Keith Bedingham, Verax International

Since the days of the industrial revolution, modern accounting methods treat employees (wages) as a cost on the profit and loss report.  Financial capital, which shows as an asset on the balance sheet, consists of money, buildings, plant and machinery.  But there is no provision for representing employees as an asset.

Human Capital Measurement is creating the conditions whereby it is possible to quantify the Added Value that people create in an organisation.  It is a way of measuring the ratio between the Investment in people and the Contribution made by people (as you would for any other asset).  In turn, this means understanding what is done in the organisation that increases or diminishes the contribution.

Keith Bedingham is a founder member of Verax Ltd (1979), a strategy formulation and organisational change and development consultancy, and Verax International (2000) focusing on organisation diagnostics for effective change and business improvement.

Keith has first class honours degree in psychology and is a member of the British Psychological Society, Management Consultants Association and the Institute of Directors. He has worked in Market Research and general management roles in a variety of multinationals in the UK and overseas.

Please use the Contact form to book or enquire.

Robin Field-Smith

In England and Wales, Her Majesty's Inspectorate of Constabulary (HMIC) is responsible to the Home Secretary. The first inspectors were appointed under the County and Borough Police Act 1856; current statutory duties are defined in the Police Act 1996.

The Inspectorate reports on the activities of the territorial forces of England and Wales and other bodies involved in law enforcement, such as the British Transport Police, the Civil Nuclear Constabulary, HM Revenue and Customs and the Serious Organised Crime Agency.

Reporting has also been performed on a voluntary basis for the Special Investigation Branch (SIB) of the Royal Military Police and the Isle of Man Constabulary.  Inspections of the Police Service of Northern Ireland have been made in recent years by invitation on a non-statutory basis by HMIC. The Police (Northern Ireland) Act 1998 allows HMIC to perform inspection and assessment of services or projects by direction of the Secretary of State. 

Robin Field-Smith was born in Brighton and now lives in Woking in Surrey.  After 29 years as an Army officer, he spent nine years as an HM Inspector of Constabulary (HMIC), specialising in personnel, training and diversity, and produced over 60 inspection reports.  

Robin is now a member of the General Dental Council, 2 committees of the Bar Standards Board, and the Board of Companions of the Chartered Management Institute. He is a lay member of the Employment Tribunals (London Central) and is Chairman of the Learning from Experience Trust and of the Trustees of the Royal School Hampstead. He is a visiting professor at Portsmouth University, an associate of the Open University, Birkbeck College and City and Guilds, and a senior consultant with CfA and KBR. He is a Freeman of the City of London.

Presentation Slides 

Dr Sherril Kennedy,  Kennedy Business Solutions

With overwhelming pressure to cut costs whilst improving service, it is certainly tempting to focus on immediate cost savings that are relatively easy to achieve. However, holding your nerve and thinking more broadly and longer term can help avoid longer-term grief. Being prepared to start with a blank sheet, where everything is up for discussion, can secure sustainable transformation. It can also fashion an organisation robust enough to accommodate the changes in demand that will inevitably occur without having to go back to the drawing board.

Sherril is an experienced organisation development practitioner. She has worked in the public, private and social sectors, supporting senior management as it recognises the need to refocus the organisation and ensure that it is ‘fit for purpose’. She will show examples of how success can be achieved and what is required to avoid the pitfalls of change programmes that are resource hungry but do not deliver the required outcome. Genuine transformational change requires a clear articulation of how the organisation must function in the future; must be led clearly and consistently from the top; must involve staff at all levels to ensure that the outcome is practical, sustainable and offers genuine long-term benefit; and must be actively supported until embedded throughout the organisation.

Sherril Kennedy's early career was as an academic. She started out as a social psychologist which led to a successful career as a marketing academic with close links to the business world; first at Bradford University and then Cranfield School of Management. She was also a founding member of the International Management Centre, the first action learning post-graduate school to be established in Europe.

In 1983 she established Kennedy Business Solutions, through which she used the knowledge, skills and experience gained in the academic environment to help organisations embrace constructively and manage the changes necessary to thrive. Not afraid to challenge, Sherril has instilled a discipline in the Kennedy firm of rigorous analysis, innovative thinking and persistence to resolve impediments to progress

She has particular experience of working with top teams to enhance organisational effectiveness. Her numerous clients come from both the public and private sector.
Over the years she has built Kennedy into an organisation with an impressive ability to tackle issues others may find too daunting and of embedding sustainable solutions that bring significant benefits and add real value to client organisations.

