Tom Mills Email & Phone Number

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Leading on strategy development, strategic change and research. Ongoing projects include:- Target Operating Model design for a unitary county council with the objective to radically change its approach to service delivery and deliver savings in the region of 10% of total budget- Development of business case for a unitary county council's strategic change programme, promoting the role of community led-service models and reduce demand on high need, high cost services- Research project in collaboration with the Local Government Association into financial governance in the sector- Ongoing strategy implementation and programme governance with an NHS Mental Health Trust

Manchester, United Kingdom

Focus on strategy development, strategic change and research. Key achievements include:- Programme leadership and business case development for cross-organisational transformation programme for a unitary county council, identifying £30m+ savings opportunities and promoting opportunities for cross-system partnership working and community based service delivery- Lead evaluator for a community development programme delivered by a metropolitan borough council. Evaluation report demonstrated a mixed method evaluation evidencing quantitative and qualitative to demonstrate both financial and social return on investment. The report delivered a set of 8 conclusions and 8 recommendations which were all accepted and implemented by the council- Led an assessment of a metropolitan borough councils commercial maturity using Human Engine's Commercial Maturity Model. Demonstrated maturity of the council across Strategy, Commissioning and Procurement, Income Generation, Market Intelligence and Culture. Output resulted in the development of a 3 year commercial development programme for the council which Human Engine is now delivering- Development of Human Engine's signature Improvement Drive methodology to employee-led change and improvement. Delivery of seven Improvement Drive projects at a London Borough, empowering officers and teams to deliver change and improvement. Outcomes include engagement with 50+ frontline officers who are not usually involved with change projects, empowering officers to take greater ownership of problems they encounter, simplified processes for officers and customers and increase in customer satisfaction- Design and implementation of a new Patient Safety Strategy for a Mental Health Trust, including outcomes, implementation and engagement with patients, partners and commissioners including an ongoing approach to co-production. Implementation of programme governance and performance tracking of strategy

Aylesbury

- Design and development of a programme of work to deliver against a new target operating model for ASC in Buckinghamshire. Responsible for ‘Tier 1’ of the model, focussing on information, advice, guidance and prevention, including redesign of the ‘front-door’ and digital services- Aligning strategic goals to deliverable projects. This includes policy reform, research and analysis and creative thinking to design services the deliver a high standard within financial pressures- Aligning vision and outcomes and working alongside Buckinghamshire’s Integrated Care System (ICS) Programme, responding to the national priority for integrated care - Working across a complex stakeholder environment including adult social care, health, public health, ICS and wider local government services to deliver priorities of the programme

Aylesbury

Responsible for leading business change, planning and transformation across Children's Services, Resources and Corporate projects- Promoted after 6 months in junior role- Member of the project team that produced a successful business case for the reorganisation of local government in Buckinghamshire that was received a ‘minded to’ decision by MHCLG in March 2018.- I had 2 distinct roles: 1) Concept development, research and context; 2) Transformation Lead for Children's Services involving modelling improvements to the service under a one unitary model- Led the development of a new target operating model for Children's Social Care and Learning directorate. Working to tight deadlines and a complex stakeholder environment alongside senior management, the operating model has since been mobilised into a formal programme of work- Led the development of a business case to create a new professional network for commercial and transformation teams across local government. This aligned Commercial Services strategy and vision to define what it is to be ‘commercially minded’ in local government and plans to bring together like-minded officers from across the country into a community of practice- Shared Service Strategic Options Appraisal and business case: I delivered a proposal to further Buckinghamshire's shared services arrangements with other local authorities, including cost modelling, developing pricing structures and developing delivery model- Service area lead for performance management, risk and assurance and overall governance reporting. As part of this I have worked alongside colleagues to develop a performance monitoring framework to rigorously monitor performance indicators and delivery of service, reporting to directors and elected Members on a monthly basis.- Regularly working alongside or reporting recommendations to senior leaders (Service Directors, Executive Directors and elected members), presenting information that is assessed and scrutinised.

Aylesbury

In this position I was part of a 2 year rotational programme completing placements across local government services. I completed placements in Corporate Services, Children's Social Care and Learning and as part of the project team for Modernising Local Government in Buckinghamshire. After 11 months, I was offered a permanent position, ending the programme early.Achievement and responsibilities:- Project support and interim project lead for a transformational ‘first-of-its-kind’ Shared Service between two local authorities with forecasted savings in excess of £600k- Responsible for compiling and co-ordinating due diligence alongside project leadership with the benefit being Members had confidence to sign off the business case- Responsible for producing new organisational design to provide shared service. This involved ensuring Decision Making Accountability protocol was followed, ingraining capacity for growth of service and grasping economies of scale as a key factor to realising savings- Lead role for the creation of a Strategic Options Appraisal for Finance services. This work was in direct response to the Council’s vision to deliver differently in a commercially minded way. The appraisal recommended a model that has potential to both improve service and generate income- Led on a 'deep dive' of data into permanent exclusions at primary schools in the county. This piece of work has facilitated a transformation of the exclusions processes and alternative education provision. With 13 recommendations, this reports demonstrated the ‘so what’ behind the trends- Led stakeholder engagement on this project. This involved internal teams from across the service as well as representing the Council when engaging external stakeholders including ADVs, schools, Head Teachers and other local authorities- Project support for the development of a Workforce and People Strategy for CSC&L. This work has contributed to the strategic plan that future proofs the service

Public Management (Local Policy & Leadership) Msc, Distinction

Part time MSc degree alongside employment. Modules in: Dissertation on the impact of austerity on community governance and community led.

Bachelor’S Degree, Political Science, 2.1

Modules include: Dissertation written on the economic development of Vietnam (2.1) Political Economy (2.1) International Political Economy.

Education record

A-Levels: English Language: A Government and Politics: A Geography: A GSCEs: 12 A*- A