§ 02 · Practices
An evaluation turns into a costing. A costing turns into a systems build. An investigation turns into a control redesign. We organise into practices so the expertise is deep, then staff mandates across them, because that is how the problems actually arrive.
We evaluate programmes that are already running, and more than once we have evaluated the national systems that are meant to evaluate everything else.
What a public service actually costs, what it is currently being charged, and what the budget process would have to change for those two numbers to meet.
Sector strategy where somebody has to sign a transaction at the end of it, including the transactions that close an entity down.
Investigations mandated by boards and regulators, run so that the findings survive lawyers, auditors and, when it comes to it, a commission of inquiry.
The platforms that produce public evidence in the first place: revenue, identity, payments, and the monitoring systems hung off them.
Climate commitments are increasingly fiscal commitments. We work where the two meet: in taxonomies, in budgets, and in independent evaluation.
§ 02.7Formats
Most mandates arrive through one of these five routes.
