Transforming Change Delivery
Designing a Target Operating Model for Emergency Services
The Context
A major UK emergency services organisation faced increasing pressure to modernise its project delivery functions across multiple operational units. With tens of thousands of personnel operating across a large and diverse region, the organisation relied on legacy processes and decentralised oversight that struggled to keep pace with evolving service demands.
Inconsistent governance, fragmented documentation, and a lack of standardised tools created inefficiencies across programmes and projects. Change initiatives were delivered without consistent structure or control, limiting the organisation’s ability to adapt efficiently and effectively.
To enhance operational agility and improve outcomes, the organisation sought to implement a Target Operating Model (TOM) to bring structure, governance, and consistency to its change delivery landscape.
The Challenge
• Unclear Project Definition
Lack of clear criteria to distinguish formal projects from routine operational change.
• Outdated Governance
An outdated governance structure unable to support growing change portfolios.
• Limited Oversight
No central visibility of change activity across the organisation, hindering coordination and prioritisation.
• Lack of Assurance Mechanisms
No assurance mechanisms to maintain consistent quality across programmes.
• Skills Gap
Insufficient availability of skilled, trained project professionals.
• Delivery Misalignment
Misalignment of supplier and customer responsibilities within delivery frameworks.
Our Approach
• Comprehensive Assessment
Performed a detailed current-state assessment across all operational units, evaluating existing projects, change activities, governance, tools, and documentation.
• Target Operating Model Design
Designed a comprehensive PMO Target Operating Model, including governance and assurance frameworks.
• Team Structure & Role Clarity
Defined an optimised team structure with clear role definitions and responsibilities.
• PMO Toolkit Development
Developed streamlined processes, tailored templates, and supporting tools.
• Day-One Readiness
Established a Minimum Viable Service (MVS) to enable the PMO to operate from Day 1, supported by a roadmap to full maturity.
• Capability Uplift
Delivered structured training for PMO staff and Project Leads to embed the new model effectively.
