Service Project Manager

Career History

Name Chris Nolan Email:

*****.*****@**********.***, tel: 07802

341410

Nationality British

Address Flexible

Availability Immediately available

Profile

• Has successfully held a variety of high profile and potentially high risk programme roles with

organisations from the public and private sectors undergoing significant change including public sector

mergers, acquisitions and shared partnerships across multi-site matrix managed organisations.

• He has considerable Public Sector Merger and Shared Service expertise across Central and local

government agencies covering speciality project delivery to NHS CCGs & CSUs and other Health

related services including a CCG Statutory duties review in accordance with NHS Act 2006 including

risk profile for Executive directors

• Has track record that delivers dynamitic changes in their marketplace, as a trusted pillar to existing

executive teams, and has successfully engaged with all stakeholders to lead the development and

deployment of the 'Target Operating Models,' to support: - staffing, accommodation, major process and

impact of technology turnarounds – and importantly engaged positively with its people to guide them

through the process of change.

• A 'Key Enabler & Mentor ' who has provided the leadership and strategy that facilitates

organisations rising to the challenges of the new economic landscape against a background of public-

sector cuts.

• Has successfully worked with key portfolio holders and the Executive to deliver Corporate Services

transformation including across multi-site matrix authorities, and can provide examples of proactive

engagement with employees including the unions and staff consultation groups to set the change agenda

supporting working closely with their people to deliver greater value for money.

• Work has included providing the leadership and coaching of multi agency teams particularly during

challenging times of low morale and working within tight budgetary constraints.

• Importantly is also the responsibility for the efficient service migration programmes and

decommissioning of services and the supporting contracts.

• Has delivered major transformational programmes including being a national lead for Agile/Mobile

working, delivering service improvements, and increasing efficiency with many field based staff teams.

Including back office integration, Shared Services, and streamlined Procurement.

• Credited by one authority as having:- ‘Successfully provided the leadership and strategy to complete

on time and within budget the largest risk project the authority had undertaken in its history’. The

success was credited to the ability to engage with the strategic stakeholders and operational delivery

teams, and translate strategic objectives into operational improvement programmes, often in high profile

and sensitive customer focussed environments.

• The programmes have delivered extensive efficiencies across all directorates and service teams has

been described by the IDeA peer review team as ‘an exemplar’

• Provides strong leadership support to his team and a Member of the Political Liaison Board, with

experience of working with Government Ministers, plus non executives. Has lectured at Gov Expo since

2004 & Westminster Briefings to the House of Commons, and ACPO on public sector reform and

transformation.

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Chris Nolan

• A qualified project manager, including Prince2, ITIL & APQC experience, and an assessor for the

Public Sector Excellence Model and ISO9000 lead auditor.

• On offer is an experience covering, advisor to The Commercial Sector plus Central Government

Departments/ Agencies, NSPB`s, County, Unitary& District Councils Police, Fire & Rescue Services &

NHS Commissioning & Primary Care Trusts, and public sector partnerships.

Education/Qualifications

Leeds University Business School - Master Arts Degree in Business

Excellence

PROFESSIONAL TRAINING

Principle Project Manager DERA/Norwich Union including - ITIL/Prince2/APQC

Licensed EFQM Excellence Model Assessor & Balanced Scorecard Consultant

Psychometric Assessment & Team Building Consultant

Organisational Development Trainer

Business Strategic Risk & Disaster Recovery Management

MEMBERSHIPS

Executive member of The Society of Local Authority Chief Executives (SOLACE)

The Information Assurance Advisory Council (IAAC)

Royal Holloway Information Security Group

Leeds University Business School

Master Arts Degree in Business Excellence

AWARDS

RANK XEROX TEAM EXCELLENCE AWARD – For Contributions to Humanitarian Acts

UNITED NATIONS – Technology for Self Support Programmes for Developing Nations

Employment History

NHS Central Southern Clinical Support Unit

Senior Principle Consultant / Regional Transformation Director

Berkshire East – Windsor, Ascot, Maidenhead, Slough CCG governing body programmes

April 14 to present date

Reporting Directly to the CSU Chief Executive as Account Partner - Responsible for multi disciplined matrix team covering

centralised PMO including Performance & Risk profiling leading program management, clinical specialists procurement

legal and contrasts delivering £14m savings programmes including additional resources to client lead programmes and

blended team with Ernst & Young for CCGs Federation 5 year plan

• Overall P&L responsibility for Transformation and Service Redesign Function Roll

• Successful engagement with Federation and individual CCGs where previously the relationship had been strained

• Built non-exec style relationship with Chairs of Federation and CCGs

• Lead Team who developed newly commissioned services with commercial providers at Berkshire & Hampshire

