our
courses and to address any issues that might have arisen. This forms one of the
key inputs to our ISO9000:2000 Quality Management.
Last 12 months feedback

Score Content Style Met Useful Quality of
Expectations Contribution Materials
% Scores of below average 2% 3% 5% 2% 2%

% Scores of good or better 98% 97% 95% 98% 98%

Section 3 Declarations, undertakings and annexes including annual report.
Declarations
I certify that the information supplied in this proposal is accurate to the best of
my knowledge
I understand that it is a criminal offence to give or offer a gift for consideration

whatsoever as an inducement or reward to any servant of a public body and
that any such action will empower the National School to exclude my
organisation from consideration.
I hereby declare that I am authorised by the under mentioned organisation to

supply the information given in response to this questionnaire and complete
and sign this declaration.
Signed on behalf of Oakleigh
Pat Coulter
Director
Oakleigh Consulting Ltd Suite 626
Sunlight House
Quay St
Manchester
M3 3JZ
Tel:
0161 835 4100
E:mail patcoulter@oakleigh.co.uk
Signed on behalf of ValueAdding.com
Richard Coombes
Director
ValueAdding.com Ltd
richard.coombes@valueadding.com
Tel: 0800 545600
Mob: 07958 369 632

Equal Opportunities Policies
This section includes the equal opportunities policies for Oakleigh Consulting Ltd and
Valueadding.com Ltd.
Oakleigh Consulting Ltd policy
Statement of intent
Oakleigh Consulting Ltd (OCL) is committed to Equal Opportunities in Recruitment
and Employment. It opposes all forms of unlawful or unfair discrimination on the
basis of ethnic or national origin, religion, gender, gender re-assignment, sexual
orientation, marital status, disability or age.
Oakleigh Consulting Ltd places a high value on utilising the skills and talents of
people from the broadest possible spectrum. For this to be achieved it aims to ensure
that our employment practices and procedures follow the codes of practice of the
Equal Opportunities Commission and the Commission for Racial Equality, that all
members of management and staff, are made fully aware of their responsibility and
that the operation of the Policy is regularly monitored and reviewed as part of a
continuous process. Further, OCL seeks to ensure that the services offered to the
public follow the same principles and that individuals have equitable access to the
resources at its disposal. OCL encourages outside agencies with whom it works in
partnership to adopt an approach to Equal Opportunities which fails within the current
legislation.
Legal Framework
OCL recognises that its employment practices have to accord with the requirements
of the Disability Discrimination Act 1995, the Rehabilitation of Offenders Act 1974,
the Sex Discrimination Act 1975 (amended 2003), the Equal Pay Act 1970 (amended
1983), the Race Relations Act 1976, The Employment Equality Act (Age)
Regulations 2006 along with the relevant European Directives concerning Equal
treatment and Employment. In accordance with this legislation, OCL opposes
discrimination which can be identified in the following forms:-
• Direct Discrimination which occurs when an individual is denied access to a
position or a promotion or staff development opportunities on the basis of his or
her race, gender, marital status or disability. Direct discrimination may also
occur when the Rehabilitation of Offenders Act is not adhered to in respect of
previous offences which have no implications for a person's suitability for a
particular post.
• Indirect Discrimination which occurs when criteria for access to positions or
training are set in a way which discourages suitable applicants from particular
groups in the workforce from applying and/or disadvantages them in
recruitment.

• Victimisation which occurs when an employer treats an employee less favourably
than other employees because he or she has brought proceedings or given
evidence or information under the Sex Discrimination or Race Relations Acts or
invoked the Grievance Procedure in relation to an incident of discrimination or
harassment.
Responsibilities for the Operation of the Policy
The Managing Director has overall responsibility for ensuring that this policy is
operated effectively. Managers must ensure that all employees are aware of their
responsibility to operate within the law and adhere to the Equal Opportunities policy.
Employees must ensure that they do not practise unfair discrimination in carrying out
their duties.
Monitoring of Employment Practices
OCL will monitor and regularly review employment practices, procedures and
decision-making criteria to make sure that they do not discriminate unfairly, either
directly or indirectly. For effective monitoring, it will be necessary to refine our
methods of collection of current employment data. To ensure continued
improvement, a process of review and monitoring of current working practices will be
established.
Recruitment and Selection
In its recruitment and selection process the aim of OCL is to select the most suitable
available person for the job. The process will, therefore, aim to ensure that there is
the widest possible response to employment vacancies which should be filled in
accordance with objective, job-related criteria. This should result in appointments
made on the basis of merit, qualifications and experience which are strictly necessary
and appropriate to the job description and person specification.

