Rowing Centre offering its infrastructure to various groups in the community to support and promote rowing

Managing the provision of Rowing related services and coaching to local schools and rowing clubs

Setting up a new Rowing Club at Ardingly College, promoting rowing in the College and coaching pupils at rowing.

Compiling and drafting, in partnership with East Sussex County Council, East Sussex Hospital Trust and Eastbourne, Hailsham and Seaford Clinical Commissioning Group, the first ever Estate Strategy for the East Sussex Better Together Partnership. The current draft has already informed the East Sussex contribution to the Sussex and East Surrey Sustainability and Transformation Plan within the NHS.Also supporting around 10 GP practices in a number of strategically significant locations across East Sussex to finance and deliver a new build health facilities which will be able to meet the current and future demand for Social Health Care and Urgent Care. Representing East Sussex Better Together with local Districts and Boroughs to advice their compilation of local plans in respect of required health infrastructure for envisaged growth in housing.

Part of the Senior Management Team in Adult Social Care, working directly with the Director of Adult Social Care and Public Health, other Chief Officers, elected members and staff from our and other organisations, mainly local government and housing. Personally responsible for supervising a team of 7 Managers and other staff, leading a rolling capital programme to deliver 400 units of Supported and Extra Care Housing throughout East Sussex in partnership with 5 District and Boroughs and registered Housing Providers. Headed the East Sussex Supporting People Programme for Housing Support services with a contract value of up to £12m p.a., and instigated and managed a major service re-design for our Telecare services. Achievements:• Restructured the Capital Development Programme according to early needs profiling.• Introduced innovative analysing and predicting tools for current and future need, supporting business cases for investment on the basis of spend to save and value for money. • Led the nationally first-of-its-kind evaluation of the financial effects of Extra Care Housing on Adult Social Care. This prompted major strategy and policy changes for ESCC, away from residential care towards Supported Housing and Extra Care provision and is still influencing the Supported Housing Sector today. • Reduced spend on Housing Support Services by 15% over two years without impacting significantly on service provision. • Led work to review Fire Safety Procedures after a fire in one of our Extra Care Housing Schemes and organised workshops to spread the learning from the safety reviews. Those reviews led to change in the Councils position of fire safety.• Negotiated 25% savings and redesigned Telecare. Convinced senior management and elected members to change service from a rented to a capital based provision. Also transformed the service from a dependency to an enabling model. Oversaw the procurement of a new £5m contract for Telecare services.

As part of the senior management team responsible for planning, managing and delivering all Community Care services for the elderly in Shetland with direct responsibility for over 250 FTE staff, a number of residential care homes and a budget of over £8m. Also represented SIC in national working groups some of which defined future Scottish Government policy. Achievements:• Redefined policy for future provision of residential long term care in Shetland resulting in major service changes, especially for Dementia services and £6m capital approval for a new style care centre. Managing this building project and liaising with architects, planners and the local community.• Developed and oversaw refurbishment of an Extra Care Housing service to deliver higher quality of life to clients which has been used as a blueprint by other local authority schemes in Scotland.• Initiated, developed and introduced a Community Care traineeship scheme in partnership with Shetland College which was nationally acclaimed by the Scottish Social Services Council. • Streamlined Care at Home service increasing efficiency by 20% over 3 years.

Head Coach for Trinity College Men's rowing team.Responsibility for coaching the first eight, as well as designing training programmes for the whole club and ovesight and development of lower coaches and coxes.Also responsible for organising and supervising visits at regattas and training camps, some of them abroad.

Coaching mainly J14 boys with success on national level. Also supported coaching of senior boys who were seeking selection for GB junior team, with some of them going on to win medals in world championships.

Responsible for developing and delivering a service (planning and supervising building repairs and adaptations, and providing grant and other funding advice) from 3 offices to enable older and disabled people to stay in their own homes. Led team of architects, building surveyors, handy persons and social workers. Achievements:• Quadrupled turnover to nearly £500K over 4 years. • Despite the anxieties amongst staff caused by a year of consolidating and merging several services, maintained staff morale and succeeded in retaining all staff. • Neighbouring local authorities decided to adopt our working practices and I was invited to take over the management of two more Agencies.

Following my final thesis about introducing a Meals on Wheels service with Malteser Hilfsdienst I was invited to work with them to introduce their new Care Alarm and Housing services into the market. This included establishing the infrastructure; screening suppliers and negotiating best terms and conditions for contracts; recruiting, training and managing multi-disciplinary staff in a control centre and local offices; setting and implementing service standards; and monitoring and improving quality.Achievements:• Introduced a sales approach with direct marketing efforts and staff sales training in a social care setting. After initial scepticism about the suitability of those measures, within 2 years we were running one of the largest services in Germany, and Malteser duplicated our approach at a national level.• Pioneered new approach to key account management within the social care sector by developing partnerships with housing associations as key accounts.• Centralised 5 control centres into one regional centre, having salvaged the project from a communication mishap and against major resistance from local staff.

Working as a fully qualified Paramedic (Rettungsassistent) in the Ambulance services at Malteser Hilfsdienst, Rheingau from 1985 to 1992 and from 1992 to 1994 at Deutsches Rotes Kreuz, Bad Ems as Volunteer and in part time.

Responsible for appraising loan applications and appraising offered collaterals.