Providing strategic guidance and voluntary services to support the charity, including ongoing financial support and accounts guidance.

The Friends of Wray Common is an important part of the funding model needed to ensure that children receive an equal access to the exceptional education they deserve.

STM Change Management Ltd provides professional portfolio and programme management services to organisations developing and delivering large transformation and change programmes. We specialise in delivering financially sustainable solutions for central government and the not for profit sector.For a confidential discussion to explore your business needs please call 07799 416164.

Responsible for all aspects of £15m portfolio leadership and delivery; having recovered the portfolio from a period of stagnation and non-delivery:+ Senior Transformation Leader for over 80 staff.+ Delivered £12.25m annualised savings, service user non-financial benefits, and additional fundraised income.+ Refocused the programmes of the portfolio to concentrate on value chain-based benefits delivery.+ Un-paused essential activity to improve the strategic functions (the brain) of the organisation.+ Developed the maturity of the Portfolio Board and strengthened the role of the SRO.+ Introduced a new PMO and Internal Consultancy service empowering second tier management, and building a culture of continuous improvement.+ Helped Exec Team identify and close down other ineffective programmes, saving additional £5m+.

Delivered the first phase of a significant change programme for the National Church Institutions of the Church of England.

This was a complete beginning-to-end assignment delivered through remote working. Assigned through PDCS Ltd, project managed the transition of the Q Service over to using SharePoint from a legacy, Huddle system. Assignment delivered ahead of time, to specification and cost.Contract extended to provide Strategic Advice to the Health Foundation, preparing them to tender for the deliver of a number of new strategies, including a Brand Strategy, a Participation Strategy, a new Governance model at Board level, the implementation of a new Programme Management Framework, and to consider how a Design Authority may be incorporated into the existing Health Foundation governance structure.

Delivering a £multi-million Customer Services Modernisation Programme within the Customer Services Directorate. Steps to modernise the placement and on-boarding of new tenants included the introduction of virtual viewings (to save time and costs viewing unsuitable properties in person), automating the induction process and digitising documentation. Greater consistency was introduced through a set of controlled processes; all linked to the introduction of a new Service Integration and Data Lake solution to connect legacy systems to new solutions.Sadly, the programme was impacted by the financial implications of Covid-19 and was halted.

Carried out a review of the Enterprise directorate, including a specific look at the £4.2m Apprenticeships service, which was failing both economically and academically; and produced an Action Plan to recover the service.Supported a restructure in the Enterprise directorate by creating the new organisational structures and providing supporting materials for the consultation process. Established an Apprenticeships Reform Project to help the college make the necessary medium and long-term changes required to recover the service; as well as a short term action plan to address immediate issues with enrolment processes, correct existing sales practices, and increasing quality of service for learners and employers. Prepared internal staff to manage and deliver the Reform Project.

Contract extended to help RBG Kew scope out and deliver the first phase of a new programme of work to improve their Visitor-Facing Systems. This £6m programme will create a frictionless experience for visitors when interacting with RBG Kew. It will replace systems that are old and out of support, modernise how the organisation interacts with its visitors, create an insight-driven service based on meaningful data analysis, and increase income for RBG Kew.

Developed the three-year strategic Plan for RBG Kew covering 2018-2021. Also helped RBG Kew review its Strategic Portfolio Office function and proposed solutions to improve organisational planning and future performance reporting to the Executive Board and Board of Trustees.

Established a Grants Development Programme to improve the efficiency of the £14m Direct Grants service by conducting a full review of business processes; introducing new technology to deliver efficiencies and improve the customer experience; driving innovation and growth; and correctly aligning the Grants service within a new Target Operating Model for Support Line Services. Defined a new governance model for Support Line Services, ensuring decisions for several large scale change programmes running alongside each other were connected appropriately. Identified the different service user groups for the migration to a new CRM Online system, defining how each service would interact with each other in terms of gathering and sharing information. Ensured a delivery framework was in place ready for an in-house project team to deliver the programme, whilst developing change management skills in the Grants Management Team to prepare them for the cultural changes.

Contract extended following successful delivery of the legal merger of City College Brighton and Hove and Northbrook College to form the new, Greater Brighton Metropolitan College. Currently helping the organisation through the second stage of the merger process, to operate as a single college and move towards a single culture. In particular, overseeing the alignment of numerous IT systems, an on-going organisational restructure and realising the benefits of the merger.