Hospitals

• Senor Client advisor representative for Governing bodies and Accountable officers specifically Federation and CCG

Chairs

Key successes include building previously demoralised and dysfunctional service delivery individuals into structured/

disciplined and delivery focused team

• Developing Commission strategy to achieve Activity Lead commission identifying patient footfall not historical

boundaries

• Major Cardiology Review including audit and identification / escalation of Patient Safety and Serious Recordable

Incidents, redefining of patient pathways

• Soft market delivering joint CCG & CSU joint venture programme for Phlebotomy Services

• Strategic review of Paediatric services with new service proposals

• Renegotiations with Royal Berkshire & Frimley Hospitals for support services in pathology & radiology

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Chris Nolan

• Service responsibility included covering :- Innovation & Service Integration, Medicines Management,

Physiotherapy inc MSK, Pathology, Radiology, Ophthalmology, Cancer Care, Community Cardiology, End of Life,

ENT, Mental Health, Talking Health, Data Sharing & Electronic Patients Records

NHS Leeds Clinical Commissioning Group

Programme Director – Finance Directorate Jan 14- April 14

• Support for Governing Body. Reporting jointly to Chief Financial Officer (CFO) and Chair of Governing Body

• Act as Independent strategic advisor for NHS England CCG 2013-14 Year End Report.

• Chaired multi matrix team review of managed contracts as lead authority for Acute, Urgent and Community Care

across 3 CCGs & Supporting CSUs covering Yorkshire & Lincolnshire region

• Act as intelligent client for relationship with Chair and Governing body, primarily Chief Executive & CFO plus KPMG

as external auditors & Baker Tilley Internal auditors

• Design Target Operating model for Future Merger proposal including Organisational Structure, Roles and

Responsibilities, Contract novation and licensing status and conditions management with NHS England, plus Public

consultation options

TourDeFrance2014 UK Race Management (private commission)

Programme Manage Sept 13-Jan 14

• Set up Accommodation bureau for Race Teams, Sponsor’s and Emergency Service personnel seconded into the region

for the UK race

• Recruit and train accommodation bureau staff

• Co-ordinate £6m+ property lease contracts with existing property agencies

• Manage insurances and risk profile for the organisation.

Set up contract relationship with regional Letting agencies for commercial and residential properties

NHS Warwickshire Clinical Commissioning Group

Programme Director/ Head of Integration Feb 2013- August

2013

• £350 million budget for a community footprint of 460,000 residents. Lead the Commissioning

engagement with all Service providers on Integrated Service Joint Venture and Combined Service

• Role involved a strategic review of all commissioned services including leading the PWC

Warwickshire Integrated Care programme

• Chaired the County Operational Projects Board PMO covering Urgent Care Board and

services provided by Arden Cluster CSUs and associated operation board across covering

Operational Performance QIPPS, Risk Management with main focus of achieving +£7million in

savings in 2014-15

• Liaised with GPS Governance Board and Lay members to develop Citizen focused service

improvement programmes

• Co-ordinated Local Authority and other stakeholders including Unitary & District Councils,

Police plus 3rd sector for Urgent Care, Community Care Mental Health, West Midland

Ambulance Service plus Paediatric and under 14 years of age care

• Coordinated Cost Avoidance services to meet seasonal plans

• Strategically Advised and mentored for Service redesign of Community Services in line with

new procurement and commissioning routes delivering £3m of savings

• Contributing author to CCG 100day Newsletter with specific focus on Urgent Care &

Integrated HealthCare

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Chris Nolan

• Brought back on track failing Urgent Care programme reporting including developing

Performance framework of qualitative and quantitative measures with the reintroduction of

Aspire Programme reporting.

GlenMallord Estates Ltd - Private Landlords Portfolio Company

Programme Manager August 2011- December 2012

• Strategic stakeholder engaging and consultation with Local Authority Chief Executives Introduced

traditional private sector investors into the Social Housing marketplace in rural areas.

• Responsible for the development of Target Operating Model, including the contract performance,

governance and risk monitoring framework.

• Expansion of property portfolio to cover places of safety and witness protection programmes,

including raising of mortgage finance, and all insurance requirements. Merger and acquisition of

property Management Company and procurement rationalisation and development of supplier base

•

• Durham Constabulary

Senior Programme Executive & Independent Executive Advisor to Chief Officer July 2010-

August 2011

• Lead authority for NHS, Public Health, Crown Prosecution Services & HM Court Services. Joint

Venture plus joint working with Lancashire, Northumbria & Constabularies

• Medical Services Review Panel HOME OFFICE - PRISONS SERVICES

• Shared Service Board Member support

• Reported Directly to the senior responsible office (SRO) and stakeholder contact with Prisons Minister

and Solicitor General. Strategic review to identify options for shared services across Prisons, Police

Custody and NHS specialist units.

