Peter Pawson

Change and Transformation Director with 15 years leading large complex programmes delivering new Target Operating Models with reduced cost with enhanced Digital and AI in Local Government, Health, Defence and Private Sector.

SKILLS SUMMARY

• Leading large-scale change and transformation at senior levels
• Engaging leadership through difficulty choices around cost and technology 
• Senior stakeholder management 
• Target Operating Model Design
• Agile (SCRUM Master) trained 
• Programme Management (MSP Practitioner)
• Project Management (PRINCE2 Practitioner)
• Business Process Reengineering (Lean, ABC SPRINT)
• Benefits Management and Realisation
• Digital Channel shift and AI
• Business Case Development

• Led the council wide programme via the Change Board to deliver the s117 turnaround plan for the cabinet office to lead the council out of £1.5bn of debt and restructured the change team to deliver the change plan and Target Operating Model.
• Delivered two Medium Term Financial Strategies to bring the council back to balance over a 5-year journey.
• Mobilised out the first tranche of AI into services.
• Initial planning on LGR and amalgamating 4 councils into 1.

• Leading the transformation and savings programme at senior levels to deliver >£80m of savings across social care and health both tactically and MTFS looking out to 2027.
• Engaging members around difficult decisions on reduced service provision, alternative models and setting different expectations with residents/patients.
• Developing the new Target Operating Model for a leaner organisation, more digitally focussed with stronger pathways and commissioning.
• Developing and implementing new supporting policy, which enables the council to implement the TOM.

My role here was to lead a large team of change specialists as well as much wider teams of staff through a series of challenging change initiatives across corporate services, social care and health as well as digital elements and running Change Board to deliver £30m of savings. Other key programmes.

• Children’s Services and Public Health – Service transformation and savings to identify savings of £8m across projects. Staffing Demand Issues and supply chain. EIP and prevention and place based working.
• Adults Transformation Programme – Transformation programme – Projects included; dealing with cost of care cap. Strengths based approaches. Enablement and step down. Commissioning and market shaping. Micro commissioning. Digital and telecare. Appropriate demand attraction E&I.
• Thriving Communities – programme managed over 2 years from conception through to delivery and team expansion with approval of £2.69m business case. Establishing a new way of working in integrated health and care focusing on social prescribing with NHS Council and VCSFE. This won most innovative community project in Europe award 2020 and won at the GO Awards.
• Digital Vision and Roadmap & Discharge 2 Assess API establishment programme
• Covid response – Led significant parts of the Oldham covid response. Working at the most senior level and triggered by Covid we mobilised a mass programme to digitise the council. Moving to agile working. Setting up the community place hubs and covid response. Setting up 10 localised testing with the military and local NHS organisations.

My role here was to lead transformation in the Northern Business. Stepped up from Principal Consultant to interim Transformation Director.

• Kier – National Housing transformation programme - Programme management for national digital housing system replacement to Civica
• MioCare - Payroll Transition - Managed the successful system transition and implementation to the new Selima payroll system for MioCare and the 400 users.
• Oldham Council - Corporate Services – IG / Records Service Transformation. - Led the review of service along with the £800k capital business case for service improvement, site relocation and refit with approval from capital board to an entirely paperless solution for the whole. 
• Bridgewater NHS Transition and Transformation - All aspects including due diligence through to TUPE and creation of a Section 75 legal agreement with Northern Care Alliance NHS.
• GMCA - SRO for review of public health commissioned services.

My role in PA Consulting was to lead senior customers (Director and CEX) and their teams through challenging programmes of change and transformation or unpicking particular issues to give a way forward or release savings; often having to articulate a particular vision of change in order to gain traction, then deliver and manage finances.

Selected highlights;

• Northamptonshire County Council – Integration Transformation Programme - Established and led the overall programme scope, benefits and plan. Then progressed through the multi-partner county wide Integration Care Board for sign-off by CEX / director level which established the transformation programme between council and CCG to deliver urgent savings to try and reach £30m. Programme lead for the Learning Disabilities Pathway review and reconfiguration of the £80m service pathway which led to the establishment of a pooled budget in extremely challenging financial circumstances with two FD’s and managing the supply chain.
• Flintshire Country Council – Corporate and customer services - Looking at how the council’s corporate services interacted with their customers with a view to reducing manual processes and better insight and more self-service / digital enhancement.
• Macmillan Cancer – Knowledge Management and Omni- channel strategy review - Led the focused review to understand the Macmillan internal knowledge channels and repositories as well as their channel management strategy as well and implementing those changes. 
• Greater Manchester Devolution / GMHSCP – Analysis and Planning - Acute Business Planning to manage the £2bn funding shortfall accompanying the GM Devolution settlement, plan formed the basis for the acute approach for GM.
• Greater Manchester Academic Health Science Network (AHSN) – Income Generation Business Planning Delivered a business case for the NHS Utilisation Management Unit to change their business model from a deficit-based model to an income generation model - £8m with a £4m investment. The business cases was approved by the AHSN board.

Within KPMG I was be expected to sell, lead and financially manage programmes of change (Director and CEX), engage with managers and staff to deliver sometimes challenging programmes of work involving cost savings or significant disruption. I manged the business architecture team of 50 consultants.