Establishing a change programme for the merger between City College Brighton and Hove and Northbrook College to form a new college, the Greater Brighton Metropolitan College. Developing the governance structure, setting out the Programme Plan for the next two years and overseeing delivery of the merger.

Contract extended and asked to move across to a high-profile and complex change programme at the British Red Cross (BRC). Defining and establishing the 'Reshaping our Work' change programme that will alter the way BRC delivers all of its operational services - moving to a national delivery model whilst maintaining a level of local tailoring to better address the needs of people in crisis. Developing the Business Case, Governance structure and Programme Plan for the programme.

Establishing a change programme for the introduction of a re-vamped CRM system that will help put people in crises at the heart of everything the British Red Cross does. Developing the Business Case, Governance structure and Programme Plan for the two-year programme.

Contract extended to establish the new long-term strategy for TCV and handover delivery to the in-house Project Management team.

Developed an Implementation Plan to support the delivery of TCV's new 5 year strategy. Established a governance structure for the change programme and set up programme documentation.

Following contract extension, Project Manager for the transition of Consumer Futures (previously known as the National Consumer Council, Energywatch and Postwatch) to Citizens Advice, Citizens Advice Scotland and to the General Consumer Council for Northern Ireland.Established tight project controls on my introduction to the project after it had begun, to ensure it remained on track and was delivered on 31 March 2014. Planned and co-ordinated eleven workstreams, ranging from governance and legislation to business design, HR and IT.

Helped finalise the 2013/14 Consumer Futures work plan and then translated the plan into a deliverable suite of programmes and projects.Developed a short consultation paper into a comprehensive 2013/14 Work Plan for Consumer Futures in its last year of operation. Acted as the lynchpin within the organisation to collate complex information and requirements and then translate it into a cohesive work programme of ten projects. Established a robust reporting system to combine financial, quality and delivery controls to ensure that the plan remained focused and achievable within budget and the time constraint of delivery by 31 March 2014. The Work Plan and tracked delivery process were described by the Board as being far in advance of previous efforts by the organisation.

Transition of Consumer Focus’ advocacy and regulated industry functions to Citizens Advice in 2013/14.Following a TUPE transfer from the OFT to Citizens Advice, I provided Business Management support to help the organisation better understand and plan for the receipt of new services that would be coming to Citizens Advice prior to, and in, April 2014.

Represented the UK in Brussels as the consumer expert on an EU harmonised consumer complaints project. Its aim was to make sure all 26 Member States used consistent definitions and recorded complaints in the same way. Praised for assistance provided in Brussels to deliver changes whilst ensuring the chosen system was acceptable to the UK with minimal financial implications.Project Manager for the convergence of the Office of Fair Trading (OFT) website and its satellite sites with the Government’s Business link and Directgov websites. Ensured the most effective customer journey was delivered on the Government sites. Gained IT project management experience and delivered the website transition 30% under budget.Delivered Government savings of £8m by restructuring the Consumer Direct business model (a £15m Non-Departmental Public Body with 12 commercial suppliers providing free and impartial consumer advice) to use a reduced number of commercial contact centres with a revised set of contract terms. Operating budget for Consumer Direct reduced from £17m to £9m.Controlled all project documentation for the transition of Consumer Direct to the Citizens Advice service in April 2012 and owned several project workstreams including communications, legislation change and management of information. Used operations management experience to ensure there was minimal disruption to the frontline consumer advice service being delivered by over 350 advisors. The service continued to deliver consumer detriment savings of approximately £27m per year.

Provided civil law training for Trading Standards Services, private companies including Tesco, and Central Government.

Created and delivered an improvement strategy to resolve contact centre start-up problems and improve relationships with commercial contractors.Conducted over thirty performance and quality audits on eleven regional contact centres, reporting areas of development to Centre Managers and setting targets to improve performance.Created and delivered service improvement plans for three of the regional contact centres that fell significantly below KPIs. All centres recovered performance to remain consistently above KPIs.Implemented best practice across the service, streamlined processes for handling and resolving consumer problems, and led a comprehensive codes review to improve service contact records.