rob barnes AWS
ROB BARNES Telephone: 01302 532978 / 07504 679681 Email: [email protected]
A strong public sector leader with proven track record in Continuous Improvement, Change and Project Management. I am currently leading the introduction of a radical programme of process improvement in the Department for Education. This involves designing and implementing improved management systems to enable the shift from a policy, to an increasingly data led, delivery department.
KEY STRENGTHS AND ACHIEVEMENTS: ● ●
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developed bold organisational improvement strategies for complex public sector environments taking private sector thinking and adapting them to meet public sector policy design and delivery contexts developed highly motivated and productive teams through line and matrix of a team of internal Practitioners who were able to rapidly respond to projects across key policy, corporate and operational areas and covering sites across all of England management of major change in organisations – implemented solutions to simplify and improve business such as major overhaul of corporate assurance structure of the DfE in line with best in class models confident reporting and presenting direct to Board level and engaging and gaining commitment from CEO/Board/Government Minister level stakeholders delivered essential process efficiencies whilst making customer focused improvements - significantly improved how DfE manages key delivery areas such as reducing by 50% the time taken for schools to become teacher training providers broad knowledge and understanding of complex major public sector organisations (including policy making, contact centre and digital operations, corporate HR, communications and finance) experienced trainer, facilitator and coach –inspiring and training leaders at all levels in core process management skills and forming partnerships with industry to bring applied learning recognised internationally for my work – mentoring other Government Department (e.g. MoJ and Home Office)s, providing advice and guidance to Lithuanian government as well as delivering International Key Note Address at Australian public sector improvement congress and at UK industry events
CAREER HISTORY: HEAD OF CONTINUOUS IMPROVEMENT (SEPT 2012 TO DATE) Department for Education (DfE), Change Programme (latterly Strategy, Performance and Implementation Grp)- I am responsible for implementation of process management and improvement elements of the zero-based review of DfE (the first in Whitehall) which has enabled DfE to become more flexible in the design and delivery of its policies and improving how it manages its core business. ●
●
Establishing a robust process management methodology into a government department – designing an approach from the ground up and implementing across a 4,000 strong organisation within the 2 year seeing 76% of the organisation agreeing that approach was a core part of their roles and improving delivery in key priority policy areas such as Free School opening, Academy conversion and Education Funding. Led work to re-design a corporate assurance framework to bring it line with best in class public sector models and working to implement a new set of strategic corporate risks to ensure of top tier governance has full risk management coverage
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ROB BARNES ●
●
●
Led and mentored improvement projects – in turn building process management capability into critical business areas enabling processes to continue operating smoothly whilst facilitating the departmental challenge of reducing resources e.g. transition of official correspondence from worst in Whitehall to meeting targets Adaptation of commercial process management approaches to align with an operational and policy environment including a clear strategy for its integration into DfE’s organisational structures including HR, governance, change and digital Coaching a core team and network of 60 internal Practitioners to share good practice and ensure routine high performance – engagement now means that design is being led by network with support from my team for example in how to scope projects
WIDER CORPORATE ROLES
(CURRENT)
Future Leaders Scheme project – Civil Service Talent scheme Civil Service CEO commissioned project to look at the transition from G6/7 to SCS with particular focus on commercial and digital competence. Deputy Head of Site – established closer working with our Facilities Management company and Estates function by agreeing key processes, communications and decision making authority.
LEAN STRATEGY LEAD (APR 2011 TO SEPT 2012) Department for Work and Pensions (DWP), Lean Head of Profession Unit - Designing and managing the delivery of the Lean Strategy for the department covering c. 100,000 staff across operational, corporate and policy business functions by effectively leading a team of 15 across 5 dispersed sites
CHANGE ENGAGEMENT LEAD (DEC 2010 TO APR 2011) DWP Change Programme - Developed Strategy to ensure all DWP staff understood and were ready to implement major technological change – gained a deep understanding of how people react to change.
LEAN EXPERT (JAN 2007 TO DEC 2010) DWP Change Programme - Responsible for working with business customers managing major improvement initiatives on complex end to end processes. Designed and delivered over £2M of process efficiencies by driving change projects in complex delivery organisations– e.g. DWP contact centre network of c. 10,000 staff across a 33 contact centre network
EARLY CAREER INCLUDES: ● ● ● ●
2004 to 2007: Project Strand Manager – DWP Business Design Directorate, Sheffield 2002 to 2004: Policy Manager – DWP, Sheffield 1999 to 2002: Business Development Officer – Employment Service, Norfolk 1997 to 1999: Administrative Officer – Employment Service Jobcentre, Norwich
PROFESSIONAL SKILLS AND QUALIFICATIONS AND CAREER DEVELOPMENT: ● ● ● ●
‘Future Leaders Scheme’ – member of Cohort 6 of the cross-Civil Service talent scheme Accredited Lean Expert – 8 years experience with qualifications from Cardiff University (LERC Lean thinking knowledge and Practice LCS Level 2a) and BTEC Level 2 in Lean management techniques Prince2 Practitioner Institute of Business Consulting Certificate in Management Consulting essentials
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A strong public sector leader with proven track record in Continuous Improvement, Change and Project Management. I am currently leading the introduction of a radical programme of process improvement in the Department for Education. This involves designing and implementing improved management systems to enable the shift from a policy, to an increasingly data led, delivery department.
