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Contract Management Framework Client Context The Crown Prosecution Service (CPS) operated a devolved contract management model, with contract managers in departments across the organisation. Often these individuals had strong operational experience but had never received any formal training on how to effectively manage contracts, compounded by a lack of standard operating procedures in the organisation. CPS recognised the need for a practical framework to strengthen contract management practice, clarify roles and responsibilities and provide a consistent understanding of expectations. A key objective was to ensure proportionality, focusing governance and effort where it would deliver the most value, while reducing unnecessary burden for low-risk contracts. Our Approach We were appointed to design and implement a comprehensive solution through three key phases: 1. Segmentation and Risk-Based Framework Developed a new segmentation tool based on financial value and business criticality. The segmentation model was aligned to the Government Commercial Function standards while accommodating CPS’s specific needs. Developed a risk- and value-based requirements matrix to drive proportionate governance, oversight and supplier relationship management. Incorporated CPS-specific risks (e.g. information security and public interest) into the segmentation logic. Supported the Commercial Team to apply the tool across all existing contracts, establishing a new portfolio structure. 2. Contract Management Framework and Toolkit Created a comprehensive Contract Management Framework covering the full contract lifecycle. Produced a detailed toolkit with templates and guidance, including: Segmentation calculator, RACI matrix, contract management plans KPI schedules, performance trackers, supplier relationship health check Risk logs, escalation protocols and continuity plan Change control and exit management templates Introduced a tiered approach to toolkit use (mandatory, recommended, optional) based on contract segmentation. 3. Training and Embedding Delivered training in two phases: Detailed training for the corporate Commercial and Category Management teams to enable them to support and advise their internal clients as a centre of excellence. Training for contract managers across the organisation to ensure successful take-up of the new requirements, tools and standards. Helped the CPS define and communicate a clear support offer from the Commercial Team to devolved contract managers. Outputs and Outcomes The programme resulted in significant improvements, including: A new Contract Management Framework and toolkit fully embedded across the organisation. All contracts reclassified through the new segmentation model, improving planning, oversight and risk management. Clearer visibility and active monitoring of strategic contracts, ensuring proportionate governance. Contract managers in departments gained confidence and capability, supported by consistent processes and guidance. Defined roles and responsibilities strengthened collaboration between service areas and the central Commercial Team. CPS is now better equipped to deliver value through proportionate, risk-based contract management while meeting Cabinet Office reporting requirements. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Strategic Review The Context Publica, a not-for-profit Teckal company, was established in 2017 to deliver public services on behalf of Cotswold District Council (CDC), Forest of Dean Council (FoDC), West Oxfordshire District Council (WODC), and Cheltenham Borough Council (CBC). These four councils are equal shareholders of Publica. Since its inception, changes in political control and reinstated Chief Executive positions at the shareholder councils prompted a review of future service delivery options. A recent LGA peer review recommended that CDC assess the viability of continuing certain services with Publica and revisit the commissioner/provider relationship. This comprehensive review aimed to explore future service delivery options for several key services. The Requirement Human Engine was engaged to conduct a detailed review of Publica, focusing on the following deliverables: Analysis of current service delivery and governance structures. Stakeholder engagement to gather diverse perspectives. Development of options for future service delivery. Evaluation of benefits and risks associated with each option. Creation of a transition plan for the preferred option. The Programme Our team employed a thorough review methodology, engaging stakeholders and analysing service data. The key steps included: Stakeholder Engagement: Conducted interviews with council chief executives, retained officer teams, political leaders, and Publica leadership. Engaged with Assistant Directors and Business Managers for services in scope. Data Analysis: Analysed service data provided by Publica and the councils. Reviewed existing strategies and external best practices. Options Development: Developed a range of options for future service delivery, from maintaining the status quo to complete dismantling of the current model. Evaluation of Options: Assessed benefits and disbenefits of each option through workshops with retained officer teams. Concluded that the needs of the councils had fundamentally changed, necessitating a different model for future service delivery. The Outcomes The strategic review provided a clear roadmap for the future of service delivery, balancing cost-effectiveness with the need for control and flexibility. Key outcomes included: Identifying with the councils the preferred option. This included repatriating most services to be directly managed by the councils, with selected services retained within the Publica model on a case-by-case basis. This approach offered flexibility, strategic oversight, and ownership while minimising corporate overheads. Benefits of this approach included: - Greater flexibility and responsibility for councils in delivering strategic