Steve Dover Email & Phone Number

Uk

The authoring and development of two major White Papers focused on major transformation of common commodity Administrative support services within UK Further and Higher (FE & HE) Institutions and Distance, Blended and Immersive Learning for the future delivery of Higher Education.In summary these papers outline a paradigm shift in the UK HE Sector to enable:• Significant and sustainable Institutional savings in administrative overheads• Reduction in Estates footprints and associated costs• Increase in availability of Student places• Increase in Institutional revenues• Flexibility in Learning• Sustainable improvements to Educational Outcomes• Higher Institutional resiliency to force majeure events• HE Affordability and reduction of Student Fees• Create sustainable economic and social growth• Long term Societal benefits in the areas of Inclusion and Poverty

Uk Wide

Bringing my extensive skills of organisational transformation across a number of sectors and depth of knowledge of Higher Education ways of working and Stakeholder landscapes to TCS enabling them to engage and grow business in the sector. Applying Thought Leadership in the future shape of Higher Education through the papers I have written and how Universities can transform successfully to meet the challenges of the future; become more agile and flexible with their offerings of Learning & Research: lower costs: increase revenues; and expand their influence globally to more Students.The two influential papers I have written on the future of HE in the UK are:Lowering the Costs of Administrative Services in UK Higher EducationDistance Immersive & Blended Learning

Milton Keynes, England, United Kingdom

Taken on initially in a Delivery Consultant role with a longer term view to leading their Student Lifecycle Programme and providing advice and support for their Finance / Procurement / HR / Payroll ERP initiative. These programmes ran into significant delivery issues and I diagnosed the underlying problems and recommended clear activity and actions to bring them back to a place of stability across 5 focused and succinct reports . My detailed recommendations were accepted by the programme Senior Leadership team. These place the programmes on a firm governance footing and greatly strengthened to meet the challenges of delivering in a controlled manner. The Covid-19 issue meant that all interim appointments were ceased shortly following lockdown. I am only now (September 2020) starting to seek my next appointment.

Manchester, United Kingdom

As Head of Transformation Programmes, responsible for the completion of the University’s Cyber Security Programme; the stabilising of the IT input to the £1 billion + Estates Programme and Mobilising and leading the Student Lifecycle Programme as part of the Standardisation & Simplification drive of the University. All three programmes are key components of The university of Manchester’s 20/20 future Vision. Bringing into reality the recommendations I made from my initial engagement to provide an independent view of the Portfolio.Initially requested to independently review the Portfolio of transformation and change Projects and Programmes for Manchester University. Undertaking detailed reviews of critical IT enabled programmes and projects and providing clear recommendations for the project & programme teams and Business & Academic stakeholders and sponsors. Against the recommendations made, providing guidance and support in the following areas:• Business sponsorship• Business Benefits cases & fiscal management• Business outcomes• Strategic value and fit• Scaleability & re-use• Business cases, estimates, assumptions and returns (Fiscal management)• Programme & project plans• Portfolio plans• Resources• Do-ability• Third Party involvement / management / commercial arrangements• Requirements derivation and management• Testing regimes controls and Acceptance• Training• Release management• Transition & business support• Business continuity and DR considerations• Governance:o Communication frameworks at Programme / project / portfolio levelso RACI (Responsible / Accountable / Consulted / Involved)o Reporting & metricso Quality control / Document Controlo Risks Assumptions Issues Decisions and mitigation managemento Planning standardso Change controlo Pipeline control (Portfolio)o Stakeholder management

London & Birmingham

Leading transformation for the private sector company in the outsourcing of central government back office services

London & Swansea

Creating Central Government’s outsourced Shared Services Centre 1 (SSC1). The implementation of SSC1 involves the provision of standard business processes enabled by a wide ranging Enterprise Resource Planning (ERP) system and the transformation of Government Department’s ways of working. This is the first time Government has embarked on outsourcing back office shared services at scale. My role as Programme Director is to:• Deliver 10 migration projects into a growing Shared Services operation• Establish and maintain proportionate governance across the programme and Clients• Leading both Business and IT teams in production of operational business processes and enabling IT infrastructure and solution architecture• Enable Operational readiness and knowledge base training• Commercial arrangements with Third Party Providers• Stakeholder management of Cabinet Office and participating Government Departments• Keeping the teams focused on outcomesThis is an intense and ground breaking business transformation programme yielding significant savings to the tax payer and creating a profitable private sector enterprise and employment. It’s also great fun.

Salisbury, United Kingdom

Helping the Help for Heroes organisation to meet the challenges of the future by undertaking a review of the following areas and implementing the process and organisational changes needed:Business strategy and Operating ModelIT Strategy and ArchitecturePrioritisation, planning and project managementIT delivery capabilityOperational planning capabilityIT operational support capabilityDesign PrinciplesSustainability CultureTrading goods, Warehouse, Stock Management, Distribution and Retail ManagementIts important in these times of recession for charities to make the most of every penny raised for their causes.So, the main focus whilst looking at these areas of the Charity was to review processes, practices and communications with a view to ensuring these were efficient and had a forward path of continuous improvement. In doing so we reduce the core overheads such that every pound raised by the Charity goes further for the causes it supports. As a result we create a stable core foundation and organisation with repeatable, efficient and scaleable processes that can effectively support the causes and manage change as time moves forward.Much of this is repeatable across other charities without affecting each individual’s unique selling points to the supporting public and Corporate enterprises. So whilst all charities feel they are competing for an ever dwindling availability of funds the work we have do makes sure that whatever they get goes further. It does not compromise individual charity's unique appeal – it just strengthens their core organisation to be more efficient and cost effective. I am available on a consultancy basis to repeat the successes delivered in Help for heroes

Uk & India

Corporate Director (PB2) responsible for the detailed design and delivery of all Business & IT Products for the Department's major Change and Welfare Reform Programmes. Have been directing the implementation of the DWP's major programmes since September 2006. I have been involved in the direction and delivery of programmes of a total value in excess of £3 billion. Also responsible for the organisation, implementation and direction in design and delivery for the largest Agile set up globally. Initiated the the use of Agile ways of working across Government. Won the award for "Best use of Agile in the Public Sector" 2011.

Whole Of Uk & N. Ireland

London, Swindon, Startford

London, United Kingdom

A senior construction lead on some of the largest developments in the City of London during this time both leading major construction projects (up to £1.75 billion) and advising as construction consultant. Also led £150 million of construction projects in the Sultanate of Oman.