Lisa Sharples Mcipd Email & Phone Number

Nottingham, England, Gb

Nottingham, England, United Kingdom

Responsible for the People function of the Trust including at Remuneration Committee and the Board. I have established a People strategy and associated programme to support the organisational goal to transform in line with overall strategy. I have grown the function, developing four teams which include Diversity & Inclusion, Leadership & Organisational Learning, People & Wellbeing, and Strategic Resourcing.

East Midlands

Morph OD Ltd supports organisations within the public and voluntary sector to deliver sustainable change and improve performance. We work to align strategy, people and processes using a systematic approach, operating as a coach to executive leaders, and facilitating the engagement of employees. We support executive teams with new operating model design and culture development to meet the strategic aims of their business, particulalry during times of transformation and new strategy development.Currently leading the development of a future operating model and organisational design with a significant national environmental charity. Working with the executive team to plan decentralisation of core activity and introduce matrix working during a time of rapid growth aligned to the organisation’s ten year strategy. Introducing models and tools to build capacity for engagement, culture change, organisational learning and adaptibility in light of significant changes anticipated in the political and regulatory framework as part of the Brexit process.

Nottingham, England, United Kingdom

Nottingham, United Kingdom

Leading and supporting on organisational design and development to enable improved financial sustainability and continuing delivery of valuable services within Nottingham.

Leicester, Leicestershire And Rutland (Llr)

Better Care Together is a transformation portfolio for the redesign of social care and health pathways, delivered through a partnership of three Local Authorities, three Clinical Commissioning Groups and three NHS trusts. It will deliver the NHS Sustainability and Transformation Plan (STP) for the area. The purpose of the role was to advise the executive team and lead for the programme on strategic and operational workforce and organisational development, enabling systemic change across the >£1billion health and social care economy with a workforce of over 40,000.Achievements include leading the development of a workforce strategy, baseline and implementation plan and an OD strategy and plan across the nine partner organisations; initiation of a local HR and OD network, partnership board development, clinical engagement events programme and the commissioning of systems leadership support. Projects also included the development of a systems induction and set of change resources for use system-wide to aid the development of common language and identity across organisational boundaries.

Nottingham, United Kingdom

Leading and facilitating the approach to Smart Working at NTU such that culture, space, technology and ways of working combine to support the strategic aims of the business. Established a transformation programme with appropriate sponsorship and governance from the senior leadership team and led the development of key principles and overall maturity model for smart working to cover the next 3-5 years. Initiated an organisation-wide ‘cultural audit’ against the Denison Culture Model to establish areas of strength and relative weakness such that interventions can be tailored to develop the existing culture. Influenced policy development across directorates including those on flexible working, bring your own device, and mobile device use. Successfully delivered projects against the first stages of the maturity model, establishing several small scale successes as a way of engaging staff, testing assumptions, building a case for change, creating role models and developing a ‘pull’ from the business for new ways of working. Met project and programme outcomes including improved student experience, more effective working and greater efficiency in office space.Acted as consultant and ‘critical friend’ for a strategic review of the Schools, Colleges and Community Outreach function, guiding the team on the use of strategic analysis tools to review the portfolio of schemes and approach to market. The review resulted in a new structure and operating model for the team, enabling a more flexible, streamlined approach to delivering the Widening Participation agenda.Took a leading governance role over a multi-million pound library refurbishment programme, as well as leading staff and student engagement, and guiding the re-engineering of work to be more responsive and flexible to customers.