ValueAdding.com Ltd Policy
ValueAdding.com’s policy is to treat all employees, associates and job applicants in

the same way, regardless of their sex, sexual orientation, age, race, ethnic origin or
disability.
Procedure
1. ValueAdding.com is an equal opportunity employer. Each Director has personal

responsibility for the implementation of this policy. Any instance of doubt about
the application of the policy should be addressed to the Directors.
2. ValueAdding.com will not discriminate on grounds of sex, marital status, ethnic

origin, colour, nationality, disability or other grounds of discrimination not
prohibited by legislation such as sexual orientation or age.
3. This policy applies to all aspects of employment and associate recruitment. It

applies equally to the treatment of our clients and suppliers.
4. Any grievances relating to the application of this policy should be raised

immediately with the Directors of ValueAdding.com.
5. Any employee or associate who harasses any other employee or associate on the
grounds of race, sex or disability will be subject to the organisation’s disciplinary
procedure.
Review
This policy will be reviewed annually by the Directors to assess its effectiveness.
Further procedures may be introduced as deemed appropriate.
K M Parsons
Company Secretary
ValueAdding.com Ltd
Last reviewed by the Board 23rd July 2009

Staff CVs
Name: Myles McClelland
Qualifications: MSc in Information Technology and Management 1999

ISEB Project Management Certificate (PRINCE2).
Affiliations: Fellow of the British Computer Society
Security: SC cleared to 24/2/2013
Myles is known across Whitehall as an expert in the application of programme and

project management (PPM) to policy development and delivery. Whilst working for
the Department for Education and Skills (DfES) he co-created and popularised a
highly-effective approach to applying PPM to policy-based and change initiatives.
Two of the techniques: Outcome Relationship Mapping (ORM) and the 22 Key
Questions techniques are now widely used across Government. ORM features in the
Office of Government Commerce’s ‘Managing Successful Programmes’ and both
techniques have featured in National School of Government NSG PPM courses for
fast stream policy staff and in policy courses.
Before Oakleigh Myles held a variety of senior posts in the Civil Service. In his last
SCS job as Head of PPM Profession in DfES he led a successful drive to apply PPM
to policy initiatives. He set up and ran the PPM Unit which was the precursor to PPM
Centres of Excellence across Government. Previously, within the education area he
worked as a PPM consultant. Prior to that he worked in DfES’ Information Services
Division where he worked as: Principal IS/IT Consultant, Quality & Communications
Manager, Change Manager. As an information systems specialist, he worked on
many projects as a Project Manager, Systems Analyst and, as a Programmer.
As a PPM specialist Myles provided support to hundreds of policy and change

initiatives helping them to clarify their objectives, explore options for intervention, set
up and run effective programmes of work. As part of this he designed and facilitated
many hundreds of workshops, some large and controversial. He has also trained
several thousand people in Government from Management Board level to junior
executive staff to apply PPM to their policy and change management initiatives.
Myles has extensive change management experience where he specialises in self-

managed change. He has led, taken part in and advised on many successful
initiatives. His experience encompasses human resource issues as well as the more
technical skills of stakeholder management, Organisational Design, Business
Analysis and Process Modelling. Over the last few years, Myles has been advising
on the change aspects of implementing PPM as well as helping with implementation.
Defra
RASD Planning and Support
Myles headed and worked in an Oakleigh team supporting the Managing Radioactive
Waste Safely programme. In it he helped the programme test their high-profile and
controversial consultation document on geological disposal of nuclear waste in
workshops with a wide range of external stakeholders that included Regulators, the
nuclear industry and lobby bodies such as Greenpeace. This involved him teaching
the policy team the theory of workshop design, working with them to design the
workshops, facilitating and contributing to a report on the final event. Although the
subject was very controversial with some of the attendees, the workshops passed off
without incident and allowed the team to produce a well-researched consultation
Foreign and Commonwealth Office

