Experience

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  University of Liverpool | Research, Partnerships and Innovation

  • Liverpool, England, United Kingdom

  • Partnerships Manager

    • Sep 2022 - Present
    • Liverpool, England, United Kingdom

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  Greater Manchester Arts

  • Strategic Development Project Lead

    • Dec 2014 - Present

    Greater Manchester Arts is a network of all 10 of Greater Manchester district’s cultural portfolios. Members come together in a shared mission to ‘get more people, being more creative, more often’. I work with all ten members (Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford, Wigan) to identify shared strategic objectives and commonalities across cultural provisionDrive strategic development in light of contextual changes in funding, public service reform and the wider cultural sectorAdvise, facilitate and support the creation of a Strategic Action PlanWork with all ten district partners of Greater Manchester to champion the arts and advocate for on their behalf with funders and elected membersWork with stakeholders, and other local/regional partners to identify and progress aligned strategic objectives through project-based deliveryExplore possibilities for and make recommendations to the securing of additional fundingIdentify and build strategic relationships to ensure maximum reach and impact Authored advocacy reportOversee branding and marketing work

  • Project Manager - Cap and Dove

    • Feb 2019 - Oct 2021

    Project managed the GMCA Great Place project 'Cap and Dove' on behalf of Greater Manchester Arts (GM Arts). GM Arts is a network of local authorities and cultural trusts who provide cultural services across GM. Cap and Dove is an original commission by the artist Joshua Sofaer and is inspired by the Peterloo protest of 1819. It is a tiny travelling arts centre, housing a one-window museum, a theatre, and a shop. It champions protest, collaboration, equality and liberty. The structure and decorations tell stories about the ten Greater Manchester districts. During the summer of 2021,​ it travelled to ten locations across GM. My role as Project Manager involved;• Stakeholder management of the core ten delivery partners (Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford, Wigan)• Facilitation of the full project cycle from inception to completion• Budget oversight and management, including forecasting • Drafting of all procurement docs and contracts for the artist, freelance production team and marketing support• Liaising with the artist• Management of freelance production support• Briefing and oversight of marketing support• Managing COvid necessitated shutdown of the project and reactivation• Reporting to funder

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  Self employed

  • Stoke-on-Trent, England, United Kingdom

  • Strategic Development, Stoke-on-Trent Cultural Forum

    • Jun 2019 - Nov 2019
    • Stoke-on-Trent, England, United Kingdom

    Commissioned to advise on future delivery models for the City’s cultural network• Design and delivery of facilitation sessions to stakeholders (50+)• Mapping of strategic aims and objectives• Advise on fit with potential delivery models• Draft action and implementation plan

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  Liverpool City Council

  • Project and Governance Support, Major Sporting Events

    • Mar 2018 - Aug 2019

    • Bidding support for major sporting events• Oversight and planning of judge’s visit• Design and implementation of governance and resourcing models• Stakeholder relationship management• Planning of all recruitment; timeline, roles, documentation and processes

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  Stoke-on-Trent City Council

  • Stoke-on-Trent, United Kingdom

  • UK City of Culture Bid Advisor

    • Aug 2016 - Apr 2017
    • Stoke-on-Trent, United Kingdom

    Assessed current strengths and weakness of City’s cultural/creative offer and infrastructure developing a position statement and bid development planAssessment of other relevant City Strategies (Health, Economic, Children & Young People, Spatial Planning) for opportunities to integrate/leverage cultural ambition and ensure a joined-up approach Delivered full programme of consultation with stakeholders including; arts organisations, artists, community organisations, creative industries to inform bid (and cultural strategy) frameworkIdentification of step-changes, bid narrative and bid look and feel. Drafting of content.Development of artistic programme to drive attainment of step changes. Working with national and international arts organisations and artists/artistic directorsCo-authored and developed the Stoke-on-Trent Cultural Strategy (as a discrete but connected piece of work). Setting out a ten-year strategic framework with a prioritised programme of work across four key action areasFacilitated the creation and fast-tracking of a local Cultural Education Partnership, working with the regional bridge organisation.Worked with partners in neighbouring authorities to identify shared strategic cultural goals.Briefed and advised elected members and senior council officers

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  Wirral Borough Council

  • Wirral

  • Volunteer Programme Set Up and Management

    • Jun 2014 - Sep 2016
    • Wirral

    Creation of a heritage volunteering programme across two sites; Birkenhead Priory and Williamson Art Gallery. Undertaking;Needs analysisCreation of all policies and supporting documentation, including; volunteer policy, volunteer handbook, role description/sand person specification/s Training materialsRecruitmentVolunteer briefing, communications and social calendar20 volunteers were recruited, with 10 volunteering regularly (min once a week). Volunteer give approxThe aim in setting up the programme was to support the transition of the programme to a self-sufficient entity. This has been achieved and volunteers organise themselves, overseeing work schedules, comms and meetings and fundraising.