• NHS Joint Venture/ HOME OFFICE

• Strategic advisor of the transfer of custody medical services from Police to NHS, including

rationalisation of services and closure of regional support office and medical facilities.

• Leadership & Governance - Managed programme board including introduction of risk management

framework

• People – Provided consultation and negotiated with unions and staff consultation groups for

redundancy and changing of work locations

• Systems - notation and/ or termination of supplier, including outsource service providers, ICT & Estate

managed service contracts

• Processes - created web based solutions as primary knowledge management and help directory

•

• Durham Constabulary

Independent advisor

• Independent advisor on Technology applications including the replacement ERP Procurement & HR

System, plus security and systems compatibility for Force Shared Services Improvement initiatives,

includes deployment of new technologies including Police Intelligence management system ‘Sleuth’ and

Case and Custody Court Service system, Workforce Performance, Accommodation and Procurement

rationalisation.

• Produced savings and cost avoidance in excess of £6million

• Chair shadow operating board provide Executive Governance element

• Pre ERP rationalisation programmes saving

• Reviewed cost controls over development and roll out costs

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Chris Nolan

• Defined Scope and Structure for future joint Workforce planning and new working practices

• Comprehensive BPR review Advise on routes to market and option or creation of traded vehicles

including Trust status JV with Lancashire & Cumbria Forces

• Options for creation of ‘Trust status’ as most cost effective target operating model

• Reinforce elements for Crime/Welfare & Vulnerability profiling against Mosaic systems

• Market capability review with HMRC (Centaur system) criminal intelligence grouping including

HMIC Handling Human Intelligence sources report 2007&09

NW Aerospace Alliance (BAE Systems/Rolls-Royce & Manchester Airports ltd Consortium

Strategic Advisor Shared Services Programme Consortium

April– July 10

• Acted as senior advisor for 65 Aerospace Companies joint consultancy and internal team embarking

on merged services for Property & Estates, Procurement, Manufacturing inc. OEM, Office Support,

HR & ICT, Insurance & Risk.

• Devised £40million rationalisation programme, create centralised programme office using all existing

resources, as virtual cost effective solution saving an additional £2million.

Newcastle-Under-Lyme Borough Council

Interim Director of Corporate Shared Services & Organisation Development January 10 – April 10

• Central Services including Procurement, Assets, Strategy & Policy, Performance, Risk, HR & Payroll,

Revenues & Benefits, Leisure & Tourism, Environmental & Waste, Planning.

• Head of the Chief Executives Directorate, responsible for overall Corporate Transformation and

Corporate to support £14million savings programme.

• Achievements

• Liaison with Audit Commission to reclassify CPA assessment from level 2 to level 3 award for 2009.

• Implemented full asset review (assets include Council property and estates along with assets and

estates of partner organisations) including links to databases, LLPG, NLPG & Idox systems. Included

identification of key assets and developing a clear view on maximising the commercial property

portfolio.

• Implemented new Service and Financial planning programme to support sustainable property

improvement programme.

• Design, implementation and management of organisational improvement action programme.

• Managed submission for Sunday Times Best Public Sector organisation likely to achieve ‘Public

Sector- one to watch 2009’.

Warrington Borough Council (inc BSF & PCT Trust partnerships)

Executive Programme Advisor

October 2009 – December 2009

• The operating model developed enabled the council to work through service options ranging from in-

house retention to establishing Trusts to setting up PPP arrangements and to narrow down those

options before entering into detailed analysis and decision making.

• Led comprehensive service reviews with strategic directors to identify additional £12million with the

introduction of Council Office Accommodation and Council Assets Strategy realisation to support

Community Trusts, Merged Service & Partnerships.

• Led the integration of all strategic priorities encompassing Community Hubs, BSF, Libraries &

Museums Trusts, as well as future merged services in Children’s & Adult, Community Transport as

part of existing Bus Company and Property rationalisation programme.

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Chris Nolan

Lincolnshire County Council (South Holland, Boston & East Lindsey Distinct Council’s partnership with

LCC)

Programme Director - Shared Service Model

May 2009 – October 2009

• Reported to joint Chief Executives – Acted as joint programme boards ‘intelligent client’ to challenge

operational viability and budgetary issues and present to joint Cabinet groups the business case

produced by Tribal Consulting ltd for both the 3 district merged service model and County merged

service model . Reviewed all service areas including: - Sec151 officers role, Legal Services, Customer

Services, HR, Finance, ICT, Revs & Bens plus also Housing management.

• Challenged internal Service review groups to increase efficiency, challenge working models developed

by Tribal Consulting and represent Politicians at Market Testing activities including advise SOLACE

conference.