- Led the organisation in developing an operating model through engagement with the corporate leadership team to align strategy, structure, systems, style, skills, and shared values to drive the type of organisation the Council needed to become to achieve its vision and priorities for the city. - Developed the Transformation Strategy for the Council, to realise the operating model, together with a portfolio of programmes and a Transformation Governance Board. During the period to 2012, and the progression from improvement programme to full transformation portfolio, we were able to measure the following successes: ~ Revenue savings in excess of £90m ~ A rise in citizen satisfaction from 47% to 68% ~ A rise in the proportion of citizens believing the council provides value for money from 31% to 68% ~ A reduction in sickness absence of 25% ~ Improvements in employee satisfaction ~ Improvements in ratings and feedback from CPA, CAA and OFSTED

Nottingham

Led the organisational development of the Council, including- Designed and facilitated monthly strategic days for the leadership team - Commissioned a Senior Leadership Development Programme to address organisational need at a strategic level- Led a review and benchmarking of organisational structure as part of a broader operating model, leading to a full organisational restructure - Managed Organisational Development and Learning & Development teams - Achieved significant budget savings through contract re-negotiation and solution re-design to respond to organisational budget pressure

- Managed the organisation-wide improvement programme, leading the review and re-focus of the existing programme into achievable phases - Developed an internal Communications & Engagement Strategy - Advised on the development of values and organisational competencies linked to the operating model

Sheffield, United Kingdom

- Developed knowledge management processes, roles and systems for Environment Agency’s National Customer Contact Centre using learning organisation principles, resulting in an improvement in enquiry resolution from 30% to over 85% - Managed implementation of new enquiry resolution processes and communicated changes across the business - Managed internal helpdesk for staff enquiries with three full time direct reports and six indirect reports - Assessed the impact of new regulation on different customer groups, developing communications products, and feeding intelligence gained from customer enquiries back into the business - Represented the customer on several business process reengineering projects in support of the agency’s Modernising Regulation agenda

Washington D.C. Metro Area

Client: U.S. General Services Administration – Federal Technology Service. Project: Developed and implemented comprehensive communications strategy for $36M implementation of SAP - Conducted audience and stakeholder analysis identifying key groups, current level of awareness, and desired levels of knowledge and participation throughout each stage of project implementation - Conducted communications inventory to assess current methods of communicating with each audience and stakeholder group - Developed full communications plan with key messages, delivery media and associated timeline - Defined road show schedule and created presentation materials for delivery to 1500 internal employees both live and via the web - Designed and managed project communications intranet site with associated branding - Created bi-weekly communication updates/newsletters via email - Conducted focus groups with customer organisations, using feedback to define messages and assist communications planning and portal development - Developed tiered communications plan and associated materials for 30,000 customer and partner organisations - Managed communications to all stakeholders throughout implementation including the press - Liaised with training and education group to proactively manage and re-use content as a means to reinforce the message

Washington D.C. Metro Area

Client: U.S. Department of Housing and Urban Development (HUD). Project: Change Management and Communications for the HUD Knowledge Management and Best Practices Program (1 year) - Managed a team of twelve consultants/ subcontractors on a $3M project within HUD to incorporate current best practice sharing initiatives and implementation of an Enterprise Data Warehouse into a focused knowledge management strategy and action plan Client: U.S. Department of the Navy. Project: Knowledge Management Model and Training (10 months), Naval District Washington Implementation (4 months) - Led a project to design and develop a methodology to enable the Department of the Navy to become ‘Knowledge-Centric’ - Developed seven-phase knowledge management process tool, to be deployed at command level, incorporating instructional material, interactive tools and techniques, case studies, reference materials and examples, diagnostics, checkpoints and tests. Client: U.S. Department of Treasury - Internal Revenue Service. (IRS)Project: Communications Strategy and Support (5 months) - Worked with the IRS to develop a demonstration “what’s possible” prototype for a Performance Learning Centre to enable IRS employees to collaborate and to share vital information over a web based system - Led a team in assessing the Learning History of the Taxpayer Advocate Service through its formation and re-structuring. This involved extensive focus group work and reflective interview sessions with those individuals who had initiated, participated in, and been effected by the organisational transformationClient: Arthur Andersen LLP - Led team of internal subject matter experts in developing the strategic direction for the Office of Government Services’ knowledge management work - Global Knowledge Manager for the government industry within Andersen, managing community knowledge sharing forums and performing knowledge brokering tasks in response to requests from community members