William Bradshaw Email and Phone Number

Undertaking a consultancy assignment to develop the interim management business for Solace in Business (SiB), partly to navigate the choppy waters of IR35 and to develop consultancy based assignments

An interim contract to work with selected local authorities across a range of services offered by Solace in recruitment (both interim and permanent) and Membership.

Providing a range of senior executive, poiltically sensitive services to local government and the wider public sector, including confidential advice, structure/staffing/service reviews, leadership recruitment, interim management, organisational design and development, leadership and motivational support, change and transformation mamnagement and general consultancy.Examples include:* providing highly confidential advice to a unitary authority on options for a top management re-structure* a major (year long) project working exclusively with a Met local authority senior leadership group, reporting to the Chief Executive, advising on senior level re-structures arising from a major cost savings exercise, and then leading the recruitment of permanent and interim staff at significantly reduced costs* variety of one-one career support, mentoring and coaching* consultancy support on regeneration projects.* Community engagement work with a local group to promote spatial planning in their area* NED work across the Arts sector, with a focus on commercial opportunities and cost management

Undertook a 14 month contract, heading up the Interim Management and Operations service for SOLACE in Business (covering Jess Mullinger's post during her maternity leave). I led an expanding team of public sector recruitment specialists, providing interim and consultancy services at a senior level across the public sector, its partners and suppliers. Over the period of the assignment, in mostly a strong market, there was significant growth in all key areas, including profitability, active customers, number of assignments etc

Board member of a Theatre Trust described by the Arts Council as Outstanding. The LBT is a unique theatre, more an arts 'hub' for Kirklees, blending an innovative programme across a diverse range of activities (especially strong in contemporary dance) with a dynamic, community outreach capacity, a partnership with local companies and communities, and a commercially astute approach. Also a Member of the Finance group that has helped steer the theatre through very difficult economic times,with a strong cash flow and stable financial position.

Undertaking work with the City of Willoughby, Sydney, working on the senior management leadership development programme.

Undertaking work with the City of Playford to re-engineer services and deliver cashable savings.

Initially, working with a panel of Councillors from all main political parties to review the decision-making and implementation processes for a transformation of services to children with a range of special educational needs (hearing, physical, visual and autism). This has proved to be a publicly controversial and high media profile topic, referred to the panel by the Kirklees Cabinet.Appointed in May 2013 to the main Panel providing an overview and scrutiny of the Council's use of Resources.

Led the development of positive, long term commercial relationships with local authority clients at Chief Executive level, and with other senior managers, and successfully delivered first time appointments, often involving elected members, across a wide range of service areas, including Chief Executive/ACE, Children's Services, Technical Services (Finance/Resources, Procurement, Highways, Planning, Environment, Sport, Recreation and Culture), Communities/Neighbourhoods and Adult Social Care.Developed an in depth understanding of how the private sector works in a public sector setting, including commercial awareness and profit maximisation, networking with key players from other parts of Capita seeking 'big ticket' contracts and acquired a detailed understanding of the longer term dynamic, and how profits can be extracted from public contracts.

Setting up new Local Government agency to support Leadership development across political and managerial roles in local government

led on the corporate performance improvement agenda, including CPA. Achieved a ‘fair' rating with a ‘good' score in 2003, and a ‘good' rating in December 2004, both with strongly improving 'directions of travel'.promoted continual improvement in customer focussed service delivery, aligning corporate plans with internal and external communications full member of the corporate Executive Boardsuccessfully created three Delivery Contracts - 3 year, outcome-focused service improvement programmes using PRINCE 2 methodology, negotiated between service managers, corporate officers and Cabinet membersresponsible for the internal management of the Doncaster LPSAresponsible for corporate performance and innovation, communications, Member Support, (elected) Mayoral office and Emergency Planning functionsdepartmental manager responsible for budget (£6M+) and staffing (80), promoting a positive, enabling culture that allowed staff to contribute to their full potentialachieved IiP re-accreditation for the Chief Executive's Dept, emphasising training as a key commitment to staff and individual performance as central to good employee relations led a wide range of corporate, usually politically sensitive issues eg: equalities (achieving Level Two of the National Equalities Standard within a year)liaised closely with Director of Finance on budget strategymanaged the relationship with District Audit/Audit Commissionprovided of corporate advice to Mayor, Cabinet and Executive Board

provided overall co-ordination of Cabinet Office input into Spending Review (2002)created a network across all Cabinet Office groups to provide input into cross cutting reviews and other Government Departments draft Public Service Agreementsclosely liaised with key officials in each Cabinet Office work group (including the Regulatory Impact Unit, Performance and Innovation Unit, Social Exclusion Unit, Economic and Domestic Secretariat, Regional Co-ordination Unit)detailed analysis of other government Departments draft Public Service Agreementsbriefed for Cabinet Office Ministers, primarily the Deputy Prime Ministerhandled official correspondenceliaised with HM Treasury and the No10 Policy Unitco-ordinated Cabinet Office input to the Public Services Productivity Panel, briefing Permanent Secretary as an Advisor to the Panel and ensuring relevant follow up work was carried outmember of the PSA+ Steering Groupbrief spell in the Local Government Division working on the Capacity Building Fundworked in the Deputy Prime Minister's Private Office, providing policy support to the Principal Private Secretary