97262 National School of Government Learning - Business Performance Consultancy Support v1 1

8/14/2019 97262 National School of Government Learning - Business Performance Consultancy Support v1 1

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Business Performance Project Consultancy Support Proposal

by

Oakleigh Consulting Ltd

ValueAdding.com Ltd

Oakleigh Consulting Limited 2009 Proposal P4099 Page 1 of 40


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Section 1 Table of Contents

Section 1 Table of Contents .......................................................................................... 2Section 2 Meeting the Specification ............................................................................ 3

PART 1 - ORGANISATIONAL AND FINANCIAL STANDING, BASIC CAPACITYAND CAPABILITY ......................................................................................................3

Section 1 Details of the lead bidder, Oakleigh ......................................................3

Section 2 Financial details ..................................................................................... 4

Section 3 Proposed business organisation/experience ........................................ 5

Section 4 Staffing ................................................................................................. 11

Section 5 Equal Opportunities ............................................................................. 13

Section 6 Declaration ........................................................................................... 13

PART 2 - CORE SERVICE REQUIREMENTS TO OFFER CONSULTANCY

SERVICES IN CONTINUOUS IMPROVEMENT USING LEAN APPROACHES . . .14Introduction 14

Requirement 1: Build Internal Capability ............................................................ 14

Requirement 2: Implement Continuous Improvement Approaches ....................19

Requirement 3: Financial Requirements ............................................................. 25

Requirement 4: Quality Assurance ..................................................................... 27

Section 3 Declarations, undertakings and annexes including annual report............29Declarations ............................................................................................................. 29Equal Opportunities Policies ....................................................................................30Staff CVs .................................................................................................................. 33Audited Accounts for Oakleigh Consulting and ValueAdding.com Ltd ...................40



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Section 2 Meeting the Specification

We have responded to each of the Sections in your ITT in the same order as theyappear.

PART 1 - ORGANISATIONAL AND FINANCIAL STANDING, BASIC CAPACITYAND CAPABILITY

Section 1 Details of the lead bidder, Oakleigh

Contact name: Myles McClelland

Position: Account Director

Telephone number: 07768 567 963

Email address: [email protected]

Organisation Name: Oakleigh Consulting Ltd

Address: Suite 626

Sunlight House

Quay St

Manchester

M3 3JZ


Website address: www.oakleigh.co.uk

Organisation type:(including registrationnumber)

Private Limited Company

Company Registration Number: 3178363

Date of registration:Date of registration: 27/3/1996

Registered address ifdifferent from above:

Date the organisationcommencedoperations:

Date commenced operations: 27/3/1996

Is your organisationregistered under theData Protection Act1998? If so, what isyour DPA registrationnumber?

Yes

Data Protection Act registration number: Z7293941



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Section 2 Financial details

2.1 Our turnover figures for the last 2 financial years in shown below and copies ofthe 2 most recent audited accounts trading are contained in Section 3. Notethat Oakleighs financial year runs to 31st October which means that auditedaccounts for 2008-09 are not yet available.

For the Lead Organisation: Oakleigh

Total Turnover:

Financial year 2008-09 7,719,052 up to 31/10/09.

Financial year 2007-08 7,163,000

For the Oakleigh Consulting and ValueAdding.com:.

Total Turnover:



The audited accounts in section 3 provided for Oakleigh are therefore for 2007-08and 2006-07 whereas the accounts for ValueAdding.com are for 2008-09 and 2007-08.



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Section 3 Proposed business organisation/experience

3.1 Information on the other member of our consortium, ValueAdding.com.

Organisation name ValueAdding.com Ltd

Address: ValueAdding.com Ltd

321 Ecclesall Road South

Sheffield

S11 9PW

Charity/companynumber:

Private Limited Company

3775119

Website: www.valueadding.com

Contact name: Richard Coombes

Position: Director

Email address: [email protected]




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3.2. The principal areas of activity of our consortium.

Oakleigh Consulting Ltd is pleased to offer a joint consortium bid with

Valueadding.com Ltd. Our consultants have worked together previously. Oakleighspecialises in change management and programme and project management (PPM)in the public sector. We also know the National School well as we are an NSGassociate company and we employed the School for several years on our learningand development framework with Defra. ValueAdding.com is a consultancyspecialising in Lean and grew out of a manufacturing base in the early 1990s, now85% of its turnover derives from service delivery improvement in the public sector.

Oakleigh will be the prime contractor and will provide an assignment director withextensive experience of organisational change, programme and project management

and facilitation and who also regularly works for the National School. He will play aquality assurance role and ensure cultural fit in our advice to your teams as well asbeing available to provide additional consultancy support.

Valueadding.com will provide a highly experienced Lean facilitator who has appliedLean in a training and consultancy environment. Depending on your needs, he willprovide most, if not all, of your day-to-day support. His approach will be to supportyour in-house Project Team with mentoring and skill transfer in Lean, problem solvingand implementing new processes to ensure the successful roll-out of your optimumway of working to the Learning Consultants and the Business Support Team.

We are delighted to build on your existing and use familiar methods. However, bothorganisations are thought leaders and leading edge practitioners and are able tointroduce new techniques or adapt or develop new ones to meet future needs. Wecan pass on our deep practical knowledge on how use the best techniques to besteffect and grow the Lean capability of the NSG quickly and reliably.

Examples of our innovation include:

Oakleigh consultants developed powerful but easy to use techniques for policyrelated PPM which are widely used in the public sector. Outcome RelationshipMapping (ORM) features in Managing Successful Programmes from the OGC.ORM and the 22 Key Questions techniques feature in NSG courses.

Valueadding.coms thought leadership is demonstrated by the development oftheir unique lean process costing methodology called Rough-cut Activity BasedCosting (R-c ABC) for the public sector. They supported 24 councils involved inboth phases of their National Process Improvement Project and have trainedstaff in over 130 Public Organisations in this powerful technique. R-c ABC will beavailable to this project as a tool for continuous improvement if required.

Both organisations are renowned for skills transfer and Valueadding.com hasorganisations in grasping the benefits of Lean process techniques by working with,and holding the hands, of improvement teams. Our approach is highly

collaborative and our ethos is to aim for skills and knowledge transfer. We believe



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strongly that our clients should build capacity for improvement internally and thisincludes our sharing best practice wherever possible.



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3.3. Details of similar continuous improvement services delivered in the past 3years.

Customer Royal Borough of Windsor & MaidenheadContact Tim Slaney, Head of Planning Services Tel: 01628 796431

email: [email protected]

Budget 20k Volume 25 days

ValueAdding.com joined the client project team and facilitated the analysis of theirprocesses. They guided them through the potential improvement options andgained consensus to the new ways of working. They trained their improvementteams in problem solving tools and techniques, and supported them through theimplementation.

In the initial stages of the project they guided the management in creating thecorrect project structures and best practice documentation techniques. Theycoached the Steering Group and Project Team and applied Prince2 styledtemplates where appropriate for setting objectives and reporting progress.

They facilitated meetings and encouraged suitable levels of reporting andleadership style. This ensured that the project maintained the correct focus ofprocess improvement yet retained ownership of the changes at the staff level. Theycreated and implemented new Lean based measures for the management team tomonitor lead time and process cost reduction.

