Paul Compton Email & Phone Number

Cosby, Gb

Birmingham, England, United Kingdom

A critical senior leadership role within the Function, Profession and Standards (FPS) team within the IPA, leading the management of capability and capacity issues across government departments and delivery bodies across the public sector. Including Pay, Talent, EDI, Direct Entry, Leadership Programmes, learning programmes and professional accreditation.

The Operational Delivery Profession (ODP) is the largest profession in Government (c.230,000 members). It is the cornerstone of the Civil Service due to its effectiveness, impact, and its direct and tangible connection to citizens’ lives. In recent years OD professionals and their work have never been so critical. EU-Transition and COVID-19 has brought the purpose and the value of the profession into sharp focus. The ODP intend to create an accelerated development scheme for talented… Show more The Operational Delivery Profession (ODP) is the largest profession in Government (c.230,000 members). It is the cornerstone of the Civil Service due to its effectiveness, impact, and its direct and tangible connection to citizens’ lives. In recent years OD professionals and their work have never been so critical. EU-Transition and COVID-19 has brought the purpose and the value of the profession into sharp focus. The ODP intend to create an accelerated development scheme for talented SCS PB2’s and equivalents inside and outside of the profession and CS who aspire to become operational Director Generals in the future. Purpose of the ADS:- invest in the profession’s existing talent and leadership pipeline in order to prepare them to take on the most complex roles; - improve operational performance through effective technical leadership- attract, develop and prepare leaders at Director level from any professional background to take on ODP DG roles; and - create a parity of esteem for operations with its peers by raising the profile, pride, and status of the profession across government. My role is to lead the team to deliver this market leading scheme Show less

As well as leading the functions described in the Head of Strategy role outlined below, I was temporarily promoted to also lead the Surge and Rapid Response Team (SRRT). Leading over 600 operational front-line Civil Servants who are deployed to meet contingent labour and CS crisis needs. That involves:• Leadership at scale – managing the cultural narrative across 10 sites and a variety of grades to create a sense of belonging to the SRRT;• Managing Performance – SRRT is a cost neutral… Show more As well as leading the functions described in the Head of Strategy role outlined below, I was temporarily promoted to also lead the Surge and Rapid Response Team (SRRT). Leading over 600 operational front-line Civil Servants who are deployed to meet contingent labour and CS crisis needs. That involves:• Leadership at scale – managing the cultural narrative across 10 sites and a variety of grades to create a sense of belonging to the SRRT;• Managing Performance – SRRT is a cost neutral function, which means that utilisation and deployment performance levels must remain high to ensure departments continue to call on the service;• Collaboration – Working with senior leaders to negotiate and manage supply to meet priority and emerging demand, balancing the core purpose of the team; and• Financial management - Budget accountability across both teams for in excess of £23m, including working with the finance director and his team to ensure we operate within CS and departmental spending rules. Show less

Leading the teams that deliver the core strategic functions of the Operational Delivery Profession across the Civil Service (Learning, Apprenticeships, Senior Talent, Strategic Workforce Planning, Communications, Events and Engagement)

To assist with HMRC’s effort to support citizens through the coronavirus pandemic I undertook a three-month role to lead a small team to brief leaders like the Chancellor, Financial Secretary for Treasury and HMRC’s executive team on the main coronavirus financial support schemes and HMRC Performance. My key roles included:Leadership – Building a high performing team of briefers quickly, made all the more challenging given new and evolving working practices given lockdown and the fact… Show more To assist with HMRC’s effort to support citizens through the coronavirus pandemic I undertook a three-month role to lead a small team to brief leaders like the Chancellor, Financial Secretary for Treasury and HMRC’s executive team on the main coronavirus financial support schemes and HMRC Performance. My key roles included:Leadership – Building a high performing team of briefers quickly, made all the more challenging given new and evolving working practices given lockdown and the fact that we were a newly formed team from different parts of the organisation.Briefings – Effective decision making was vital given the pace and nature of the Covid schemes, often required to rapidly understand complex asks and papers. Show less

