Head of Waste Collection, Recycling, and Streets CleansingHeaded the front line services for two councils in the areas of waste collection and management, recycling, street cleaning, snow clearance, and funeral and burial services. Covering an area of 400 square miles and serving 188,000+ residents. Managed operating budget of £8.6 million ($13.7 million USD).Managed fleet of 180 vehicles in all departments, including procurement, for the two authorities.Supervised eight direct reports as well as 120 front line employees and contractors. Built strategic partnership between the two authorities, delivering top performance in UK for recycling rates. Staffordshire Moorlands achieved recycling rates of 62%, the highest in England for 2011 out of 376 Waste Collection Authorities in England and Wales.Facilitated strategic development of the service and partnered with Regional and Central Government department to develop and deliver “best in class” service.Initiated compositional analysis focused on improving recycling rates and delivering significant financial savings.Organized safe driving training for all drivers. Collaborated with Health and Safety Officer to design staff training in manual handling, chemical handling, and disposal of hazardous waste.Key member of the Emergency Planning function for both authorities

Managed strategic development of Parks and Countryside Management services and operations, including arboriculture services, sports development, leisure management, burial and cemetery management, and contract management, covering an area of 223 square miles and serving 95,400 residents. Managed operating budget of £1.6 million ($2.5 million USD).Supervised four direct reports plus Leisure Management Contractor and Grounds Maintenance Contractor with 100+ staff total.Developed and delivered training programs in Health and Safety management, in conjunction with corporate Health and Safety team. Reviewed all operational procedures in preparation for external quality audit.Collaborated with business analysts to improve operational processes and integrate services into call center to improve customer service and overall efficiency within the department; trained front line staff and conducted comprehensive review of customer service scripts.Achieved faster response times to customer request and complaints. Restructured budgets to establish coaching budget of ~$60,000, enabling employment of more coaching staff to deliver programs in partnership with local clubs, leading to increased participation and performance levels. Reviewed front line service areas for Grounds Maintenance and Waste and Recycling, delivering operational improvements, efficiency increases, and significant financial savings.Reduced staffing costs by ~£80,000 ($120,000) and other operational budgets by ~£50,000 ($75,000). Decreased the fleet by two waste collection vehicles and reduced staffing accordingly, resulting in a saving of ~£200,000 ($300,000).Saved ~£40,000 ($60,000) by reducing staffing by two FTE though merged services.

Oversaw operation of Leisure Centre services through a leisure management contract with an external provider, including sports development in partnership with neighboring authorities, the private sector, government, and the voluntary sector.Supported other departments, including Housing and Revenues Department (Benefit Fraud inspection), Customer Services, and Business Process Reviews on specific projects and change management processes.Played key role in audit and preparation for the inspection of the council’s benefits services by the Governments Benefit Fraud Inspection Team (BFI). Delivered significant service improvements, resulting in rating increase from “Poor” to “Good,” by Central Government Auditors; also reduced staffing and improved benefit claim processing times.

Directed services and functions of Community and Leisure Department, including indoor and outdoor leisure, parks and open spaces, cemeteries, sports development, cultural services, and community services. Collaborated with Trade Unions, other departments of the council, and external partners, such as Health Boards, Water, Police, and Fire Services, to ensure smooth operations.Focused on addressing health issues and inequalities through its sport and leisure activities, youth services, arts activities, community learning, and library services.Led the 1996 divisional restructure, which increased staffing and coaching programs at no cost, boosting revenue by 12%. Established three branded gymnasiums with 30,000 members and a new swimming development program that provided teaching and coaching services to schools and the wider community. Established new sports development strategy, resulting in formation of new swim team that became the 4th best in the UK, sending swimmers to represent the UK at Olympics and Commonwealth Games.Coached a physically impaired athlete who became the Paralympic World Record Holder and Olympic Champion and established a small squad of swimmers, including another paralympian. Provided coaching and support to the Stoke Mandeville Games sponsored by Stoke Mandeville Hospital, which specialized in the treatment of those with amputations and paralysis.

Established new Charitable Trust, operating at strategic level with elected council members and other directors of the company.