ValueAdding.com coached and mentored the improvement team leaders throughthe implementation and continuous improvement stages and transferred skills inprocess mapping and analysis, customer journey mapping, demand recording andanalysis, benchmarking with other organisations, detail activity analysis andimplementing staff reductions.

The clients To-be vision created 32 detail process changes which to date have:

Reduced Cycle time in Administration by 31%

Delivered savings in Planning Officer time of 12%

Increased on-time target achievement from 68% to 86%

Achieved overall savings of 80k with a further 70k+ to be gained by March2010 through staff reductions.

The client continues to implement the remaining changes using the fourimprovement teams that are now experienced and self sufficient. In early 2010 themanagement intends to launch further improvement initiatives.

This project clearly demonstrates how they coached the project team in creatingand implementing lean improvements and achieved significant results from theirtraining and mentoring of the staff and the Councils improvement teams.

mailto:[email protected]:[email protected]


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Customer London Borough of Barking & Dagenham

Contact Katherine Maddock-Lyon Tel: 07876233948email: [email protected]


Supporting the Excellent Customer Strategy Programme by developing aninternal resource of Lean trained practitioners.

ValueAdding.com conducted the initial training of 28 practitioners in Leanmethodology through a series of modules including Business Process Redesign,Consultancy Skills, Change Management, Rough-cut Activity Based Costing andassociated techniques.

The programme of service reviews included; Housing Advice, Street Scene,

Members Casework, Cashiers, HR Starters, HR Leavers, Parking, SchoolAdmissions & Adult Services Personalisation Agenda. These projects wereselected to test the implementation of different service against a conceptual targetoperating model for different customer types and volumes.

All the projects followed the NPIP methodology and PRINCE2 structure and usedan approach of action learning where Consultants would work with the trainedpractitioners on the project delivery.

The Projects identified savings of over 750,000 per annum.

This project demonstrates the breadth, depth and scale of our training and skilltransfer capability and the proven methodologies and materials that we can drawon.

Customer North East Lincolnshire Council

Contact Ms Chris Daly Tel: 01724 296296email:[email protected]

Budget 13.3k Volume 15 days

ValueAdding.coms consultants provided advice and guidance to the internalbusiness improvement team. They provided coaching in lean, project management

and workshop improvement techniques and supported the team members onspecific intervention projects with the Service Departments.

One Service Department had failed a recent Audit Commission visit and was at thesame time under pressure to reduce its costs of service.

They led the team by example. This involved group working in facilitating processanalysis and problem solving workshops and individual meetings with managersand staff from the Service. The improvement ideas were piloted by the Servicestaff and any issues were resolved. The improvements included:

Replacement of informal Word based systems by staff to correct use of the



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Housing Database

Achieving consensus to a common way of working from all the Housing Officers.

Design and use of new management reports for performance monitoring fromthe ICT database a visual report of the status of every Housing Case

A new agenda for the weekly management meeting and coaching the managerin using the report to monitor progress and resolve any process andperformance issues.

As well as resolving the process issues in time for the next audit, they contributeddirectly to the development of the Improvement Team members by coaching themthrough the implementation. They demonstrated by example how to work with thesupervisors and staff in helping them through process change.

Customer Shoreline Housing PartnershipContact Leigh Collingwood Tel: 01472 572251

email:[email protected]


This client had become an independent organisation of 300 staff in recent years.They had a comprehensive business plan and a series of key managementprocesses that were partially or about to be put in place. They wished to implementthe new ways of working and form the glue between the disparate activities. Theydesired their current plans to work, not create a lot of new processes.

ValueAdding.com supported their Change Manager and their Senior Management

Team in creating an agreed plan to connect and implement all the differentmanagement processes into a sensible and working format. They designed andagreed the programme of change that integrated all their existing projects andprocesses. They then mentored them through the implementation which included:

Creating a new agenda for the Operational Management Team that encouragedopenness and involvement of all the members is discussing businessperformance issues and their resolution

Designing a new Project Management Control Methodology that was based onPrince 2 thinking but suitable for a smaller organisation. The new system

included the use of bespoke terminology that reflected the clients existingsoftware definitions and traditional language. They trained their projectmanagers in the new system and coached them in its application.

They also designed a best practice technical library that contained informationon all their projects in one digital location. This included the project managementprocedures plus change and version controls. These control processes wereincluded in the training to ensure future compliance.

This project illustrates ValueAddings ability to create and deliver bespoke trainingcourses and include the comprehensive education and support processes toensure long term change.



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Section 4 Staffing

4.1 Information about the staff we intend to work on this project.

For this project we intend to appoint Myles McClelland from Oakleigh Consulting asassignment director and Paul OReilly from Valueadding.com as your Lean facilitatorand day-to-day contact. We have also included details of Ben Evans fromValueadding.com who could provide additional resources or backup to Paul shouldthis be required. Their CVs are contained in Section 3. Descriptions of theirexperience and role in this project work follows.

Myles McClelland - assignment director

Myles knows the NSG well. He will provide quality assurance and an escalation path

to Oakleighs Board. He would also be able to work on the project if needed.

Myles is an expert in applying PPM to policy development and delivery. He co-created a highly-effective approach to applying PPM to policy-based and changeinitiatives. Two techniques: Outcome Relationship Mapping (ORM) and the 22 KeyQuestions are widely used in Government. ORM features in the OGCs ManagingSuccessful Programmes and both techniques have featured in NSG courses.

Before joining Oakleigh in 2002 Myles worked as a civil servant. In his last SCS jobas DfES head of PPM profession he led a successful drive to apply PPM to policy.He created a unit which became the precursor to PPM Centres of Excellence in

Government. His previous roles included consultant, quality manager, changemanager, project manager in a variety of initiatives.

Myles helped hundreds of policy and change initiatives to clarify their objectives,identify their interventions and to set up and run effective programmes of work. Hefacilitated hundreds of workshops and trained thousands of people in Governmentfrom Management Board to junior level to apply PPM to policy and change initiatives.

Myles has extensive change experience and specialises in self-managed change.He has led, taken part in and advised on many successful initiatives. His experienceencompasses human issues as well as organisational and process design. Over the

last few years, Myles has helped a number of Departments set up and run policyprogrammes and projects and to implement PPM in their organisations.

Paul O'Reilly lead consultant

Paul will be our lean facilitator and will be the main point of contact with your projectteam with responsibility for the successful delivery of our project commitments.

Paul is an experienced practitioner in Lean and process improvement techniques andhas delivered many process improvement projects within both the private and publicsectors. He has extensive experience of implementing continuous improvement intoorganisations from its team-working origins in Total Quality Management and QualityCircles and using the practical tools and techniques of Kanban, Kaizen, Poka-Yoka



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and Cost of Waste, which he learnt first hand in ICLs internal improvementprogramme.

As a senior manager in Pera (non-for-profit research association), Paul worked with

their training division in organising and delivering leading edge courses. Pauls ownexpertise was to sell and deliver TQM and Continuous Improvement to delegates inthe UK, mainland Europe and the Far East. Paul has in-depth knowledge andexperience of training processes including business development, course creationand delivery, quality assurance and management of external tutors.

