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Do you want make sure that your organisation is fit to cope with changes in the business world of today? Change management is an emerging issue in all industries and organisations. SMi's inaugural "Managing Successful Changes in PFI/PPP" conference seeks to equip you with a toolkit  necessary to manage change at all levels, from individual, team and organisational to leadership. It will help you produce a strategy to cope effectively and confidently with transitions in human resources in a sustainable way. This conference provides a unique opportunity to health-check your personal leadership skills as well as assess organisational culture in discussion with leading experts. 

A unique opportunity to learn from leading industry experts including:

  • Chris Stirling, Director, Deloitte
  • Kevin Hanlon, Projects Director, 4ps, UK Local Government Project Delivery Specialist
  • Robert Davies, Partner, Employment, Dundas & Wilson LLP
  • Paul Hills, Director of Organisational Change, Penna Human Capital Consultancy
  • Colin Brown, HR Director, Sodexho
  • Jason Collings, Chief Executive, Norman Broadbent
  • Andrew Craig, Leadership and Outsourcing, London School of Economics and Political Science
  • Binna Kandola, Founding Partner, Pearn Kandola Business Psychologists
  • Superintendent Chas Bailey, Deputy Borough Commander, Sutton Police
  • Seb Stewart, PFI Manager, Reliance Security Task Management
  • Andrew Hill, Director of Talent Management, Chiumento
  • Mikko Ramstedt, Senior Project Advisor, Scottish Executive
  • Stefan Cantore, Senior Fellow, Leadership and Organisational Development, Office of Public Management

Why you should attend:

       • Gain insights into the modern theory and practical know-how of change management in staffing
       • Hear best practice techniques for effective change management from industry experts
       • Learn from real life experience in managing transitions
       • Strengthen your personal leadership and staff interaction skills
       • Equip yourself with a toolkit to cope confidently with transitions
       • Update yourself on legal developments for change processes in PFI/PPP
       • Enable a controlled transition in Human Resources
 

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Graham Mitchell

Graham Mitchell, Senior Associate, Employment Law Group, MacRoberts Solicitors

9:10 PREPARING CHANGE INTO PFI/PPP

Chris Stirling

Chris Stirling, Director, Deloitte

• Incorporating "change" within deal structures

• Consistency of leadership across the transition

• Change activities to start early

9:50 THE ROLE OF CORPORATE CULTURE CHANGE IN FACILITATING TRANSITIONS FROM PUBLIC SECTOR INTO PFI/PPP

Jason Collings

Jason Collings, Chief Executive, Norman Broadbent

  • How does the corporate culture help (or hinder) the change management process?
  • How do we know what the culture looks like now?
  • How do we know what culture needs to look like to make the change happen?
  • What steps along the way help transition from one culture to another?
  • 10:30 Morning Coffee

    11:00 EMBEDDING LEADERSHIP: ENSURING DELIVERY OF CHANGE

    Alan Beckley

    Alan Beckley, Director, Baddiley Associates

  • How to bridge the gap between change theory and practice: the theory(s), the practice, the 'bridge' - approaches
  • How to relate change strategy to the people: change drivers, getting a handle on change
  • How to turn strategies into results: progarmme/ project management, recognising 'saboteur' activity, 'quick wins'
  • 11:40 TEAM SUTTON: SERVICE PROVISION UNDER PFI - A CASE STUDY FROM SUTTON POLICE

    Chas Bailey

    Chas Bailey, Deputy Borough Commander, Sutton Police

  • How PFI can successfully deliver key services such as gaoler and station officer duty
  • Team Sutton - achieving a shared public sector ethos with the PFI provider
  • How to use accountability structures to ensure quality of service delivery
  • 12:20 Networking Lunch

    13:50 RAISING AWARENESS FOR CHANGE

    Alasdair McKenzie

    Alasdair McKenzie, Director HR Consulting, Penna Consulting Plc

  • Communicating from the future to build comprehension
  • Using understanding of what people really care about to get the language right
  • Using symbols of change to bring a real experience to employees
  • The role of leaders in recognising how people are embracing the future
  • 14:30 MODIFYING ORGANISATIONAL BEHAVIOUR

