Andy Tate Email & Phone Number

Beverley, Gb

Scunthorpe, England, United Kingdom

Details to follow

Scunthorpe

Following the integration of 2 former departments I was appointed Operations Manager for the new Highways and Neighbourhood Service. This permanent appointment ended the 'interim management' arrangement whilst the review was undertaken

Scunthorpe

Beverley

Delivering internal audit services, unsupervised, across a range of clientsTaking responsibilityfor the delivery of a delegated group of audits/tasks as part of the audit plan, within agreed deadlines/timescales, taking accountability for the detailed implementation of individual audits with a flexible and innovative approachProviding specialist advice/support to clients Supporting in the delivery of an effective internal audit service by helping management improve systems of internal control and reducing potential effects of significant risksWorking with senior managers to gain acceptance of recommendations which can change their operational functionality and effectivenessUndertaking value for money/efficiency/quality reviews as requiredUndertaking specialist projects/investigations/consultancy assignments as required

Hull, United Kingdom

Responsible for the strategic direction of the Bonus Sports Arena, with overall operational control of its day to day activities and £400k turnover. The position, which reports directly to the Chairman, is required to maximise commercial and community usage in conjunction with increasing profits through control of cost centre overheads. As a member of the senior management team at the KC Stadium, the role also includes an input into the future planning, customer care, marketing initiatives and specific projects at the complex.

Selby

Leading a team of 40 staff responsible for the planned maintenance programmes and responsive day-to-day maintenance of approximately 4000 dwellings in the district.Achievements:• Undertook a major recruitment exercise to appoint staff to a newly formed unit.• Introduced a new computerised system to record, monitor and produce performance data on responsive repairs.• Established budgets and monitoring arrangements for a £2m revenue and £2m capital budget.• Established a culture change in the organisation including a new logo, uniforms, staff development programmes and a staff representatives group to encourage participation from the workforce.• Replaced a time related bonus scheme for tradesmen with fixed point salaries to address Single Status legislation and quality of workmanship.• Introduced a Modern Apprenticeship Scheme amongst tradesmen to address a skills shortage in the industry and unemployment amongst the youth. • Led a group set up to introduce appointments for tenants to improve customer care.• Led a group to strategically examine the long term funding needs for the housing stock in the district, developing a programme of work to ensure the Decent Home Standard is met by 2010.• Developed specifications and procured vehicles to the value of £200,000.

Cleethorpes

Following the abolition of Humberside County Council, appointed to head a team principally responsible for tendering and monitoring contracts under the Compulsory Competitive Tendering (CCT) legislation within the scope of Construction and Property Related Services for North East Lincolnshire Council.Established a strategic approach for the Services and the ‘blue collar’ term maintenance contracts for CCT process incorporating the ‘white collar’ professional Civil Engineering and Architectural buildings, highways and street lighting. Following the successful retention of services in house undertook a contract management and monitoring role and developed Best Value initiatives ahead of legislation.

Beverley

Headed a team of Financial and Administrative staff supporting the ‘professional’ functions within the department. Achievements:• Introduced a staff development scheme for all staff in the Department within a three month period from initial conception to completing the entire first round of interviews.• Undertook a business plan approach to review the viability of the Authority's Archaeological Unit and actioned a staffing restructure and other developments to improve performance.• Produced a monthly staff newsletter to improve communication and relate information.• Produced a Health and Safety Policy manual for the Department and chaired its Health and Safety Committee.

Hull

Management of high profile facility with over 300,000 visitors per annum, a £1.5m turnover and 60 personnel. Overall operational control over the Ice Arena with responsibility for human resource management, marketing, health and safety, achieving financial and non-financial targets and meeting the needs of customers.