PROFILE

Over 30 years experience in the voluntary and public sectors, in the UK and overseas. Areas of expertise include grant-making, housing and homelessness, international and community development. A strong background in research & evaluation, policy analysis, strategic planning, project assessment, programme design & implementation, performance measurement & improvement. This includes a successful track record in developing new areas of work within existing structures and of setting up an entirely new grant-making foundation. The underlying theme connecting these elements is organisational capacity building, fed by a passion for achieving the highest standards of service delivery in the voluntary and public sectors. The breadth and nature of employment reflects an interest in tackling challenges and developing new initiatives.


 POSITIONS HELD AND CLIENTS 

Consultant: Compendium Consulting From May 2008

Since May 2008 I have been operating as a freelance consultant. Clients include:

  • Thames Reach: an investigation of the costs and benefits of service user employment.
  • St Vincent's Family Project: a review of governance.
  • HACT (Housing Associations Charitable Trust): support for two initiatives (in Durham and Bolton) to explore local collaboration possibilities.
  • Interim CEO, Revolving Doors Agency : July 2008 - August 2009. RDA works to create opportunities for people caught up in a cycle of crime and mental illness, to transform their lives. The main task was to prepare the organisation for and implement a major programme of organisational change, to obtain funding for this and to prepare for the recruitment of a permanent CEO. Over £1m funding was secured over a three year period, all key elements of the change programme were put in place and a new CEO appointed.
  • Fatherhood Institute: Facilitation of Trustees and staff review session. Assisting the Trustees and staff together to address key issues for their organisation.
  • Department of Communities and Local Government: Review of responses to Government consultation paper on the review of their strategy to tackle homelessness.

London Housing Foundation: Executive Director October 2000 to May 2008

The London Housing Foundation provides grants and direct support to agencies tackling single homelessness in London. I was appointed (as the first full time member of staff) to provide a new strategic direction for the Foundation in a rapidly developing environment. This required consolidation of operations and control of the separate functions: grant-making, training, organisational development support and property management (as Director of  Bramah House Limited, the Foundation's operating company that provided reduced rental office accommodation to charities). This resulted in a re-focussed grant-making programme and launch of the Impact Programme – an integrated programme of organisational development support, centering on improving understanding and management of outcomes, strategic planning and leadership development.

For most of my time with the Foundation I was the sole employee and sought to operate it as much as possible as a ‘virtual organisation’, engaging top quality freelance consultants for specific tasks. As a result I have good connections with a wide range of excellent consultants, with whom I will collaborate on larger or more demanding commissions.

Achievements include:

  • Developing a comprehensive programme of grants and direct support to help strengthen the capacity of voluntary sector agencies tackling homelessness in London that was recognised as an example of good practice  (see: "Foundations for Organisational Development: Practice in the UK and USA" by Meg Abdy and Margaret Bolton, Baring Foundation January 2007);
  • Designing and overseeing the delivery over six years of an holistic programme to improve the understanding and measurement of outcomes by agencies tackling homelessness (see Homeless Outcomes);
  • Designing and overseeing the delivery of a programme to improve the HR management of small and medium sized agencies (see Beyond a Helpline).
  • Assisting several agencies to find acceptable long term solutions through merger when faced with unstable finances and prospects (see Mergers);
  • Overseeing the rebuild of the Foundation's primary asset, Bramah House - an office block in Bermondsey - following a devasting fire in 2001. The four storey building was rebuilt and fully let in little over two years and was subsequently sold at considerable profit for the Foundation's benefit (see Bramah House Limited).

South East London Community Foundation: Director   September 1995 to September 2000.
Founding director: succeeded in raising funds and launching the Foundation, developing its operational capacity and establishing it as a respected grant-maker in four inner London boroughs. The job involved working closely with trustees and advisers to analyse the environment and opportunities, develop and implement appropriate strategies. The primary focus was to support smaller scale community organisations. Responding to the needs of children and young people was a key theme. Providing consultancy and other support to local initiatives was also a significant role. [Note that the geographical remit and name of the foundation were subsequently changed. It is now the Capital Community Foundation, operating throughout London.]

Achievements include:

  • establishing an effective grant-making process accessible to smaller community groups which could not readily gain access to other sources of funding;
  • building, within five years, an organisation that awarded over £700,000 in grants - one of the fastest rates of growth of a community foundation in the UK. This included extremely robust financial monitoring and control systems;
  • establishing and managing successfully a range of grants programmes for different funding agencies and purposes.

The Belvedere Trust: Director (September 1993 - August 1995)
Appointed to direct the Trust during its final years of activity (due to time limited income), including all elements of grant-making and administration. The central task was to investigate the possibility of establishing a community foundation in South London. I was able to secure a broad base of financial and other support, which led to the successful launch of the South East London Community Foundation.

Achievements include:

  • Taking the prospect of a community foundation in South East London from concept to reality.

Save the Children Fund (SCF) (September 1985 - August 1993)
A succession of positions including Field Director in East Sudan (September 1985 - September 1986) and Thailand (June 1987 - July 1992), a three month voluntary consultancy to investigate the possibility of SCF re-establishing a country programme in Tanzania and a one year contract (to Sept. ‘93) undertaking research into the sexual exploitation of children in tourism and international travel, alongside supporting the development of strategic planning systems for overseas offices.