KPMG Partnership - Newcastle City Council

Interim Transformation Programme Director

February 2009 – May 2009

• Leading on behalf of deputy Chief Executive joint officer and KPMG consultancy team responsible

for +£12million transformation programme, with the creation of new joint venture Service Operating

Company.

• Worked with all executive board members and leading stakeholder engagement.

• Shadow poor performing director, acting as coach and mentor, including leadership and developing

service improvement plan.

• Appointed work stream owners & Resolve long term issues effecting overall performance.

• Provided governance and corporate responsibility role.

• Expanded role of Centralised Customer Relationship management to take over 30 other services

saving in excess of £1.2 million in staffing and accommodation costs.

• Acted as intelligent client to for all service area review with joint officer and KPMG consultancy team.

• Channel migration strategy including overall Ni14 responsibility.

• Fast track delayed programme producing savings in excess of £300k in 6 weeks.

• Managed programme office including develop programme management methodology.

Serco - Peterborough City Council & PCT Trust

Interim Corporate Efficiency Programme Director September

2008 – February 2009

• Key leadership and strategy role in the delivery of +£10m efficiency programme.

• Shadow trading of Traded Status Company with 3 other authorities.

• Moved revenues & Benefits service to field based team within 3 months – a project previously failed

for 2 years.

• Strategic lead for procurement team including saving over £1 million in procurement costs.

• Acted as primary Corporate Executive for contract for outsourced managed service programme,

including devising role of CIO.

• Developed operation model and shadow trading function for proposed Shared Service Centre with

estimated revenue of £5million per annum.

• Strategic Review of corporate EDRM programme.

• IT system integration to support CRM deployment & Centralised EDRM.

• BPI programme to support 3 major accommodation moves for Children’s & Social Services, Planning

& Highways Services, Parking & Enforcement Services.

• Strategic review of Corporate Oracle system.

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Chris Nolan

Northgate PLC - North Hertfordshire District Council Councils Partnership

Interim Director Customer Services - Head of ICT & Corporate Transformation

May 2006 – September 2008

• Merged role of Director of ICT Transformation Partnership, Director of Strategic Service Contract,

Corporate Data Protection & Freedom of Information Officer.

• Leadership and project executive of £2.4milllion - 3 year Strategic Support Services Partnership

contract (SSSC) with Anite (Northgate) PLC.

• Lead transformation programme across all directorates primary aim to deliver Strategic Partnership

programme delivering 9 major projects including ‘Access to Services programme, and new Customer

Contact Centre.

• Procured and implemented new Revenues & Benefits plus HR & Payroll systems including self

service modules.

• Introduction of Corporate Document Management System.

• Programme to move 200 staff to mobile working- saving in excess £9million in accommodation costs.

• Managed Electoral Returning officers Electronic Postal Voting & Counting programmes.

• Developed IT & Governance Strategy.

• Negotiated savings in excess of 15% of contract value through development of Service Level

Agreements.

• Integrate 4 back-office systems saving over 100 man-days and increasing staff productivity by 60%.

Fujitsu/Hull City Council (Regeneration & Planning)

Interim Head of Corporate Services

October 2005 – May 2006

• Interim Member of Directorate Senior Management Team.

• Devised and Lead Key Lines of Enquiry KLOE improvement programme within Planning Services

raising Audit Commission rating from Poor to Fair with Promising Prospects for Improvements.

• Introduced new Corporate Communications Process across Development & Renewal Services as pilot

for Whole Council.

• Introduced Performance Management adopted by Chief Executive Directorate, including presenting

Corporate-wide series of Performance Clinics.

• Raised Audit Commission assessment to ‘Fair with Promising Prospects for Improvement’ from Poor

within 4 month intensive programme.

• Devised and lead knowledge transfer programme to departmental managers-producing Value for

Money model for Regeneration Directorate.

• Directed Audit Commission programme with Planning & Development Control Services.

• Introduced performance management to be a day to day management tool.

• Lead Investors in People ( IiP) programme to level 4.

• Expanded Electronic Record holding and redefined record storage space saving in excess of £200K.

Newcastle City Council Partnership

Interim Business Consultancy Programme Manager

May 2004 – October 2005

•

• *Further experience available on request

VISITING LECTURER

University of London- Business Transformation & Start Ups,

HM School of Government (CMPS) & ACPO - The development of Service Performance within the public

sector

NHS Leadership & Royal College of General Practitioners’,

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Chris Nolan

MSc Mentoring Programme Leeds University Business School

AWARDS

RANK XEROX TEAM EXCELLENCE AWARD – For Contributions to Humanitarian Acts

UNITED NATIONS – Technology for Self Support Programmes for Developing Nations

EDUCATION

Leeds University Business School - Master Arts Degree in Business Excellence

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