Mike Thatcher - Editor: Public Finance
There were over 90 reorganisations of central government between May 2005 and June 2009 costing almost £200 million a year. There is scope to express objectives for change more clearly and to track costs and benefits more closely.
Keith Davis - Director of Cross Government Studies: National Audit Office
Laying out the Public Chairs' Forum's thinking on Arms Length Bodies reform, including discussion on critical success factors for change management; and alternative models to improve transparency, accountability and efficiency, including mutualisation.
Christopher N. Banks CBE - Chair: Directgov / Chair: Public Chairs' Forum
Tough fiscal times call for tough choices across government. Reshaping, restructuring and re-prioritising public services, and their delivery, will be key to enabling a more streamlined, efficient organisation - and achieving this will depend on efficient planning and implementation.
Quentin Cole - Partner: PwC
(FOLLOWED BY REFRESHMENTS AND NETWORKING AT 11:00)
The pressure is on to successfully develop, design, plan and implement change - be it restructuring, merger, wind down or mutualisation. Turning your plans into organisational reality, in order to deliver benefits, will require many individual project management roles with exceptional programme management skills. Are these roles best suited for somebody in-house, or do organisations need to look further afield? This interactive work session will give participants a deeper insight into the necessary skills required to effect change and the options that are available, as well as discuss the challenges and potential solutions.
Jonathan Broadis - Director: PwC
Quentin Cole - Partner: PwC
Philip Shepherd - Partner: PwC
Exploring how the introduction of employee ownership and mutual structures into public sector reorganisations and divestments can lead to more harmonious and productive outcomes - allowing staff to enjoy a true stake in public sector reform. This session will explore employee ownership opportunities provided by the Coalition Government’s Big Society programme, showcasing the recent launch of the UK’s largest NHS social enterprise in Hull and the other main precedent, Central Surrey Health.
Yvonne Elliott - Deputy Director of Business and Strategic Performance: City Health Care Partnership CIC
Graeme Nuttall - Partner: Field Fisher Waterhouse LLP
Neil Palmer - Partner: Field Fisher Waterhouse LLP
Focusing on innovative and creative cost effective solutions to the traditional quandary of high interim usage with limited accountability. There are alternatives that can provide expertise, value for money and accountability, without utilising a high cost consultancy.
Duncan Ward - Director of Public Sector : Badenoch & Clark
Richard Carroll - Former Director: NHS
Honesty, transparency and decisiveness are seen as key elements of enabling new aims and ambitions to be best understood, appreciated and 'signed up' to by the most important components of any organisation - its people. When 70% of change programmes fail, how can your programme beat the odds? There are three proven ways that you can keep your change on track – and ensure its success – and they all have to do with people. Looking at case studies from some of the biggest recent change programmes in the UK and the world, this session will show you how.
David Ferrabee - Managing Director: Able and How
You have been asked to reduce spend by 25%. The quick wins have been targeted – sourcing, management information systems and redundancy programmes have been delivered. Where do you go? Too often, organisations look to IT solutions or investments to deliver leaps in performance, while the biggest asset in any organisation is its people. We know that higher levels of employee engagement and satisfaction improve productivity and service levels. It starts with the design of the organisation – reflecting your strategic objectives, allocating capabilities and accountabilities, as well as giving people the authority to innovate, engage and deliver. This session will share examples of how organisational design and the correct allocation of capabilities transform organisations. If you have a leadership role and wish to be challenged, come and join us.
Richard Abbott - Adviser: GPR Dehler
Hardy Giesler - Executive Director: GPR Dehler
(WORK SESSIONS A1 TO A5 FOLLOWED BY LUNCH AND NETWORKING AT 12:30)
As public sector organisations go through a demanding transition, significant economic, organisational and individual risks will emerge. How can these risks be effectively managed and is a more systemic approach required to stimulate growth in local jobs, skills and economies?
Lord Bichard - Founding Director and Senior Fellow: Institute for Government
Jonathan Lewis - Chief Executive: The Social Investment Business
Giles Naylor - Head of Public Services: Odgers Berndtson
Delivering significant change is not easy. Session speakers will share their experience of taking big ideas from the drawing board and turning them into real savings (up to £1.5bn cashable) and performance improvement. The speakers will articulate their experiences of creating and working with a partnership approach to secure sustainable change and cashable savings, whilst maintaining customer service and staff morale.
Glyn Evans - Corporate Director of Business Change: Birmingham City Council
Chris Hudson - Director of Client Services - Prudential: Capita Life and Pensions
This session explores the drive for efficiency and effectiveness in estates. The costs associated with maintaining estates can represent one of the largest overheads for an organisation. From space reconfiguration to estate rationalisation/transformation, the opportunities for cutting costs are considerable. There are some excellent case studies on organisations dramatically reducing their space requirements, but is there a single solution?
Philip Worley - Operations Director: Mace Group
All organisations have a strategy, but most find it difficult to implement. Poor implementation is one of the major causes of performance shortfalls. Recent studies have shown that several leadership, operational and cultural factors often work together to block successful strategy implementation. Through case studies, this session will explore a new approach to successful strategy implementation, using a unique software solution –Strategy-on-a-Page™ - along with improved management discipline and active employee engagement.
John R.Childress - Managing Partner: Principia Associates
Jennifer Potter - Director: Talus Consulting
(WORK SESSIONS B1 TO B4 FOLLOWED BY REFRESHMENTS AND NETWORKING AT 14:30)
For individuals and leadership teams making sustained change and dealing with complex community, political and organisational tensions in the context of cuts, the pressure on chief executives, directors and senior managers will be considerable. This session will provide a progress report on a nationwide ‘resilience’ survey (examining challenges and issues facing local authorities) undertaken in partnership with Local Government Improvement & Development.
Dr Adi Cooper - Strategic Director of Adult Social Services and Housing: London Borough of Sutton
Dr Peter Hindmarsh - Senior Consultant: Nicholson McBride
Dr John Nicholson - Chairman: Nicholson McBride
Everytime a merger/reorganisation takes place, there is an inevitable need to merge/reorganise not only the business functions, but the cultures of what may be very disparate organisations, each with their own ethos and values. Creating a single culture which is exactly aligned to the new organisation's governance and mission is a process that must be started early and constantly reinvigorated by strong leadership, at all levels.
Fiona Cameron - Director: Sticky Change
Mary Clarke - Director: Sticky Change
David Leech - Senior Director of Organisational Development: Office of Fair Trading
Mario Tsavellas - Director of Anti-Money Laundering & Business Services: Office of Fair Trading
How to rouse passions in the midst of change – to energise the workforce so they ‘personify the change you want’. Delegates will be able to experience the model of change used at the Independent Police Complaints Commission (IPCC) to transform the way they work. Members of the joint Sequena/IPCC team will help you understand how any organisation can be released to develop new ways of thinking, behaving and working. Find out how your people will set and achieve enhanced measurable and sustainable efficiencies and hear why the IPCC has submitted this project for a prestigious Operational Performance and Change Management award.
Ian Crawford - Director: Sequena Consulting
Sarah Durkin - Deputy Senior Investigator: Independent Police Complaints Commission
Margaret Meyer - Senior Consultant: Sequena Consulting
Jason Taylor - Head of Change and Customer Service: Independent Police Complaints Commission