The position of field (country) director involved responsibility for strategy; the recruitment and management of local staff; the co-ordination of those employed on international contracts; relations with government, the UN and other agencies; supplies, logistics and finances. In East Sudan the programme included two refugee camp medical and feeding programmes, a supplementary feeding programme for drought affected nomads, road maintenance and an urban health clinic. This involved 20-30 expatriate and over 60 local employees. The local expenditure budget was in the order of £400,000 p.a.

In Thailand children's rights was the focus. We supported locally implemented projects in the areas of disability, child welfare and protection, community development and educational sponsorship, as well as directly managing a refugee health programme and other programmes related to disability. The local budget was c. £350,000 p.a., with approx. 30 staff.

Achievements include:

  • helping to raise the profile of children with disabilities in Thailand and the potential for community based rehabilitation (CBR). This included organising the country’s first international conference on CBR. We received an award from the Department of Public Health for contributions in developing integrated education for children with mental disabilities and the model was later adopted by the Bangkok Metropolitan Authority and implemented in a range of schools. See “NGO-Government Collaboration in Bangkok” from “Making a difference: NGOs and development in a changing world”;
  • increasing the impact of locally implemented projects in Thailand by integrating evaluation and dissemination of results - also by local partners - into project support;
  • helping to stimulate and develop within SCF itself a more strategic focus to country and regional programmes, facilitating a more proactive and effective application of resources;
  • increasing the understanding of the sexual exploitation of children by international tourists and providing a knowledge and contact base for SCF to make an impact, both with the UK government and as part of an international campaign. See "Sexual exploitation of children and international travel and tourism" from Child Abuse Review (1993).

Juba Water and Sanitation Programme, South Sudan: Co-ordinator (Dec.1984 - July ‘85 )
A VSO placement within the Ministry of Housing and Construction, to assist in planning and implementing a project to improve sanitation and clean water supply to informal housing areas in Juba, the capital of South Sudan. The placement was terminated early because of civil war.

Achievements include:

  • helping to move the project from the planning to implementation phase, in spite of enormous supply and logistical constraints;
  • developing a strong team of implementation staff within JWASP.

L.B. Hammersmith and Fulham & Housing Associations Officer (Apr 1980 - Nov ‘84 )
Responsible for the co-ordination and funding of housing association activity (approx. £5m. p.a.) and integrating this within the borough's housing plan.

Achievements include:

  • leading the establishment and servicing of a cross-departmental member level Working Party on Single Homelessness;
  • representing the Housing Department on the Council's Joint Care Planning Team at the time when the influence of ‘Care in the Community’ was at its height;
  • statutory appointment (by the Housing Corporation) to the Board of a failing housing co-operative and assistance in securing the future of that organisation;
  • establishing a network of London local authority officers responsible for housing association funding and co-ordination;
  • member of the Institute of Housing's Working Party on Local Authorities and Housing Associations.

Housing Corporation : (November 1976- March 1980 )
In the Corporate Planning Unit in the London HQ, then as Corporate Planning Officer for Scotland.

Achievements include:

  • helping the newly appointed Chief Officer establish the Housing Corporation’s Scotland Office and to research and prepare its first five year plan;
  • developing a single recording system for the Housing Corporation in Scotland and co-ordination of records;
  • prior to the establishment of the Scotland Office, participation in a joint staff/management operation to establish the staffing and employment structure for the Housing Corporation in Scotland.

London Borough of Southwark (July 1973 - November 1976 )
As graduate administrative trainee, assisting in the preparation of the Borough Plan, then as assistant research officer in the Housing Department.

Achievements include:

  • monitoring the progress of the Housing Act 1974 and then developing options for the Borough to benefit from the new environment created for housing association funding and activity;
  • acting as the lead officer on behalf of the Housing Department in a major research project conducted by consultants on the reason why the Borough was losing population.

Dept. of Business Studies, South Bank Polytechnic (Sept. 1972 - July 1973 )
Research assistant: principally into replacement demand for consumer durables.

QUALIFICATIONS

Bachelor of Technology (B. Tech.), Brunel University, 1972
Upper Second Class (Honours) in Psychology, Sociology and Economics. This involved three, six month work placements:

  • in a back office at the commodity futures exchange in New York;
  • as assistant housemaster in an approved school in Hayes; and
  • in the Operations Research Department of ICI Paints Division. During this placement I undertook research into the potential benefits of ICI developing integrated stock control systems for its major suppliers. The resulting report was submitted as a dissertation for my degree.

Certificate in Systems Management, Open University, 1979

A nine month, post-graduate course in the management of systems (note: a course on the management of systems, not an IT course).

Common Purpose, 1996/97

Graduated in the Common Purpose programme for potential leaders in South London.


VOLUNTARY COMMITMENTS

  • Trustee (and currently Chair) of Kipper Project (for homeless and vulnerable young people in the East End of London). From July 2007 - continuing
  • London and Quadrant Housing Trust
  • Member of working parties on equal opportunities and (separately) computer systems development for the Association of Community Trusts and Foundations (1996-1998) [now the Community Foundation Network].
  • Statutory appointee to the committee of Fulham Cross Housing Co-operative (under S19 of the Housing Act 1974). c. 1982-1983
  • Committee member and chairperson (for 2 years) of the South East London Consortium Housing Association c. 1976 - 1980

 

PUBLICATIONS