Although only becoming a trustee in March 2020, I have been appointed to a newly created Trustee Advisory Group which has been established as a direct result of COVID 19, as a Sub-Committee of the main Board. The role of the Group, working with the hospice's senior leadership team, is to assess the impact of the virus on the operations of the hospice, but particularly in the context of the financial impact on the viability of the charity.

Hatters Heritage is a newly formed charity and its objects are for the advancement of education to benefit the public by encouraging the preservation and appreciation of the heritage and history of Luton Town Football Club.The group already has some bold plans for the future and has secured funding from the Heritage Lottery Fund to build a website to hold the extensive range of archive material documenting the club’s 135-year history. The website has been launched (November 2020) at www.hattersheritage,co.ukThe long terms aim is to create a museum space in the club's new stadium when built. My initial role has been to work with other trustees to ensure the delivery of the contract for the creation of the website.The charity has formed a Fund Raising Sub-Committee (November 2020) and I have been appointed Chair. The objective of the sub-committee is to secure additional funding and sponsorship to sustain the work of the charity promoting Hatters Heritage.

Formed in 2018 the objective of the Community Interest Company (CIC)is to provide benefit to:People interested in cultural history of their neighbourhoods and families, particularly but not exclusively the town of Luton in Bedfordshire. As one of the 2 founding directors, I was responsible for establishing the CIC, ensuring that appropriate governance and legal compliance was in place. Now I work on the development and delivery of local heritage projects in partnership with key stakeholders. www.culturalhistories.org

Providing consultancy services:Bid submissions for funding on behalf of local charities and a community interest company.Review and evaluate local authorities’ tender opportunities for the provision of fuel and power for an energy broker.Evaluate and advise on asset disposal options for a new housing development.Develop the company structure for new community interest company and its incorporation.Draft consultation responses to a Parliamentary Select Committee's call for evidence and local authorities consultation proposalsProject manage the delivery of local heritage projects including the development of strategic partnerships with a local authority, universities and an educational academy. Facilitated a review of a Business Continuity Plan with a Company Senior Leadership Team, testing out the robustness of the existing plan and developing the resulting action plan.Procurement review of local charity’s building maintenance contracts. Undertake a review of corporate and operational practices and providing on going corporate governance advice for a property company based in Luton, reporting to the Managing Director. Adjudicated on an employee grievance for a charity, producing an outcome report and attendance at the subsequent employment Tribunal to give evidence.Interim Service Director – Commissioning of Well Being Services at Luton Borough Council, August 2016 – July 2017 My responsibilities were: Corporate procurement, quality assurance for regulated and non-regulated adult social care and wellbeing and prevention services, the commissioning of housing related support services, leisure and cultural services and the delivery of the adult community learning. In financial terms my Divisional budgets are in excess of £11m.

The charity has been in operation for 10 years and currently delivers football coaching and educational support to over 3000 young people and people with special needs in Luton and Bedfordshire a week, with an annual turnover of circa £1m. The charity objectives are: • To promote community participation in healthy recreation by providing facilities for the playing of association football and other sports capable of improving health.• To provide and assist in providing facilities for sport, recreation or other leisure time occupation of such persons who have need for such facilities by reason of their youth, age, infirmity or disablement, poverty or social and economic circumstances or for the public at large in the interests of social welfare and with the object of improving conditions of life.To advance the education of children and young people through such means as the trustees think fit in accordance with the law of the charity.In addition to the legal responsibilities of a Trustee to ensure due diligence, probity and legal compliance, I have lead on behalf of the Board on the recruitment of new trustees, the establishment of a new sub-committee structure and I chair the Governance Sub-Committee which provides the scrutiny and oversight of all policies, procedures and financial matters of the Charity, thereby ensuring that the Charity has in place an appropriate system of internal control and risk management that will fulfil its statutory obligations for excellent governance.The Sub-Committee also oversees the financial performance of the Charity, keeping under review the financial resources likely to be available in the immediate and longer term. It also advises the Board of Trustees on the adequacy of its resources in relation to the Charity’s strategic plan and the Charity’s Policy in respect of Reserves.www.lutontowncommunity.co.uk

My primary function as a Non-Executive Director role, who is removed from the day-to-day running of the company is to play 2 crucial roles. For the Board, by providing an independent perspective oversight. For the Board the Managing Director and the Executive Directors, who must uphold the highest standards of integrity and probity,I provide constructive challenges. www.lenwell.com

My responsibilities were:Corporate procurement, quality assurance for regulated and non-regulated adult social care and wellbeing and prevention services, the commissioning of housing related support services, leisure and cultural services and the delivery of the adult community learning. In financial terms my Divisional budgets are in excess of £11m.

I was responsible for quality assurance for regulated and non-regulated adult social care and prevention services, the commissioning of housing related support services, leisure and cultural services, adult community learning and the community development service.

I had responsibility for the development of the local housing strategy, the new homes build programme, homelessness services, private sector housing, support for asylum seekers and the community development service, within a new combined Housing and Social Services Department on Luton Borough Council achieving Unitary Authority Status.