Louise Winterburn

Deputy Chief Executive Officer at World Habitat
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us****@****om
(386) 825-5501
Location
UK
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Credentials

  • Prince 2
    APMG
    Jan, 2012
    - Nov, 2024

Experience

  • World Habitat
    • United Kingdom
    • Non-profit Organizations
    • 1 - 100 Employee
    • Deputy Chief Executive Officer
      • May 2020 - Present

      I am the Deputy Chief Executive of an international housing foundation, where I manage a multi-disciplinary programme team to seek out solutions to the world’s housing problems. I work alongside communities and collaborators to help solutions grow, and then share them where they are needed most. As the deputy I assist the Chief Executive with the management and development of the organisation, including our overall strategy, finances and developing our key relationships. Last year one of our award winners asked us to work with them to highlight their work to other governments and help them create an indigenous mountain community network. I chaired a panel discussion at COP 26 with the Executive Director of UN-Habitat, a government Minister and the Aga Khan Agency for Habitat.

    • Head of Programme (Homelessness)
      • Feb 2018 - May 2020

      I led the European homelessness campaign and was a member of the Senior Management Team. I wrote a new strategy for our homelessness work and reshaped the support programme so we were able to target help and respond quickly to opportunities or problems– creating a strong learning and collaborative culture within the team and our wider network. Most importantly during this period we saw the communities we were working alongside, make more rapid progress in their ambition to end street homelessness. https://www.world-habitat.org/our-programmes/homelessness/

    • Programme Manager
      • Jul 2016 - Feb 2018

      As the Programme Manager initially for knowledge development and then knowledge transfer, my work focused on strengthening World Habitat's work to turn award winning ideas, into action that can create safe and secure housing around the world. I led the Foundation’s knowledge development and transfer of learning activities. After evaluating the effectiveness of World Habitat’s current knowledge development approaches and consulting with key stakeholders, I designed and implemented a new knowledge development strategy. In 2017, I led a peer exchange to More Than Housing in Switzerland, taking 9 participants from 9 countries to learn from and exchange ideas with each other to support them in developing community-led housing in their own countries.

  • Locality
    • United Kingdom
    • Civic and Social Organizations
    • 1 - 100 Employee
    • Policy and Public Affairs Manager
      • Aug 2011 - Jul 2016

      Reporting directly to the CEO, I developed Locality’s five-year Influencing strategy and led the implementation of our policy. public affairs and research for 600+ community enterprise membership organisation. I was responsible for collaborations with our members to understand and develop our approach to positively shape the wider policy landscape. To fully utilise the breadth of experience within Locality, I set up a new cross-departmental policy function which built on our multi-disciplinary delivery teams and pool of consultants. I also established a rolling programme of member-led policy groups, ensuring Locality’s member networks were fully engaged and leading our work. I also worked closely with Locality’s Services Team to identify and develop business opportunities to strengthen Locality's member network and meet Locality's charitable aims.

    • Director of the Create Campaign
      • Apr 2010 - Aug 2011

      I led a collaboration between Locality, Joseph Rowntree Trust, Oxfam, Social Firms UK and Community Links to develop a positive response, to the government’s policy proposals to end funding to smaller charities who supported the long-term unemployed. I took up the role four weeks before the 2010 election. The new political context meant I needed to rewrite the delivery plan and gain the agreement of the consortium and a network of community partners to do things differently. I worked in partnership with a diverse group of community organisations to develop a new sustainable delivery and funding model that built on the existing successful models of community-based employment support. I developed and implemented a communication and engagement strategy which included case studies, articles, reports, ministerial briefings, radio and TV interviews including BBC News. I worked with a supportive member of the House of Lords to launch our model at a House of Lords event attended by over 100 key stakeholders. I gained commitment from three multi-million-pound private companies to develop a strategic partnership and seven pre-tender contracts to be delivered by a network of community partners to test out the new delivery models.

  • Legal Services Commission
    • United Kingdom
    • Government Administration
    • 100 - 200 Employee
    • Account Manager
      • Mar 2009 - Jan 2010

      I managed a portfolio of Legal Aid contracts with private and charitable organisations. I was responsible for mapping and forecasting demands for advice, updating budgets and making contractual payments. I regularly audited suppliers to ensure compliance with LSC’s quality standards. I was the lead for mental health services in the region which had historically under performed. Working with a number of mental health charities, solicitors and people with mental health issues I was able to increase the range and quality of advice offered. I was awarded the highest performance rating (‘contributes exceptionally’) due to the increase in supplier contract performance I achieved and my work to increase services for people with mental health issues.

