Peter Morley Email & Phone Number

Bristol, England, United Kingdom

▪ Senior manager of a Centre of Excellence for an organisation with a rolling portfolio of c. £350m projects and programmes. Leading the rollout of a framework of project tools, guidance and good practice across the organisation. Embedding strong project, programme and portfolio management practices, through training and support.▪ Coordinating and leading project, programme and portfolio assurance reviews to provide confidence to the Executive that projects and programmes are being delivered with impact, on time and to budget across the organisation.▪ Providing specialist support to project, programme, regional, or national teams as appropriate. This includes strategy, risk, planning, resources, finance, monitoring impact, or governance practices to target higher levels of maturity of practice.▪ Continuously improving the tools, templates, and guidance within the Project Delivery Framework in response to feedback and organisational context.▪ Establishing communities of practice for delivery and assurance practitioners across Sustrans to sustain, create, and share knowledge and learning. This includes chairing regular events, coordinating speakers, presenting on key topics, capturing learning, and disseminating information. ▪ Jointly leading the implementation of an Enterprise Resource Planning system and leading the development and roll out of whole organisation training to facilitate this.

United Kingdom

▪ Led the development of the National Cycle Network (NCN) across the Midlands and East of England.▪ Liaised with external stakeholders including construction contractors, lobbying groups, politicians, and local authorities to identify opportunities and source capital. ▪ Managed and allocated the work of a team of 17 project managers, technical managers, and senior project managers, ensuring their work achieved organisational quality standards and financial and project targets. ▪ Led the governance of NCN activity in the region, including where appropriate acting as project sponsor across a portfolio of 80 projects with a value of c. £15m.▪ Led the development of resource allocation planning tools and methods for the directorate and rolled this out across the region to improve oversight of capacity.▪ Led improved project and programme management and governance within the team, including through workshops and coaching. ▪ Led the team through a period of significant change and growth. This included improving onboarding procedures, improving team understanding of how their work fits into organisational strategic objectives, improving team communication, transparency and trust, and handing over a highly motivated and high-performing team to a permanent head of network development.

United Kingdom

▪ Led the development, coordination and control of business systems and processes necessary for the charity to function effectively and efficiently, with maximum impact. This included oversight and responsibility for programme and project management systems for a diverse range of programmes, with an annual value of c£30 million, to make it easier for people to walk and cycle. Areas of work include road-building infrastructure, behaviour change, physical improvements to the National Cycle Network, working with schools to encourage children to walk and cycle to school and supporting the Department for Transport in awarding c£250m funding to local authorities.▪ Supported the business planning process with Executive and geographical directors, ensuring a national corporate approach to target setting, which reflects the strategy and ambition of the organisation.▪ Developed and implemented a project management framework to standardise the approach to project management and project governance across a £350m p.a. project delivery charity.▪ Led the development and maintenance of quarterly performance reporting processes for the Executive and Board, including managing the system that captures regional achievement against KPIs.▪ Developed and implemented continually improving programme and portfolio board processes, ensuring Executive line of sight of large programme delivery. ▪ Scrutinised governance arrangements for projects, ensuring project sponsors had strong governance in place to ensure delivery to time, task, and quality, through project gateways. ▪ Provided coaching to programme managers and sponsors, supporting their leadership and technical skills development. ▪ Identified and analysed issues hampering the efficient delivery of projects and programmes. Appraised options to remedy issues and made recommendations for their resolution. Following this, ensuring effective implementation.

Oxford, England, United Kingdom

▪ Strategic leadership and accountability for an international charity that supports improved communication about the climate emergency. We drive public engagement with this complex issue in ways that resonate with communities’ sense of identity, values, and worldview. Our approach is research-based. ▪ Mentoring the operational director of a rapidly growing organisation around the restructuring and redesign of business systems. This is with a view to having more robust, mature, and professionalised systems in place to take the charity to the next stage in its growth and development. ▪ Contributing to a sub-committee of Board members that is refreshing the governance of the organisation to respond better to new opportunities and to ensure the Board's line of sight of impact and compliance. ▪ Board level leadership to implement a programme of work to in Australia.