Please use the Contact form to book or enquire.

Michael Bell, MBARC

Since its inception the strategic direction of the NHS has been highly politicised, making or (more often) breaking the careers of many Secretaries of State. Few politicians can resist the temptation to leave their mark on the NHS – and who can blame them? Consuming approaching 10% of the nation’s GDP and with a workforce only marginally smaller than the Red Army, successive Secretaries of State have sent the NHS on a course of permanent revolution. Yet in spite of the never ending cycle of change clinicians and managers continue to deliver one of Britain’s most cherished services.

As the coalition’s plans for reform are adapted after “the Pause” Michael will draw upon 15 years of experience in the NHS, including nine years as a Non-Executive Director of Strategic Health Authorities, to examine the challenges of management in these revolutionary times and the lessons for the future.

Michael Bell has been involved with the NHS for 15 years. He is currently a Non Executive Director on the Board of NHS London and was the Interim Chairman from August to December 2008. Previous positions include NED roles on South West London SHA and an NHS Community Trust. He is Vice Chair of the London Health Observatory Board, Chair of the London Mental Health & Employment Partnership until April this year was one of the Mayor’s London Health Commissioners. He is the first non-clinician to become a trustee of the British Association for Sexual Health & HIV (BASHH).

For the past 17 years he has run MBARC, a management consultancy and social research company operating from offices in London and Edinburgh. His company works across the public sector providing practice based solutions to tackle social exclusion. His company specialises in work with marginalised communities, including refugees and migrants, substance mis-users and sex workers and also undertakes a substantial amount of work on sexual health issues. Client for these projects include a range of NHS bodies, Central & local government and others such as the Mayor of London.

Prior to this he was Chief Executive of the national charity, AdviceUK. Michael was Chair of Streetwise Youth (SW5) for five years and is a former trustee of the Terrence Higgins Trust.

 Presentation Slides 

Champagne Charlie's, 17 The Arches, Villiers Street, London WC2N 6NG

Helen Dudley CBE, Director of Talent Management, Civil Service Talent, Cabinet Office

Helen leads a team in Cabinet Office responsible for Civil Service Talent. Her focus is predominantly on the talent management of Top 200 civil servants and ensuring a healthy talent pipeline for top posts. She is also responsible for the well known Civil Service graduate programme – the Fast Stream. She has work underway to develop a talent management framework across the Civil Service for departments to use at all intermediate levels.

Prior to this role, Helen was previously a HR director in the Cabinet Office, and in the Courts Service and the Department for Constitutional Affairs. She is a former programme director of the Top Management Programme and has held a variety of operational and policy roles in the Department for Work and Pensions.

Helen is a Chartered Fellow of CIPD, has an active interest in working carers and is the Carers’ Champion at the Cabinet Office and held a similar role in her former department. Helen is also a trustee of her local hospice.

NEW VENUE – CIVIL SERVICE CLUB, 13/15 GREAT SCOTLAND YARD, LONDON SW1A 2HJ

Professor Roland Kaye, BPP Business School
The charges for a degree at England ’s State Universities have been much in the headlines with the Coalition Government’s decision to raise the ceiling and the protests that followed. But how much do you know about our private universities and the contribution they make to public education? Well now is your chance to find out.

BPP is a market-leading organisation with the expertise and experience to develop and train business professionals throughout their careers, and offers a range of degree programmes at undergraduate and postgraduate level for students. BPP currently has a Law School and Business School , and was granted degree-awarding powers in 2007. In July 2010 BPP became the first private sector organisation in the UK in over three decades to become a university college.

Professor Kaye is Emeritus Professor from University of East Anglia from where he recently retired. He has held the position of Dean at the Open University Business School from 1999-2005 before he became President of the Chartered Institute of Management Accountants. He then returned to the University of East Anglia in Norwich where he was the Director of Teaching & Learning. Roland has held professorships in Information Management and Management Accounting and has a strong interest in Scholarship and Teaching. He founded the original Computers in Teaching Initiative in Accounting Finance and Management which morphed through various guises latterly as HEAcademy BMAF. He has founded and led research centres and won research contracts from a number of funding bodies. He has examined at a number of universities and supervised and examined PhD’s.
 