objectives. - Increased capacity within council teams and better management of strategic direction. - Reduced recruitment challenges for public sector-specific roles. - Minimised disruption to large stakeholder groups by prioritising services for retention. We identified potential risks, such as two-tier staffing models and increased costs, with corresponding mitigations like governance reforms and a phased transition approach. Developed a detailed transition plan with phased activities over 18 months, including the creation of transition teams and staff consultation processes and estimated the net additional cost of the proposed model. Outlined the flexibility of existing contracts, allowing for a phased repatriation of services to reduce disruption. The review equipped Publica and the shareholder councils with a strategic framework to navigate future service delivery, with recommendations moving into a delivery phase. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

ICO Transformation Programme The Context The Information Commissioner’s Office (ICO) exists to uphold information rights in the public interest. In 2022, the ICO launched its new strategic plan: ICO25. We supported its new strategic plan by helping to develop the ICO’s new target operating model in line with its ICO25 ambition. As the organisation progressed on this journey, it recognised the need for substantial transformation across its processes, people, and technology. This realisation led to the launch of a new programme, developed and managed by Human Engine. It initially focused on assessing risks related to regulatory activities, with the primary goal to strengthen the ICO's response to its highest risk intervention area and improve collaboration among internal teams that supported this work. As the programme evolved, it expanded into an organisation-wide initiative, supporting all aspects of regulatory activity. This required overcoming entrenched habits within teams resistant to change, addressing outdated legal documentation, resolving inconsistent processes, and tackling siloed working practices. These efforts were critical in fostering the behavioural shifts necessary to improve regulatory effectiveness and achieve the organisation’s transformation goals. The Requirement Human Engine was commissioned to manage the transformational change programme in line with ICO 25 and upcoming legislation by supporting the organisation to redesign frameworks and processes and ensure these changes were effectively implemented across all levels of the organisation. The deliverables were as follows: Management of external partners in conducting a regulatory risk review. Regular board meetings with executive team members to shape the future state, drive the vision and manage stakeholder expectations. Resource mapping to identify and allocate the necessary personnel, tools, and support structures essential for program success. Development of a comprehensive programme plan alongside a change management strategy, leading to the creation and implementation of new frameworks, updated processes, requirement gathering to improve understanding of technology and systems, and through implementation, deliver these enhancements across a range of regulatory business areas. Development of a maturity assessment ran to identify areas where targeted actions were needed to advance the organisation’s capability. Collaboration with the internal communications team and the change manager to support staff through the transformation. Ensuring awareness of the programme’s ambitions, increasing desire for change, ensuring knowledge growth & increase of ability through implementation activities and reinforcement through feedback loops and review points. Development of training requirements to equip teams with the skills and knowledge necessary for the smooth adoption of new processes and practices. The Programme As part of the work, Human Engine collaborated closely with the transformation and delivery team to establish a structured programme that engaged with other programmes within the portfolio, ensuring dependencies were managed and risks were raised as necessary. We mapped ongoing initiatives and identified additional actions needed to align the organisation with its future vision. This approach was critical for ensuring success and reducing duplication. Helped the organisation recognise the programme’s broad, cross-departmental scope. This realisation allowed us to adapt the programme effectively to meet organisation-wide needs. Managed external suppliers to deliver framework design and develop a new process. By integrating them as part of the team, we held them accountable and ensured their alignment with programme goals. Collaborated with teams that were resistant to change by involving them early in discussions. This approach empowered them to actively shape and adopt the new processes they would be using daily. We held workshops to establish key principles and refine the strategic approach guiding the programme, ensuring each phase of work aligned with the executive team’s vision and the staff’s day-to-day work. We ensured alignment remained consistent through weekly meetings with key ET stakeholders, fostering open communication and a shared understanding of the programme’s direction. Commissioned a Theory of Change exercise to align all activities with the programme’s overarching goals. This helped map expected benefits, allowing the team to measure impact over time and confirm that meaningful, envisioned change was achieved. Supported a maturity assessment to support a continuous, long-term improvement model for sustained organisational progress. Throughout the programme, Human Engine worked closely with staff across the ICO in cross-functional workstreams and projects, embodying the future state we were aiming to establish for the organisation. This approach put into practice the essence of cross-collaborative working, allowing us to adapt direction as needed to stay aligned with established objectives while keeping the core