Ben Evans additional resource

Ben will not be appointed at the start of the project, but will be made available toprovide additional resources if required.

Ben is a Senior Consultant at ValueAdding.com Limited and was an integral part ofthe internal transformation teams at a local authority. Bens key areas of expertiseinclude lean, business process redesign, rough-cut activity based costing andchange management.

In addition to recently delivering a number of successful consultancy projects, Benhas received consistently high feedback scores for training and mentoring with clientsincluding local authorities, housing associations, police and higher educationestablishments. His recent improvement project at Goldsmiths College providessome useful knowledge and experience in the issues surrounding the organising and

delivery of educational courses.

Ben is currently a distance learning MBA student at Warwick Business School andthus a regular consumer of innovative teaching methods.



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Section 5 Equal Opportunities

Oakleigh Consulting and ValueAdding.com fully comply with the race, gender anddisabilities legislation described above. Neither organisation has ever been involvedwith any racial discrimination situations, investigations or findings. A copy of ourOrganisations policies are contained in Section 3.

Section 6 Declaration

Our declaration is signed and is contained in Section 3 of this document.



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PART 2 - CORE SERVICE REQUIREMENTS TO OFFER CONSULTANCYSERVICES IN CONTINUOUS IMPROVEMENT USING LEAN APPROACHES

Introduction

In this section Oakleigh/ValueAdding.com outline our proposals against each of thecore service requirements described in the Invitation to Tender.

Requirement 1: Build Internal Capability

1. Our ApproachOakleigh/ValueAdding.com will transfer skills and knowledge to the National Schoolmanagers and staff through a mixture of training, project work, change

implementation and coaching and mentoring. We believe that this capacity buildingwill provide you with a sustainable methodology for improvement and the impetus todo more.

We enjoy nothing more than making contact with clients a few months after we havesupported one of their initiatives to hear of the results they have achieved without us.It is part of our ethos that we work with staff to help them improve and do not do it tothem.

We will review and understand the level of Lean knowledge, skill and understandingalready existing and imparted during Phase 1 to the managers and the project team

members. We will also assess and understand the levels of knowledge in the deliveryteams and any other staff who will impact the projects success. From thisunderstanding we will design with you a detailed approach which includes appropriatelevels of practical work for your staff supported with training that builds on the trainingthey have already received. As your team and their internal clients implement Lean intheir own parts of the organisation we will support them with coaching and mentoringand facilitating formal lessons learned exercises.

During the project there will be numerous opportunities to test the current thinking andpropose alternatives. In any critique our approach will be to demonstrate or help todevelop a better example. Our constant auditing will include practical and hands-on

help. So the output of our intervention both increases your capability and improvesthe programme quality.

We intend to provide this type of practical advice throughout our involvement and thefollowing diagram displays our potential sphere of influence.



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Our different levels of support can be represented by a sliding scale on intervention,as displayed in the following diagram. It can range from deep training, facilitation,coaching to guiding and steering.

Any one individual or group may require some or all of these activities to reach therequired level. We will judge the start point and agree the appropriate supportactivities with your Project Manager. We can provide both ad-hoc mentoring and acomprehensive action learning approach as described below.

2. Action Learning ApproachThe Action Learning aspects will complement the training received in Phase 1 by

giving your teams timely, relevant and action oriented guidance with mentoringsupport during phases when those teams themselves are progressing with the work athand.

For the Project teams to implement continuous improvement and increasingly developin-house capabilities it might be necessary to develop their skills and awareness in astructured manner. This is where we will deploy an Action Learning approach. Thediagram below schematically describes a typical application of this approach whichwe will tailor to the specific needs of the project and the individuals within it.


Project Team

Champions

ProgrammeBoard

ContinuousImprovement

Teams

ValueAdding

Skill Transfer

Advice

Mentoring

Delivery

ConsultantClient

Skill and Knowledge Transfer


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Through a collaborative approach working with the teams involved in the ContinuousImprovement Teams we can further develop their skills in conducting Lean reviewsand through practical on the job mentoring share our experience and knowledgewhich has been gleaned from years of experience in other Lean projects. As with allsharing of knowledge and experience, timeliness is key to the skills transfer being

successful. Throughout the implementation and the action learning, we shall impartpractical examples of how weve overcome similar issues or prevented them in areassuch as Project Management, Change Management or Lean Process Redesign.

Oakleigh and ValueAdding.com have extensive experience in delivering skillstransfer projects within the public sector in organisations such as the National BloodService, London Boroughs of Southwark, Lewisham, Newham, Haringey, Richmondand Barking and Dagenham. Within each of these organisations the practitioners wetrained are now sustainably conducting stand-alone continuous improvements.

3. Individuals and Groups

In addition to formal knowledge transfer activities that we will plan in with theimplementation team and their internal clients we will take the opportunities that oftenarise to transfer knowledge and skills on an informal basis to both individuals andgroups. We frequently work with our clients improvement teams in this manner. Forexample, at a meeting recently we discussed the challenges the team felt ininfluencing change in a particular department and we explored the options availableand different ways to tackle the problem. We also helped refine the content andstyle of a forthcoming newsletter which was intended to motivate the rest of theorganisation. This had not been planned in advance but was greatly appreciated byour client.

Such events can be organised as a regular planned session or on an ad-hoc basisas the need arises.

We will be also be happy to respond to enquiries and request for advice throughdirect telephone calls to our mobiles and email, from any of your staff, even when weare not on site or directly working on your project. If we are busy, we will respondwithin 24 hours.

4. TemplatesOakleigh/ValueAdding.com will help build NSG capability helping to refine yourprocesses and templates and by providing with suitable templates and examples ofgood practice. An example of template for analysing the readiness for change isshown below.



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Example of an actual scorecard at the outset of a project

Commitment Scoreca rd - by stakeh older

Stakeholder groupNone

Aware of

changes

Understand

the benefitsBought-In

Commit

suppo

Programme Sponsor 3

CSC Champions 2 1

Department staff

Unions 2 1

Councillors 3

Line Management 2 1

Mod ernisation staff 2 1

Residents (incl tenants) 2 1

Key

Tar e t commi tmen t l eve l 1

Level of C ommitment

This scorecard accumulates the findings from our Change Readiness Surveytemplate. This activity clarifies the level of understanding and acceptance of theforthcoming Lean improvements in the managers and staff it will impact.Understanding their current state will help identify potential issues and barriersdownstream in the project, leading to correct action.

5. Further improvement tools and techniquesOakleigh/ValueAdding.com are able to increase your capability in using the proventools and techniques of Lean (e.g. DMAIC, 7wastes), process improvement andcontinuous improvement. We are able to provide both formal training, or as is oftenpreferred, facilitate your staff through a real scenario. This allows you to learn andremember the technique through experience. Our consultants are flexible enoughthat we could include any of your existing tools and techniques to this process, helpto develop a training course and materials, and either train the trainers, deliver thesubject ourselves or a mixture of both.

Examples of useful improvement techniques we could also deliver include:

Process analysis - particularly useful for Lean implementation teams in clarifyinglocal issues and achieving structured improvements. Techniques such asmeasuring cycle times and the number of hand-offs involved in the process canprovide major insights and improvement ideas. A recent client used thesetechniques to reduce their lead time by 31% and improve their quality.

