Christine Ferrigi

• Deputy for the Director of Digital, PMO and Transformation.
• Member of the Senior Leadership Team, and the Council's senior partner for horizon scanning of the transformation environment.
• I represent the Council in the relevant subject matter networking groups and partnerships, working with partner organisations to deliver impactful change.
• Partnership Lead for the Council on a Shared Services Programme, across three Councils, forming a shared 'back office' consisting of numerous Council services.
• Programme Lead for the Council on a Local Government Reform programme across Essex, where local government will be reorganised; a vision set by Central Government.
• Collaborated with the Executive Leadership Team and the Political Leader of the Council on the establishment of our Fit for the Future Transformation Portfolio.
• Developed and implemented the portfolio's governance framework, advancing the portfolio maturity, including embedding good practice with reporting, interdependency management, and risk management.

• Deputy for the Director of Corporate Services.
• Accountable for the for the overall service delivery of a large support function of ninety employees, across ICT and Business Support.
• Responsible for setting our service vision, developing strategies and annual service plans.
• Established the ICT project portfolio, resulting in focused delivery of priority projects.
• Line-managed Team Managers, whose teams were responsible for providing support to all Service Areas across the Council, as well as Cabinet Members, Councillors, and external customers.
• Performance management, including setting targets, monitoring performance, performance reviews, monthly 121s, team meetings, performance and workload huddles, coaching, mentoring, rewarding good performance and managing poor performance in line with policies.
• Transformed services through service delivery, restructures, decommissioning of in-house services, and outsourcing where beneficial.

• I joined the Council to project manage a Business Support Review, a project under the People Strategy Programme, working to bring all of the Business Support teams out of the Service Areas together into one corporate team, as per a new Common Operating Model. The project focused on the Council's key drivers for change: customer, efficiencies, and effectiveness, creating a stronger Council and contributing to the successful delivery of the Corporate Plan.
• Working with colleagues, I delivered the project successfully, on time and within budget. This resulted in a reduction of £2,000,000 off of the Council's salary bill, without any redundancies, as well as removing single points of knowledge, and increased resilience within the team.

During my years at UK Power Networks, I worked in five different roles, each one a promotion.

I started in administration and went on to three different management roles, leading my teams through a multi-million-pound transformation programme, whilst managing a heavily regulated business as usual.

My role included ensuring regulatory failures did not occur, by making sure policies and procedures were followed within the team. I was also responsible for investigating ombudsman (Ofgem) complaints.

The outcomes of the transformation programme I collaborated on were integrated IT applications, streamlined processes, a reduction in regulation failures, a reduction in indirect costs, an increase in productivity, and an improvement in staff morale; leading to an overall increase in customer satisfaction.