issue at the heart of our work. By leveraging our facilitation skills to draw on the ICO’s expertise and organisational knowledge, we ensured that we were able to support those from within the organisation to advance best practices in regulatory. The Outcomes We prioritised collaboration with our clients rather than imposing solutions upon them, fostering a partnership that emphasised joint problem-solving and co-creation. By working alongside our clients, we strengthened ownership and commitment to the outcomes, ultimately leading to more sustainable and impactful results. The work we have undertaken has already begun to successfully bridge the gap between processes, guidance, and practical delivery. This transformation will introduce significant changes for staff, including enhanced prioritisation of critical tasks, improved automation solutions where necessary, and more efficient processes and resource utilisation. Most importantly, it will foster earlier collaboration in regulatory activities, maximising impact in the areas that matter most. Through the delivery of comprehensive Fining Guidance under the programme, we have significantly mitigated the organisation’s highest risks. By gathering requirements, we gained valuable insights into the systems that require change, and the subsequent process improvements have already reduced workloads and enabled staff to prioritise their caseloads more effectively. The implementation plan we provided is for developing the tools and framework necessary for sustainable change within the ICO, ensuring they are well-equipped to achieve their objectives over time. Client Feedback "The thing I most appreciate from the work Human Engine did was the constructive challenge, the ability to make sense and bring structure to complex problems and the sense of team with the collaborative approach to work". Executive Director of Strategy and Resources About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Commercial Maturity Review Client Context Against a backdrop of increasing demand on frontline services and tightening budgets, St Helens Council had an ambition to improve its approach to commercial activity. The council sought to unlock its commercial potential and create a more ‘business-like’ culture across the organisation to mitigate the impact of its increasing financial challenges. One year into the launch of its new commercial strategy, the council wanted to take stock of where this was succeeding and where the benefits could be accelerated. Our Approach Working in partnership, we helped the council to evaluate and accelerate its commercialisation journey: Strategy Review: We began by studying the council’s existing commercial strategy and related policies and strategies, including the MTFS, to identify synergies, dependencies and alignment. Data Analysis: Analysis of commercial data sets gave us insight into how well these strategies were translating into measurable results. This included fees and charges, savings initiatives, contracts register and spend data. Stakeholder Engagement: An in-depth analysis of the council's existing portfolio was conducted in collaboration with stakeholders. This process aimed to identify current strengths and organisational appetite for change. Maturity Assessment: Combining the findings of the desktop analysis and stakeholder engagement, we presented an assessment of the council’s existing maturity against five themes. Each theme was presented with the strengths and challenges of the current approach and ambition for improvement. Future Programme Scoping: Working with the council, we co-produced a programme of work including timelines, milestones, work streams/packages, resource requirements, risks and benefits management. This also included the development of a governance model for the council’s commercial activities and projects. Outputs and Outcomes Key outputs from the work included: 1. Baseline Analysis: A comprehensive overview of the as-is based on desktop analysis, stakeholder interviews, workshops and benchmarking against comparator authorities. 2. Commercial Maturity Assessment: An in-depth understanding of the council's current level of commercial maturity across five themes and setting the ambition for acceleration and change. 3. Accountability and Ownership: Clarity over the organisation’s risk appetite, alongside greater understanding and ownership of the commercial agenda within service areas, as well as corporately. 4. Transformation Roadmap: A structured transformation programme to accelerate the objectives of the commercial strategy, prioritising key areas to improve commercial maturity, deliver savings and generate income. 5. Commercial Governance Model: A new commercial gateway approach across the E2E project lifecycle, from effective day-to-day delivery to the role of Members in strategic decision making. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Housing Options Service Review The Context Housing demand is higher than ever, and Oldham Metropolitan Borough council's housing services were overwhelmed to the point of crisis as a result of unprecedented demand, resulting in long wait times, frustrated customers, and a growing backlog, all at the expense of staff wellbeing. The Requirement The Human Engine team were asked to undertake an independent review of the Housing Options service in order to suggest potential transformation and improvement activity. The review's objective was to enable the service to move from reactive service provision, to more preventative place-based delivery, using an evidence base to inform such actions. The review was conducted along five key lines of enquiry around which, the key challenges and opportunities were identified: 1. Demand - analysing the demand currently received by the service and evaluating the methods for reducing or repositioning the service's demand will help to ease the backlog in the short term, and work towards a new preventative, place-based operating model in the future 2. Key processes and systems - assessing the extent to which current processes and systems are fit for purpose and how they could be improved to aid with efficiency 3. Customer access - evaluating the current modes of customer access and providing recommendations about how increasing a service’s accessibility, or indeed decreasing it, can help the service to stand up to the future 4. Resources and staffing - recognising the huge value that the service's staff bring to its offering and assessing ways in which their welfare can be prioritised in order to improve retention and satisfaction rates. Similarly, drawing attention to gaps in resourcing and how these can be filled is vital. 