Stephen Moss

Current and recent work includes:

Somerset CC Senior Leadership Team Development: Leading design and delivery team for 2 year programme.

Somerset CC and CCG Commissioning/Transformation Academies (whole system approach applied): Completed leading a 3^rd Somerset Academy which is aligned to delivery of the Sustainability and Transformation Plan for Somerset health. Led a second ‘Somerset Commissioning Academy’ through the Public Service Transformation Academy and RedQuadrant, a programme bringing senior leaders together across the health, local authority (County and District), DWP, Police and VCS system to shape and reform commissioning across the County. Five system-changing challenge projects were supported in programme 1, and 6 were supported in programme 2 and another 5 in programme 3.  A 4^th cohort is being planned with a focus on projects defined by the STP Delivery Boards (Children/Mental Health/Neighbourhoods)

East Midlands Transformation Academy: Design and Academy lead with participants from 4 District Councils and Nottinghamshire Count Council.

Spark Inside: designed and facilitated a strategy workshop for the leadership team of this charity that provides coaching and personal development programmes with young men in prisons.

Nottinghamshire CC: Review of support services to children’s homes: Led this review across 6 Disability and Specialist Group Homes in the county.

Human Rights Foundation (Oslo Freedom Forum): Development and facilitation of 2 day community-building conference for Middle East pro-democracy activists.

Somerset CC and CCG: Joint Commissioning (whole system approach applied). Facilitated a series of Director-level strategy group meetings which is developing joint commissioning/integrated working across health and social care in the County (2018-19).

MAC-UK 2016-19: strategy and engagement consultant supporting development of strategy and propositions for this award-winning charity which works alongside young people experiencing exclusion, mental health issues and impact of gang involvement. Also led half day all-staff development session on ‘systems change’ in 2017. February 2018 – facilitated a MAC-UK Board strategy awayday. April 2019 designed and facilitated Staff away day

East of England Transformation Academy (whole system approach applied). Led design and facilitation for programme covering a number of STP areas in the East of England – primarily Suffolk and NE Essex with 35 participants across the region.

Cambridgeshire CC and Peterborough City Council 2018-19 System leadership development. Member of team delivering a system leadership intervention with Cambridgeshire & Peterborough Councils.

 (Education &) Skills Funding Agency 2017-18: He led a Commissioning Academy to support officers from Combined Authorities to plan how to take a ‘commissioning approach’ to the devolution of Adult Education Budgets to Combined Authorities

Standard Bank (International Investment Banking) 2018-19. Designed and led a conference session for senior managers to develop growth action plans; supported five ‘90 day Growth projects’ arising from that session.

MBC Sefton: Led a cross-Council Commissioning Academy programme for delivered first half 2018. Commissioning Academies are delivered through the Public Service Transformation Academy – through RedQuadrant. Supported 5 Challenge Projects to change the commissioning system.

Institute and Faculty of Actuaries: Strategy Development. Designed and facilitated a Markets Development Board strategy day for the Institute and Faculty of Actuaries and a strategy event with full international Council 2018

SE London Health Commissioning Strategy: Worked on the development of the 5-year Health Commissioning Strategy for SE London with 6 CCGs, the 6 Local Authorities and major acute and mental health Trusts in the region – he specifically led 10+ “Clinical leadership Group (CLG)” workshops with senior people from the NHS Trusts (senior clinicians), Chief officers, Commissioning and Finance Directors from CCGs and Local Government in developing the Urgent & Emergency Care and Children/Young people components as well as supporting development of overarching strategy and service model development.

Glasgow City Council (with MAC-UK 2016, 2017): Glasgow City Council working with primary and secondary schools sector on implementation of Inclusion ‘in mainstream’ strategy for children with SEN/complex needs (Primary sector and LCRs 2016, 2017 with secondary sector) using coproduction approach with schools and specialist units to design implementation

LB Hillingdon, CCG and CNWL MH Trust: Developed a new service strategy for Children’s mental health/CAMHS

Bristol City Council: Delivered 4 x 1 day workshops on navigating change over 4 months for service managers delivering a Better Care programme as part of Bristol City Council’s ‘Applied Service Redesign’ programme

Police Federation: Demand, Capacity and Welfare Workshops: Facilitated and summarised two workshops commissioned by the Police Federation of England and Wales exploring strategies to address demand, capacity and officer welfare issues raised by its annual survey of officers, attended by participants representing Chief Constables, Superintendants and other parts of the Policing community (2018)

3 Step IT: Initiation of growth projects: Worked with an international IT Asset Management Company on innovation for growth activities leading to 5 ‘innovation for growth’ projects endorsed by Group Leadership Team and being implemented (2017)

Tandridge DC: Development of day services hub for elderly people. Worked with a range of stakeholders to re-think the community’s use of a large centre for older people in a town centre, gaining a commitment to revitalise the centre’s purpose in partnership. Involved a whole system approach.

LankellyChase Foundation: facilitated 2 regional action learning sets over 6 months for leaders of ‘system change’ projects funded by the Foundation to tackle ‘severe and multiple disadvantage’. I have recently had a peer reviewed paper published about this work (2020). ‘Exploring the challenges of system leadership in the voluntary and community sector’ Stephen Moss 2020 Published in Action Learning: Research and Practice, Volume 17 Issue 1  Free access for first 50. Download here.

