Bidding for commissions on a contract basis to offer management consultancy, change management advice, and interim management support to Third Sector and Public Sector organisations. Services are charged at £300-£1200 per day depending on the commission.

Working on specific projects on a contract basis with the health advisory directorate. Principal customers are NHS Trusts, Primary Care Trusts and the Department of Health. The projects are secured on a competitive basis and part of the role is to contribute to the bidding process. Rate of pay is £1200 per day plus expenses

Appointed by NHS West Midlands to chair the Independent Review Panels in the West Midlands region. The Panels are engaged by the Strategic Health Authority to hear appeals by patients against decisions taken by Primary Care Trusts regarding continuing care for Long Term Conditions. The post is remunerated at £250 per day plus expenses.

Worked with a small team and on my own initiative at a strategic level to take forward a range of projects and initiatives around innovative local government and public services including;
• Leading on Age Concern’s engagement with Local Government
• Initiatives on involving older people with a range of external partners, including local and central government.
• User participation and active citizenship
• Securing funding and support from grant making and commissioning organisations.
• Representing Age Concern on the Independent Sector Forum at the NHS Confederation (2005-2007), elected by colleagues to chair the Third Sector Group in the Confederation .
• Sitting as a member of the BGOP (Better Government for Older People) Partnership Board from 2003-2006.
• Salary on leaving was £44,000 plus car and benefits

The INP was a Cabinet Office sponsored advisory body to CapacityBuilders, the organisation which administered the Home Office’s Change Up programme. Change Up was a program aimed at building capacity in the Third Sector and the members of the INP were the national infrastructure organisations such as NCVO and Volunteering England. The purpose of the INP was to facilitate a voice for the voluntary and community sectors in the ChangeUp program. The fee was £10,000 for a 12 month contract with a commitment to work 40days per year.

Seconded from Age Concern England to provide leadership and strategic direction for executive and non-executive Directors on the Board. The role included;
• Working directly with the Chief Executive and PEC (Professional Executive Committee) Chair
• Setting clinical and organisational priorities;
• Setting corporate objectives;
• Leading on corporate style;
• Acted as the external face of the organisation with key partners.
• Acted as a Hospital Manager under the Mental Health Act and to hear reviews and appeals from patients.
• The PCT employed 3,600 staff and had a turnover in the region of £330m.
• The post was part time and remunerated at £24,000 pa.

I was employed by Age Concern England to;
• Co-ordinate the work of Age Concern organisations across the region;
• Provide management consultancy services to member organisations in the region.
• Work with statutory and non-statutory partners to take forward national/regional projects and initiatives originating within Age Concern and/or initiatives driven by external factors.
• Bid for funding, produce business and strategic plans, put together teams etc.
• The salary was £35,000 plus car and benefits.

AC Sandwell is a locally funded organisation delivering services to older people in the Sandwell area. Services included day care, respite care, advice & information, and a range of services for minority ethnic elders (Sandwell had a number of minority ethnic communities).
The role of Chief Executive included
• Resource management;
• Budget management;
• Personnel management;
• Project development and management;
• Strategic planning and development;
• Fund-raising and media relations.
• Elected by my peers as Chair of Age Concern in the West Midlands in 1996.
When I arrived AC Sandwell was virtually moribund and under threat of closure, it doubled in size during my time there and had 22 staff and a turnover of £330,000 by the time I left. My salary was approximately £19,000 pa.

Employed as a Money Adviser in February 1987, promoted to Manager in September 1987, and General Manager of Casework Services in 1990. The role included;
• Resource management;
• Budget management;
• Staff management;
• Project development and management;
• Strategic planning and development;
• Fund-raising;
• Media relations.
• My salary was approximately £17,000 and Casework Services had 17 staff and Legal Aid income in the region of £240,000 plus other grants and donations.

Elected by the FIAC membership as a Trustee in May 1989, elected as Chair by my peers to;
• Provide strategic and managerial leadership for the Board of Directors at a time of crisis
• Lead a radical review and restructuring of the organisation to achieve the priorities and objectives agreed by the Board, staff and other stakeholders.
• Rebase and stabilise the finances of the organisation;
• Give leadership to Regional Offices and Regionally based staff
• Lead on the development of partnership arrangements with other national organisations.