5. Performance - considering the performance measures and standards that the service must adhere to and seeking opportunities to further improve the service's performance. The Programme The Human Engine team used its service review methodology as an approach to this project. Using this methodology, Lines of Enquiry were agreed from the outset and supplemented with the desk based analysis and stakeholder engagement which followed. The Outcomes Despite the timescale of this project being relatively short, the team have been able to deliver a series of evidence-based recommendations which will help to guide the Housing Options service out of crisis in the short-term, and towards a new delivery model in the medium to long term. This transformation will enable the Housing Options team to: Manage their demand, cleansing their existing data and clearing their backlog Provide a more efficient service, reducing the number of caseloads allocated to each officer and setting realistic, yet helpful timeframes for their customers Move towards locality working, aligning to the council's place-based approach Focus on prevention management, reducing the risk of future housing crises in the long term Successfully manage their resources, filling vacant staff positions and increasing staff satisfaction and retention About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

IT Optimisation Review Client Context Gateshead Council commissioned an IT Optimisation Review to address a fragmented technology estate of over 200 business applications, developed historically through service-led procurement without a holistic corporate view. This had resulted in duplication, siloed data, legacy and unsupported systems, single points of failure and limited visibility of system criticality and investment planning. The Council sought to evaluate the effectiveness, efficiency and security of its IT systems, reduce risk, strengthen governance and procurement oversight and develop a prioritised IT improvement programme and long-term systems roadmap. Our Approach Our approach comprised the below key elements: IT Estate Diagnostic: Comprehensive assessment of 200+ business applications, including duplication analysis, criticality review and lifecycle positioning. Maturity and Governance Assessment: Structured review using the Gartner Maturity Model to assess leadership, strategy, governance, finance, talent and performance capability. Data and Financial Analysis: Analysis of procurement and financial data, including 60,000+ rows of accounts payable data, to identify duplication and rationalisation opportunities. Architecture and Standards Framework: Development of a system schematic, system standards, tiered critical systems register and defined lifecycle controls. Cross-Organisational Engagement: Interviews and workshops with ICT SMT, SLT, system owners, Members and 90+ IT staff, supported by staff briefings and Project Board oversight. Roadmap and Investment Design: Development of a prioritised IT Systems Roadmap, investment plan and implementation framework, separating business change from system rationalisation. Outputs and Outcomes Key outputs and outcomes from this work included: IT Systems Roadmap: Development of a prioritised 5+ year roadmap aligned to contract expiries, statutory obligations and service priorities. Single Systems Register: Creation of a consolidated register to enable phased rationalisation and inform procurement decisions. Savings Identified: c.£1m potential savings from system rationalisation, duplication removal and cloud migration. System Rationalisation: Reduction of overall estate from c.200+ to c.160 systems through decommissioning, consolidation and improved use of corporate platforms. Governance and Controls: Recommendation to establish system standards, a tiered critical systems register, lifecycle controls and a Technical Design Authority. Operating Model and Workforce: Proposed hub-and-spoke DDaT structure and strengthened succession planning to reduce single points of failure. Performance Framework: Introduction of a Portfolio Management Performance Framework to improve measurement and accountability. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Improving Recruitment Processes The Context There was anecdotal evidence from hiring managers that there was inconsistency in the delivery of recruitment services from the corporate recruitment team to service areas. The major challenges to address were: 1. Communications and engagement throughout the recruitment process was inconsistent and leaves hiring managers unsure at what stage their recruitment is at and recruitment advisors without prompt steer from hiring managers 2. Roles and responsibilities when completing the process are not documented or made clear to either party, causing delays when actions are incomplete and, as one hiring manager put it, ‘a random number of days’ between each stage of the process. 