Love these 2 roles.....they are so interesting, varied and make a real on the ground difference......whether that's collaboratively applying for over £2.1 million this year alone for local social inclusion priorities or supporting over 120 groups to be more sustainable, to grow or thrive in a really difficult environment.Work has varied from securing European funding, online workshops with trustees to develop their organisation, leading vision and value workshops, supporting new dads in that critical 1001 days of a child's life, identifying/supporting 5 Tackling Inequalities projects with some very vulnerable groups, instigating and bringing together the funding and organisations to create a Community Builder post for the 2 most deprived communities in the District and much more. Its been such a rewarding and stimulating time, not least with Covid and the cost of living crisis having such an impact on our communities and the sector !

Strengthening the voluntary and community sector locally by:* Guiding organisations through the process to become charities* Providing guidance on strategy development, business case development, project management* Getting groups 'funding ready' * Identify a range of sustainable funding options to generate income - develop funding strategies * Rolling out Quality For Health accreditation* Governance support from trustee recruitment campaigns to conflict resolution to Trusted Charity Status

Interim Manager role in leading Warwickshire's award winning Social Prescribing scheme ConnectWell , including recruiting a full strength team, project management, improvement planning, stakeholder analysis and co-design of a new Warwickshire model for Social Prescribing. At same time provide funding advice and support such as fundraising strategy, getting the right funding mix, applications to charitable trusts, lottery and local funding sources.Support the development needs of new and existing voluntary and community groups with for example becoming a charity, a small charitable group, policies, governance and becoming funding ready.

Elected as director in 2019 and interim Chair role in 2021.Led on introducing good governance, risk management system, volunteer policy, Companies House compliance, annual accounts, new grounds maintenance contract and turnaround situation after resignation of Chair and director at same time in 2021.

Refreshed and further developed skills and knowledge in areas such as problem diagnosis, problem solving techniques, client relationships, communication, group dynamics and facilitating skills.Practical experience with British Blind Sport on corporate fundraising and Clopton Community Action Group's consultation, partnerships and grant applications.

Led on setting up and establishing Oxfordshire Sport and Physical Activity and worked collaboratively with a great core team and partners in making Oxfordshire the most active and least inactive county in England.The experience, skills and knowledge I gained at the Partnership has enabled me to add the following value to any organisation.* Generating new revenue - Achieved a 60% increase in non Sport England revenue during my final year at OxSPA . Maximum annual revenue was £1.3 million.* Following on from the release of the Sport England Active Lives figures (released in October 2018 and covering the May 2017-May 2018) Oxfordshire was the least inactive county in England in my final year at OxSPA. * Partnership development- Achieved the 2013-18 Oxfordshire Vision of making the county the most active in the country .* Strategic manager - Create the first ever sport and physical activity strategy for the county and 2 subsequent strategies.* Empowering people and organisations - funding over 25 partner organisation posts through funding applications and business development * Developing a wide range of senior relationships - Building mutually benefitial relationships with amongst others Public Health, Mind, Oxon Clinical Commissioning Group, Universities, Age UK, Health Inequalities Commission, 5 District Local Authorities and Leisure Providers.* Instigated business development opportunities- For example £1.4 million GO Active project - £371,000 Active Woment project .* Achieving success in funding applications - Securing first round of prestigous 'Get Healthy Get Into Sport' programme from Sport England * Senior management and Board level working - Created, helped develop and serviced Oxfordshire Sport and Physical Activity Board, level 3 of the Governance Code and held up as example of good governance practice by regional Sports Board.* Creating, build and motivate teams- Built the team from scratch and reached 15 members at its peak.

Created virtually from scratch the Oxfordshire Sports Partnership, firstly on secondment 2 days a week from Cherwell District Council and then as Managing Director designate at the same time as managing the Cherwell Team and facilities.