Best practice process improvement techniques - such as Kaizen, Poka-Yoka,Cost of Quality and others that all support the Lean Philosophy.

Customer journey mapping a powerful technique for analysing how yourcustomer regards your process at an emotional level. It identifies key areas for



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change and is a useful tool for improving the relationship with your key customersin Whitehall for example. The continuous improvement teams could use this togreat effect in identifying and measuring further improvements opportunities.

Rough-cut activity based costing this will measure the efficiency of yourprocesses and provide strong evidence for future business cases. It will quantifyNon-value added activities and provide comparisons between different deliveryteams both now and in the future. We can train your staff in how to apply thistechnique and also provide online data collection tools and process templates tosimplify the task.

ValueAdding.com is also experienced in implementing Balanced Scorecards,Business Development Processes and People and Performance improvementprocesses. This may be relevant in integrating this project with your otherprojects within the programme.

We can also provide course sub-modules that facilitate the new attitudes and cultureshift required to understand Lean such as individual and team dynamics forsuccessful process improvement.

6. Review and Monitoring the education and learningOnce we have understood and agreed the knowledge transfer processes with yourProject Team we will help you plan and implement Lean across the organisation andin your dealings with your suppliers and delivery partners. We will also help youcreate suitable monitoring and review mechanisms to measure how successful theskill transfer activities have been. This is important because as an education

organisation yourselves you will know that not everyone will learn at the same rate oradopt the new vision, attitudes required and ways of working to the same extent.This variation is normal. What is essential is that differences are identified andremedied wherever possible. So an important part of the support we can provide willbe helping you to work out how what follow up reinforcement activities will be neededand delivering them or helping you to implement them.



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Requirement 2: Implement Continuous Improvement Approaches

1. Our ApproachWe will provide an expert in implementing Lean and Continuous ImprovementTechniques to work with your project team in both an advisory and hands-on fashion.We will add value at both the high level (such as ensuring Check Plan Doapproaches are applied appropriately) and at the detail level (such as facilitatingimprovement teams) if required. We will transfer knowledge and experience,facilitate, influence and help to resolve conflicts and challenges as they arise. We willprovide support to your team throughout the duration of the project.

The following sub-sections describe specific areas where we believe we will addvalue and assistance with your project.

2. Initial engagementAs soon as our project starts we will familiarise ourselves with your organisation,processes and key people. We will review the project history to ensure wethoroughly understand the work already performed. We will not look to re-invent this,but will provide a critical eye to identify any opportunities, improvement areas or risksto the project implementation.

If we identify any issues, we will highlight these and offer solutions or ways to work tofinding solutions. For those issues you would like us to help you take forward (weaccept that you may not wish to act on everything we identify) we will work with the

Project Team to rectify or develop risk mitigating activities. The initial engagementshould only take a few days and at its closure the project will possess a short butclear mini-Project Initiation Document (PID).

3. Project Initiation DocumentThis mini-PID will include the business objectives, project plan, resource levels,reporting structure and risk management. You may require different PIDs for eachDelivery Team, it will depend how much they vary.

A key part of the PID will be the definition of the project objectives. These must beSMART (ie: specific, measurable, attainable, realistic and timebound) to ensure

that all the stakeholders and the Project Team are clear and in agreement as to theoutcomes expected from the project. We will help to ensure robust objectives aredefined.

The plan will contain all the various elements required for success and will explicitlyinclude all the activities to be delivered by us including any training and skill transferrequired and the regular management and review of those activities. Initially someelements of the skill transfer may require future assessment, and will have to beclarified later in the project.

[Note: We can provide templates for many aspects of project management and

assist with their population if required.]



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We will review your existing plan and advise on any changes we would recommendbased on our experience of previous projects. We have described below somesuggested items for inclusion, to be agreed with your Project Team.

4. Communication PlanThis defines and monitors how the rest of the organisation will understand their roleand involvement with the project. It will exploit your existing lines of communicationand augment them with timely and accurate information. The content will motivateand allay any potential fears or concerns. We will review your communication plan orhelp design and implement one as appropriate.

The plan should be underpinned by an initial readiness for change assessment andshould include a means of monitoring and obtaining feedback on any potential issuesand concerns that might affect the project success. This assessment involves thevarious stakeholders to the project and its outcomes. We can provide templates forthis process if required.

5. Project GovernanceNSG has adopted Lean philosophy to improve customer service and reduce costs.We expect the improvements will lead to staff role changes and headcountreductions. The support of various stakeholders will be essential to implementingthese challenges. We will support the reporting processes, work with stakeholdersand attend your Project meetings and your Programme Board if desired.

6. Roll-out the new Processes

Your vision for the optimum way of working requires changes to the existingprocesses and the implementation of new management reporting and controls. Weunderstand that the outputs of your pilot work will be implemented into the DeliveryTeam areas in serial fashion, and we propose the following approach:

Start early implementation pilots with the new performance measurement tools inone of the Delivery Areas. Design or adapt measures that are relevant to the localteam and the overall performance objectives.

Monitor the performance of each tool. Modify the tool or process until it deliversthe required output and is useable by the team.

Pilot the Management Performance Meetings, review the outputs of the

performance monitoring tools and identify opportunities for process improvement. Pilot the Auditing process (if not already done), to measure the current process

and performance levels. Ensure that adequate performance measurementcontrols are in place and working correctly. This becomes the baseline for futureimprovements. The audit process should help offer solutions to problems, not justcritique, to provide the best value in the long term.

Commence continuous improvement in the first area. Use team working toidentify the key issue, root causes, agree solutions, pilot and verify improvement,move on.

Repeat all the above in the remaining Delivery Areas.



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We will work with your Project Team, the Delivery Teams and other relevantmembers of management and staff to ensure that the new tools and processeseffective, efficient and meet the objectives described in the original PID. In the abovetasks we can offer advice and hands-on assistance in, say, ensuring the performance

measurement scores are true and accurate.

7. Problem SolvingThe new visual management and performance tools will identify process issues andopportunities for improvement towards Lean processes. Implementing processchange can be straightforward but more usually encounters barriers. If things werethat simple, they would have been changed before.

In addition, the customers needs and other pressures will constantly require thebusiness to continually adapt and change. The challenge is how to manage andresolve all these pressures without inadvertently losing the vision of the optimumprocess.

We will help NSG overcome these issues and challenges by, where necessary,training your managers and staff in structured problem solving processes andtechniques. We will teach you a standard problem solving methodology, andintroduce some of the more common tools and techniques to use at different timesand for different problems. These may include brainstorming, cause and effectanalysis, root cause analysis, decision matrices, Pareto analysis, consensusreaching techniques, force field analysis, measurement and data collectiontechniques. These are examples only. We will apply whatever is suitable for your

processes, the issues involved and the experience and culture of your staff. Theimportant mantra is that the problem can be measured both before and after (factsand description), and that you identify and eradicate the root cause.

We will train your staff in the techniques and then work with them in their practicalapplication. We will show you how to overcome the challenges faced by processchange.

