Through my own company, I take on assignments in the voluntary and public sectors. Most recently, I acted as Interim Chief Executive for Breast Cancer Care, for three days each week from November 2006 until the end of March 2007.

A not-for-profit research centre carrying out assignments across the voluntary and public sectors. I provide facilitation, training and research to key senior staff from local authorities and voluntary organisations, in strategic review, collaboration, governance and capacity building.

I am engaged in an on-going Partnership Improvement Programme (PIP), funded by the Improvement and Development Agency and Capacity Builders, which seeks to improve the partnership working of local authorities and voluntary sector infrastructure organisations, in forum such as Local Area Agreements and Local Strategic Partnerships. I am also carrying out a number of strategic and governance reviews for small voluntary agencies across the country.

A national voluntary organisation for disabled children and their families.
Reporting to the Chairman of the Board of Trustees and responsible for the provision of professional advice to the Board to assist them in the formation of overall agency policy and expenditure of £8 million per annum. Management of assets and investments of £1million and management of services, including 5 regional centres with over 140 projects contracted with statutory bodies, along with the management of over 500 staff and 200 volunteers.

Specific duties included:

• Development of strategic plan and annual business plan
• Fundraising of £1.8 million per annum and obtaining over £6
million per annum in statutory funding.
• Direct management of Director of Finance and IT; Director
of Fundraising; 5 Regional Directors; Head of National
Development Division.



Achievements included:

• Introduced a new corporate and strategic focus, based
upon growth and improved performance of the organisation
• Repositioned KIDS as major provider of public services
contracted with statutory bodies
• Organisation became a major influence in policy making on
inclusion for disabled children
• Budget increase of over 200% in 6 years
• Successful merger with leading play charity
• New financial and IT systems and structures introduced

A national voluntary organisation for people with learning disabilities and for
socially disadvantaged children and families. Annual budget £22m;
over 800 service and administration staff; Patron HM the Queen.

Reporting to the Chairman of the Executive Board and responsible for fundraising and marketing strategy; human resources; property; I.T.; Finance and Development.

Achievements included:

• A highly successful merger of two charities, bringing together different
services and staff. Rationalisation and efficiencies achieved, together with
enhanced services.
• Restructuring of departments and managerial systems to achieve a
decentralised organisation.
• Increase in budget as a result of greater fundraising and statutory income
levels.

A national voluntary organisation for Jewish children and their families, dealing with over 4,000 children each year. Annual budget of £2.5 m. Patron HM the Queen

Overall management of 100 staff and volunteers. Five regional services offices; two children's homes; a family centre; respite care schemes and a supported accommodation unit.





Achievements included:

• Expansion of the agencies expenditure and income.
• Brought a new focus and professionalism to the organisation, including the
creation of locally based offices, with improved access and response times.
• Instrumental in two mergers, with a special education agency and a youth
work organisation.

Overall management of a locally based area team of over 50 staff, including social workers, home care workers, administrators. Reporting directly to an Assistant Controller; member of fieldwork management team.

Achievements included:

• Decentralised all services to small, patch team. These were integrated with
specialist client group workers.
• Raised standards for previously ' Cinderella' services to elderly and disabled
people and increased use of community resources.

Team Leader
1975-1980

Management of an intake team consisting of 12 staff. Reporting to an Area Officer; member of the Area management group.

Achievements included:
• Heightened the status of the team in the area, enabling it to influence
policies and practice. Developed new methods of working in the area, such
as group-work and family therapy.

Held a large, complex caseload of all client groups. Based in a local, inner-city team.
Achievements included:

•Thorough grounding in the practice of social work. Received valuable
supervision and training.