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  Royal Liverpool Philharmonic

  • Bid Coordinator - Liverpool UNESCO City of Music Bid

    • Mar 2014 - Dec 2015

    Advise and support the Bid Board, made up of a range of stakeholders (including RLP)Establish contact with and build relationships with the UNESCO Office and existing member CitiesWrite bid contentGather and incorporate feedback - balancing the need to represent stakeholders views and strategic ambitions accurately with the need to meet application criteria

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  Liverpool Sound City

  • ERDF Programme Oversight

    • Jun 2014 - Jul 2015

    Advice and support for the delivery of an ERDF business support programme targeting SME's within the creative economy. Included setting up of all reporting and monitoring systems. Liaising with DCLG, oversight of audit.

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  Blue Chip Tourism

  • Associate Consultant - Economic Assessment of the Cultural Sector in Worcester

    • May 2014 - Oct 2014

    Design, organisation and facilitation of consultation workshops targeting the Cultural, Heritage and Tourism SectorsIdentification of potential interventions to increase economic impact Working with cultural providers to gain buy in for interventionsIdentification of supporting funding channelsWriting and input into final report

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  Inside Track

  • Leicester, United Kingdom

  • Bid Co-ordinator - Leicester UK City of Culture Bid

    • Mar 2013 - Dec 2013
    • Leicester, United Kingdom

    Advised on the City’s bid to be UK City of Culture 2107 Project managed the City’s bid submission to the Department of Culture, Media and Sport (DCMS), to a strict timescale and budget. Worked with multiple cultural stakeholders to generate content for the bid, including artistic and learning and participation activity. Managed all engagement including public briefings as well as community and arts organisationsCopy writing, articulating all proposed activity into a cohesive programme of workAssessed and costed all activity for inclusion within the bidProvided detail for risk assessment in relation to the cultural programme describedActed as an advocate for the bid before a diverse range of audiences including; arts organisations, community groups, local businesses, voluntary organisations and elected membersFacilitated links between City and County in respect of potential shared cultural activity/ objectives and fundingProvided operational support for procurementI also represented the project at Scrutiny Panels, public forums and media briefings as required.

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  Culture Liverpool

  • Commercial and Funding Manager

    • Jan 2009 - Jan 2012

    Project managed the reopening of the council owned Epstein Theatre Liverpool from refurbishment through to procurement of an external operator. This included DDA compliance, LOLER testing and all necessary health and safety regulations.Liased with stakeholders on the above project including those in property and asset management, maintenance, licensing, access and inclusion, Culture as well as elected members and cabinet membersLiased with press office and local media to promote the refurbishment and reopeningManaged a sponsorship programme that delivered £1.5 million of additional income over 3 yearsProgramme managed a £5.32 million pound ERDF funded programme linked to the delivery of cultural events. Managed all reporting, profiling and audit and compliance requirementsSecured £0.5 million of further funding from other bodies, including The Arts Council, EU Cultural Fund and other trusts and foundations.Provided cabinet reports, updates, presentations and briefing notes to elected members and other stakeholders

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  Liverpool Culture Company

  • Welcome Manager

    • Jan 2005 - Jan 2008

    Project manager for a customer service improvement programme linked to Liverpool's tenure as European Capital of CultureCreated “Customer Service in the Capital of Culture” a half day workshop aimed at improving the level of customer service on offer in the city. This workshop had 5,000 participantsEngaged over 100 key employers within the city to support this initiativeProcured and managed 5 external training companies to deliver the workshopsDesigned a range of additional training interventions to support the initiative Worked with key stakeholders to embed elements of the initiative in in-house and educational materialsManaged the programme budget and all funding requirementsDelivered a range of engagement presentations to various stakeholders, community groups and national and international conferences

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  Virgin Megastores

  • Learning and Development Manager

    • Jan 2001 - Jan 2005

    Worked with senior operational personnel to identify key learning needs for the stores population; both individual and business wide in line with KPI'sCoached store managers to deliver business improvementsImplemented a graduate development schemeDesigned management development courses including - Managing profit, managing performance, managing sales and managing discipline and grievanceDelivered training workshops to groups ranging from 6 to 30 participantsDesigned and oversaw the roll out of a new induction framework for all store staffProject lead for HR department on all new technology cascades such as Live Stock Management, chip and pin etc.Project manager for an e-learning pilotManaged induction process for stores acquired through mergers and takeoversProvided ad hoc generalist support

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  V.Shop

  • Development Manager

    • Jan 2001 - Jan 2002

    Delivered a range of core skills workshopsCompleted development audits on all stores within region and developed action plans with store managers to meet audit deficitsDelivered induction workshops for new startersDeveloped and delivered brand vision cascade sessions to stores undergoing brand conversion