KEY STRENGTHS AND ACHIEVEMENTS: ● ●
● ● ●
● ● ●
developed bold organisational improvement strategies for complex public sector environments taking private sector thinking and adapting them to meet public sector policy design and delivery contexts developed highly motivated and productive teams through line and matrix of a team of internal Practitioners who were able to rapidly respond to projects across key policy, corporate and operational areas and covering sites across all of England management of major change in organisations – implemented solutions to simplify and improve business such as major overhaul of corporate assurance structure of the DfE in line with best in class models confident reporting and presenting direct to Board level and engaging and gaining commitment from CEO/Board/Government Minister level stakeholders delivered essential process efficiencies whilst making customer focused improvements - significantly improved how DfE manages key delivery areas such as reducing by 50% the time taken for schools to become teacher training providers broad knowledge and understanding of complex major public sector organisations (including policy making, contact centre and digital operations, corporate HR, communications and finance) experienced trainer, facilitator and coach –inspiring and training leaders at all levels in core process management skills and forming partnerships with industry to bring applied learning recognised internationally for my work – mentoring other Government Department (e.g. MoJ and Home Office)s, providing advice and guidance to Lithuanian government as well as delivering International Key Note Address at Australian public sector improvement congress and at UK industry events
CAREER HISTORY: HEAD OF CONTINUOUS IMPROVEMENT (SEPT 2012 TO DATE) Department for Education (DfE), Change Programme (latterly Strategy, Performance and Implementation Grp)- I am responsible for implementation of process management and improvement elements of the zero-based review of DfE (the first in Whitehall) which has enabled DfE to become more flexible in the design and delivery of its policies and improving how it manages its core business. ●
●
Establishing a robust process management methodology into a government department – designing an approach from the ground up and implementing across a 4,000 strong organisation within the 2 year seeing 76% of the organisation agreeing that approach was a core part of their roles and improving delivery in key priority policy areas such as Free School opening, Academy conversion and Education Funding. Led work to re-design a corporate assurance framework to bring it line with best in class public sector models and working to implement a new set of strategic corporate risks to ensure of top tier governance has full risk management coverage
Page 1 of 2
ROB BARNES ●
●
●
Led and mentored improvement projects – in turn building process management capability into critical business areas enabling processes to continue operating smoothly whilst facilitating the departmental challenge of reducing resources e.g. transition of official correspondence from worst in Whitehall to meeting targets Adaptation of commercial process management approaches to align with an operational and policy environment including a clear strategy for its integration into DfE’s organisational structures including HR, governance, change and digital Coaching a core team and network of 60 internal Practitioners to share good practice and ensure routine high performance – engagement now means that design is being led by network with support from my team for example in how to scope projects
WIDER CORPORATE ROLES
(CURRENT)
Future Leaders Scheme project – Civil Service Talent scheme Civil Service CEO commissioned project to look at the transition from G6/7 to SCS with particular focus on commercial and digital competence. Deputy Head of Site – established closer working with our Facilities Management company and Estates function by agreeing key processes, communications and decision making authority.
LEAN STRATEGY LEAD (APR 2011 TO SEPT 2012) Department for Work and Pensions (DWP), Lean Head of Profession Unit - Designing and managing the delivery of the Lean Strategy for the department covering c. 100,000 staff across operational, corporate and policy business functions by effectively leading a team of 15 across 5 dispersed sites
CHANGE ENGAGEMENT LEAD (DEC 2010 TO APR 2011) DWP Change Programme - Developed Strategy to ensure all DWP staff understood and were ready to implement major technological change – gained a deep understanding of how people react to change.
LEAN EXPERT (JAN 2007 TO DEC 2010) DWP Change Programme - Responsible for working with business customers managing major improvement initiatives on complex end to end processes. Designed and delivered over £2M of process efficiencies by driving change projects in complex delivery organisations– e.g. DWP contact centre network of c. 10,000 staff across a 33 contact centre network
EARLY CAREER INCLUDES: ● ● ● ●
2004 to 2007: Project Strand Manager – DWP Business Design Directorate, Sheffield 2002 to 2004: Policy Manager – DWP, Sheffield 1999 to 2002: Business Development Officer – Employment Service, Norfolk 1997 to 1999: Administrative Officer – Employment Service Jobcentre, Norwich
PROFESSIONAL SKILLS AND QUALIFICATIONS AND CAREER DEVELOPMENT: ● ● ● ●
‘Future Leaders Scheme’ – member of Cohort 6 of the cross-Civil Service talent scheme Accredited Lean Expert – 8 years experience with qualifications from Cardiff University (LERC Lean thinking knowledge and Practice LCS Level 2a) and BTEC Level 2 in Lean management techniques Prince2 Practitioner Institute of Business Consulting Certificate in Management Consulting essentials
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