Roland has experience of leadership and governance of a wide range of organisations both nationally and internationally. He has been a Governor of Ashridge Management College and in taking up this role steps down from the Academic Council of BPP University College.   

Martin Powell, Cambridge Management & Research

Note Venue - Civil Service Club, 13/15 Great Scotland Yard, London SW1A 2HJ

Challenges faced by London to deliver a low carbon future while maintaining the needs of Londoners.  How policy was translated into strategy and into high quality projects and programmes

Martin Powell  is Managing Director of Cambridge Management & Research, an organisation that specialises in Project Management. He is the lead for the Environmental Sector of the business.  He is currently working with a number of cities including Turin and Beijing and is a special Advisor to Mayor of New York, Michael Bloomberg, on the c40 cities group.

Martin was previously The Mayoral Advisor on the Environment to the current Mayor, Boris Johnson where he was responsible for policy development for Energy and Climate Change, Adaptation, Water, Air Quality and Waste. In addition to this he was Director of Environment at the London Development Agency (LDA), the Mayor’s agency for economic development in London where he had responsibility for delivery of the agency’s Environment Programmes. Martin produced the Environment Strategy and developed the Energy Efficiency and Energy Supply Programmes in order to deliver carbon savings at scale in London . He produced the action plan for London ’s transition to the Low Carbon Economy.

Martin spoke at the COP15 climate summit in Copenhagen and has also been deployed, by the Foreign Office, to several cities in Asia as an expert on The Environment. He is a contributing author to The Wiley Guide to Project Management and Project, Programme & Portfolio Management published by Wiley. He has also presented for NBS Learning Channels on the topic of Project Management.

CSNet members free, CMI members £10, Non-members £15

For booking or enquiries, please use the contact form.

Note Venue - Civil Service Club, 13/15 Great Scotland Yard, London SW1A 2HJ

Councillor Tom Simon and Councillor Jonny Bucknell of the London Borough of Camden

The government seems intent on forging ahead with the proposed ‘HS2’ link from London to Birmingham and beyond, insisting it will boost the economy and is needed to meet passenger demand. However, the ranks of those opposing the plan are swelling and they have a series of strong arguments as to why it simply does not make sense. This talk will seek to explain two broad themes:

• First, why the economic argument does not add up
• Second, why the negative impacts of the project - on the environment and on communities - are such that it is not worth it.

There will also be scope for discussion of differing degrees of opposition, i.e. could this proposal be modified to make it more attractive, could a different proposal for a high-speed rail network avoid the pitfalls of HS2 or is it the case that we should oppose high-speed rail in the UK absolutely.

Tom Simon has been a Camden Councillor for the ward of Belsize since winning a by-election there in April 2009. He is currently the Shadow Cabinet Member for Schools and sits on the Licensing Committee and the Children, Schools and Families Scrutiny Committee. The major issues on which he has been active since his election are the shortage of primary school places in Belsize, the threat of closure of the local library, the shortage of housing in Camden and HS2. He is also a founding member of Transition Belsize and has been an organiser of the annual Belsize Green Fair since it started in 2008. Tom has a background in history, law and education. Outside of his Council role, he is a director of The Boxing Academy, a charity that provides an alternative education for young people at risk of exclusion, and a governor at Fleet Primary School.

CSNet members free, CMI members £10, Non-members £15

For booking or enquiries, please use the contact form.

Note Venue - Civil Service Club, 13/15 Great Scotland Yard, London SW1A 2HJ

Gary Moore, Director of Partners at Colt Technology Services

With the migration to IT Services being experienced by all network companies, Colt is very focussed on ensuring that its channels adapt to the new world of cloud services.

Gary Moore is responsible for managing Colt’s indirect route to market for its products and services across Europe. He has a background in fixed and mobile carriers, with particular expertise in financial services sector and indirect channels. Having started with BT plc in software development, he has worked previously for Singer & Friedlander, O2 before his current position at Colt Technology. Away from his core sales & marketing professional focus, Gary is a chartered engineer, a Liveryman of the Information Technologist’s Livery Company and a private pilot.

CSNet members free, CMI members £10, Non-members £15

For booking or enquiries, please use the contact form.