• Birmingham & Solihull Mental Health Foundation Trust - Cost improvement programme – Reporting direct to the FD, I led the engagement to review the current governance of their CIP programme to rebuild the programme to drive out savings.
• Dudley & Walsall Mental Health Foundation Trust - CIP Programme Management Review – Reporting direct to the CEO, I led the engagement to review the current governance of their CIP programme to implement a new target operating model with the view of achieving FT status.
• Ministry of Defence – Brize Norton RAF Programme GATEWAY - Target Operating Model (TOM). Programme Manager – For the mobilisation of the £20m 3-year programme to transform the base delivering a target of a £1bn of savings with a team of 20.
  • Design Authority – Overseeing the emerging products and dependencies from various workstreams to bring together the overall design and cost savings.
• Scottish Government & Local Authorities – Ready For Business/Public Social Partnership (PSP) development programme. Programme was winner of the 2012 National Government Opportunities Award for Best Supplier Engagement Initiative. Programme managing multiple PSP projects across health, social care, community transport and prisons/justice. Leading multiple 3rd sector organisations through a service redesign and PSP commissioning and procurement process.
• The Royal Bank of Scotland - PPI Redressment - Established and managed the regional PMO for a £10m programme to address FCA deadline. Managed a team of 30 running the programme and service across UK and India sites.
• The Royal Borough of Windsor & Maidenhead Council. Review of Looked After Children and Adults overspend.
• Nottinghamshire County Council - Transformation Plan and mobilisation – Adults and Children’s workstream; developing business cases for improvement and mobilising the programme for them to realise savings
• NHS Gloucestershire & Partners - Strategic Roadmap for Health – I was part of the bid development and pitch team which won this work and led a workstream managing a team to deliver the strategic change roadmap.
• Oldham Borough Council - Oxygen Payment Platform - Led the process workstream through business case stage. The scope was to implement an early repayments platform and shorten payment process to 5 days. 
• NHS Top Leaders Programme - Executive Search TOM - Led the spend analysis workstream to capture the market for NHS executive search.
• The States of Jersey - Strategic Roadmap for social care – Led the social workstream to deliver a roadmap to create a new TOM to move the organisation through the next ten years of Health and Social Services transformation.

My role within Capita was to manage medium sized workstreams in delivering transformation through redesigning parts of the organisation or using new systems to achieve change. Key Client Projects included;

• Birmingham City Council - Adults & Communities Transformation – The sub-programmes focus was to create a new Commissioning service TOM and rationalise roles. My role included: Leading the Design workstream, facilitating the design of processes underpinning the model and building the OD model and people change elements of populating the new structure
• Birmingham City Council - Children and Young Peoples Services Transformation – The programmes focus was to improve operational practices and procure a £18m directorate wide Case Management System. My role included: Creating and assessing tender/procurement documentation, Engage Service Heads, Managing the Business Analysis team to capture process and outcomes directorate wide and Implementation.

My role was to run small and medium sized change projects and provide support and analysis where needed.

Selected highlights

• Merseyside Collaboration Consortium (Liverpool CC, Halton MBC, Sefton MBC, Wirral MBC, St Helens MBC, Knowsley MBC, Police, Fire, MerseyTravel) - Developing 4 Outline Shared Service Business Cases and engaging FD’s and service heads to collaborate on Audit & Accountancy, Building Control, BSF and HR.
• Bolton Education Consortium (Bolton MBC, Bolton Schools & Learning Providers) - Shibboleth Pilot Implementation & Online Registration Implementation – Implementing a federated security sharing system between the learning providers and online registration for the new higher national diploma. Project management and system implementation.
• Trafford Metropolitan Borough Council - Agency staff e-procurement systems implementation – The project was a 3 month implementation of the Comensura system across the council of 3000+ staff. 
• Association of Greater Manchester Authorities AGMA - Agency Staffing Project – The project was to design and implement a single shared contract (Comensura) and associated processes and procedures to better manage the current estimated £50 million expenditure on Agency Workers across all eleven authorities.
• Department of Communities & Local Government (CLG) - Assessing the current state of play in e-recruitment and identifying how DCLG can best support Local Government in maximising the potential collaborative and individual benefits/
• The North West eGovernment Group (NWeGG) & North West Centre of Excellence (now iNetwork) – Led the engagement workstream.

Government Connect was a £20m programme run out of Bolton Council to engage authorities with back-office communications and my role was Project Management and Programme Support.

January 2004 – January 2005: IBM / SWORD-ECM CONSULTANCY – DATA/BUSINESS ANALYST

Data insight and mapping for UK system rollout. Provided me with key skills around understanding and managing data.

December 2001 – March 2002: CHRYSALIS MEDIA GROUP/ GALAXY 102 RADIO - CAMPAIGN & PROMOTIONS MANAGER. Managed the promotions groundcrew and coordinated various medium size media events.

• Agile / SCRUM – (2021)
• Target Operating Model - TOGAF 9.1 (2014)
• MSP Practitioner (2013)
• Target Operating Model Design (2011)
• Core Consulting Techniques (2010)
• Supply Chain Management (2010)
• Lean Process Reengineering (2009)
• Facilitation and Presentation Techniques (2008)
• SPRINT Process Practitioner (2007)
• PRINCE2 Practitioner (Project Management) (2006)
• 2:1 - BSc in Computing Science Manchester Metropolitan University (1999 - 2002)