Experience

Serco Ltd

• United Kingdom
• 1 - 100 Employee

• Partnership Manager

  • Aug 2019 - Present

  Establish, maintain and promote good working relationships with service users, external stakeholders, statutory or voluntary organisations and agencies to enhance the performance, reputation and continuous improvement of the Asylum Accommodation and Support Services Contract (AASC). Establish, maintain and promote good working relationships with service users, external stakeholders, statutory or voluntary organisations and agencies to enhance the performance, reputation and continuous improvement of the Asylum Accommodation and Support Services Contract (AASC).



G4S

• United Kingdom
• Security and Investigations
• 700 & Above Employee

• Housing Contracts Liaison Manager

  • Nov 2015 - Present

  Management of contractual relations with regard to support and accommodation of asylum seekers. Management of contractual relations with regard to support and accommodation of asylum seekers.



Metropolitan

• United Kingdom
• Non-profit Organizations
• 100 - 200 Employee

• Area Manager

  • Oct 2012 - Jul 2015

  Managing a patch of supported housing incorporating floating support services and accomodation based services for people with mental health issues, young and single homeless, learning disability and older people. My role involves responsibilty for monitoring performance, budget writing, tender writing, quality assurance, investigation of disciplinary and grievance procedures and of embedding organisational change. I have direct responsibility for the management of a team of managers and all the associated skills required with managing large dispersed teams. Show less



Look Ahead Care and Support

• United Kingdom
• Non-profit Organizations
• 400 - 500 Employee

• Contract Manager

  • Nov 2011 - Oct 2012

  Management of service for clients with learning disabilities in Hertfordshire. Staff leadership, performance management, new business development, improving service quality, writing and monitoring budget performance, risk management. Development of new dynamic community based supported living services for people with long histories of institutional living. Management of service for clients with learning disabilities in Hertfordshire. Staff leadership, performance management, new business development, improving service quality, writing and monitoring budget performance, risk management. Development of new dynamic community based supported living services for people with long histories of institutional living.



Hanover Housing Association

• United Kingdom
• Non-profit Organization Management
• 100 - 200 Employee

• Supporting People Contracts Manager

  • Apr 2011 - Nov 2011

  responsible for managing Supporting People contracts across 43 local authorities for a national sheltered housing provider. Negotiating changes to contracts, managing cuts, exploring new models of business and initiating option appraisals responsible for managing Supporting People contracts across 43 local authorities for a national sheltered housing provider. Negotiating changes to contracts, managing cuts, exploring new models of business and initiating option appraisals



Genesis Housing Group

• Bury St Edmunds, Sufolk

• Quality Manager (short term contract)

  • Jan 2011 - Mar 2011

  short term contract to assess quality of support planning for national housing association, conduct a quality audit and write report of recommendations to improve QAF rating short term contract to assess quality of support planning for national housing association, conduct a quality audit and write report of recommendations to improve QAF rating



Riverside ECHG

• Performance Manager, Cambridge, Suffolk, Norfolk & Essex

  • 2007 - Jan 2011

  Responsible for the delivery of all aspects of service delivery across a patch which included 12 sheltered and 10 supported services totalling 500 units. Management of a staff team of 85 with 9 managers reporting to me. Responsible for the generation of new business and submission of tenders. Responsible for the managing relations with external stakeholders and funders. National responsibility for continuous improvement in supported housing, corporate social responsibility and service user involvement, resulting in modifications to the organisations processes. Increased Supporting People funding from £1.8M to £2.2M between 2007 & 2011. Improved void turnaround time. Responsibility for leading on SOVA cases acrooss my patch and for generating action plans and learning points from SOVA cases nationally. Show less

• Service Manager, Cambridge & Northants

  • 2004 - 2007

  Lead team of 57 staff through 5 managers delivering services with a budgetary value of £2.3M. Addressed poor performance in arrears reducing from 5.5% to 3% in first 12 months. Responsible for contractual negotiation with Supporting People in Northamptonshire, leading to a budgetary uplift of 5%. Lead on consultation with services users, stakeholders and public on controversial scheme in Towcester for young people. Secured planning permission and revenue funding inspite of local hostility. Reviewed viability of Northants services leading to restructure of service provision. Gained capital funding of £250K for Cambridge services from central government. Show less



ECHG

• Non-profit Organizations
• 1 - 100 Employee

• Service Manager, Cambridge

  • 2000 - 2004

  Lead team of 32 staff through 3 managers delivering supported and general needs services across Cambridge. Managed diverse stock and addressed areas of poor performance. Dealt with complex issues relating to information sharing protocols and inter agency working. Helped to develop cohesive partnership working in Cambridge. Decommissioned failing youth service in Cambridge. Negotiated with funders to secure ongoing revenue committment and capital funding to reprovide the service. Entered into complex negotiation with funders, stakeholders, politicians and service users. Successfully managed the build on site and the opening of the scheme. Oversaw the running of the service including neighbourhood management leading to Foyer Federation accreditation and 'A' grade award in QAF. Show less

• Supported Housing Manager, King Georges

  • Sep 1994 - Apr 2000

  managed the transition of a new and refurbished hostel providing accommodation and support to 68 single homeless men. Managed all aspects of the team (12 staff) including recruitment, induction and discipline. Created and monitored budgets and was responsible for all aspects of performance management. Increased the staff team and the income for the project through the Supporting People Programme

• Supported Housing Manager, Nevern Mansions

  • Jul 1993 - Aug 1994

  Managed a 94 bed service for single homeless men and women in Earls Court. The project was funded through the Rough Sleepers Initiative and I was responsible for overseeing the closure phase of the service (short term funding) including the resettlement of all residents ad support and onward placement of staff

• Senior Supported Housing Officer, Macnaghten House

  • Feb 1993 - Jul 1994

  Deputy manager of a 150 bed direct access hostel for single homeless people in central London. Residents had a range of complex support needs including substance misuse and both diagnosed and undiagnosed mental health issues. I was responsible for line management of a team of 13 staff who delivered the support service. As the service was funded through the Rough Sleepers' Initiative, the project was time limited (2 years) and we therfore focused on securing resettlement for all of the residents. This involved substantial networking and the the development of a number of service level agreements with external agencies Show less



ECHG

• Non-profit Organizations
• 1 - 100 Employee

• Supported Housing Officer

  • Jan 1991 - Feb 1992

  I was a front line worker responsible for delivering housing related support to 33 single homeless people in central London. The service was funded via the Rough Sleepers' Initiative and I was involved in setting the hostel up from scratch. I had specific responsibility for providing a comprehensive support package to 5 residents and to ensuring that the hostel ran well on a day to day basis. Residents varied in support needs, and I was able to experience providing support to those with alcohol and other substance dependance, mental health issues and other manifestations of challenging behaviour, and with Kurdish refugees suffering from PTSD. Part of our focus was in securing resettlement options for all residents as the project was short term funded. Show less