Connecting Strategy, People, and Public Impact

Co‑created with you. Designed for meaningful, real‑world impact.

Local Authorities and NHS organisations are navigating unprecedented complexity. New national frameworks, budget pressures, restructures, and rising public expectations are reshaping roles, responsibilities, and the capabilities people need to deliver effectively.

Instep partners with People, OD, L&D, and transformation leaders to co‑create practical development that brings strategy to life, strengthens leadership, and supports long‑term system change.

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What’s getting in the way of progress?

Strategic uncertainty

New national policy and commissioning frameworks that are still evolving
Teams unsure how their roles link to wider strategic outcomes
Multiple interpretations of the same guidance across departments and ICBs

Workforce pressure

Same pay, more responsibility due to restructuring
Increased workload and stress across stretched teams
Operational demands leaving little time for development
Role expansion without clear support or skill uplift

Leadership challenges

Leaders expected to deliver change, inclusion, collaboration, and community trust
Siloed working limiting cross‑system alignment
Capability gaps around strategic thinking, data use, and system leadership

NHS‑specific pressures

Integrated Care Boards (ICBs) have created structural change intended to improve population health — but capability hasn’t yet caught up.

Key challenges include:

Staff unclear on commissioning, strategy, and their role within the system
Shift from crisis‑response culture to long‑term, preventative thinking
Supporting digital and omni‑channel transformation through practical change leadership
Digital and data expectations outpacing capability
Silos between directorates slowing collaboration and transformation
Rebuilding community trust after service disruption

Local Authority‑specific pressures

Local Authorities face similar challenges — but with the added complexity of public accountability and visible workforce strategies.

This includes:

Translating national policy into local delivery
Driving cross‑department collaboration amid shrinking teams
Adopting digital and automated services with limited capacity
Maintaining community trust during service change and budget cuts

What capability matters most right now?

Shaped together — designed around your context, policy reality, and people.

Clear, confident leadership
Strengthen the confidence and strategic capability of managers leading stretched teams through change.

Understanding & delivering strategic frameworks
Help teams interpret national policy, clarify their role, and understand how day‑to‑day work connects to system outcomes.

Cross‑functional and cross‑system collaboration
Break down silos, strengthen relationships, and improve collective delivery.

Data literacy & decision‑making
Enable people to use data confidently for planning, commissioning, and improvement.

Inclusion, representation & community trust
Build capability that strengthens engagement, culture, and leadership representation.

Meet our Local Authority & NHS Client Directors

Stacey Roe

Client Manager

Stacey is Instep’s Client Manager for the public sector. Building strategic partnerships across local authorities and public services. With over 25 years’ experience in employability and apprenticeships, she co-created Instep’s award-winning Global Majority programme and delivers values-led solutions that strengthen leadership, inclusion and workforce transformation to our public sector clients.

Claire Harvey

Client Director

Claire Harvey is Instep’s Client Director for the Public Sector, leading large‑scale, bespoke cohorts that drive transformation and critical workforce skills. She works strategically and creatively to develop funded solutions, building long‑term partnerships with local authorities, NHS ICBs and Trusts to strengthen capability, leadership and system-wide change.

Customised capability designed around your organisation

Instep co‑creates development with Local Authority and NHS partners — building programmes that are grounded in strategic frameworks, workforce pressures, and the realities your teams face every day.

Examples of how we’ve collaborated with public sector organisations include:

Developing leaders to navigate policy change, role ambiguity, and system transformation
Strengthening cross‑department and cross‑system collaboration
Building strategic commissioning and population‑health capability
Improving data literacy for decision‑making and planning
Supporting inclusion, representation, and career progression
Embedding coaching‑based leadership that supports wellbeing and resilience

These are examples — not products.
Every programme is co‑created, shaped around your people, culture, and strategic context.