Overseeing community, corporate, in-memory, events, individual and legacy giving programmes at the Hospice.

• Managing my team and our supporters through significant change with two major restructures, two brand changes, a merger and a charity re-launch. I provided solid leadership, a shared vision for the future and clear goals and workplans for the team.• Strategic lead for growing engagement and fundraising through our service delivery and volunteering teams. This has been achieved by building relationships within nation delivery teams as well as taking a lead fundraising role in key service delivery and volunteering projects- ensuring vital new projects and teams are designed to support fundraising by problem solving challenges and embedding cross team KPIs, so that fundraising success is everyone’s success.• Introduced a governance structure with an associated compliance toolkit for the fundraising branches in 2015. Following our merger and re-launch as a new charity, I have played a lead role in developing a new structure for branches and groups from both legacy charities that marries fundraising and service delivery locally. • Manage the permissioning process for fundraisers to ensure compliance with GDPR.• Reactively managed the potentially dramatic decline in events, in-memory and community income during the pandemic, supporting rapid new virtual product development to enable us to mitigate against the drop in gross income. This led to us finishing the year 48% above our initial reforecast figures after events and activity was cancelled. • My team won the Best Stewardship Award from Fundraising Everywhere for the stewardship of our first fully digital 10,000 steps product in June 2020.

• Identified the need for a central fundraising function for Girlguiding and set this up- influencing senior managers and Trustees. Ultimately creating successful fundraising streams in the fields of trusts, statutory, corporate, events and community, and legacy giving. The central fundraising function was launched in late 2010 and in FY2014/15 broke the £1m barrier for the first time. • Grew the central fundraising team from one to five full-time members of staff.• Introduced and developed corporate partnerships with large brands including Cotswold Outdoor, Mattel and Sainsbury’s. I developed a particularly successful partnership with Dove -worth £250k over 2 years in the UK and I introduced the contact to global guiding and supported on a larger bid, resulting in several millions of pounds of investment over five years world-wide.• Responsible for supporting the Royal Household and the Department for Children Schools and Families (DCSF) in the development of a new grant programme to enable youth groups to reach new communities.• Responsible for leading trainings and presentations about the funding and fundraising work of Girlguiding to a wide range of key stakeholders including volunteers, corporate and trust audiences. • Worked with the adult volunteer network to support their fundraising – helping them understand what a fundable project would look like and helping them access the right kind of funders. This included the development of online fundraising guidance on our secure members’ website which generated between 2,000-3,000 unique views each month and around 300 unique downloads of “how to” guides I had written.• Responsible for setting up a UK wide network of fundraising volunteers and giving them the tools to support others to raise money locally for local spend. Mentored 30 local volunteer fundraising specialists through a best practice network and training scheme.

Researching potential trusts and foundations and matching them to our areas of work.Building excellent relationships with service delivery teams and with potential and current funders. Writing persuasive, informative and interesting bids and reports to trusts of varying sizes.Working with the programme staff and statutory bodies to increase income from statutory sources by over 200%.Forecasting income and expenditure budgets

Coordinated applications to EU development budget lines from worldwide country offices.  Trained programme staff in the UK and abroad on how to manage grants. This work included significantly revising Save the Children’s Grant Management Manual.Developed grant management tools and worked on plans for a new worldwide grant management database.Worked with programme managers to set thematic programme plans with knowledge of potential future funding opportunities.

Supported groups of people with Parkinson’s Disease to develop applications for a grant programme funded by The Millennium Commission. Took the grants through an internal lay panel for review.Closed the three year grants programme successfully. In the first two years only 32 grants had been made, I made 96 successful grants in nine months which were approved in conjunction with a lay panel at Parkinson’s Disease Society and The Millennium Commission.Liaised with The Millennium Commission to manage the grant budgetVisited groups of people with Parkinson’s Disease to deliver presentations to publicise the grants.

Managed a number of programmes that gave grants to teachers for their professional development.Managed four educational grants schemes linking schools in the UK with those in Russia, China, Ireland and other countries (excluding African, Caribbean and Pacific countries).Set up the linking programme with Russia. Liaised with local British Council offices as well as the Russian embassy in the UK and persuaded the Cultural Attaché to introduce a new visa to allow our programme to succeed.