Meet some Strategic Advisers - Michael Donnelly

“To do our jobs properly and make things happen, we need to be leaders and opinion formers.”

What were your key motivations to join the SIB?

I wanted to make a difference to Northern Ireland. Historically, I wouldn’t have gone near a job in any way linked to the civil service because I saw it as slow and not capable of delivering. But at the point in time when I applied for this role, I recognised that there was a huge sense of momentum in Government. Being part of the SIB, I feel I have a genuine opportunity to contribute to the people of Northern Ireland.

What influence have you had since you joined?

Workplace 2010 is a 5-7 year programme to modernise and rationalise the Northern Ireland civil service office estate. It involves the transfer of title of around 77 buildings to a PSP, a major refurbishment programme, disposal of vacated accommodation, potential new build, and the provision of FM and property management services. It represents the single biggest property PFI transaction in Northern Ireland (on a par with Steps and Prime in England). My role is to help put together and shape that deal, specifically providing commercial and financial advice. We’re currently two thirds of the way through and we’re hoping to have the deal completed by November next year.

What are the key challenges for you to tackle over the next 12 months?

Most important is always the people challenge. The SIB works with one or multiple departments. These are autonomous businesses reporting to Ministers, each with their own sets of priorities and concerns. As such, you need to build consensus in order to move anything forward. Therefore my role is all about developing trust and constructive relationships.

How would you describe the culture within SIB?

All the Advisors are highly experienced individuals with a diverse range of expertise. As well as people like me from a Finance background, there are others with very technical skills, such as quantity surveyors. We all have different opinions and perspectives, which has to be a good thing because, to do our jobs properly and make things happen, we need to be leaders and opinion formers.

The other interesting aspect of the SIB culture from my point of view is that there isn’t a rigid hierarchy. It’s the sort of environment where everybody is free and encouraged to challenge everybody else.

What was your background before you joined?

As a Chartered Accountant, I spent five years with PWC in London. After that I was with Viridian in Northern Ireland as Finance Director for one of their businesses. Then I joined the SIB