Prederi staff designed and delivered a highly successful course at Henley Management College for senior leaders of the MoD to better appreciate that we are in a world of scarce resources and value for money is paramount. The course ran for over four years, during which time around a hundred Director level staff were trained in financial and resource management.
A Unit of approximately 50 people within a Government Department needed to move to a much larger Government Department within the space of two months, an unusually fast time-frame for a move of this nature. This presented many challenges including: Different IT platforms in the original and new Department e.g. Google to Outlook Different pay scales and terms and conditions in the new Department Different processes and procedures in the new Department, with a more risk adverse culture Staff who had been through prior moves were suffering from 'move fatigue.' Heavy high-pressure staff workloads Requirement to minimise disruption to Ministerial support Merielle Ghali took a leading role in co-ordinating the move. Her remit was to act as the lead representative for the unit, advising and helping them to communicate effectively, and holding them to account. To ensure a smooth move, Merielle: Built relationships with key members of the new Department in advance Built change champions in each of the teams who were moving Participated in Director General level, and Weekly Change Team meetings and cascaded information accordingly Involved the Change Board, Change Team, IT and Facilities teams in weekly cascades to disseminate information and ensure direct two-way feedback Acted as a conduit between the Change Team and the staff affected by the move Tracked all aspects of the move, including FAQs, weekly updating and traffic light reporting The Change Champions were critical to the success of the move. Champions were selected from the Directorates of the Unit and were able to use their insight and networks to help Merielle gather and share information. Champions assisted on a practical level by owning logistics on move day itself. With an aggressive two-month time-line from announcement to move day, rapidly integrating the Unit into the culture of the new Department was it was a high priority. Merielle worked closely with staff to manage expectations, while ensuring that voices were heard, to reach sensible cost effective solutions. The two most challenging aspects of the move were IT and HR. Both were tackled with phased moves. The IT move happened over six months, so that staff could move to new systems gradually. Temporary wifi solutions were set up to support this, along with sessions with IT support and floorwalking. GOV.UK webpages were updated and Merille negotiated to have them set up as a stand-alone agency to future-proof the Unit for potential further moves. Unit staff were trained to upload their own content. Staff had concerns about differences in pay grades and terms and conditions across the two Departments. Merielle arranged opportunities for individuals to speak with HR to discuss concerns and understand the new working arrangements. Once individuals physically moved into their new office space, Merielle led on aftercare, managing queries and problems, with a list of live and often complex issues. One example was poor lighting, which required the procurement of special lighting. The Unit kept all records and logs to act as a blueprint for future moves. Staff feedback on the move was very positive, with staff saying that they felt wanted as part of the new Department. Merielle won two awards for her work supporting the move.
Prederi staff designed and delivered a highly successful course at Henley Management College for senior leaders of the Ministry of Defence to better appreciate that we are in a world of scarce resources and value for money is paramount. The course ran for over four years, during which time around a hundred Director level staff were trained in financial and resource management.
A Government Agency that specialised in training, assessment, examinations and policy was required to change purpose and become a Professional Body as part a decision to reduce quangos. The Government required the Agency to become a stand-alone Standard Setting body that would eventually evolve into a self-funded membership organisation. Merielle Ghali, now of MRG Associates, worked alongside the Chief Operating Officer (COO) to bring about the change. During the six months before the transformation, Merielle examined the legislation necessary for the new body, to implement policy and standards for national Workforce Strategy, for a wide variety of paid and volunteer staff. Merielle proactively reviewed her policy team's skill set and best fit for new roles, and identified opportunities for team members in the new organisation or negotiated with the parent department to take them, in advance of the transformation to the new organisation. The outcome was that all of Merielle's team were not put at risk of redundancy. During the transformation, Merielle was responsible for bringing in specialised change expertise, producing FAQs to hold Change team members to account, and opening up dialogue with staff through outreach activities Merielle’s efforts to drive extensive outreach activities early in the transformation were highly beneficial. She spoke with over 300 people, across the UK, acting as a conduit between the profession, staff in the body, the Change team and the Board. This gave individuals a voice to provide valuable feedback and shape what the new organisation would look like and how it would function. Facing redundancy herself, Merielle had credibility with colleagues in a similar position, some of whom had been in post for years. Merielle provided support to individuals at a very emotional time, helping them to understand what the change meant for them, and find positive opportunities during a difficult time. Staff gained confidence in the change process due to Merielle’s outreach activities. Many people said that they appreciated being able to talk with someone ‘real’ and ‘approachable’, which made them feel valued. This made a significant contribution to a new organisation based on feedback, with people bought into the change process.
Prederi was commissioned by Newham CCG to construct an extended narrative description of its commissioning strategy over 2 and 5 years, to provide a foreword to its Operating Plan and facilitate common understanding of the CCG’s agenda amongst members and staff.
