Luke Bruce Email & Phone Number

London, England, United Kingdom

Leading a team to develop and deliver a major pan-London programme to support the Capital’s recovery from COVID-19. Programme is overseen by a board co-chaired by the Mayor of London and the Chair of London Councils. Coordinate nine missions structured around a partnership of government, business, civil society and academic bodies tackling some of London’s biggest challenges. Achievements include: Putting in place a range of programmes, networks and initiatives including: the Anchor Institution Network; Fairer City Action Plan to tackle the disproportionate impacts of COVID-19 on different communities and a city-wide Economic Recovery Framework. Responsible for supporting, challenging, and engaging with recovery teams and leads in the GLA, London Councils and Boroughs, as well as other relevant partner bodies to ensure that progress is made on the delivery of the nine programme 'missions' and associated work.Programme and governance structures are expected to become a permanent part of London’s approach to dealing with the city’s fundamental challenges. In addition, a major incident commander for the GLA (a category 1 responder under the Civil Contingencies Act 2004). Managed the London Coordination Centre for the London elements of ‘Operation London Bridge’ the 10 days of mourning for HM Queen. Alternate event ‘Gold Commander'.

London, England, United Kingdom

Initially, a short-term interim role leading the Mayor of London’s economic development programmes and policies, including business engagement, economic development strategy and pan London business support programmes. Staff of 40 and a budget of £18m.With the emergence of COVID-19 the role switched to acting as the lead official responding to the pandemic’s business and economic impacts for the Greater London Authority and the pan London Strategic Coordination Group (SCG). Provided high-quality and timely advice to the Mayor of London and agencies such as the Metropolitan Police, NHS, Local Authorities and Public Health England on the impact on London’s economy. Participated fully in the most senior London response structures including the Mayor of London’s ‘Gold Cell'; the SCG and the London Transition Board. Achievements include: Creating at speed a new team drawing together a wide range of policy experts, economic analysts, communication advisers, data leads and programme delivery specialists to help mitigate the impact of the pandemic on London’s economy. Rapidly developed and delivered a range of urgent support programmes to help businesses survive the pandemic.Putting in place and chairing pan London Business engagement structures to ensure timely and informed insight on the needs of business. Drafted the London ‘reopening’ roadmap providing an agreed set of multi-agency actions to ensure the successful transition from lockdown.

London, United Kingdom

Interim leadership role which brings together policy development and programme delivery in a complex and highly political stakeholder environment. Tasked with ensuring the Mayor of London’s environmental and energy priorities for 2019 are delivered including: the introduction of the world’s first Ultra Low Emission Zone in central London; a network of at least 100 public drinking water fountains; an energy company for London and the successful implementation of a range of policy, grant making and awareness raising programmes helping to make London greener and cleaner. Reporting to an executive director and accountable to a Deputy Mayor. Membership of the GLA’s senior management team. Responsible for 75 staff with a revenue budget of £15 million.

London, United Kingdom

Short term Interim role reporting to the Director of External Affairs. Providing advice on public affairs issues and stakeholder management as well as leading a number of teams, with the aim of improving the organisation’s external relationships during a period of leadership change.

London, United Kingdom

Interim leadership role supporting the College during a period of internal review and change. Responsible for leading the strategic development and implementation of policy and campaigns for the RCGP across the UK, maximising the breadth and depth of membership involvement and engagement.

London, United Kingdom

A senior leadership role in a complex UK wide, statutory body with charitable status and an annual budget exceeding £100m. Managed and developed a range of functions in the Strategy and Communication Directorate. Led a number of high profile organisation wide reviews, change programmes and sensitive projects. Achievements include:Initiated and led the development of a new organisation wide data strategy to enable the GMC to better achieve its regulatory functions. Currently leading a £1.4m programme to deliver the strategy working across organisational boundaries.Asked to lead the Chair and Chief Executive’s office in a ‘Chief of Staff’ role during a period of significant change, providing leadership to a range of functions and tasks including: governance; business planning; appointment of a new Chair; and supporting the senior team.To increase the GMC’s impact on public policy established and edited a major new public policy project, The State of Medical Education and Practice, which uses GMC insight to inform debate. Now in its fifth year. For four years led the organisation’s response to its high profile external annual performance review. Through stronger coordination and improved reporting ensured the GMC meet all the relevant standards within three years.

London, United Kingdom

Part of a four person senior management team with responsibility for the leadership and strategic direction of a new regulatory body. Reporting to the Chief Executive and the Board. Responsible for: the development and advocacy of the organisation’s policy positions; brand management and corporate communications; development of effective communication channels and communications strategies.Achievements include:As founding Director put in place new teams to fulfil core functions working with fellow Directors to develop a new regulatory model which continues to this day. Created a new identity for the organisation supported by stakeholder insight, resulting in significant improvements in external perceptions of the organisation. Initiated and oversaw a major process of strategic policy development, leading to significant commitments by the regulator for the future development of the sector.

London, United Kingdom

Director level post with responsibility for policy development; leading a team of up to 30 staff; management of a £1 million budget; the party’s e-communications strategy; policy and political liaison with cabinet ministers and other senior stakeholders; liaison with key pressure groups, business and think tanks; publication of party documents and briefings. Successfully managed from concept, to agreement through to publication Labour’s General Election Manifesto 2005. Contributed to the document’s drafting.

Senior staff member in the Labour Party’s policy unit responsible for policy development; organisation of the Party's policy making process; planning and organising policy seminars;engagement with external organisations; and research support.

London, United Kingdom

Desk officer with responsibility for education and employment policy development.Contributed to the weekly DFES ministerial team meetings and provided political and policy support to the relevant ministers.Drafted a range of documents from policy papers to ‘line to take’ briefing notes.

London, United Kingdom

Mba (Distinction), General Management. Followed The Strategy Stream In The Second Year, Distinction

Activities and Societies: Sponsored by the School for membership of the international Beta Gamma Sigma Society recognising high.

Top Leader Journey Programme

Personalised executive education programme with the aim of building leadership skills. Participants drawn from senior levels.

Ba Hons, Social Policy