3. Duplication during the process in which hiring managers are directed to a number of different teams to access information required for completing a requisition The Requirement The Recruitment Team acknowledged these challenges and noted the inefficiencies they were causing for themselves, as well as hiring managers. As such, the Human Engine team worked with recruitment advisors to design and implement solutions to the problems faced and change the service provided to internal customers. The Programme The Human Engine team used our signature Improvement Drive methodology, designed to deliver fast and sustainable employee-led improvement. The Improvement Drive is a four-step methodology delivered over 12-weeks to facilitate employee-led change and coaching to leave teams with the skills and tools to deliver continuous improvement. We work with teams, not doing to them, to increase employee ownership and engagement. It is an approach to improvement that avoids ‘change fatigue’ and supports teams to design their own solutions to specific business problems The four stages are: Discover: Build a knowledge base about the business problems we want to solve. This is gathered through use of data about the service, basic process mapping and using anecdotal evidence / ‘lived experience’ of officers in the frontline teams Design: Once business problems have been identified, work to design solutions that will help overcome these. Understand the complexity of potential solutions – can these be delivered within 12 weeks? Deliver: Test solutions with major stakeholders through pilot schemes, focus groups or workshops. Begin rollout testing basis to increase uptake of new ways of working Determine: Review the impact of each solution. Rollout solutions to all users of the service during this period. The Outcomes After 12 weeks, the project had designed and implemented: A Service Level Agreement to outline roles and responsibilities of hiring managers and recruitment advisors throughout the recruitment process, which removed duplication New Recruitment Team structure : The structure dedicates a recruitment advisor to each service area, enabling advisors to build relationships with hiring managers and deliver a consistent service Development of an insight dashboard : A monthly dashboard for Heads of Service showing an overview of outstanding recruitments to support resource planning Face-to-face fortnightly drop-in sessions for hiring managers to provide support and advice for their recruitment Information Hub on the council’s intranet where templates, ‘how to’ guides, updated user guides are available and easily accessible Each output was designed in collaboration with the recruitment team and tested with key stakeholders through focus groups and workshops. The associated benefits of the improvement drive have been both quantitative and qualitative: 1. A more focused team of recruitment advisors who are able to develop better working relationships with recruiting managers in their given service area and improve the advisory element of the service 2. Positive feedback and greater accessibility of recruitment data via the insight dashboard, highlighting delays and key recruitment statistics that enable management to make informed resource-based decisions About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Supporting Vulnerable Residents The Context The council has recently introduced a Community Hubs model of service delivery with the vision ‘to ensure community aspirations are raised using a holistic partnership approach’. This had created an inconsistent experience for those customers accessing services through the Community Hubs and the central Customer Service Centre (CSC) in the civic centre, who, like most other Local Authorities, are pushing digital channels and are encouraged to adhere to strict targets and service level agreements in order to manage demand with decreasing resource. There were complex processes and governance that blocked customer service advisors (CSAs) from being able to deliver what their customers needed at the first point-of-contact in the newly formed Community Hubs. In addition to this, there are different messages and services available dependent on where a customer has presented. The Requirement The Human Engine team supported officers from the central CSC and the Community Hubs to align the council’s customer service access point to improve collaborative working, empower frontline staff and provide a consistent experience for customers. Working with a team of officers we identified a series of business problems to solve as part of the project: 1. There was no joined-up approach between back-office teams and frontline teams 2. There was not a consistent understanding of the Community Hub vision or expectations of partnership working between access points 3. Customer communications were inconsistent, and expectations of customers were not set at the correct level, resulting in low satisfaction levels for both officers and customers The Programme The Human Engine team used our signature Improvement Drive methodology, designed to deliver fast and sustainable employee-led improvement. The Improvement Drive is a four-step methodology delivered over 12-weeks to facilitate employee-led change and coaching to leave teams with the skills and tools to deliver continuous improvement. We work with teams, not doing to them, to increase employee ownership and engagement. It is an approach to improvement that avoids ‘change fatigue’ and supports teams to design their own solutions to specific business problems. The four stages are: Discover: Build a knowledge base about the business problems we want to solve. This is gathered through use of data about the service, basic process mapping and using anecdotal evidence / ‘lived experience’ of officers in the frontline teams Design: Once business problems have been identified, work to design solutions that will help overcome these. Understand the complexity of potential solutions – can these be delivered within 12 weeks? Deliver: Test solutions with major stakeholders through pilot schemes, focus groups or workshops. Begin rollout testing basis to increase uptake of new ways of working Determine: Review the impact of each solution. Rollout solutions to all users of the service during this period. The Outcomes Within 12 weeks the project team delivered four key solutions to improve back-office processes, communication and joined-up working between teams: 1. Priority telephone numbers: Officers highlighted