Nottingham, England, United Kingdom

▪ Strategic leadership and accountability for a charitable youth organisation delivering a range of services to young people affected by deprivation. Issues dealt with include knife crime and gang activity, homelessness, poor mental health and self-harm, substance misuse, isolation, and challenging home environments.▪ Being an ambassador and champion for the charity at local business forums, with politicians and through the media.▪ Leading improvements to the governance of the organisation. ▪ Chairing quarterly Board meetings and meetings of the Business Development, Fundraising and Marketing Subcommittee.▪ Mentored a new CEO in their role through support with business planning, strategy development and regular 1-2-1 support. ▪ Leading and setting the charity’s approach to governance systems. This includes setting KPIs and performance reporting mechanisms and ensuring compliance with safeguarding, health and safety, financial and charity legislation.▪ Signing off business plans that meet the strategic objectives of the charity. ▪ Maintaining good relationships at the Board level.▪ Identifying gaps in the knowledge of trustees and directing the CEO to fill those gaps through targeted trustee recruitment.▪ Leading strategy discussions to diversify our income and holding senior staff to account for this. ▪ Monthly supervision of the chief executive.▪ Project sponsor role at the Board level for large projects.▪ Restructuring the organisation to introduce a leaner management structure. ▪ Oversight of, and legal responsibility for, a £500,000 annual budget.▪ Leading consultation with staff, partners, and young people to refresh the mission, vision, and values of the organisation.

▪ Project sponsor/manager for multi-agency commissioning reviews, in areas such as financial vulnerability, domestic violence, dementia, disability, anti-social behaviour etc.▪ Successfully led bid writing processes for government funding to support commissioning reviews.▪ Led the assessment of bids received for activity and research.▪ Led engagement with citizens who use services.▪ Built senior strategic relationships across sectors to influence change in areas outside of my management and improve service delivery.▪ Held delivery organisations to account for delivery against contracts.▪ Developed an understanding of the local market, local needs and how different agencies interact to support service users. ▪ Identified opportunities to invest in early intervention or prevention, to pool partners’ budgets and align multi-agency working to benefit the citizen or make savings.▪ Made recommendations for system change to members and wrote outcome-focused service specifications, drawing on the above intelligence.

Nottingham, United Kingdom

-Programme management oversight of a suite of projects that are intended to improve capacity and quality in the homecare system for vulnerable older people. -Working with providers, social workers, hospital staff and brokers to gather intelligence on the homecare system and to identify plans to improve across the board. -Pulling together a homecare improvement action plan and holding project managers to account for delivery.-Leading the monthly Homecare Programme Board and reporting by exception on projects’ progress into this meeting. -Leading culture change work around supporting practitioners to be clear with citizens about what they can expect from homecare to reduce the number of failed packages.-Reporting via line management to the director of adult social care improvement.

Nottingham

-Programme manager oversight of a number of successful change projects that were in place to ensure City Council processes and policy were compliant with the Care Act 2014.-Representing the Council and developing an understanding of key national policy developments at a regional Board, led by ADASS.-Oversight of a cultural change training programme, designed to move to a more skills based approach to assessment of vulnerable citizens’ needs and to focus on the wider wellbeing of individuals.-Leading the monthly Care Act Programme Board and reporting on project progress to directors by exception.

Nottingham, United Kingdom

-Leadership of Public Health team in its integration to the local authority following the transfer of Public Health duties to local government in April 2013.-Leading the business function of Public Health, including managing a £10m annual budget for the Public Health programme.-Identifying opportunities across the Council where Public Health skills could have a positive influence on decision making.-Leading the development of a strategic business plan for the department and ensuring this translates through team work plans into 1-2-1 supervision.-Supporting politicians and senior officers to understand how the Public Health function can support the Council in improving outcomes for the health of the population and in reducing health inequalities.-Leading difficult culture change for colleagues who had been used to working in the NHS. -Supporting colleagues to understand a very different political environment and how they could best promote and use their unique skills and abilities within that environment

Nottingham