Supporting Socitm's executive management team with various organisational development initiatives.

Major Cities of Europe IT User Group (MCE) is the pre-eminent European transnational networking group for CIOs and Heads of IT working in public authorities at the local government level. As Development Director I am responsible for managing existing and developing new initiatives that provide added value for our members and/or contribute to the viability of the organisation.

MCE's objective is maximising the value realised from the use of information and communication technologies in the public sector. In this role I am a member of the Executive Committee and contribute both both to the strategic direction and delivering specific member-focused activities, in particular the conference which takes place annually in May or June in a different European city.More information can be found at www.majorcities.eu

My primary focus is supporting organisations in their initiation and/or review of digital transformation programmes and projects. My approach is both holistic and systemic:• Holistic – helping determine (or reviewing) the scope, governance and management arrangements, and alignment with organisational objectives and initiatives• Systemic – helping establish (or reviewing) the approach to ensure that digital implementations are enhanced and embedded through appropriate changes to organisational structures, roles and responsibilities, and processes

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Drawing on my experience of leading and delivering significant business change, I established an independent advisory service to support organisations that wish to undertake similar systemic transformational change programmes. Working with client organisations in partnership, I provided focused and tailored support to them in establishing change teams and in creating change leadership, management and governance arrangements, together with pragmatic guidance and mentoring arrangements that enable the development and implementation of comprehensive and radical programmes that transform both efficiency and effectiveness.

The Digital Policy Alliance (previously EURIM) is the policy voice of the internet and technology sector. The Digital Policy Alliance is a not-for-profit organisation that informs public policy through:- expert reports produced by its technical working groups- briefings for parliamentarians and officials distilled from these reports- dissemination and networking eventsAs chair of the Public Service Delivery Group, I advise, support and inform the work of DPA around the application of digital technologies in public service.

The Local CIO Council represented the local public services perspective in the development and implementation of national IT strategies, policies and programmes.

Researching IT-enabled innovation and transformation in public services.

Developing policy, strategy and delivery plans for National Government IT and digital transformation strategies, representing local public services and local government.

The role of the Digital Public Services Unit (DPSU) was to coordinate the IT developments in central government departments, the primary challenge being that the IT delivery teams in departments were inconsistent in their adoption of corporate government standards., resulting in a proliferation of networks and approaches, and confusion for citizens accessing e-government services.I developed a governance model that fully recognised the dual nature of authority that was required based on establishing a partnership in which the DPSU and departments would work collaboratively, with each having primacy at specific times.

The Local Government Delivery Council was established to drive forward local service transformation. It's objective was to support local government's commitment to delivering services that met the needs and expectations of citizens and businesses. It provided a forum where national activity around transformation could be brought together, monitored and developed.

A member of the corporate management team, my key direct responsibility was leading and coordinating the council’s business transformation programme, which I had initiated in 2004. The largest organisational change programme in UK local government, it comprises nine complementary workstreams with a committed investment approaching £700 million. It realised 10-year savings of over £1.5 billion net at the same time as significantly improving services. Its approach was systemic, addressing change to people, process and technology concurrently and holistically.Achievements include:- realising recurring revenue savings of £100m p.a.;- establishing a new approach to HR practices and performance management for over 30,000 employees;- the introduction of agile working, resulting in a 40% improvement in the utilisation of office space;- the establishing of a consistent approach to the handling of customer contact and the fulfilment of customer requests;I identified the need for and led the development of the council’s transformation method and established a governance structure that ensured that senior politicians and managers owned and drove the transformation agenda.I also established and led the Digital Birmingham partnership, which brought together representatives of the public, private and voluntary sectors. The objective was to establish Birmingham as a leading digital city through focusing on the application of digital technologies to support economic and social regeneration activities. Digital Birmingham initiated many innovative projects and has garnered several awards.

I headed a large ICT function, supporting 20,000 desktops across 1,000 locations with diverse software supporting the many business areas. I was responsible for 500 staff and annual budgets of £47 million. I established a corporate, shared IT service, replacing the federal ICT structure – with each department having at least one IT section – that was in place when I arrived. Concurrently I successfully restructured in order to improve customer focus, reduce cost and increase the emphasis on digital delivery.I initiated and led the procurement of a public-private partnership which resulted in April 2006 in the creation of Service Birmingham, a joint venture company jointly owned by the Council and Capita,.

At Camden I developed and implemented a comprehensive organisational change programme. This included the creation of one-stop shops and a contact centre (for which I had line management responsibility), the establishment of a business process re-engineering approach that was being applied to all Council services, and the negotiation of a public private partnership to underpin the programme. I managed a team of 65 with annual budgets of £7 million. I played a key role in establishing the London Connects partnership.

I delivered one of the first comprehensive approaches in the world to the development and use of ICT community facilities, probably the first 'smart city' project in the UK. I established a public-private partnership and secured the funding to build a community information network, a multi-purpose, high-speed network connecting public and voluntary sector organisations. In parallel I transformed a demoralised and traditional IT division at Knowsley into a highly performing, customer-focused unit, recognised by the Local Government Chronicle as IT Team of the Year.