    Binna Kandola

    Binna Kandola, Founding Partner, Pearn Kandola

  • How does personality link to culture and the implementation of change
  • How does personality influence change
  • What factors should PPP organisations consider in engaging their employees in the change process
  • 15:10 Afternoon Tea

    15:40 MANAGING AND PREPARING PARTNERSHIPS FOR CHANGE

    Mikko Ramstedt

    Mikko Ramstedt, Project Advisor, Financial Partnerships Unit, The Scottish Office Development Department

  • Developing clarity over roles and responsibilities
  • Understanding the needs and priorities of your partner
  • Investing in a partnership
  • Managing change for better outcomes
  • 16:20 MORALE AND MOTIVATION DURING CHANGE

    Seb Stewart

    Seb Stewart, PFI Bid Director, Reliance Secure Task Management

    • Early Communication with the workforce: engaging with all stakeholders
    • Commitment to making it work properly: continuity throughout the process
    • Beyond Transfer: further opportunities, involvement

    17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    Ian Keys

    Ian Keys, External Affairs Director & Specialist Theme Advisor to the Advisory Panel for the local authority Beacon Scheme , Pinnacle psg

    9:10 EFFECTIVE TOP-DOWN COMMUNICATION FOR THE MOBILISATION AND TRANSFER OF STAFF DURING CHANGE

    Colin Brown

    Colin Brown, HR Director, Sodexho

  • Timing - when to begin and how to sustain the process over a potentially long time period
  • Structuring communication where a number of stakeholders are involved (Project Company/Client/Trade Unions)
  • Understanding the "culture" of existing client communication processes
  • Communication in a user friendly format  v  the needs for formal consultation of complex employment issues
  • 9:50 EXTERNAL COMMUNICATION FOR CHANGE

    Stefan Cantore

    Stefan Cantore, Senior Fellow, Leadership and Organisational Development, Office For Public Management

  • The power of conversation to shift hearts and minds of stakeholders
  • Conversational approaches and how and when to use them
  • Case Study material to demonstrate effectiveness
  • Personal leadership and organisational implications of a conversational approach to change
  • 10:30 Morning Coffee

    11:00 STRATEGIC USE OF INFORMATION TECHNOLOGY DURING CHANGE

    Andrew Craig

    Andrew Craig, Visiting Fellow, London School Of Economics And Political Science

  • What makes for effective outsourcing
  • Core capabilities that organisations should retain in-house
  • Achieving the right balance between people and technology
  • 11:40 DELIVERING EXCELLENCE FOLLOWING A TRANSFER

    Ian Keys

    Ian Keys, External Affairs Director & Specialist Theme Advisor to the Advisory Panel for the local authority Beacon Scheme , Pinnacle psg

  • Transition, cultural change and how to survive it
  • Training, openness and persuasion
  • The importance of leadership
  • Avoiding 'two-tier' issues
  • Building in the elements of sustainability
  • 12:20 Networking Lunch

    13:50 RECRUITMENT

    Andrew Hill

    Andrew Hill, Director of Talent Management , Chiumento

  • Understand your environment and how it dictates 'what talent looks like'
  • Get right people in the right roles
  • Develop culture to sustain change
  • 14:30 KEY EMPLOYMENT ISSUES WHEN PLANNING FOR AND IMPLEMENTING A SUCCESSFUL TUPE TRANSFER AND INTEGRATION

    Robert Davies

    Robert Davies, Partner, Employment Group, Dundas and Wilson

  • Inheriting transferring employees and the impact of TUPE on terms and conditions of employement
  • Approaches to changing working practices
  • The impact of the Code of Practice on Workforce matters in Public Sector Service Contracts
  • Interaction between new recruits and transferred employees
  • 15:10 PERPSPECTIVE FROM 4PS, UK LOCAL GOVERNMENT PROJECT DELIVERY SPECIALIST

    Kevin Hanlon

    Kevin Hanlon, Projects Director, 4Ps

  • Contracts variations
  • Benchmarking and Market Testing
  • Change Protocols
  • 15:40 Chairman's Closing Remarks, Afternoon Tea & Close of Conference

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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