THE CHALLENGE

As a leading provider of employability and other outsourced Government people services, our client required assistance in preparing for two major forthcoming contracts:

1. Work Programme Plus (WPP) was a major employability contract for returning people to work. The primary aim was to write a Programme Brief to define and shape the programme for the next two years.

2. Secure Training Centres (STC) was a 5 year £60 million government outsourcing contract to run an STC. The requirement was to define a delivery plan for the mobilisation and transformation of the site in the event of a successful tender

OUR CLIENT SAID

“The Gate One team have seamlessly hit the ground running on a range of critical change programmes. I have been impressed by the teams’ insight and overall professionalism. They have provided very capable and genuine consultants, all of which have quickly integrated with our team, whilst delivering real value which goes beyond providing toolsets or methodologies. This combination of an effective consultancy approach, aligned with strong programme management expertise is a genuine differentiator.”

National Head of Employability

HOW WE HELPED

Historically, our client had limited programme management capability and a poor record of transitioning from bid to delivery. Both contracts were of high importance to the client – the WPP programme represented a significant proportion of operating revenues and the STC contract was a high profile bid which focussed on the criticality of a successful implementation.

Gate One deployed a Programme Manager to each of the programmes to develop the programme definition and planning.

Work Programme Plus

  • Defined the vision for the programme and team principles to support effective ways of working.
  • Defined twelve distinct workstreams and created workstream definition documents, identifying objectives, scope, key activities, dependencies, assumptions, resources, risks and critical success factors.
  • Created high level programme plan and proposed governance structure.

Secure Training Centres

  • Created the programme initiation document which set out the approach to deliver the programme across its three phases; mobilisation, transition and transformation.
  • Defined the programme’s governance and reporting mechanisms.
  • Designed the delivery plan, highlighting dependencies and critical path.
  • Defined the onboarding process and ways of working for the c.50-strong programme team, who would have been an entirely newly formed group of colleagues brought together to deliver the programme.
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