Pauline Russell Email & Phone Number

Birmingham, England, United Kingdom

Deliver the M&E Framework approach across the WMCA, so that Strategic Leadership team and other key stakeholders can understand whether projects are delivering to plan and achieve the desired impact.Develop and implement systems to collate data and monitor project output targets and advise on evaluation.Ensure Lessons Learnt and Impact reports are completed and recorded on a central repository of good practice, which in turn will inform future policy development and the design and improvement of WMCA's interventions and programmes.

12 month secondment.Worked across the business to identify and agree Annual Business Plan (ABP) Objectives with strategic alignment to the WMCA Aims & Objectives:* Assisted directorates to develop SMART objectives and metrics* Developed and managed project lifecycle documents* Lead on Comms activities* Draft design of ABP

Birmingham, United Kingdom

Telford, United Kingdom

Brierley Hill, West Midlands, United Kingdom

Providing PMO analysis and support for the Black Country LEP & providing advice, guidance and support to external Project Managers accessing Local Growth Funding and Local Transport Board Funding.Duties:Monitoring & Approving Project Status Updates: Scope, Timelines, Risk, Issues, Otutputs, Costs and Cashflow. Monthly & quarterly Dashboard production. Configuration Manager / Librarian. Verto System Administrator: Designing Management Reports, Training internal & external users, setting up users & managing licences. Providing an administrative support function within the PMO

Birmingham, United Kingdom

Manage a programme of works for a portfolio of house builders across a range of national housing programmes. Products include Help to Buy, Affordable Homes and Guarantees. Within 12 months developed advanced knowledge of the investment management system (IMS), to enable the provision of hands on support and guidance to external partners.Added value to quarterly review meetings by gaining knowledge in Business Objects in order to create a performance dashboard with additional information like, occurrences of slippage, inaccurate forecasts/milestones, alongside standard measures that monitored delivery against baseline projections and outturn.Risk Management: With external partners, successfully identified the level of risk at an early stage and agreed an appropriate RAG rate for each scheme. Having monitored medium and escalated high risks throughout the year, senior managers are well informed and feel assured that actions have been implemented to mitigate each risk. • Stakeholder management: Negotiate with lead providers and consortium members to ensure forecasts are accurate and submitted on the Information Management System (IMS), slippage mitigated and dead schemes replaced• Ensure timely updates and approvals take place for forecasts/milestones on IMS• Cash management: Ensure developers start on site and practical completion payments are correctly forecast and matched to outturn data. Essential when drawing down funds from treasury

Telford

Oversee the transfer, migration and cleansing of legacy data following a merger of departments in the field of Enterprise and Material Resource Planning.

Parsons Greenlondon

Improved quality of clinical data, by working in partnership with information analysts and service managers. Introduced early warning mechanism to highlight areas where data quality and results could be improved easily and quickly, prior to producing and presenting the integrated performance report to directors, heads of service and departmental business partners.Increased circulation/readership by 30% of department’s newsletter within five months, by championing newsletter in senior management team meetings, inviting staff to share individual and team good news stories and events, and share examples of best practice. Maintained forward planner to ensure articles/items supported key business as usual events and tasks. Maintained Outlook distribution lists of staff with email access and published newsletter on department intranet monthly. As a result of raising profile, relevance and circulation, the newsletter became a viable, cost effect medium for sharing information and best practice throughout the department.Assisted heads of service to measure the quality of the Children Families Health & Wellbeing services, by conducting a thematic analysis of responses to the Friends and Family questionnaire. The results showed arising themes and issues and identified areas where services could be improved, as well as those providing quality services. • Providing data analysis/technical support to team: V lookups and pivot tables etc.• Performance reporting across National and Local targets• Assisting with the Operations Directorate business planning process• With BI, developing Clinical Commissioning Group performance dashboard• Maintaining departmental Risk Register• Assisted in the development of business as usual processes, data and information capture ahead of clinical system upgrade. RiO• Maintaining departmental Intranet (SharePoint).

