Case Studies

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CAFOD wished to refresh their statement, ‘vision for change and agenda for action’ captured in a strategic document - Just One World. A number of changes had evolved in the way the organisation worked and engaged with its partners. The current Just One World document presented a hybrid of vision, intent and operational objectives and needed to be updated to reflect the operational changes in the organisation.

John’s role was to review the document, identify any narrative that wasn’t appropriate to a strategic document and develop a new structure with content, to enable the organisation to take forward its development. Additionally, a number of separate documents had been produced as a result of organisational initiatives that articulated how CAFOD will deliver its mandate to change the world going forward.

The essence of these documents needed to be reflected in the Just One World document to include these developments. John reviewed and précised several key operational documents and included their intent in the revised content. He ended the assignment by presenting the revised document to key stakeholders in an interactive workshop and won their support for the new structure and gained commitment from them to adopt it and develop it further.

action
Action provides support, accommodation, advice and related services to a wide range of vulnerable groups. Recently the organisation made the decision to replace their housing management IT software. John’s role was to help them identify, select and implement a new system that met their operational needs within a challenging timeframe.

John provided direction and guidance to enable the organisation; develop a project plan and governance structure, identify a clear functional requirement, review business processes, establish a risk register, set up a procurement process and interview and select a suitable software provider.

He worked with managers, staff and trustees to ensure the organisation understood what they really needed from a new system and how it would integrate with their business. Working closely with the project manager and practitioners John helped steer the project through all the phases of a complex IT implementation, including facilitating discussions with the third party IT infrastructure provider and the new system supplier. The software was delivered on time and within budget.

Network Rail
Network Rail are currently in the process of developing a new IT system on which they will record details of key buildings and civil assets. Part of this programme involves transferring data from existing legacy systems to the new system. John's role was in the Data Governance and Improvement team and he was responsible for developing a process to manage the checking and transfer of data between the programme team and the various regional based engineers. The process includes the checking and any correction of data and monitoring its progress as it moves between the legacy systems and the new system.

This required John to quickly understand the types, complexity and relationships of a large number of railway engineering data sources and how the data is recorded. He developed a process flow chart and a responsibility matrix to identify the key steps in the process and the roles and responsibilities of each of the principle groups involved. In addition to this John developed spreadsheets to monitor and track the process of the data movement and also estimate the resources required to do this. His contribution has provided the BCMI Programme with a clear process of data checking and improvement, with a tracking and resource model that can be piloted in the early stages of the data migration.

This was a 6 week process improvement project in Abu Dhabi for the Regulation and Supervision Bureau. It involved mapping a complex licensing process and identifying improvements that will reduce the current process time of 30 - 76 weeks. John worked with senior managers and team members through interviews and workshops to identify key issues with the existing process. Through detailed analysis and process streamlining a new process of 14 - 16 weeks was established. In the final report for the organisation an implementation and communication plan were provided along with targets and measures to manage the new process.

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This assignment involved supporting CAFOD a Catholic Aid Agency that provides humanitarian funding and support across the world. The organisation was going through a major transition and needed support and direction for one of its change managers. John was required to quickly understand the business of the organisation and the complex issues involved in providing humanitarian aid and apply that knowledge to supporting a large change initiative. Using face to face meetings and Skype conference calls, John provided change management advice and guidance; reviewed documentation and change strategies to enable the project manager successfully implement his change programme.

This assignment involved helping the Additional Support Manager undertake an organisation design review of how the department was structured and how it responded to customer needs. John’s approach was to walk the manager through the student journey in the college using a story board technique to identify the various stages and the interventions that were required. By using coaching and change management tools, John was able to help the manager establish where resources needed to be deployed to be most effective, and develop a case for change for senior management.

This assignment was to fill the role of interim Local Strategic Partnership (LSP) manager for the Council. The post reported directly to the Deputy Chief Executive of Hambleton and Richmondshire councils. The aim of the role was to manage a number of streams of work and support the Deputy Chief Executive and the Chair of the LSP in their day to day duties. The assignment involved working with senior Council officers and partners within the LSP. It also involved representing the LSP at scrutiny and other council meetings.

This assignment involved the analysis of Place Survey information and developing presentations for different groups including staff, council members and the Local Strategic Partnership (LSP). Another element was to produce an area profile for each of the districts five areas. The profiles contained information under the main themes of the LSPs community plan and enabled communities, area groups and service providers see a range of information about their neighbourhood in one place. The profiles identified local issues and concerns, supported by statistical information some of which was illustrated using GIS maps. The profiles would enable community groups and service providers to identify where resources could be best deployed to meet the key needs of the community. The assignment involved working closely with directors and members of the Council as well as key community representatives and the LSP.