Leicester, United Kingdom

I led two different work areas, the Learning & Accreditation team and Talent Management team. The Learning & Accreditation team support the operational community by providing Learning and Qualifications that seek to maximise capability and professionalise the workforce across ODP. The team also work with departments to identify cross government need and work with CSL to maximise the value and return of investment from any intervention. The Talent team works across government with the ODP… Show more I led two different work areas, the Learning & Accreditation team and Talent Management team. The Learning & Accreditation team support the operational community by providing Learning and Qualifications that seek to maximise capability and professionalise the workforce across ODP. The team also work with departments to identify cross government need and work with CSL to maximise the value and return of investment from any intervention. The Talent team works across government with the ODP, looking at how we identify potential, nurture it through formal and informal interventions and then exploit and share Talent across government. The Talent team supports the Senior Civil Servant Talent Board who meet quarterly in order to ensure that we have sufficient succession plans in place to ensure continuity at SCS level as the workforce itself and future SCS requirements change Show less

Leicester, United Kingdom

Responsibilities:• Developed HMPPS Apprenticeship strategy for meeting levy (c9m) and target (1300 apprentices), including gaining ministerial and exec approval • Chaired and led development of the ‘Custody and Detention’ level 3 apprenticeship, including working with and influencing the Institute for Apprenticeships and Private Sector Prison Providers• Led HMPPS successful application to be awarded Employer Provider Status with the Department for Education and Skills Funding… Show more Responsibilities:• Developed HMPPS Apprenticeship strategy for meeting levy (c9m) and target (1300 apprentices), including gaining ministerial and exec approval • Chaired and led development of the ‘Custody and Detention’ level 3 apprenticeship, including working with and influencing the Institute for Apprenticeships and Private Sector Prison Providers• Led HMPPS successful application to be awarded Employer Provider Status with the Department for Education and Skills Funding Agency. Including digital account and Ofsted QA process. • Defined, recruited and implemented team structure for internal delivery of apprenticeships• Defined, recruited and implemented team structure for externally delivered apprenticeships Show less

Leicester, United Kingdom

Responsibilities:• Commission L&D - commission new and/or revised corporate curriculum from a range of service providers, in response to emerging requirements from the business, based on analysis of need. • Business development – build a strong understanding of the organisations relevant core competencies and develop deep client relationships across the organisation to understand their business needs and potential opportunities.• L&D strategy – devise and implement strategies, which… Show more Responsibilities:• Commission L&D - commission new and/or revised corporate curriculum from a range of service providers, in response to emerging requirements from the business, based on analysis of need. • Business development – build a strong understanding of the organisations relevant core competencies and develop deep client relationships across the organisation to understand their business needs and potential opportunities.• L&D strategy – devise and implement strategies, which will enable corporate learning and development interventions, including accreditation as required, working with appropriate stakeholders internal/external in the process.• Aligning L&D – accountable for the engagement of internal/external stakeholders in order to align the L&D requirements of the workforce, taking into account the Civil Service Reform Agenda and wider government priorities. • Horizon Scanning - create and establish networks/ mechanisms that enable horizon scanning opportunities that can be feedback into organisational development and facilitate continuous improvement within NOMS. • Performance management - Implement performance measures that will demonstrate that the learning NOMS provides its staff meets the business needs, priorities and builds capabilities. Show less

Birmingham, United Kingdom

Heading up on-road operational learning including line management of the internal training team and contracts management of any brought in external learning provisions.Responsibilities:• Contracts Management – Learning contracts manager for external learning procurement and contractors, for values of up £3m• Provided leadership and advice – to a geographically dispersed training design team and operational training delivery team• Project management – project manager for… Show more Heading up on-road operational learning including line management of the internal training team and contracts management of any brought in external learning provisions.Responsibilities:• Contracts Management – Learning contracts manager for external learning procurement and contractors, for values of up £3m• Provided leadership and advice – to a geographically dispersed training design team and operational training delivery team• Project management – project manager for large scale deliveries of learning, using PRINCE 2 methodology• Qualifications – Management of HA qualifications, including NVQ’s, CSL and the core business specific professions i.e. programme and project management Show less

Birmingham, United Kingdom

Responsibilities:• Identifying learning requirement – Conducting organisational and individual training needs analysis• Design – responsible for various forms of learning including e, classroom and practical, particularly operational specific leadership• Provided leadership, managemnt and advice – to a geographically dispersed training team of 5

Postgraduate, Leadership And Management

Chartered