Senior staff development workshops for leading programmes and projects
Myles was the lead facilitator with a senior Oakleigh team providing a series of 50
compulsory 2-day development workshops for all senior staff (Grade 7 equivalent
upwards) in the FCO. These workshops simulated operational PPM start-
up/stocktaking workshops and used facilitated conversations where the participants
learn from the facilitator as well as from each other. The workshops used complex
real-life examples chosen by the participants and often these were initiatives they are
currently working on. These were used to show how PPM can be applied to real-
world situations and to discuss the leadership issues that can arise.
Myles designed the intervention and consistently achieved very high approval ratings
as a facilitator. In a couple of areas (clinical governance and setting up a new global
out of hours support service) he provided coaching and mentoring support to help the
participants and their teams take their initiatives forward.
Defra
Developing and embedding the use of programme and project management
Myles was originally brought in by Defra to carry out PPM training. His development
workshops have been very well received. As a result, he has trained hundreds of
people and is regularly employed to run further courses and bespoke events. These
include start-up and stocktaking workshops and reviews.
Myles also helped to set up Defra’s PPM Unit, define Defra’s PPM approach and
helped the PPM Unit to work out what was needed to embed PPM across the
Department. As part of this he helped to set up and run knowledge sharing networks
for Senior Responsible Owners and for PPM Practitioners.
DCSF (DfES)
Regionalisation of the European Social Fund
This three-year programme was initiated because the Department wished to make
efficiency savings, improve the quality of ESF projects, speed up payments and
improve customer satisfaction. Myles carried out several roles. He advised on PPM,
mentored the Programme Director, took part in the scoping study, advised on the
stakeholder and HR strategies, developed the business case and maintained the
associated cost model. He also designed and tested the business process and
proposed the information systems architecture which was subsequently
implemented. The programme delivered new ways of working and substantially
improved the value added to the UK by the ESF.

Defra
Support for the International Climate Change Work Programme (ICCWP)
Myles headed an Oakleigh team helping to set up the PPM arrangements for the
ICCWP. The team gathered information, developed the plan and provided initial
programme documentation. Myles got agreement to using the assignment to provide
a learning experience for the Defra staff involved. This included providing advice on
the governance structure for the programme and the PPM issues involved with
joining the programme with the International Energy programme run by DTI,
supporting the team and quality assuring key outputs. He also helped Defra test the
coherence and completeness of the programme and clarify which of the many
outcomes should formally be considered as ‘Benefits’. The programme subsequently
passed intense scrutiny by the Prime Minister’s Delivery Unit with relative ease.
Ofsted
Change management support
Myles worked with the Programme Director and Programme Manager of Ofsted’s
internal change programme to provide advice and support in both the PPM and the
change management aspects of running the programme. This involved designing
and running start-up and stocktaking workshops where managers and staff explored
the vision and rationale for change, defined the changes needed and began planning
the implementation. Once things were running smoothly Myles adopted a mentoring
role providing support to the Programme on an as-needed basis.
DCSF (DfES)
Transformation of Teachers Group into the School Workforce Unit
Myles advised the Teachers Group BQS review team. His role was to help the team
think through the BQS process as it applied to Teachers Group and to provide advice
on change management and implementation planning. He proposed and developed
a variety of organisational models for the new organisation. The most radical of
these, which was the one selected by a large majority of management and staff, was
based on flexible working arrangements that separated the three components of line
management career management, work management and resource management.
Myles also designed and facilitated the data gathering and influencing workshops for
both internal staff and external stakeholders. Once the design of the new
organisation had been agreed Myles advised the implementation project team on the
change and project management aspects of implementation and on the outline
specification for the underpinning resource management IT system.
The transition to the new organisation was very successful and subsequently other
parts of the Department adopted similar arrangements and implementation approach.
DCSF (DfES)
Review of top 17 policy initiatives
Whilst head of PPM profession in DfES, Myles was tasked by the Management
Board to review the top 17 policy initiatives to discover how likely they were to
deliver. The first 7 reviews were required within a few weeks so the reviews had to
be done in parallel using staff from the PPM Unit, Internal Audit and the IS Division.

Myles defined an approach which looked for good practice as well as problems,
briefed the review teams, negotiated with Directors on when the reviews could run.
He also led several reviews, chaired the regular progress meetings where the
reviewers looked for common patterns of behaviour across the different review areas.
When this was complete Myles met with Directors and Deputy Directors in the review
areas and provided (not always welcome) feedback and began agreeing what
needed to be done to reduce the risk of failure. Finally Myles provided a report to the
Management Board.
Although very quick the reviews unearthed examples of excellent practice as well as
some significant problems which Myles and his team then helped to reduce.
National School of Government

PPM for policy staff
Myles is the developer and presenter of several highly regarded NSG PPM courses
for policy makers and for fast-stream graduate entrants. He also has been a speaker
on the NSG’s courses of the management of policy where he lectured on programme
management and its successful use to deliver large, complex policy-based initiatives.