Problem solving tools and techniques require a management structure to workeffectively. Problems and their solution usually require funding, benefit case,authorisation and agreement from various stakeholders to succeed. Without these,

many good ideas fail to get off the ground. Structured Continuous ImprovementProcess also requires the following:

Problem solving logs to record all issues and monitor their resolution

Localised problem solving teams in each Delivery area to address the problemswithin their control.

Cross-cutting problem solving teams to address common issues (e.g. sharedtraining facilities, shared computer systems)

Escalation processes for significant issues (overlaps with the other six projects)

Suitable process control and version management processes to accommodate

future changes and prevent unauthorised changes (see also below)



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Reducing variation is a key approach in Lean. One directive of the improvementprocess will be to increase simplification and standardisation across all the DeliveryTeams where there is the opportunity to do so.

8. Workplace AuditWe will help you to make auditing a cost effective and useful activity. This requiresdelivering an independent and fresh look and providing helpful input and ideas intohow the process can be improved. We will help you avoid weak auditing techniquessuch as aloof criticism against unseen opinion and criteria or too sympatheticjudgements that fail to maintain stretching goals for improvement.

9. Supporting the new ways of workingThe new ways of working determined in Phase 1 may meet some resistance bothfrom the people and the legacy systems that struggle to adapt. We will providesupport and advice to these cultural challenges. For example with the new DailyPerformance Boards we will help the Project team to ensure that:

They meet in a timely manner

Meeting agendas are adhered to

Actions are progressed and implemented

The meetings become effective and efficient

Senior management support the Delivery Teams when issues are escalated

Ensuring the continuous improvement teams become established and effective alsorequires commitment and guidance. We will advise on how to maintain these teams

even during times of unplanned resource pressures.

Even before the processes are rolled out we often pre-empt the future changes bydelivering awareness and communication sessions with the staff. We recommendholding open workshops (sometimes with tea and cakes people stay longer) toreview and comment on the new way of working. We listen and record thecomments and reasons why that wont work. This increases staff involvement,prevents you didnt ask us and often reveals some hidden risks.

10.Value AnalysisWith the new ways of working installed, the Delivery Teams will be encouraged toseek even further improvements. These need to be focussed on Lean principlesand meeting the needs of the customer. There can be a tendency to tackle theproblems that make internal life hard, but does nothing much for the customer.



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Value analysis is a powerful tool in the lean philosophy for helping staff to see theirown processes from the viewpoint of the customer. Identification of non-value addedcan promote significant change and release high levels of unwanted process effort.We often find that staff will self-diagnose and come to realise that less than 20% oftheir process adds any value to their customer.

The Value Adding decision making tree:

Non-Value Add and Sustaining Non-Value Add contain the Failure Demands withinthe process. That is, those parts of the process that exist because other parts do notwork right first time. An example might be a delegate who contacts your organisationwith a query, which could have been answered in the course joining documentation.The time spent answering the query is WASTE, non-value adding (since it could havebeen avoided). Our identification and measurement of Value is a powerful way tocreate business case justifications and gain staff buy-in to change.

We will help NSG apply this technique to drive further improvement in the correctdirection.

11. Procedures and change controlThe project is intended to make process changes. To ensure that these benefits arepermanent will require the formalising of:

Working practices and procedures

Performance measurement

Change control mechanism to accommodate further improvements, newbusiness challenges and prevent unauthorised changes

Training mechanisms for new staff, revision and reminders for establishedstaff, particularly where process activities are used infrequently

Education of management in dealing with variations and process challenges

We will help NSG design such processes and ensure that they adopt best practice in



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terms of ease of use, digital records and the web for 24x7 access, by say, yourAssociate Learning Consultants.

12. Benefits realisationAn important of the project will be to measure its success against the originalobjectives. We will help to ensure that the process changes are measured and thebenefits agreed. We will measure and record both tangible and intangibleimprovements. The tangible verify progress against the objectives, the intangiblecapture and reinforce the benefits to the culture. Both these help to consolidate thechanges and act as a springboard for future improvements. They also help preventnegative and cynical attitudes such as reflections on the good old days. If thoseprocesses were better, produce the measures.

The project itself will be reviewed and any lessons learnt will help NSG in the future.



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Requirement 3: Financial Requirements

1. Programme of WorkWe propose a fixed day rate to NSG, for all of our activities. We believe thisapproach is easier for your Project Manager to monitor. It prevents attempting tomeasure the differences in value between activities such as a formal training Course,a facilitated workshop, personal coaching or mentoring, or when two differentactivities are delivered on the same day.

We will only invoice NSG for completed work. So NSG will only pay for the workapproved in advance by your Project Manager, and completed to their satisfaction.There is no assumption by us that we will use the entire budget, but we will reserveadequate levels of resource for NSG to meet this upper demand level if required. We

will not exceed your budget and will warn you if there are resource restrictions thatcould harm the project. Indeed, we may deliver all the support you require for lessthan the budget.

We expect to frontload our input in that we anticipate the greatest demand for oursupport will be in the earlier part of the project. An example of this resource plan isshown in the diagram. We emphasise that this plan will be subject to agreement withyour Project Manager and can be amended.

Timing Jan Feb Mar Apr May Total

Consultant Days 15 12 12 8 5 52

Assignment DirectorDays

2 1 1 1 1 6

Oakleigh/ValueAdding.com expect to deliver this work through our Lead Consultant.We believe he has the skills required and his continuity will ensure excellent value formoney when compared to a larger team using overlapping team members. We haveincluded another staff members CV in the proposal to demonstrate our strength in

depth.

The assignment director role is a free service to ensure that you receive excellentsupport on your project. On this occasion we have chosen someone who will be ableto work on your project alongside our Lean specialist should you see an advantage inthis.

2. Risks, issues and mitigationThis section considers the potential risks in the Programme and describes ourmitigating action.

1. The total number of days may not be sufficient:



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o Should a task or the whole assignment require more resources than

anticipated we will warn your Project Manager and will work out a way withthem to resolve the problem. This might involve training more of your staff,delegating more of the work or changing approach or techniques used.

2. The project may require peak work loads at certain times:o We will anticipate these circumstances and discuss increases or delegation

options with your Project Managero We could bring in additional consultants for specific set tasks. Any such

additions will be pre-approved by your Project Manager3. The project may require knowledge beyond that possessed by our consultant:

o ValueAdding.com has developed a large on-line database of experience,

information and materials that is available to every consultant in the field. Wecould also provide additional personal advice and guidance from ouraccumulated body of experience.

o We could bring in additional consultants if required. Any such additions will bepre-approved by your Project Manager

4. The project may overrun beyond May 2010o We will constantly review the project plan with your Project Manager. We will

continue to provide support over the extended duration.

3. Pricing Schedule

Name and Grade of CandidateStandardDailyRate

DailyRate toNSG

Days Total

Paul OReilly Principal Consultant 950 850 52 44,200

Ben Evans Senior Consultant 900 850 0 0

Myles McClelland AssignmentDirector

1,350 1,200* 0 0

Other costs: None.

Discounts: The discounts have been applied to the rates we are offering the

National School.

* If requested to provide consultancy support this rate will apply for workundertaken by the Assignment Director.