    • Engagement Manager
      • Jun 2006 - Mar 2009

      I was seconded to a national Ministry of Justice pathfinder project to reduce reoffending. I was responsible for developing and implementing an engagement and community strategy. I focused on evaluating prison-based family services and then proposed and tested new delivery models. I successfully implemented an engagement strategy with a number of target public bodies, voluntary sector organisations, prisoners and their families enabling the creation of new working relationships, interventions and delivery models. I co-wrote the scoping work and led on setting up an evaluation framework, including working with policy colleagues at the MoJ to utilise prisoner tracking data and sampling work with individual children’s services departments. The Families Do Matter programme made a real step change in how family support was delivered, including increasing the range and quality of support to prisoners and their families. Nationally, it directly shaped the policy of two government departments. I achieved the highest rating ("contributes exceptionally") in my annual performance review. I managed a Training Officer and two Community Officers.

    • Community Legal Services Development Consultant
      • Sep 2005 - Jun 2006

      I co-ordinated the local delivery of a network of third sector and private advice providers. I was responsible for developing the capacity of voluntary sector partners to deliver statutory contracts. I provided a programme of advice, support and training to ensure that all the organisations were able to make the change to statutory funding or handover their work to ensure continuity of advice to their clients. I was also the regional lead for improving services to people experiencing domestic abuse and a separate project to develop effective early intervention services for people attending court. As a result of my work with court users and key partners to improve performance, I was nominated for a LSC “good practice” award and was awarded the highest performance rating. After a national reorganisation, my team was merged with the Account Management Department.

  • Coalfields Regeneration Trust
    • United Kingdom
    • Civic and Social Organizations
    • 1 - 100 Employee
    • West Midlands Regional Manager
      • Mar 2003 - Sep 2005

      I was responsible for a £1.1 million annual grant budget. I worked with applicants and grant holders to bring out the best from their ideas, and ensure the funding process was fair, valuable and well-informed. I used the application process as an opportunity to support groups with their project ideas and plans, often bringing ex-coalmining communities together to share experiences and expertise. I also provided detailed feedback on their proposed delivery model and financial plans, suggesting changes and providing small development grants. I kept in touch with grant holders and regularly brokered connections between the projects and other funders or new partners to increase funding or support and encourage peer support between communities. When I wrote the next three year proposal I was able to work closely with ex-coal mining communities and a range of local partners to reflect their experience and ambition for their communities, combined with other key local data such as health and income outcomes. I managed the Office Administrator.

  • Greenwich Co-operative Development Agency
    • Credit Union Development Manager
      • Jun 1999 - Mar 2003

      I was responsible for the establishment, legal registration and operation of a community credit union in London. Working directly with the Board, I managed five members of staff and 60 volunteers. I established a new town centre office and implemented a new IT system including an accounting package and website. I was responsible for monthly board meetings (including preparing all key reports), quarterly financial returns and yearly auditing, and the AGM. I fundraised, and then managed £350,000 funding; successfully negotiated with the local Primary Care Trust, University and Leisure Trust to offer their staff supported volunteering opportunities and access to the credit union. In our first two years of operating, we recruited over 700 members, established high street premises, set up five community collection points and were the fastest growing community credit union in London - delivering our vision of establishing a sustainable, accessible community owned loans and saving service.

  • Shelter
    • United Kingdom
    • Non-profit Organizations
    • 700 & Above Employee
    • NHAS Fieldworker
      • Jul 1995 - Jun 1999

      I provided 2nd tier telephone advice and guidance to Citizens Advice Bureau in the West Midlands. I was responsible for the development and delivery of training programmes, development support and social policy work with 12 Citizen Advice Bureau. I set up a new Domestic Abuse Forum in Warwickshire and jointly authored a range of information for people suffering domestic abuse. I helped develop, pilot and then roll out new housing standards for Citizen Advice Bureaux. I provided 2nd tier telephone advice and guidance to Citizens Advice Bureau in the West Midlands. I was responsible for the development and delivery of training programmes, development support and social policy work with 12 Citizen Advice Bureau. I set up a new Domestic Abuse Forum in Warwickshire and jointly authored a range of information for people suffering domestic abuse. I helped develop, pilot and then roll out new housing standards for Citizen Advice Bureaux.

Community

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