St Leonard’s Hospice is an independent charity, providing specialist palliative care, and support for local people with life-limiting illnesses. We’re dedicated to providing support tailored to the specific needs of patients, and their families and carers, with a wide range of services offered in a relaxed and friendly environment where care is taken personally.In addition to a team of highly experienced doctors and nurses, we have specialists in a wide range of roles including physiotherapy, social work, bereavement, occupational therapy and spiritual care.Though our care is free, it isn’t free to provide. We rely on donations from the public, our shops, and a small amount of public funding, as well as legacies from Wills.

Our work supports the development of hospice care in the UK. By supporting hospice professionals, championing the voice of hospice care and promoting clinical excellence, we help hospice care providers to deliver the highest quality of care to people with life-limiting or terminal conditions and their families.Hospice UK plays an important national role in:Supporting the breadth, dynamism and flexibility of the more than 200 hospices across the UK who care for over 200,000 adults and children every yearEquipping those professionals with the knowledge, skills and expertise needed to deliver care in any setting, support their local communities and to work in partnership with othersImproving the quality of all palliative and end of life care by sharing good practice, innovative solutions and learningProvoking and challenging across sectors, bringing partners together to collaborate in new ways and think differently about solutionsEmbracing and provoking conversations about death, dying and bereavement across all sectors of our society - schools, workplaces and homes as well as between families, friends, neighbours and colleagues

Humber Teaching NHS Foundation Trust is a very special organisation. We are an award winning provider of health and social care services in Hull, the East Riding and North Yorkshire, as well as specialist services for patients from the wider Yorkshire and parts of Lincolnshire. Across our wide range of specialities and expertise we are connected through our commitment to one thing – delivering outstanding care. We never stop thinking about ways to make things better. We don’t just do things because that’s the way they’ve always been done. We’re open to change, trying new things and leading the way in innovation and transformation.

Leading an established hospice delivering a range of specialist palliative and end of life care services across Teesside and into North Yorkshire. Employing over 150 clinical and non-clinical staff and 350+ volunteers. With a group turnover in excess of £5m my role is focusses on ensuring our clinical services are safe and effective and supported by a sustainable income base made up of contracts, fundraising and retail operations.

ACEVO is the Association of Chief Executives of Voluntary Organisations. For 30 years, we have provided support, development and an inspiring, collective campaigning voice for our members across the UK. ACEVO's network of over 1,100 individuals includes the leaders of small, community based groups, ambitious medium-sized organisations, and well known, well-loved national and international not-for-profits.

Working in a collaboration between Teesside and St Teresa's Hospice in Darlington as the joint Chief Executive of both.

Working with the National Collaborating Centre for Mental Health on the review of the Community Mental Health Care Pathway project

Leading an established charity, housing association and subsidiary trading company (Group £3M+ turnover, 100+ staff) working across three local authority areas.Developed the organisation into an outwards looking charity delivering essential services that can evidence the difference they are making to people lives. Ambitious in its potential, the charity now has a number of key strategic partnerships that both generate income and enhance its influence across a range of sectors and locations. Key achievements include:• Developing and delivering an ambitious strategic plan all stakeholders can buy into. • Reversing a deteriorating financial position and increasing turnover from £1.7m to £3m over 4 years• Leading the organisation to become a Registered Social Landlord (Housing Association) with growing portfolio• Establishing a trading subsidiary Registered Complex Care and Supported Living provider regulated by the CQC• Establishing and developing strong relationships with external partners across multiple sectors• Leading the takeover of another charity which in turn opened up new opportunities in new geographies. • Developing a strong team with the right culture and exceptional staff satisfaction ratings • Developing and maintaining strong relationships with key business partners and commissioners to mutual benefit• Establishing and achieving development targets to ensure sufficient resources are secured to enable effective service delivery.• Reviewing and redesigning services to ensure effective, measurable impact • Establishing Business Development practices that use real time market intelligence to drive strategy, growth and planning• Improving internal processes in order to maximise efficiency and productivity

Dove House Hospice delivers the best possible care when there is no cure. We add life to days when days can’t be added to life.

Appointed Governor working with colleagues, Non Exec and Exec Directors. My primary interest in this role is to advocate for the best mental health care possible and remove barriers between physical and mental health care.