The Board of a Regulatory Body of approximately 60 people was struggling to keep track of multiple projects and the associated costs, necessary to understand the progress of high-risk and high-value projects. The organisation had a history of using external consultants to build systems to enable reporting to the board on major projects. Unfortunately, the systems were not working as they should. Staff lacked confidence in the systems and were using disparate methods to provide project reporting to the Board. Staff were cynical about further initiatives, and were concerned that management would impose a new system from the top down. Merielle Ghali was asked to lead an internal project team to improve oversight of all projects, large and small scale. A combination of: A consultative, collaborative approach that involved asking individuals what did and did not work in prior systems Analysis of processes and day to day working practices led to the development of a new solution. The new solution blended Prince 2 project management methodology with bespoke processes geared towards the needs of the organisation. The Board received regular highlight reports detailing project activity, along with Risks and Issue registers. Merielle built a Programme Office (PMO) using in-house staff to implement the new system, and support colleagues. This ensured buy-in across the organisation. The new solution was delivered within three months, from inception to business as usual. Individuals benefited from the visibility of project push and pull points, which the Board were able to see across all projects to make the right decisions.
DE&S is undergoing a major transformation as it moves to become a semi-autonomous trading entity. This transformation has been accompanied by a significant change in its working culture and working practices and Prederi have been working alongside DE&S to help build greater resource management and financial capability across its various project teams and corporate functions.
In England the commissioning of Health Visitor Services will transfer from the NHS to local government in October 2015. The Director of Public Health in the London Borough of Merton wished to review local Health Visiting Services ahead of this transition in order to understand current service costs, delivery and effectiveness to inform future commissioning decisions.
The use of the NHS by visitors and migrants brings together two of the most highly charged topics in British public life. However, the true costs of providing healthcare for visitors and temporary migrants, or even the scale of losses and 'health tourism', have been extremely difficult to estimate. The Department of Health (DH) therefore needed a realistic estimate of the current cost to the NHS in England of spending on services for those who are currently eligible for free NHS treatment but may be liable for charging in the future and also those who are currently not entitled to free NHS care. Prederi were commissioned by the Department of Health to estimate these costs and this study formed part of the ‘audit’ announced by the Secretary of State in July 2013. The report was published in October 2013.
SME Needs was referred into Sutton Housing Partnership because of our previous experience in the IT sector. They provide housing services in Sutton and want to understand what opportunity existed for generating external revenue, using capacity within their ICT Team. My client wanted to understand: The size of the target market The level of competition within the local area The attitude towards the project within both the department and the organisation as a whole. What barriers stood in the way of the project
The British Library and 17 library authorities across the country are involved in the Business & IP Centre national network. These are: Birmingham, Leeds, Liverpool, Greater Manchester, Newcastle, Sheffield, Exeter (Devon), Portsmouth, Norwich (Norfolk), Hull, Northampton and Wellingborough (Northamptonshire), Middlesbrough (Tees Valley), London Borough of Enfield, London Borough of Haringey and tri-borough Cultural Community Solution of Harrow, Ealing and Hounslow. Contribution to corporate priorities The national network contributes to local economic growth. Description of the work and the relationship The Business & IP Centre national network is transforming city libraries into engines of innovation, economic growth and social mobility. The Business & IP Centres are physical hubs where people can come together to learn, network and access free and low-cost advice and support in protecting and commercialising a business idea. Current centres are in central libraries in Birmingham, Leeds, Liverpool, Manchester, Newcastle and Sheffield. The national network has proven potential to create essential knowledge-based businesses and jobs in devolved cities across the UK at a relatively low cost, due to its consolidation of existing resources, knowledge and public buildings, as well as its unique public-private partnership model. The project was kick-started in March 2012, with £100,000 from the Intellectual Property Office (IPO), which enabled the British Library to develop a blueprint of its model and conduct feasibility studies in five major cities, based on a successful pilot in Newcastle. Enterprising Libraries was initially a £1.3 million partnership between the Department for Communities and Local Government (DCLG), Arts Council England (ACE) and the British Library, which enabled Newcastle Business & IP Centre to sustain its service and another five pilot projects in Birmingham, Leeds, Liverpool, Manchester and Sheffield, to become operational centres. It also supports ten innovative satellite projects to work with the centres in a hub and spoke model. The ten are: Devon (Exeter), Enfield, Haringey, Hull, Greater Manchester, Middlesborough, Norfolk (Norwich), Northampton and Wellingborough (Northamptonshire), Portsmouth and Cultural Community Solutions (covering Harrow, Ealing and Hounslow). Based on early successes and, in order to sustain the network over 2015/16 and bring on two new pilots from the satellite projects in Northampton (Northamptonshire) and Exeter (Devon), DCLG and ACE granted the British Library a further £400,000, in addition to the British Library’s commitment of £253,000 in cash and non-cash resources.