Bromley, United Kingdom

The European Commission gave instructions for RBS to divest several major assets in order to focus on core business. To support this transition, RBS established a standalone HR function. A key element required for separation was to provide new contracts of employment for the new organisation.Adapted quickly to the ways of working of a project team within a high profile organisation in the insurance sector and achieved personal and team objectives within timeframe of transformation programme.Manipulated and analysed complex data sets (>16,000 records), using MS Excel and Access and achieved 95% accuracy rate in recording employee data, and 96% accuracy producing contracts of employment and then shared best practice with project team members to improve performance of team.• Developed strong working relationships with people managers across the country providing advice and guidance on the processes required to cleanse and update employee data, so new contracts of employment accurately reflected employee entitlement.• Liaising with HR Business Partners and Consultants to identify and manage specific requirements for contractual terms for different groups of employees , e.g. eligibility for company cars• Identifying, prioritising and escalating risk• Stakeholder management, influencing and decision making around data cleansing, contract clauses, referrals and contract production • Sample testing – Data validation of employee data prior to printing• Revising contracts of employment• Working under pressure to challenging and pressurised deadlines.

Barking

Successfully managed the implementation of a business support unit, providing a full range of business support services to corporate and divisional directors within the Adults and Community Services Directorate.Managed the expectations of stakeholders at the most senior and junior levels.Recruited, selected and managed staff within business support unit and oversaw service provision.Streamlined forward plans to minimise the complexity of scheduling and to prevent delays in the production of briefs and reports for cabinet and select committees.• Producing briefing reports for democratic services• Coordinating activities for partnership board

Tower Hamlets

Facilitated the transfer of lead commissioner responsibility from the local authority to the NHS, by implementing business, financial and administrative systems to allow efficient integrated working under the umbrella of Health and Wellbeing.Assisted the Mental Health Delivery Board to improve the outcomes of service users through the provision of project support to the PMO and project leads: Assisted in the prioritisation of projects, acted as team expert in the use of Clarity (PM application), updated progress, identified slippage, updated performance metrics, produced and presented the monthly performance dashboard to the delivery board.Supported and informed senior manager’s decision making through the provision of high quality management information. Achieved by improving the data integrity of the client services databases and using advanced Excel skills to analyse and produce the commissioning budget report (incl. charts, tables, issues, risks and remedies) for presentation to directors, senior managers and business partners.• Developed local procedures to satisfy NHS and Local Government requirements• Developed, monitored and reviewed team performance dashboard • Performance reporting across National and Local targets• Influenced change through membership on the Business Manager’s Forum• Maintained departmental Risk Register• Managed team of administrators, including HR and performance management.

• Produced weekly shift and training rotas for all staff within Hackney Service Centre & receptions points of all public buildings. Approx. 50 staff• Produced MS Excel Transaction Monitoring Form used to establish quality and training needs of HSC & reception staff in their handling of calls and visitors.

Mornington Crescent

Successfully managed the change process to enable over 50 staff to requisition and procure goods and services electronically. I produced a training schedule in financial regulations, procurement and the new purchasing system and ensured there was sufficient support to guide less experienced staff throughout the period of transitionReduced formal complaint escalation to stage two and three by 30% within four months. Reviewed all complaints within a 12 month period, identified areas for improvement and examples of best practice. Worked with staff to improve quality and share best practice. Improved current templates by including examples and suggestions. Created a log to enable fair and appropriate distribution of new complaints and tracked the timeliness and quality of responsesLead a team of customer services officers throughout a period of change

Bethnal Green

Improved the integrity of Adults Social Care data, to enable more accurate reporting and forecasting of social care expenditure. Greatest improvement seen for year 2004/05 with accuracy of outturn reporting increasing from 90% to 95%.• Budget monitored & reported on committed and actual expenditure for Adults' Services • Provided advise & guidance to administrative staff and senior managers on issues relating to financial procedures, business processes, recruitment & selection and performance & development• Developed & managed Client Services Access databases, the source for all budget reporting• Managed financial administrators within Adults' Services Commissioning section

Reduced time taken to complete the RSL statistical return by building Access queries in advance. The queries enabled 80% of the return to be completed and reduced the completion time from one week to two days. • Managed performance indicators databases and developed complaints and ASB databases• Produced reports and MI on group performance across a range of KPIs • Developed and updated the Policy & Publications site• Completed periodic statistical returns for the Housing Corporation & other agencies• Membership on various benchmarking groups and forums

Bsc, Business Information Technology

Activities and Societies: Sports

Fundamentals, Project Management, Pass

Prince2, Project Management, Practitioner

Portfolio, Programme And Project Offices - P3O, Foundation Certificate

P3O is a decision enabling and support business model for all business change within an organisation. A P3O includes single or multiple.

Access Course, Living In A Changing Society

This was an Open University course, which focused on pre and post war society and the changes experienced by those living in the UK. This.

Education record

Activities and Societies: A key member of the school netball team throughout, getting into the county squad.

Introduction, Sharepoint

Writing Queries In Sql, Sql