All fees quoted include expenses to Sunningdale Park. Any other expenditureyou wish us to incur will be pre-agreed by the Project Manager and will becharged at cost. VAT at the prevailing rate will be added to all invoices at,Invoices are due for payment within 30 days of submission which is normally atthe end of each month for days completed during that month.

We confirm this proposal is valid for the duration set out in your ITT and terms andconditions.



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Requirement 4: Quality Assurance

1. Our approachOakleigh and ValueAdding.com have extensive experience of delivering projects inGovernment and local authorities around the UK. These have varied from smallprocess improvements in services to large, multi-functional transformational projects.

Both companies are ISO 9001:2000 registered companies. As such we continue todemonstrate a real commitment to quality of service to our customers, underpinnedby robust procedures and well trained staff. This also defines the way in which werun projects. All of our project management processes are audited under ISO9001:2000 and are based on the principles of Prince2 project management, adaptedas appropriate for the scale and nature of the project in question.

As also described in the Requirements 1 and 2 sections above, we will help toensure that your project meets its objectives by providing timely advice and input onany aspect that might create an adverse effect. We will audit and provide input whererequired to your PID which contains all the project elements. We will ensure all theelements are included and the standard of their individual content. So for example: isthere a risk log; are all the risks identified in terms of probability and scale of impact;are the mitigating actions realistic, achievable and being undertaken.

In the event of an issue arising, then your escalation process will be via our LeadConsultant, Assignment Director to Oakleigh Consultings Directors.

2. Lead ConsultantOur Lead Consultant will work closely with and meet your Project Manager on aregular basis (at least weekly). At these meetings we will review our detail tasks andactivities. Those that are planned, and those that are ongoing or completed. Thequality of our work will be an agenda item. We will ensure that the tasks have clearobjectives which we will endeavour to meet.

In essence we will create an agreed project plan for all work with your ProjectManager. This plan might be a subset of the main project plan. Our plan willdescribe all our activities and the future timescales. The objective will be to ensure

that we are focussed on the key areas where our help is required, and that our futureactivities and resources are planned and controlled.

3. Assignment DirectorWe will assign an assignment director to the National School and his responsibilitywill be to ensure that Oakleigh/ValueAdding.com meets all our commitments anddelivers value for money. Our assignment director will meet with your Project Teamand Programme Board and be available when required.

4. Independent Customer FeedbackOver and above the direct quality assurance processes described above,

Oakleigh/ValueAdding.com always seeks customer feedback through its independentcustomer review mechanism. NSG will be invited to comment on all aspects of our



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involvement. The feedback from our clients is used to improve our own performanceand National Schools will directly benefit from our previous work.

For all our training courses, we ask for delegate feedback which we use to refine our

courses and to address any issues that might have arisen. This forms one of thekey inputs to our ISO9000:2000 Quality Management.

Last 12 months feedback

Score Content Style MetExpectations

UsefulContribution

Quality ofMaterials

% Scores of below average 2% 3% 5% 2% 2%

% Scores of good orbetter 98% 97% 95% 98% 98%



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Section 3 Declarations, undertakings and annexes including annual report.

Declarations

I certify that the information supplied in this proposal is accurate to the best ofmy knowledge

I understand that it is a criminal offence to give or offer a gift for considerationwhatsoever as an inducement or reward to any servant of a public body andthat any such action will empower the National School to exclude myorganisation from consideration.

I hereby declare that I am authorised by the under mentioned organisation tosupply the information given in response to this questionnaire and completeand sign this declaration.

Signed on behalf of Oakleigh

Pat CoulterDirectorOakleigh Consulting Ltd Suite 626

Sunlight HouseQuay StManchesterM3 3JZTel:0161 835 4100E:mail [email protected]

Signed on behalf of ValueAdding.com

Richard Coombes

DirectorValueAdding.com [email protected]: 0800 545600

Mob: 07958 369 632



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Equal Opportunities Policies

This section includes the equal opportunities policies for Oakleigh Consulting Ltd andValueadding.com Ltd.

Oakleigh Consulting Ltd policy

Statement of intent

Oakleigh Consulting Ltd (OCL) is committed to Equal Opportunities in Recruitmentand Employment. It opposes all forms of unlawful or unfair discrimination on thebasis of ethnic or national origin, religion, gender, gender re-assignment, sexual

orientation, marital status, disability or age.Oakleigh Consulting Ltd places a high value on utilising the skills and talents ofpeople from the broadest possible spectrum. For this to be achieved it aims to ensurethat our employment practices and procedures follow the codes of practice of theEqual Opportunities Commission and the Commission for Racial Equality, that allmembers of management and staff, are made fully aware of their responsibility andthat the operation of the Policy is regularly monitored and reviewed as part of acontinuous process. Further, OCL seeks to ensure that the services offered to thepublic follow the same principles and that individuals have equitable access to theresources at its disposal. OCL encourages outside agencies with whom it works inpartnership to adopt an approach to Equal Opportunities which fails within the currentlegislation.

Legal Framework

OCL recognises that its employment practices have to accord with the requirementsof the Disability Discrimination Act 1995, the Rehabilitation of Offenders Act 1974,the Sex Discrimination Act 1975 (amended 2003), the Equal Pay Act 1970 (amended1983), the Race Relations Act 1976, The Employment Equality Act (Age)Regulations 2006 along with the relevant European Directives concerning Equaltreatment and Employment. In accordance with this legislation, OCL opposes

discrimination which can be identified in the following forms:-

Direct Discrimination which occurs when an individual is denied access to aposition or a promotion or staff development opportunities on the basis of his orher race, gender, marital status or disability. Direct discrimination may alsooccur when the Rehabilitation of Offenders Act is not adhered to in respect ofprevious offences which have no implications for a person's suitability for aparticular post.

Indirect Discrimination which occurs when criteria for access to positions ortraining are set in a way which discourages suitable applicants from particulargroups in the workforce from applying and/or disadvantages them in

recruitment.



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Victimisation which occurs when an employer treats an employee less favourablythan other employees because he or she has brought proceedings or givenevidence or information under the Sex Discrimination or Race Relations Acts orinvoked the Grievance Procedure in relation to an incident of discrimination orharassment.

Responsibilities for the Operation of the Policy

The Managing Director has overall responsibility for ensuring that this policy isoperated effectively. Managers must ensure that all employees are aware of theirresponsibility to operate within the law and adhere to the Equal Opportunities policy.Employees must ensure that they do not practise unfair discrimination in carrying outtheir duties.

Monitoring of Employment Practices

OCL will monitor and regularly review employment practices, procedures anddecision-making criteria to make sure that they do not discriminate unfairly, eitherdirectly or indirectly. For effective monitoring, it will be necessary to refine ourmethods of collection of current employment data. To ensure continuedimprovement, a process of review and monitoring of current working practices will beestablished.

Recruitment and Selection

In its recruitment and selection process the aim of OCL is to select the most suitableavailable person for the job. The process will, therefore, aim to ensure that there isthe widest possible response to employment vacancies which should be filled inaccordance with objective, job-related criteria. This should result in appointmentsmade on the basis of merit, qualifications and experience which are strictly necessaryand appropriate to the job description and person specification.



