FREQUENTLY ASKED QUESTIONS
Below are some questions we get asked. If you have others please Contact Us Here and we will respond to you as soon as possible.
We can work with your Project or Programme Manager throughout the implementation process, providing him or her with support in independently reviewing the operation of project controls and reporting to the Project Board. This extra ‘pair of eyes’ in monitoring a project or programme’s delivery can prove invaluable in highlighting and correcting where things are going ‘off track,’ thus improving the chances of the successful delivery of your project or programme.
We can also undertake one-off reviews of governance arrangements in place in projects and programmes that are already up and running. This can help to identify control weaknesses while there is still time to take corrective action.
Fully qualified to PRINCE2 Practitioner level, we apply the principles of PRINCE2 to our work but recognise the need for pragmatic project governance in today’s extremely busy and pressured public sector.
Visit our service page on Project & Programme Assurance for more details.
AGS’ service delivery of governance workshops and risk management training is built on 15 years of experience working in the NHS. Our highly skilled facilitators consistently receive positive comments about their ability to deliver engaging and surprisingly interesting workshops on subjects many see as being dry and difficult to generate enthusiasm about. We started to deliver interactive workshops with boards back in 2003 when Assurance Frameworks were first introduced in the NHS, and since then have delivered countless sessions to all levels of management on a wide range of governance, assurance and risk management subjects.
See our service pages on Board Governance Workshops and Risk Management Training for more details.
3. How can you provide me with assurance regarding implementation of the transformation agenda?
There are a range of areas in which we can support you as you implement business change. These include:-
• Reviewing the adequacy of your PMO arrangements;
• Examining and evaluating partnership governance structures;
• Providing a Transformation Programme Assurance role;
• Evaluating performance of key projects and the adequacy of project documentation in use.
The above areas are just a sample of the subjects we can review. Please get in touch with us to discuss your specific needs.
Our experience as former public sector employees with more than 30 years of experience of working for and with the NHS, local authorities and the Civil Service is the bedrock on which AGS is built. We passionately believe in the principles of what the public sector stands for: free access to quality services, everywhere. The British public have a right to expect that their money is spent effectively delivering the care and services that they need. We reflect this belief in the rates we charge, which are far lower than you would expect to pay the big firms of accountants when seeking the level of experience and qualifications that we provide.
Below are just a sample of the testimonials AGS and its Director have received from customers:
'Kevin has an outstanding rapport with his clients and has excellent written and oral communication skills. He delivers consistently highly skilled work which is well received by both Executive and Non-Executive Directors.' – Simon Crowther, Director of Finance, Nottinghamshire Healthcare NHS Foundation Trust
'The services provided by AGS are of high quality, being responsive to client needs and showing an excellent understanding of challenges faced in the NHS today.' – Heidi Scott-Smith, Chief Nurse, NHS Erewash CCG
‘AGS provide an effective internal audit support service. They can be relied upon to undertake complex reviews across all areas within an Internal Audit Plan with minimum supervision and produce reports of an exceptionally high standard.’ – Deputy Director of an Internal Audit Consortium providing services to the NHS and Local Government.
“Kevin’s delivery of Project Assurance roles between 2014 and 2017 for the CCG provided Project Boards and the Audit Committee with valuable independent insight into the projects’ implementation. His reports made effective and pragmatic recommendations to improve controls and were cognisant of the challenges faced when implementing complex projects involving multiple organisations.” - NHS CCG Chief Finance Officer.