that they were unable to access specialist support when a customer was vulnerable. The officers had the same number as the general public for teams such as Housing or Revenues. The project team implemented and piloted direct numbers to teams to reduce the time it takes to support customers when they are at their most vulnerable 2. Letters and Correspondence: The team redesigned letter and correspondence templates for customer appointments to ensure the most important information is presented up-front and any ‘call to action’ for the customer is made clear 3. Training: The Community Hubs team attended frontline team meetings to inform customer service officers of the hub model, answer questions and take feedback. Officers from the Hubs and CSC will rotate shadowing on a weekly basis, to provide knowledge sharing and opportunities to innovate and share ideas to improve the customer experience 4. Referral form: Building on a newly formed collaboration between the CSC and Hubs, the project team built a referral form to create better handoffs for customers. This enables better information sharing between teams as well as avoidance of duplication for the customer In addition to these improvements, the project team were keen to address the way in which they support customers who are in genuine crisis. This is probably the teams’ proudest and most valuable series of outputs: Food voucher availability: Food parcels and vouchers are available and often distributed at Hub locations, however they are not available in the CSC. Officers in the CSC were either: (1) sending customers in crisis away and direct them to locations they cannot afford to get to, or (2) using their own money to buy customers food and water. Working with the Welfare Assistance Team there are now £5 vouchers available for the nearest supermarket across all locations that officers are empowered to distribute. Payment Card availability: Contrastingly to food vouchers, crisis loans for customers in financial crisis were only available from the CSC and not the Community Hubs where many customers were presenting. Working with the Welfare Assistance Team payment card have been made available at all locations. Officer Empowerment: Close working with the Welfare Assistance Team has resulted in frontline officers being able to “make the call” to prioritise crisis payments. The process has been improved so that the Welfare Assistance Team will complete any crisis payment requests from frontline teams within one hour. Improved Insight: The project team and Welfare Assistance Team identified that within the application process there were hundreds of customers taking advantage of the system who should not have been allocated payment. By placing the process further into the community and delivered by the Hubs, frontline officers will have more control to ensure payments reach the customers that are most in need and reduce the number of payments going to customers who do not urgently require the support. These small but critical improvements have increased frontline teams’ ability to support customers at the first-point-of-contact. Officers have been empowered and given the autonomy to act when they recognise the signs of crisis – improving their satisfaction and, ultimately, improving customer outcomes and experience. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Modern Technical Architecture Client Context Northumberland County Council was embarking on a strategic change programme to identify council-wide savings of £20m per year, while radically rethinking the way local public services are delivered in support of its primary objective to reduce inequality in the county. Like many large organisations, the council had adopted many different ICT systems over time and this had grown into a complex technical architecture costing around £6m a year, not all of which was visible to, or supported by, the corporate ICT & Digital team. In some cases, different departments had contracts with the same ICT suppliers and, even where different systems were used, there was often overlapping functionality, leading to duplication of costs, operational inefficiencies, data incompatibility and fragmented customer experiences. Our Approach Working with the council’s ICT & Digital team, we undertook a comprehensive assessment of the as-is operating model and developed a strategy for the future direction of travel: Analysed current and historic spend on ICT using transaction-level data from the council’s finance system to establish an authoritative spend baseline. Benchmarked the council’s spend and applications profile against comparator organisations to understand its relative complexity and cost base and what savings might therefore be achievable. Assessed options for technical solutions across ERP, CRM, digital services and productivity suite requirements. Measured the costs of pilot projects by the in-house digital team to assess the case for a make-vs.-buy strategy. Evaluated the effectiveness of existing governance arrangements for technology decisions and highlighted examples of best practice from comparator organisations for senior leaders. Outputs and Outcomes A radically streamlined technical architecture, eliminating the need for several hundred legacy applications and making the council’s technology estate cheaper and easier to manage. This identified savings of £1m over three years. A new digital service engine to build online services that are accessible and easy to use for customers. This was supported by a single CRM system that brings together customer journeys and customer data that was previously spread across many different systems. A simplified information architecture, creating a more consistent approach to storing documents, data and information and make it easier to extract key information such as performance data on demand. A business case for investment in the council’s digital team, enabling the council to design and build its own services on a common technology platform. Based on pilot initiatives, the payback period for building rather than buying new software applications was demonstrated as 2.5 years, allowing the council to eliminate ongoing licence costs after year 2, with the wider benefit of being able to attract, retain and develop digital skills and talent in Northumberland. Enhanced governance in the form of a Technical Design Authority to oversee make vs. buy decisions and ensure savings are delivered alongside improved customer outcomes and the operational, technical and information security benefits of the programme. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Commercial Services Review The Context In June 2017 Merton Council’s Corporate Management Team (CMT) agreed to move to a category management approach to procurement. The aim was to deliver savings of £14m over a three year period. CMT also agreed to partially replace the distributed procurement arrangements with a centre-led model, which would better support the move to category management. Additional funding was provided by the Merton Improvement Board (MIB) to expand capacity and skills in the central procurement team and it was agreed that the structure would be revisited towards the end of the funding period in 2022. The Requirement Whilst internal peer reviews were favourable towards the revised Commercial Services offering, ongoing findings from the Council’s audit team indicated that issues persisted within departments, including: An inconsistent use of best procurement practice across the council A failure to consistently follow Contract Standing Orders (CSOs) A lack of contract management capacity and capability This posed a significant risk to the Council with regards to its ability to demonstrate sustained value for money, as well as jeopardising delivery against its MTFS and its social and equality commitments. Human Engine was engaged to ensure Commercial Services, and the Council as a whole, will be in the best possible position to deliver: An even better service, greater value for money, increased savings and efficiencies The Council’s social and equality agendas In line with the National Procurement Policy Statement The Programme Our team led a wide-ranging review using a mixed methods approach to assess qualitative and quantitative data about commercial activity at the Council. Define and Discover - we worked with key personnel to define the scope and reviewed previous iterations of strategy and relevant background information: council plan, recovery plan and relevant policies. Engage and Explore - we facilitated workshops with the Council procurement team, held 1:1 interviews and focus groups with wider stakeholders, and created a skills assessment for those in relevant commercial roles across the Council. Documents and Data Review - this included a review of relevant Council Strategy and Commercial Policy and process documentation as well as audit reports. The review of available data included procurement pipeline, contracts register, spend by category, waivers, performance data, organisational structures, roles and pay data. The information was then benchmarked against geographical and statistical neighbours, and external insight into good practice nationally and locally, from both public and private sectors. Synthesise Findings – an interim report brought together internal findings (qualitative feedback and quantitative analysis), external research and benchmarking; assessment of current operating model, recommendations for new operating model (including quick wins). This provided an opportunity to test and develop the proposed vision, objectives and supporting workstreams/activities with the Senior Leadership Team (SLT) and Corporate Management Team (CMT). The Outcomes We provided a series of recommendations, all agreed and accepted by the Council CMT, that will see: A strengthening of the centre-led operating model to overcome a lack of understanding about the benefits that effective procurement can provide for the organisation. More investment in capacity and skills training for the Central Procurement team, which has some good skills and positively-minded officers who want to make a difference but is under resourced and needs investment. Better collaboration across the Council, to link what Commercial Services plans to do, with enabling Merton to achieve its own strategic intent . A more strategic view of procurement activity and a change to the way procurement processes are communicated in the organisation. A redesign of contract management policy, processes and oversight to mitigate a lack of consistency, knowledge-sharing and review A shift in culture to Merton becoming a learning organisation, driven by Senior Leaders . About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

ICO Target Operating Model The Context The Information Commissioner’s Office (ICO) exists to uphold information rights in the public interest. In 2022, the ICO launched its new strategic plan: ICO25. The ICO25 plan seeks to reset the ICO’s purpose, values and form, meaning the way the regulator is perceived, organised and behaves must shift. Ultimately, ICO25 set a new direction of travel for the regulator, impacting its staff, the organisations it regulates, and members of the public. ICO25 can be summarised by the goal to ‘empower you through information’; a clear roadmap and target operating model were required in order for this vision to be successfully realised. The Requirement Human Engine were commissioned to support the development of the ICO’s new target operating model in line with its ICO25 ambition. The deliverables for the programme were as follows: Development of a high level blueprint for the target operating model, supported by 1:1 meetings with the Information Commissioner and executive team. Development of the target operating model setting out how the ICO will organise, manage and deliver its services and resources in order to deliver its strategy. Production of a detailed quarter-by-quarter implementation plan to outline how the ICO will achieve its vision in practice. The Programme As