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ValueAdding.com Ltd Policy

ValueAdding.coms policy is to treat all employees, associates and job applicants in

the same way, regardless of their sex, sexual orientation, age, race, ethnic origin ordisability.

Procedure

1. ValueAdding.com is an equal opportunity employer. Each Director has personalresponsibility for the implementation of this policy. Any instance of doubt aboutthe application of the policy should be addressed to the Directors.

2. ValueAdding.com will not discriminate on grounds of sex, marital status, ethnicorigin, colour, nationality, disability or other grounds of discrimination notprohibited by legislation such as sexual orientation or age.

3. This policy applies to all aspects of employment and associate recruitment. Itapplies equally to the treatment of our clients and suppliers.

4. Any grievances relating to the application of this policy should be raisedimmediately with the Directors of ValueAdding.com.

5. Any employee or associate who harasses any other employee or associate on thegrounds of race, sex or disability will be subject to the organisations disciplinary

procedure.

Review

This policy will be reviewed annually by the Directors to assess its effectiveness.Further procedures may be introduced as deemed appropriate.

K M ParsonsCompany SecretaryValueAdding.com LtdLast reviewed by the Board 23rd July 2009



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Staff CVs

Name: Myles McClelland

Qualifications: MSc in Information Technology and Management 1999ISEB Project Management Certificate (PRINCE2).

Affiliations: Fellow of the British Computer Society

Security: SC cleared to 24/2/2013

Myles is known across Whitehall as an expert in the application of programme andproject management (PPM) to policy development and delivery. Whilst working for

the Department for Education and Skills (DfES) he co-created and popularised ahighly-effective approach to applying PPM to policy-based and change initiatives.Two of the techniques: Outcome Relationship Mapping (ORM) and the 22 KeyQuestions techniques are now widely used across Government. ORM features in theOffice of Government Commerces Managing Successful Programmes and bothtechniques have featured in National School of Government NSG PPM courses forfast stream policy staff and in policy courses.

Before Oakleigh Myles held a variety of senior posts in the Civil Service. In his lastSCS job as Head of PPM Profession in DfES he led a successful drive to apply PPMto policy initiatives. He set up and ran the PPM Unit which was the precursor to PPM

Centres of Excellence across Government. Previously, within the education area heworked as a PPM consultant. Prior to that he worked in DfES Information ServicesDivision where he worked as: Principal IS/IT Consultant, Quality & CommunicationsManager, Change Manager. As an information systems specialist, he worked onmany projects as a Project Manager, Systems Analyst and, as a Programmer.

As a PPM specialist Myles provided support to hundreds of policy and changeinitiatives helping them to clarify their objectives, explore options for intervention, setup and run effective programmes of work. As part of this he designed and facilitatedmany hundreds of workshops, some large and controversial. He has also trainedseveral thousand people in Government from Management Board level to junior

executive staff to apply PPM to their policy and change management initiatives.

Myles has extensive change management experience where he specialises in self-managed change. He has led, taken part in and advised on many successfulinitiatives. His experience encompasses human resource issues as well as the moretechnical skills of stakeholder management, Organisational Design, BusinessAnalysis and Process Modelling. Over the last few years, Myles has been advisingon the change aspects of implementing PPM as well as helping with implementation.

DefraRASD Planning and SupportMyles headed and worked in an Oakleigh team supporting the Managing RadioactiveWaste Safely programme. In it he helped the programme test their high-profile and



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controversial consultation document on geological disposal of nuclear waste inworkshops with a wide range of external stakeholders that included Regulators, thenuclear industry and lobby bodies such as Greenpeace. This involved him teachingthe policy team the theory of workshop design, working with them to design the

workshops, facilitating and contributing to a report on the final event. Although thesubject was very controversial with some of the attendees, the workshops passed offwithout incident and allowed the team to produce a well-researched consultation

Foreign and Commonwealth OfficeSenior staff development workshops for leading programmes and projectsMyles was the lead facilitator with a senior Oakleigh team providing a series of 50compulsory 2-day development workshops for all senior staff (Grade 7 equivalentupwards) in the FCO. These workshops simulated operational PPM start-up/stocktaking workshops and used facilitated conversations where the participantslearn from the facilitator as well as from each other. The workshops used complexreal-life examples chosen by the participants and often these were initiatives they arecurrently working on. These were used to show how PPM can be applied to real-world situations and to discuss the leadership issues that can arise.

Myles designed the intervention and consistently achieved very high approval ratingsas a facilitator. In a couple of areas (clinical governance and setting up a new globalout of hours support service) he provided coaching and mentoring support to help theparticipants and their teams take their initiatives forward.

Defra

Developing and embedding the use of programme and project managementMyles was originally brought in by Defra to carry out PPM training. His developmentworkshops have been very well received. As a result, he has trained hundreds ofpeople and is regularly employed to run further courses and bespoke events. Theseinclude start-up and stocktaking workshops and reviews.

Myles also helped to set up Defras PPM Unit, define Defras PPM approach andhelped the PPM Unit to work out what was needed to embed PPM across theDepartment. As part of this he helped to set up and run knowledge sharing networksfor Senior Responsible Owners and for PPM Practitioners.

DCSF (DfES)Regionalisation of the European Social FundThis three-year programme was initiated because the Department wished to makeefficiency savings, improve the quality of ESF projects, speed up payments andimprove customer satisfaction. Myles carried out several roles. He advised on PPM,mentored the Programme Director, took part in the scoping study, advised on thestakeholder and HR strategies, developed the business case and maintained theassociated cost model. He also designed and tested the business process andproposed the information systems architecture which was subsequentlyimplemented. The programme delivered new ways of working and substantiallyimproved the value added to the UK by the ESF.



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DefraSupport for the International Climate Change Work Programme (ICCWP)Myles headed an Oakleigh team helping to set up the PPM arrangements for theICCWP. The team gathered information, developed the plan and provided initial

programme documentation. Myles got agreement to using the assignment to providea learning experience for the Defra staff involved. This included providing advice onthe governance structure for the programme and the PPM issues involved with joining the programme with the International Energy programme run by DTI,supporting the team and quality assuring key outputs. He also helped Defra test thecoherence and completeness of the programme and clarify which of the manyoutcomes should formally be considered as Benefits. The programme subsequentlypassed intense scrutiny by the Prime Ministers Delivery Unit with relative ease.

OfstedChange management supportMyles worked with the Programme Director and Programme Manager of Ofstedsinternal changeprogramme to provide advice and support in both the PPM and thechange management aspects of running the programme. This involved designingand running start-up and stocktaking workshops where managers and staff exploredthe vision and rationale for change, defined the changes needed and began planningthe implementation. Once things were running smoothly Myles adopted a mentoringrole providing support to the Programme on an as-needed basis.

DCSF (DfES)Transformation of Teachers Group into the School Workforce Unit

Myles advised the Teachers Group BQS review team. His role was to help the teamthink through the BQS process as it applied to Teachers Group and to provide adviceon change management and implementation planning. He proposed and developeda variety of organisational models for the new organisation. The most radical ofthese, which was the one selected by a large majority of management and staff, wasbased on flexible working arrangements that separated the three components of linemanagement career management, work management and resource management.

