Responsible for business strategy; performance management and improvement; communications; customer engagement; Human Resources and organisational development; ICT; governance; and the development of Keelman Homes.

Largest social housing provider in County Durham, providing homes and services to 22,000 tenants and employing over 400 staff members. I direct the way the group connects and interacts with the community and employees. I lead the development of the group's culture and understanding of stakeholder needs and expectations to develop and deliver outstanding internal and external services. So far I have:Transformed the way social housing is delivered in County Durham by project directing the transfer of homes from Durham County Council to the newly established County Durham Housing Group.Successfully led negotiation and bidding for over £200M of Government funding for the establishment of the new company. Successfully established a generalist HR and specialist organisational development service to transform service delivery and relationships with employees and their representatives.Devised a cultural and organisational development programme.

Programme directed the Council's option appraisal for the future of its 19,000 homes. Led the transfer of the housing stock; and established County Durham Housing Group

Housing organisation providing homes and services to 5,000 tenants and employing 80 staff members:Set up Dale & Valley Homes and established the company’s corporate services structure.Led the company’s external consultancy service which provided a peer review service to other organisations to improve services; processes; strategic planning; and inspection ratings. Prepared the annual Business Delivery Plan. Created an award winning interactive Performance and People Management Framework (based on EFQM and BQF principles) that incorporated performance measures; risk assessment and management strategies; and provided tools to enable the effective monitoring, management and improvement of company financial and service performance.Led the restructure of the company and established a business intelligence service bringing together policy and strategy; HR and organisational development; customer engagement; performance management; equality and diversity; and marketing and communications.Prepared People Strategy to drive the achievement of business objectives. Introduced annual company awards; Employee Representative Forum; lifestyle screening, health programmes. The company’s rating as an employer of choice in the Times 100 Best Companies to Work For rose from a ranking of 26th to 3rd and Investors in People Gold Award was achieved. Created Performance Champions roles across the organisation to establish responsibility for performance monitoring, management and improvement and support innovation and intrapreneurship.

I led the stock option appraisal process and subsequently established of Dale & Valley Homes as part of this role. Reviewed the effectiveness of the council’s corporate centre, in line with the requirements of the Comprehensive Performance Assessment (CPA). Completed a strategic review of the council’s corporate environment; and prepared a detailed improvement plan which took into account positive practice and proposed an action plan for improvement. Established a cross departmental Senior Management Group to address underperformance issues and produced an organisational development plan to inform organisational improvement. The council subsequently improved its CPA inspection rating from “fair” to “excellent”.

Business intelligence - horizon scanning; research; performance management. Strategy formulation and improvement planning.

Preparation of briefings, speeches and policy advice.Development of political relationships.Management of funding bids and projects.