A diverse staff community of over 4,300 staff and nearly 40,000 students. The largest provider of higher education in the South West with operations locally and internationally.

Board Member (unpaid voluntary role). NFCC is an independent membership association and the professional voice of UK fire and rescue services. We support fire and rescue services and members in transforming their role and improving their services to meet changing demands and resources for the benefit of society.

A network of 250 leaders from across all sectors, supported to develop through conversations and shared learning.

Responsible for: People Strategy; HR; Training/Learning including Leadership Academy; HEI partnership for police learning and Firearms Training collaboration serving three Police Forces; Organisational Development and Culture programmes; PMO overseeing coordination of corporate change portfolio across infrastructure and estates, digital/IT and service redesign, alongside a range of additional enabling services and being SRO for ERP Futures Programme. Responsible for multi-£m budget and +300 staff and the development and delivery of people and organisational development strategy and directorate services.Developed an integrated people strategy and reshaped people services ways of working, systems and structures, modernising talent acquisition and e-recruitment, strategic workforce planning, people analytics and our wellbeing programmes. First police service to achieve the National Equality Standard (NES), with a new employer brand and national recognition cementing our inclusive value and action on diversity. Achieved Stonewall Top 100 Employer status 2022CIPD People Management Award 2020 for best use of technology in HR; substantial 3-year uplift in people survey employee engagement results and values alignment. Employers Network for Equality and Inclusion (ENEI) award winner in the neurodiversity category and shortlisted for inclusive culture. Disability Confident Leader status achieved.Launched Leadership Academy, introduced new initial learning for officers in partnership with HEI, digitised delivery and transformed our systems for learning and skills management. Delivered a major uplift in police officer numbers alongside service redesign and change. Increasing levels of diversity underpinned by an innovative outreach programme, cultural intelligence and operational inclusion and diversity learning embedded in communities and lived experience and delivered with third sector partners based on our values: courage, caring, inclusive and learning.

Chief People Officer working towards an outstanding police force, leading on the development and delivery of the people and organisational development strategy. Responsible for HR (recruitment, advisory, workforce planning, payroll etc.), legal services department, a large learning/training department and regional firearms training collaboration, organisational development programmes, occupational health unit and health and safety.Avon and Somerset Police serves and protects a significant proportion of the West of England; a diverse and complex community including the City of Bristol and its urban fringes as well as more rural and isolated communities. With a high-calibre workforce of +6000 police officers, professional support staff and volunteers, the organisation is well-regarded, innovative and efficient.

The Constabulary is a large public sector organisation in the south west region with a budget of c. £300m and +6000 people. Part of a senior leadership team of Deputy Directors and Police Chief Superintendents, working together to make Avon and Somerset Constabulary an outstanding police force. • Providing strategic direction and leadership to the HR Operations; Learning; and, Organisational Development departments (workforce planning; advisory; employee relations; resourcing; inclusion and diversity; wellbeing; recruitment; administration and payroll; training; audit and compliance etc.) • Led the design and implementation of a transformation programme to redesign and restructure the organisation’s enabling services management structure and ways of working, introducing four new directorates (People & Organisational Development; Finance & Business Services; Information Technology; and, Transformation and Improvement) delivering multi-million £ efficiency savings, better value for money and performance benefits. • Lead a senior leadership team comprising Heads of Department and other senior managers. • Created appropriate structures and processes to deliver plans to achieve change, establishing plans to uplift the HR capability, developing key policies, standards and practices to enable greater efficiency and effectiveness. • Led the development of a whole organisation People Strategy. • Developed strong relationships with stakeholders and delivery partners both within the new function and across the wider operational and enabling services professional community.

Directed complex, large-scale internal and interagency change programmes and initiatives.Accustomed to managing 7/8 figure budgets and achieving multi-£m cost savings.Led large, high-performing teams across multiple sites with diverse skills and specialisms.Instrumental in developing strategic plans, key policies and relationships.

Head of Department responsible for leading functions including: change management, business intelligence, performance management and continuous improvement, assurance, regulatory inspection and audit and data compliance/governance, corporate strategy and planning, digital services, organisational learning, academic engagement and research.- Achieved ‘outstanding’ HMI rating for service improvement, demand management and efficiency, reshaping and galvanising a +150-staff multidisciplinary department and new PMO function.- Spearheaded award-winning digital and analytics innovations, revolutionising ways of working and culture, securing major cost savings, multi-£m external investments and new collaborations- Professional head of service for performance management and business intelligence; strategic digital services; change management; corporate risk assurance, audit, compliance and inspection functions.