Example projects showing range and depth of experience

• He has worked for some 30 local authorities on change and improvement projects
• LB Newham (core design and delivery team, top 180 leadership development programme with 20 strategic change projects); LB Hackney (core design and delivery Top 100 development – core design and delivery, 3years Quality Leaders development programme inc. 120 quality leader-led improvement projects.
• BUPA global Finance Division – lead consultant working with Global Finance directors to review how structure and key processes are working following high growth (£7B turnover globally), international acquisitions and reorganisation – developing vision, strategic objectives, decision-rights and roadmap for change
• Lloyds Banking Group – designed the people and organisation work-streams for a £100m Solvency 2 programme
• Lloyds TSB Business Banking Operating Model Simplification – led joint Logica-client team producing Target Operating Model, Business Case and Change programme design for Business Banking transformation (since implemented) with high stakeholder commitment achieved leading to £100m transformation decision and programme
• Zimmer (Medical devices) – designed and facilitated change and transition workshops for 25 FDs and Controllers across UK and Europe in support of change in Finance Operating Model through outsourcing
• Medical Research Council: SAP HR Change Management and future operating model development: (change manager for successful SAP HR implementation across 30 sites, shared services centre and 4000 staff; designed transition to larger RCUK shared services model) 2007-2009
• Logica: Facilitated development of market strategies for Logica’s Utilities and Outsourcing services
• SIG Combibloc (global manufacturer in food packaging): Organisation Design supporting new strategy: Designed new top structure with CEO; also developed change communication strategy – to deliver ‘On Time In Full’ strategy
• Cadbury Schweppes: organisation change projects: led an award winning ‘communication for growth’ programme for 30 European senior managers across its European Beverages business; designed and led a 3 day conference on communications for the global Corporate Communications function and senior stakeholders on strategy and to develop clear positions around share price sensitive issues such as obesity and fair trade; developed tools for European Beverages to communicate business strategy
• Deutsche Bank Corporate Investment Banking: Global MarComms implementation and communication strategy: Worked with COO and Global Marketing and Communications Director of Corporate Investment Banking Division to implement a new global MarComms structure through engagement and a 2 day event with senior people across the business; developed a strategic communications strategy for the business
• Kentz Africa (2012): designed and facilitated strategy workshop with senior leaders of regional organisation of global engineering company, leading to development of strategy and plan for growth: Key achievement: over a number of days, a vision and strategy for the region was developed with the involvement of the 30 senior managers
• Benefits Agency 1993-1999 (management development, quality leader programmes, change programmes around new benefits and development of Job Centre Plus – facilitated London pilot and integration for Benefits Agency and Employment Service at front line level
• Aon: over 2 years he led a range of interventions with Board and 70 senior managers to build a ‘One Aon’ ethos following a number of acquisitions – articulating the vision as well as development of operating plan and top structure for Reinsurance

Relevant additional Change, Service and Quality Improvement experience

• Zimmer (Medical devices) – designed and facilitated change and transition workshops for 25 FDs and Controllers across UK and Europe in support of change in Finance Operating Model through outsourcing
• Pfizer Animal Health Zoetis – Design of community building events for Vision, strategy implementation and change pre $2b IPO
• BUPA global Finance Division – lead consultant working with Global Finance directors to review how structure and key processes are working following high growth to £7b business, international acquisitions and reorganisation – developing vision, strategic objectives, decision-rights and roadmap for change
• Lloyds Banking Group – designed the people and organisation workstreams for a £100m Solvency 2 programme
• SIG Combibloc (global manufacturer in food packaging) – Designed new top structure with CEO, developed change communication strategy – to deliver ‘On Time In Full’ strategy
• Medical Research Council (change manager for successful SAP HR implementation across 30 sites, shared services centre and 4000 staff, designing transition to larger shared services model) 2007-2009
• Lloyds TSB – led joint Logica-client team producing Target Operating Model, Business Case and Change programme design for Business Banking transformation (implemented at £120m programme) with high stakeholder commitment achieved
• Aon – worked with Board and management teams of businesses to take forward ‘Client First’ strategy through high engagement with the business 2002-4
• RICS – designed and led Senior Leadership development programme with 6 ‘Change’ projects focusing on stakeholder engagement
• DSS (now DWP) – supported debt recovery service management (24 managers) through major change from 31 sites to 10 national centres; DTI – designed and led conference on promoting more diversity in the Senior Civil Service, led workshop with Perm Sec and DGs to discuss strategy going forward
• Designed, facilitated change, leadership development (Top 100+) and quality improvement programmes in local and central government including
• LB Newham (core design and delivery team, top 180 leadership development programme with 20 strategic change projects); LB Hackney (core design and delivery Top 100 development – core design and delivery, 3years Quality Leaders development programme inc. 120 quality leader-led improvement projects);
• Benefits Agency 1993-1999 (management development, quality leader programmes, change programmes around new benefits and development of Job Centre Plus – facilitated London pilot and integration for Benefits Agency and Employment Service at front line level; Designed quality programme national pilot leading to adoption across a number of regions
• Nuffield Hospitals (Customer Service Improvement projects in 4 hospitals);
• Inland Revenue – designed and coached internal team to deliver 6 ‘Leading Change’ events for 600 managers; pioneered ‘incubator’ multi stakeholder events to accelerated internal process re-design eg Promotion and development processes
• LB Havering (designed service improvement programme across the council and led development of capabilities and leadership to implement

Career History Summary