My role at the Open University is to design, develop and deliver a Continuing Professional Development (CPD) portfolio in the field of policing. I work with others to design and deliver CPD courses for Policing. I liaise with police forces and other policing-relevant agencies, helping to design, develop and deliver online and face to face teaching and materials and project manage the conversion of existing OU teaching materials to online learning suitable for use by policing professionals.There is a particular emphasis on leadership and management studies in the first phase of our CPD development work. For more information about me, my role and the work of CPRL please visit https://www.open.ac.uk/centres/policing/news/ian-mcneill-joins-centre

Training to be a pluralistic Psychotherapist / Counsellor - (Psychodynamic / Humanistic / CBT).Currently on placements with Cruse and KidsAid.

The department I led protected the public by investigating serious concerns about a nurse, midwife or nursing associate's fitness to practise. These concerns could place patients at risk, or undermine professional standards or public confidence in nurses, midwives and nursing associates.The aim in investigating these concerns is to allow decision makers to take the right decision at the earliest opportunity. Investigations are vital to our overarching objective, which is the protection of the public.

I led the work of the Regional Liaison Service (RLS) for the General Medical Council (GMC).The service was made up of a national network consisting of 4 Principal Regional Liaison Advisers (PRLAs), 15 Regional Liaison Advisers (RLAs) and 30 Associates RLAs (ARLAs) supported by 3 business; training and development managers and an intelligence and administrative support team of 8 talented people based in Manchester.The service I led worked with patients, doctors of all grades and from all specialties, commissioners, providers, medical schools, students and other health care regulators such as the CQC and NMC.The teams primary responsibilities were to:Promote understanding of the role and value of the GMCs work with medical students, doctors, patients, employers and other health regulators Support high professional standards in medical education, training and practice by identifying concerns about patient safety and the quality of training doctors are receiving and collaborate with others to drive improvement Deepen the GMC’s understanding of the issues affecting doctors, employers, medical students and patients so that our work is informed by and responsive to these challengesBring back operational and policy intelligence to ensure the organisation is in touch with what is happening in practice across England Develop training upstream preventive learning interventions to support high standards of professional practise.Help people to get involved in shaping our work through consultations and discuss changes that could affect them.

I worked as the Regional Adviser for North London one of our busiest regions.My role was to work with the GMCs partners across my patch to make sure that what we do is understood and meets their needs. My primary responsibilities were to:• Promote the standards we set for doctors and explain what happens if a doctor falls short of these• Help people to get involved in shaping our work through consultations and discuss changes that could affect them• Support the implementation of revalidation by engaging groups of doctors and patients to make sure they understand what it is, how it will work and what it means for them.I primarily worked with groups representing patients and those representing doctors, commissioners, providers, medical schools and students.

Responsible for a Countywide department of 200 staff and a budget of £5 million delivering the administration of Justice for Northamptonshire Police; Custody Services; Strategic Criminal Justice Partnerships; Firearms Licensing; Detained Property; the Justice IT Programme Board and Project Athena. In this post I led a radical re-structuring which delivered 25% efficiency savings. I chaired the East Midlands Heads of Justice, I was a Local Criminal Justice Board Member and represented Criminal Justice partners on the Board of Governors for the Northamptonshire NHS Healthcare Trust.

This is an inter-agency group attended by senior representatives of the core criminal justice agencies. The members worked to improve the performance of the criminal justice system across the County.

The PSAEW is the sole representative body for police officers in the Superintending ranks. It has the following objectives:- To negotiate the best possible conditions of service for members, and to provide support and advice to members regarding health & welfare or those ‘at risk’ in relation to conduct issues;- To lead and develop the police service to improve standards of policing;- To actively contribute to help shape future policing policy and practice at the national and strategic levels;The Branch Secretary is responsible for focusing on the pay & conditions of its members and working with the other officials of the Trades Unions and Police Federation to provide a view to the Force leadership on policy and HR processes etc.I served on the National Executive of the PSAEW as the LGBTQ national lead.

Seconded to deliver two key projects; Firstly the development of a regional firearms capability and contingency plan in preparation for the 2012 Olympic Games. Secondly to develop the business case for migration to a national IT system from the divergent IT systems the five forces had in place. In addition I developed a regional strategy for business benefits realisation.

Leading this HQ department of 100 staff with a budget of £3 million, I was responsible for the strategic planning and organisational development of Northamptonshire Police. I was also required to oversee, manage and coordinate all corporate change, performance data, customer satisfaction surveying, continuous improvement and internal inspection activity.

In this position I led a team of experienced senior officers who inspected the eighteen police forces across central England and Wales. I was required to plan and coordinate a programme of inspections across the region and ensure all of our work was delivered within the national timetable. I produced written, public inspection reports, on my assessment of individual Force performance. I constructed letters, reports and e-mails on behalf of Her Majesty's Inspector and drafted responses for Home Office officials, Ministers and the Home Secretary. Additionally I represented HMIC at Home Office meetings and on a Home Office violence working group as well as delivering presentations at the Police Staff College.

I transferred back to Northamptonshire Police on promotion to Chief Superintendent. The Force was divided into four territorial areas at the time. I was the Commander for the North of the County which covered two and a half local government areas. I led 400 officers and staff and managed a budget of around £17 million. I had sole responsibility for police operations and performance for my command area. During my three years in post crime was reduced by up to 37% and significant advances were delivered in neighbourhood policing and partnership working. My area was the first to introduce Police Community Support Officers funded by local councils. Additionally I introduced a Partnership funded and resourced Antisocial Behaviour Unit and Licensing Team.

I transferred to Essex Police on promotion to Detective Superintendent. I was appointed as a senior investigating officer. I led a dedicated team of detectives who investigated the most serious crimes. I was responsible for leading major crime investigations into murder, attempted murder, stranger rape, kidnap, extortion, blackmail and internal criminal investigations. Many of these enquiries were high profile and attracted significant media attention. In this post I was awarded two commendations, one from a High Court Judge and the other from the Chief Constable in relation to the quality of my work and leadership skills during complex investigations.

As the Area Crime Manager I oversaw all Area crime investigations and intelligence operations.