part of the work, Human Engine worked with the ICO’s Strategic Change team to develop an outline programme, mapping the initiatives already underway as well as further activity required to develop the new target operating model. In addition, workshops were facilitated to confirm the design principles and clarify the strategy that would guide the target operating model’s development. This informed the development of the high level blueprint which validated the expectations of the executive team and identified the areas of detail to be developed with involvement from the wider organisation. In developing the target operating model, Human Engine worked with staff across the ICO in multidisciplinary working groups, combining Human Engine’s facilitation skills and knowledge of operating model design, with ICO expertise on good regulatory practice and the future of data regulation. The Outcomes The work conducted enabled the gap between the ICO25 strategy and practical delivery to be bridged. The target operating model described the transformation required, framed by the five shifts of approach agreed as part of the strategy clarification exercise. This transformation will mean a shift for employees, including agile case prioritisation, increased automated solutions and smart resource use. In addition, the target operating model set out the shift that the ICO’s customers and the public would see: customer-focused processes, jargon-free communication, and increased transparency, in order to deliver ICO25. The target operating model was then accompanied by a detailed implementation plan, including resource requirements, milestones and success indicators. The deliverables produced as part of this work equipped the ICO with the tools and framework needed to transform in line with their vision, and ultimately, to realise ICO25. About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies

Strategic Transformation Programme Client Context Northumberland County Council embarked on a strategic, council-wide change programme to identify £20m per year of savings while radically rethinking the delivery of local public services in support of its core objective to reduce inequality across the county. Having already delivered significant savings through efficiencies and incremental budget reductions, the council recognised the need to move beyond incremental change towards large-scale, whole-system transformation to respond to increasing demand, higher customer expectations and reduced funding. Human Engine worked with the council to design a programme structure capable of identifying council-wide transformational opportunities , operating as a blended programme team with the council’s Transformation Team and service areas across the organisation. Our Approach A discovery diagnostic was undertaken over four months, including: Extensive data gathering, analysis and benchmarking. Process mapping to identify duplication, inefficiencies and failure points. Detailed demand analysis to understand pressure points and avoidable demand. Comprehensive stakeholder engagement with staff, Elected Members, residents and partners. Analysis of customer feedback, including customer service call listening. Identification of duplication/inefficiencies in back-office services/corporate processes. Design of operating models/ways of working across frontline and corporate services. Service Directors were appointed as Senior Responsible Officers for each workstream, ensuring organisational ownership, leadership accountability and buy-in to proposals throughout the programme. Outputs and Outcomes The discovery diagnostic produced a business case for strategic change, identifying opportunities to deliver up to £38m in annual savings, supported by a structured programme model for delivery, including: Best Value for Money: Up to £8m in savings through demand management and a shift towards community-based service delivery. Best in Class Commissioning: Up to £21m in savings through a more strategic approach to commissioning, procurement, category management and commercial negotiations, supported by detailed pilot analysis. Best Service to Customers: £4.65m in savings through customer access redesign, digital enablement and upstream demand management. Best Use of Resources: £3.35m in savings through new corporate operating models, reduced bureaucracy and improved internal demand management. Best Use of Technology: Up to £1m per year through development of a ‘digital service engine’ and replacement of legacy systems with low-code alternatives. Best Talent and Opportunities: Workforce transformation through a new workforce blueprint, reducing over 1,000 job descriptions to 150 fit-for-purpose role profiles with clearer career pathways. This programme created a structured, whole-system transformation model, providing Northumberland with a coherent framework for long-term financial sustainability, service reform and organisational modernisation. Client Feedback “Thank you so much to all the team for your work and support over the project. We couldn’t have gotten to this point without you. It was a pleasure working with you.” Director of Improvement and Innovation Northumberland County Council “Thank you for all your support over the past 6 months. We couldn’t have got to this point without you.” Executive Director of Resources and Transformation (S151) Northumberland County Council About Us Human Engine is a leading management consultancy with specialisms in strategy, transformation, digital, commercial, procurement and projects. Founded in 2018, we have partnered with more than 50 local authorities, central government, NHS organisations and national charities to help transform their strategies, operations and cultures. Our mission is to help individuals and organisations to do the best work of their lives. We do this by blending first-hand, practical experience of the problems we help our clients solve with award-winning consulting expertise and an approach based on trust, collaboration and partnership. Back to Our Case Studies