Name: Paul O'Reilly
Qualifications: B Sc & Technology
Paul's specific skills are in implementing customer focussed business improvement

through Change Management, Business Process Redesign, Lean Processes,
Continuous Improvement, and Information Technology solutions. He manages
projects and facilitates and trains clients in proven best practice methodologies, tools
and techniques.
Experienced in implementing new technology as a user, supplier, and independent

consultant, his ICT experience includes CRM, ERP, Operational Workflow, Mobile
Technology and Back Office Systems.
Paul has worked as a Line Manager in industry; a Business Consultant for software
and system integration suppliers ICL and Logica; and as a Management Consultant
with Pera to both the public and private sectors. He has over thirty years experience
of helping organisations improve their business performance.
Wycombe DC
Lean analysis of the Planning Service followed by the training and support of
improvement teams that are:
• Achieving efficiency savings of 9% of budget pa
• Removing excessive paperwork of 50% in the process
• Reducing process delays of over 50%
Created a bespoke customer demand reporting tool to help management identify and
manage the forward staff loadings.
Royal Borough of Windsor & Maidenhead

Worked with the in-house Lean Project Team in Planning Services to increase
customer service and reduce costs. Identified potential savings of 12% of budget pa.
Trained and supported the four improvement teams during implementation. The
project successfully improved the service performance against government targets
by 18%, reduced processing lead time by 31% and achieved cashable (headcount)
savings of 5% in the first six months, with 5% more to come by March 2010.
Cheshire Police Authority

Facilitated BPR workshops with staff from back office functions. Trained staff in the
process analysis and problem solving resulting in process improvements in terms of
cycle time, reduced waste and inefficiency.
North Lincolnshire Council

Led a process review of the Housing Advice process, facilitating the internal
improvement team. Identified and resolved the causes of data errors, designed and
implemented new management control measures and process to prevent future
issues.

Shoreline Housing Partnership
Designed the company wide change implementation plan to improve performance.
Facilitated the Senior Management Team (SMT) to create new structures and
processes to enhance service delivery and improve the relationship and working
practices between the SMT and their Heads of Service. Mentored the SMT through
the implementation.
Organised and implemented a bespoke project management process (PRINCE2

-lite) including training for users, managers and staff. Created best practice
administration and change control processes for their technical library.
Basingstoke and Deane BC

Analysed the Purchasing process using Lean Process Analysis and Activity Based
Costing. We trained staff in our methodologies and the implementation achieved
efficiency savings £120k pa. This work was published by CLG as one of ten best
exemplars of process improvement.
Chesterfield BC
Facilitated the re-engineering of Building Services from Call Centre to Field Staff.
Identified the improvement opportunities available through automating the office
based planning control system, workforce scheduling and mobile handheld devices
for the operatives. The project delivered 6% productivity savings, £487k financial
savings in 18 months and now has a flexible work from home workforce. Project
awarded the 2006 APSE prize for efficiency savings.
Cherwell DC
Facilitated the Housing Team in a re-design of their business processes. Created a
new organisation structure and the associated procedures to support the new
working practices. Facilitated Grants and Building Inspectors to re-design their
processes and optimise their resources and organisation to meet the future needs.
Rhondda Cynon Taf CBC

Facilitated this recently merged authority in re-engineering its customer facing
processes, develop dispersed community contact centres and exploit its new CRM
software;
Haringey LBC
Facilitated the Housing Repairs team through a re-engineering project from their
Customer Contact Centre through to their area based Depots. Improvements to
workforce scheduling reduced the operative response time from 34 to 8.5 days.
Researched and recommended best in class ICT solution providers for back office
and hand-held devices to automate the planning process. Strategic review of
Leaseholder ICT systems and best practice review.
Created ICT Specification and led the tendering process through to solution
recommendation;

