Overseeing the financial management, strategies, policies and development plans for the Housing Association. Eildon is currently undergoing unprecedented expansion of its housing stock, working closely with Borders Council and the Scottish Government to maximise the availability of affordable housing in the region. We are also developing strategies and facilities to cater for an ageing population.

Reviewing the policies, procedures and performance of the Registered Social Landlord and making recommendations for improvement to the Board. Making sure that the organisation changes and develops in a manner that meets the changing needs of its customers.

I have just completed a three year, fixed-term appointment with the Government of Montserrat. My role in Montserrat was to help re-establish the islands fragile infrastructure following the devastation caused by earlier volcanic eruptions. The island relies on the UK government for financial support (through DfID) as it attempts to recover into a self-sustaining economy. I helped to improve the resilience of the islands utility networks, undertake a major upgrade of the road network and project manage the design of a major sea port and marina. The islands ability to attract inward investment was being stifled by very high energy costs (oil powered generation). Over the past year I successfully managed the drilling of two exploratory, geothermal, production wells. Both wells found the resource and the island is well on its way to being able to generate low-cost, green energy to provide for its current needs and into the foreseeable future.Key Achievements:• Programme manager for all infrastructure investment including the design of a multi-purpose port and marina ($150M). Secured funding and successfully managed the drilling of 2 No. geothermal production wells up to 3km deep.• Designed and constructed major public buildings (i.e. offices, school extensions including labs, sports hall and classrooms, housing/retail developments and hospital facilities.• Successfully upgraded over 10km of road including 3 bridges, 6 culverts and utilities (HV,LV, water and telecoms). Maintained all public buildings and managed the design and build of new buildings.• Upgraded the government’s fleet of plant and vehicles whilst restructuring the workshop staff. Developed Operational Charter and associated policies.• Securing available finance (multi-sources), budget setting agreements and expenditure monitoring.• Strategically reviewed the department and developed restructuring plans. • Developed departmental resilience and succession plans.

Main focus was to ensure that the Community obtained the maximum benefit from the available budget allocation. Provided strategic direction to the organisation. Delivered effective services from asset management, preparation of briefs, design and document preparation, tendering and contractor negotiations, scheme prioritisation and works management. Developed partnership arrangements with a bitumen supplier to provide a unique emulsion manufacturing facility to improve competitiveness, Also secured arrangements with several contractors and consultants. Project managed the introduction of cost accounting software with continually updated cost/income/expenditure against budget reports that were shared with all managers and were critical to our success. Prepared annual service plans and ensured that the organisation changed and developed in a manner that provided best value. Delivered the following portfolio of services: new road construction, term maintenance, infrastructure maintenance services, surfacing, surface dressing, winter maintenance, fleet management, street lighting, ground maintenance and street cleaning. Developed customer services and communications monitoring software. Acted for the council with a national initiative to develop an asset management approach to all services. I also participated in a SCOTS pilot team working with a software developer and SCANNER survey machine to calculate backlog maintenance and budget requirements.Key Achievements:• Maintained and developed the competitiveness of the in-house service providers.• Emphasised a customer-focused approach to service delivery. Improved efficiency levels by over 12%. • Grasp of wider picture both locally and nationally through networking e.g. APSE meetings. • Lead manager in the development of Performance Indicators used by the majority of Scottish Authorities. • Introduced training schemes to improve skill levels throughout the organisation