Creating world-class structures
We have a strong record of success in helping the new Governments of emerging economies to build the infrastructure they require to form the fabric of society. From Government Ministries to hospitals, schools and universities, to commercial centres and road and rail communications, we have helped to bring 21st Century-standard infrastructure to countries and regional administrations across several continents. Critically, applying rigorous project management to ensure global standards of efficiency, our approach also eradicates the risk of corruption that can adversely affect major construction projects. In this way, we help ensure that citizens receive the best possible value for their tax spend.
Developing local talent
In certain extreme conditions, such as in the aftermath of civil conflict, an emerging country may initially have virtually no human or infrastructural resources in place. In our view, helping to develop the local talent and expertise on which the country depends for its future stability and sustainable success is at least as important as delivering the physical infrastructure. We therefore work closely with Government clients to accelerate the development of the administrative and other skills that a successful modern Government requires. In so doing, we help to create the social foundations of an emerging nation – vital work on which its values may come to depend for generations to come.
Designing and implementing the measures of success
For the donors that fund the emergence of a new economy, such as the World Bank, IBRD, USAID, DIFID and other international bodies, it’s vital that rigorous and reliable measures are in place to ensure that money is spent for the greatest possible social benefit. We at Vector Consultants have an excellent record in devising and implementing the key measures of success for such spending, including a range of ethical concerns, value for money and societal payback. The ability to apply and respond to such measures has the fundamental benefit of helping to create a culture of honesty and accountability in new Government structures. It’s a fast and effective way to establish the values that will be critically important to the nation’s future development.
Understanding readiness for change
It’s vital that any programme of complex change is carried out at the right pace for the Government organisation concerned, from schools and hospitals to Ministries, executive agencies and more. Too much pace risks disturbing and damaging service delivery, potentially alienating and even angering the citizens and other stakeholders involved. Excessive caution opens Governments up to accusations of being unable to respond effectively to emerging social and economic needs.
Before a programme begins, therefore, we work closely with our Government clients to help decide the appropriate pace and direction of change. This involves assessing accurately not just the actual physical capacity of an organisation to change, but also a number of less tangible, cultural qualities. These can include the current reputation of the Government itself, which in turn reflects on its network of departments, agencies and other bodies and so determines citizens’ satisfaction with every area of publicly funded services.
Creating and implementing detailed plans
While implementing a Government client’s strategic plan, an important element of our focus is on transferring our own experience and knowledge in a way that installs new capacity and builds sustainable value far beyond our initial engagement.
For this reason, the strategy implementation work that we’ve carried out for Government organisations right across the world has also made an enormous contribution to the success of our own global business. For the client commendations and referrals we have received as a result of going above and beyond expectations are responsible for over 90% of our business growth, proof that we deliver the value, and more, that clients look for.
Skills and knowledge transfer
No programme of change for Government can ever be called a complete success unless it leaves a lasting legacy of improvement that underpins organisational evolution into the future. The most effective way of ensuring this is always to leave our clients’ people with the skills and knowledge they will need to ensure that the performance enhancements we engineer together are sustainable for the long term.
For this reason, building internal capacity through working closely and communicating effectively with employees at every level is a key element of our work – one with potentially the most important impact over the lifetime of the department.
Optimising the supply chain
Near-sourcing – establishing supply chain networks close to where the goods and services in question are consumed – is making an increasingly valuable contribution to Government procurement strategies. There are many reasons for this. In a globalised economy, for example, there are inextricable links between Government procurement policies and the investment decisions of international companies and regional, national and local Government organisations.
Government procurement policy drives job creation in its locality and Governments need to balance the cost base with the societal impact of any decision it makes. So, if a company elects to pull a major operation out of a particular market, the impact on employers in that operation’s former supply chain can be disastrous. Even more important, it can permanently eradicate a valuable skillset from a particular geography. We have deep experience in addressing such issues, leveraging local and regional supply chains to fill skills gaps efficiently and cost-effectively for our Government clients, aligned to societal needs. And this expertise is set to become yet more valuable as the international versus localisation agenda gathers pace.
Aligning people and processes
In this continuing age of public sector austerity programmes in many countries across the world, it’s increasingly important that Government organisations can eradicate any activities that deliver little or no value. It is not merely that such activities do nothing to drive efficiencies, increase service quality or generate satisfaction and loyalty. Worse, they can be actual destroyers of value, because the time and expense they needlessly consume deflect resources from where they are properly needed. For this reason, identifying and addressing these not only saves substantial sums, it also contributes directly to better service provision.
At Vector, we are experts in helping Government organisations redeploy their resources so that they focus on those processes that add most value for service users, contributing significantly to the quality of delivery at little or no additional cost.
Putting the citizen at the heart of the service
The ability for employees at all levels of any Government body to consider everything in terms of customer or citizen impact and benefit is an extremely valuable asset that strengthens satisfaction among service users. Conversely, viewing matters in a primarily operational context, where meeting a standard specification is the sole measure of success, can be highly destructive for relationships.
At Vector, we are highly experienced in enabling every employee, from senior managers downwards, to understand how everything they do impacts on service users and other stakeholders, positively or negatively. This is an immensely powerful tool for revolutionising service performance, focusing the entire organisation on delivering the value that every stakeholder wants to receive.