New Health and Care Voices is a UK wide space for people who are passionate about having a voice that helps shape the future of Health and Care, challenging the status quo andinspiring the next generation.To enable that to happen, New Health and Care Voices is diverse and inclusive in their approach and draws on a range of leadership, skills and knowledge from people at all levels within the system, regardless of position and authority.My role is to champion the work of the Third / Voluntary Sector and work to develop partnerships with the statutory health and social care sectors.

Short term project delivery consultancy working in partnership with Third Sector Chief Executives to deliver organisational change. Typical assignments have include:• For a Sheffield based community development and service delivery organisation:• Designing a vision, strategy and delivery plan for a mobile community library service.• For a Yorkshire based partnership providing bidding and contract management services for the Third Sector:• Delivering an organisational health check for six voluntary organisations (two large, four smaller) working with their Chief Executives and creating development plans.

Provider of joint services to charities, assisting in both the bidding for and management of significant contracts. Achievements:• Successfully developing response of the challenges caused by the financial crisis and the change of Government in 2010. • With colleagues, growing the organisation from a turnover of £250k to £3m through expansion into new sectors and a broader geographical scope.

Charity providing inpatient mental health care for a national catchment area. Funded by NHS Specialist Commissioning and a range of Clinical Commissioning Groups, providing 97 beds. Role: New position reporting to the Chief Executive. Objectives were to develop new services, find efficiencies, market the existing services and improve internal communications. Turnover £16m. Staff 500. Achievements:• Developed a three year strategy to create outpatient community services and nursing home accommodation, delivered after extensive consultation with commissioners and other stakeholders. • Launched a “Recovery College” as a modernised, peer led, version of a vocational rehabilitation centre, capitalising on demand from people with personal care budgets, and expectations of breaking even in its first year.• Created a strategy to launch a seven person residential home unit for people with mental health and learning disability issues, providing a service local government wanted, at a price it could afford with a healthy return for the charity.• Saved costs by increasing the speed of admissions, reducing the delay between clinical referral and the patients arrival, increasing occupancy and commissioner satisfaction.• Successfully improved marketing to the existing client base of commissioners, increasing referrals to existing services by 30% on a 21% increase in enquires. • Overhauled external communications to improve business development and service delivery, renewing the website, and creating a media strategy, using my existing contacts with national and local broadcast and print media to extend The Retreat’s reputation. • Improved staff morale and engagement by personally boosting the visibility and accessibility of senior management, showing all 500 staff a new vision for The Retreat, receiving excellent feedback.

Service provider for people facing mental health issues. Result of a merger I led. Role: Strategic leadership and operational management, accountable to the Chair of a Trustee Board. Until 2010 General Manager of “Our Celebration” prior to the merger with Mind. Achievements:• Rebuilt “Our Celebration” as an outcome focussed recovery service providing proper job training, demonstrating impact to current and potential funders and securing the organisation’s survival.• Replaced most of the organisation’s staff, improving the internal skill base and innovation, while I personally improved external communications, adopting an ambassadorial role. • Delivered due diligence on a proposed merger with York & District Mind, a troubled organisation with a notable brand, and persuaded “Our Celebration” Trustee Board to proceed. • Led the merger, delivering TUPE transfers of staff, rebranding, novation of contracts, creating a new, smaller, Trustee Board, doubling the organisation’s size. • Created a vibrant, person centric, culture for this new organisation requiring considerable leadership and work with staff, Trustees, funders and external stakeholders.• More than doubled the staff numbers and almost quadrupled turnover during my time in charge, including adding contracts from local government and the NHS. • Successfully increased foundation funding, winning several large grants from the Big Lottery Find, and others including the Henry Smith Charity and the Tudor Trust. • Took over Craven Mind, a local charity facing collapse, and worked as de facto Chief Executive of Harrogate Mind on a consultancy basis to lead them through a strategic change programme.

Chief Officer role with responsibility for ensuring the organisation delivered on existing contracts and secured ongoing contacts in the future. Key tasks included organisational development and attaining quality standards, designing new models of delivery, HR management and ongoing fundraising.

Starting as a volunteer in 1995 before getting a paid Housing Advisor role and finally the Deputy Manager role in 1999. Reporting to the Chief Officer, this role had responsibility to managing delivery of services to the whole County from two office bases. Key roles included staff supervision, finance, liaison with external partners and maintaining quality standards.