Myles also designed and facilitated the data gathering and influencing workshops forboth internal staff and external stakeholders. Once the design of the neworganisation had been agreed Myles advised the implementation project team on the

change and project management aspects of implementation and on the outlinespecification for the underpinning resource management IT system.

The transition to the new organisation was very successful and subsequently otherparts of the Department adopted similar arrangements and implementation approach.

DCSF (DfES)Review of top 17 policy initiativesWhilst head of PPM profession in DfES, Myles was tasked by the ManagementBoard to review the top 17 policy initiatives to discover how likely they were todeliver. The first 7 reviews were required within a few weeks so the reviews had to

be done in parallel using staff from the PPM Unit, Internal Audit and the IS Division.



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Myles defined an approach which looked for good practice as well as problems,briefed the review teams, negotiated with Directors on when the reviews could run.He also led several reviews, chaired the regular progress meetings where thereviewers looked for common patterns of behaviour across the different review areas.

When this was complete Myles met with Directors and Deputy Directors in the reviewareas and provided (not always welcome) feedback and began agreeing whatneeded to be done to reduce the risk of failure. Finally Myles provided a report to theManagement Board.

Although very quick the reviews unearthed examples of excellent practice as well assome significant problems which Myles and his team then helped to reduce.

National School of GovernmentPPM for policy staffMyles is the developer and presenter of several highly regarded NSG PPM coursesfor policy makers and for fast-stream graduate entrants. He also has been a speakeron the NSGs courses of the management of policy where he lectured on programmemanagement and its successful use to deliver large, complex policy-based initiatives.



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Name: Paul O'Reilly

Qualifications: B Sc & Technology

Paul's specific skills are in implementing customer focussed business improvementthrough Change Management, Business Process Redesign, Lean Processes,Continuous Improvement, and Information Technology solutions. He managesprojects and facilitates and trains clients in proven best practice methodologies, toolsand techniques.

Experienced in implementing new technology as a user, supplier, and independentconsultant, his ICT experience includes CRM, ERP, Operational Workflow, MobileTechnology and Back Office Systems.

Paul has worked as a Line Manager in industry; a Business Consultant for softwareand system integration suppliers ICL and Logica; and as a Management Consultantwith Pera to both the public and private sectors. He has over thirty years experienceof helping organisations improve their business performance.

Wycombe DCLean analysis of the Planning Service followed by the training and support ofimprovement teams that are:

Achieving efficiency savings of 9% of budget pa

Removing excessive paperwork of 50% in the process

Reducing process delays of over 50%

Created a bespoke customer demand reporting tool to help management identify andmanage the forward staff loadings.

Royal Borough of Windsor & MaidenheadWorked with the in-house Lean Project Team in Planning Services to increasecustomer service and reduce costs. Identified potential savings of 12% of budget pa.Trained and supported the four improvement teams during implementation. Theproject successfully improved the service performance against government targetsby 18%, reduced processing lead time by 31% and achieved cashable (headcount)

savings of 5% in the first six months, with 5% more to come by March 2010.

Cheshire Police AuthorityFacilitated BPR workshops with staff from back office functions. Trained staff in theprocess analysis and problem solving resulting in process improvements in terms ofcycle time, reduced waste and inefficiency.

North Lincolnshire CouncilLed a process review of the Housing Advice process, facilitating the internalimprovement team. Identified and resolved the causes of data errors, designed andimplemented new management control measures and process to prevent futureissues.



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Shoreline Housing PartnershipDesigned the company wide change implementation plan to improve performance.Facilitated the Senior Management Team (SMT) to create new structures and

processes to enhance service delivery and improve the relationship and workingpractices between the SMT and their Heads of Service. Mentored the SMT throughthe implementation.

Organised and implemented a bespoke project management process (PRINCE2-lite) including training for users, managers and staff. Created best practiceadministration and change control processes for their technical library.

Basingstoke and Deane BCAnalysed the Purchasing process using Lean Process Analysis and Activity BasedCosting. We trained staff in our methodologies and the implementation achievedefficiency savings 120k pa. This work was published by CLG as one of ten bestexemplars of process improvement.

Chesterfield BCFacilitated the re-engineering of Building Services from Call Centre to Field Staff.Identified the improvement opportunities available through automating the officebased planning control system, workforce scheduling and mobile handheld devicesfor the operatives. The project delivered 6% productivity savings, 487k financialsavings in 18 months and now has a flexible work from home workforce. Projectawarded the 2006 APSE prize for efficiency savings.

Cherwell DCFacilitated the Housing Team in a re-design of their business processes. Created anew organisation structure and the associated procedures to support the newworking practices. Facilitated Grants and Building Inspectors to re-design theirprocesses and optimise their resources and organisation to meet the future needs.

Rhondda Cynon Taf CBCFacilitated this recently merged authority in re-engineering its customer facingprocesses, develop dispersed community contact centres and exploit its new CRMsoftware;

Haringey LBCFacilitated the Housing Repairs team through a re-engineering project from theirCustomer Contact Centre through to their area based Depots. Improvements toworkforce scheduling reduced the operative response time from 34 to 8.5 days.

Researched and recommended best in class ICT solution providers for back officeand hand-held devices to automate the planning process. Strategic review ofLeaseholder ICT systems and best practice review.

Created ICT Specification and led the tendering process through to solution

recommendation;



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Name: Ben Evans

Qualifications: BSc(Hons) Warwick MBA, completion 2011

Ben is a Senior Consultant at ValueAdding.com Limited and was an integral part ofthe internal transformation teams in a public sector forensic science provider prior to joining the company. In addition to recently delivering a number of successfulconsultancy projects, Ben has received consistently high feedback scores for trainingand mentoring with clients including local authorities, housing associations, policeand higher education establishments. Ben is currently a distance learning MBAstudent at Warwick Business School and thus a regular consumer of innovativeteaching methods.

Bens key areas of expertise include lean, business process redesign, rough-cutactivity based costing and change management.

Goldsmiths CollegeProvision of training and mentoring support for the internal business improvementteam. Included business process redesign, lean and change management.

Lean TrainingDelivery of lean training courses for various clients including Cheshire West andChester council, Cheshire Constabulary and Accent Housing Group.

Rough-cut Activity Based Costing in Planning and Building Control

Series of costing and benchmarking studies for various local authority clientsincluding Cheshire West and Chester, Central Bedfordshire, Plymouth and LondonBorough of Camden

London Borough SouthwarkDevelopment of housing tenancy sign up to be delivered in accordance with thecouncils one touch philosophy for customer service. The new process enables allinformation to be collected as relevant to key services required at the time ofbecoming a council tenant (e.g. housing and council tax benefits, electoralregistration, library cards, etc.).

AGMA Revenue and BenefitsRough-cut ABC benchmarking exercise involving seven councils in the GreaterManchester area. The exercise highlighted the differences in operating practices andidentified a number of opportunities for improvement.

Chorley Corporate ServicesRough-cut ABC examining the costs associated with corporate services to supportthe councils value for money exercise.



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Audited Accounts for Oakleigh Consulting and ValueAdding.com Ltd

97262 National School of Government Learning - Business Performance Consultancy Support v1 1

Documents

Transcript of 97262 National School of Government Learning - Business Performance Consultancy Support v1 1