High profile role, working with senior stakeholders to develop and continuously improve the strategic plans. Led the organisation-wide strategy and planning processes; analysed options and produced and assessed business cases; ensured responsiveness to internal and external trends and research; produced corporate plan and strategy documents; monitored and reported on progress; and, coached others to build strategic planning capability. Integrated corporate risk management and assurance functions across all operations and established a leading-edge organisational learning capability whilst enhancing relations with academic institutions. Close partnership working with Finance, HR and Corporate Communications. - Appointed to lead comprehensive review of organisational learning and reforms following high-profile case. Risks substantially mitigated and work praised by key stakeholders and independent body.- Reformed continuous improvement and risk assurance frameworks embedding best practices and winning the trust and confidence chief officers, the commissioner, independent audit committee and inspectorate.

Strategic development of The Scout Association’s international relationships, including our 13 Branches, British Scouting Overseas, the Commonwealth and interaction with other National Scout Organisations and the European and Global offices. Led the Project Boards and managed the contingent leaders to large international events. Supported the youth programme team with development of international and global opportunities. Led a volunteer team, developed and delivered plans to meet the long term vision and objectives in this area and advised the Board on international matters.

Responsible for providing strategic direction, leading and managing the charity which involves over 15,000 people. This includes ensuring that it provides high quality, safe and educational experiences for young people, developing and growing the provision, promoting and maintaining the policies of the Association and proactively managing volunteers. Scouting is the largest co-educational youth charity in Avon and in the UK.- c. 12% growth in membership in 3 years- £ Investment in development tripled annually- Governance reformed with high calibre trustees recruited externally- 5 year financial and operational planning, rolling annual planning cycle and aligned performance reporting introduced - Website, social media, print communications and ICT overhauled - Major new funding and partnerships and innovative development projects delivered- Fee model restructured- Largest contingent secured to quadrennial global event in Japan and highest level of financial support provided to participants - More inclusive and balanced management team developed- Access and inclusion fund launched- Provision of activities and services improved and extended- High profile ambassadors recruited and used to promote our work

As a senior manager at Skills for Health (The UK Sector Skills Council for Health), Dan was a trusted adviser to the Chief Executive, the Board and Senior Management Team responsible for ensuring the highest standards of corporate governance were met and efficient corporate services delivered across a complex business in a high profile, politically dynamic and demanding environment during time of substantial change and development. A substantial proportion of his work involved engaging with health sector Chief Executives and Non-Executive Directors from senior roles in the business world, so he is accustomed to high levels of accountability. As well as managing our corporate governance arrangements for the organisation and its subsidiary, risk management, information governance and internal audit functions, strategic and operational planning processes, performance reporting to major sponsors including government departments, and facilities management, he also delivered designated consultancy assignments on workforce and organisational development for clients. - Managed corporate governance for the group of companies taking it from public sector body to charitywith trading in the UK and abroad including National Skills Academy- Principal adviser to Board, Council, and SLT, managing governance, planning, risk management, facilities,corporate support services and running national health sector conference for +100 CEOs/Directors.- Secured commissions and led consultancy assignments praised by clients for realising change and savings

Devised and managed delivery of a significant marketing and communications programme within health and related sectors, which achieved the strategy and exceeded targets to increase SfH’s profile and significantly improve internal communications. Refreshed and re-launched the organisation’s brand and visual identity. Led a major project to redesign and re-launch our online presence. Introduced an internal communications strategy, new web 2.0 interactive extranet and monthly internal newsletter. Led a project on Public, Patient and Service User Involvement. Established the annual market research programme, informing product and service development and target setting. Project managed several cross-sector projects.

Member of the Board (key relationships with the CEO, Directors and senior managers) in a key governance and strategic role accountable for ensuring and supporting the growth and development of the organisation’s 510,000 members. - played a lead role in establishing for the Board a more joined-up process to the organisation's cyclical strategic planning with establishment of objectives and performance monitoring and involved in reforming the charity’s governance, resulting in greater alignment, focus, coherence and stakeholder engagement, linked to historic membership growth (fastest rate for 23yrs; 2006/7: 365k and 2009/10: 499k) and rapidly increasing gender, ethnic and faith diversity, growing public profile, income and influence. - instigated a review of the 'fundamentals' resulting in historic changes to our membership policy - initiated leadership and management standards to underpin development of practical actions to support our strategic development in this area- played a lead role in establishing our diversity and inclusion framework- strengthened and broadened the diversity of gender, age and internal/external membership of the Operations Committee - an influential leader in the organisation nationally and internationally- introduced a senior non-exec steering Board to support strategic development of our National Activities Centres Voluntary - Trustee of the Charity

I was Chairman of the Board of Directors/Trustees, leading it through significant and rapid transformation, income and membership growth, including considerably raised profile with UK-wide and international programmes, campaigns, events and partnerships. Spokesperson to the national media with interviews on BBC News, GMTV, Channel 4 Dispatches, Sky News, across national radio and print, resulting in BYC’s best year of coverage since 1948.Established after the Second World War by the Prime Minister and Foreign Secretary, British Youth Council has now become "the voice of young people in the UK." The organisation acquired the UK Youth Parliament, is the only external body with the right to host debates in the House of Commons chamber and regularly represents over 600 members organisations to Cabinet ministers and international agencies.