Name: Ben Evans
Qualifications: BSc(Hons) Warwick MBA, completion 2011
Ben is a Senior Consultant at ValueAdding.com Limited and was an integral part of

the internal transformation teams in a public sector forensic science provider prior to
joining the company. In addition to recently delivering a number of successful
consultancy projects, Ben has received consistently high feedback scores for training
and mentoring with clients including local authorities, housing associations, police
and higher education establishments. Ben is currently a distance learning MBA
student at Warwick Business School and thus a regular consumer of innovative
teaching methods.
Ben’s key areas of expertise include lean, business process redesign, rough-cut
activity based costing and change management.
Goldsmiths College
Provision of training and mentoring support for the internal business improvement
team. Included business process redesign, lean and change management.
Lean Training
Delivery of lean training courses for various clients including Cheshire West and
Chester council, Cheshire Constabulary and Accent Housing Group.
Rough-cut Activity Based Costing in Planning and Building Control

Series of costing and benchmarking studies for various local authority clients
including Cheshire West and Chester, Central Bedfordshire, Plymouth and London
Borough of Camden
London Borough Southwark

Development of housing tenancy sign up to be delivered in accordance with the
council’s ‘one touch’ philosophy for customer service. The new process enables all
information to be collected as relevant to key services required at the time of
becoming a council tenant (e.g. housing and council tax benefits, electoral
registration, library cards, etc.).
AGMA – Revenue and Benefits

Rough-cut ABC benchmarking exercise involving seven councils in the Greater
Manchester area. The exercise highlighted the differences in operating practices and
identified a number of opportunities for improvement.
Chorley – Corporate Services

Rough-cut ABC examining the costs associated with corporate services to support
the council’s value for money exercise.

Audited Accounts for Oakleigh Consulting and ValueAdding.com Ltd

National School of Government Learning - Business Performance Consultancy Support v1 1

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Business Performance Project – Consultancy Support Proposal

Oakleigh Consulting Ltd

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 1 of 40

Section 1 Table of Contents..........................................................................................2

Section 2 Financial details.....................................................................................4

Section 3 Proposed business organisation/experience ........................................5

Section 5 Equal Opportunities.............................................................................13

PART 2 - CORE SERVICE REQUIREMENTS TO OFFER CONSULTANCY

Requirement 1: Build Internal Capability ............................................................14

Requirement 2: Implement Continuous Improvement Approaches ....................19

Requirement 3: Financial Requirements.............................................................25

Requirement 4: Quality Assurance .....................................................................27

Section 3 Declarations, undertakings and annexes including annual report............29

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 2 of 40

PART 1 - ORGANISATIONAL AND FINANCIAL STANDING, BASIC CAPACITY

Section 1 Details of the lead bidder, Oakleigh

Contact name: Myles McClelland

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 3 of 40

For the Lead Organisation: Oakleigh

Financial year 2008-09 £7,719,052 up to 31/10/09.

Financial year 2007-08 £7,163,000

For the Oakleigh Consulting and ValueAdding.com:.

Financial year 2008-09 £8,755,662

Financial year 2007-08 £8,163,026

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 4 of 40

3.1 Information on the other member of our consortium, ValueAdding.com.

Organisation name ValueAdding.com Ltd

Address: ValueAdding.com Ltd

Contact name: Richard Coombes

Email address: Richard.coombes@valueadding.com

Telephone number: 0800 545 600

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 5 of 40

Oakleigh Consulting Ltd is pleased to offer a joint consortium bid with

Examples of our innovation include:

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 6 of 40

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 7 of 40

Customer Royal Borough of Windsor & Maidenhead

They facilitated meetings and encouraged suitable levels of reporting and

ValueAdding.com coached and mentored the improvement team leaders through

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 8 of 40

ValueAdding.com conducted the initial training of 28 practitioners in Lean

The programme of service reviews included; Housing Advice, Street Scene,

The Projects identified savings of over £750,000 per annum.

Customer North East Lincolnshire Council

ValueAdding.com’s consultants provided advice and guidance to the internal

• Replacement of informal Word based systems by staff to correct use of the

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 9 of 40

Customer Shoreline Housing Partnership

ValueAdding.com supported their Change Manager and their Senior Management

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 10 of 40

4.1 Information about the staff we intend to work on this project.

Myles McClelland - assignment director

Myles is an expert in applying PPM to policy development and delivery. He co-

Myles has extensive change experience and specialises in self-managed change.

Paul O'Reilly – lead consultant

Paul is an experienced practitioner in Lean and process improvement techniques and

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 11 of 40

As a senior manager in Pera (non-for-profit research association), Paul worked with

Ben Evans – additional resource

Ben is a Senior Consultant at ValueAdding.com Limited and was an integral part of

In addition to recently delivering a number of successful consultancy projects, Ben

© Oakleigh Consulting Limited 2009 Proposal P4099 Page 12 of 40