Lesley Rolling has over 25 years of experience leading strategic and operational management in housing and community development. She specializes in change management, performance improvement, and developing customer-centered services. Her experience includes restructuring organizations, implementing new policies and procedures, and improving key performance indicators. She has held interim management positions at several housing associations and local councils.

1. Lesley Rolling
Director of LA ROLLING CONSULTANCY LTD
Fell House
39 Stone Hill Road
Derby Contact: 07723602018
DE23 6TJ Email: larollingconsultancy@gmail.com
Professional Profile
A strong, dynamic, customer centred, business focused coach with over 25 years‘ strategic and operational leadership
and management experience in a diverse range of urban and rural organisations of varying sizes. Experience includes,
area, neighbourhood and housing management, developing communities and partnerships, business improvement and
change management. This experience spans a range of service functions in the context of politically sensitive and
challengingenvironments.
Socially and commercially driven, with a passion for building top class services using a professional approach. Works
with integrity and emotional intelligence driving teams from “good” to “great” performance. Developing individuals’
potentials and abilities is able to nurture them to work from the right places, delivering the right services in the right
way, at the right time and for the rightcost.
Quick to build rapport, inspiring individuals, communities, teams, leaders and stakeholders with fresh thinking and
positivity, uses a range of motivational and inspirational techniques to engage and include those who matter in
shapingthe future.
Key Achievements
Strategic Leadership and Change Management
 Led South Derbyshire District Council Housing Department Rationalisation and Transformation Program resulting
in a new structurefit to deliver the national and local agenda and business requirements at reduced cost.
 At High Peak supported the ALMO back into the Council.
 Restructured allocations and lettings at Yorkshire Coast Homes, led the redesign of their performance and
housing management systems. Designed and managed the Service Delivery Plan and related projects. Held up by
auditors as good practice for the impact on rent arrears and risein KPI compliance.
 At Derby City Council designed and managed a new department and business processes including a new matrix
management, locality service delivery model underpinned with neighbourhood hubs to house partnership
services working collaboratively to delivery joint local plan targets. Resulted in high impact performance with
crime reduction by 60% in the first six months. Held up by Government as good practice for the Model,
Neighbourhood Renewal Strategy, and Performance Management Framework engaging over 5000 residents
annually.
 At Midland Heart led the mobile and flexible working project to full business solution, resulting in reduced costs
reducing five offices to one and increased performance resulting in complaints turnaround time from an average
of 35 days to 10 days,void turn around reduced from 30 to 14.5 days.
 At Nottingham City Homes project managed and led the reorganisation of the Involvement Department resulting
in reduced cost,increased customer involvement and Co Regulation compliance.
 At Rethink won a bid for a commissioned service to a London Borough Council worth 85k/year reducing to
self financingcommercial outletover a three year period – praised by the council.
Policy Development and operational management outcomes
 At EMH Homes redesigned the procedure and performance management framework for settlingin visits resulting
in 100% customer satisfaction.
 At Viridian designed and embedded the safeguarding and supporting vulnerable customers policy, procedure and
e-learningpackage. Held up nationally as good practiceand used by other associations and charities.
 At High Peak designed and embedded the Welfare Reform project plan. Held up by CIH as good practice and
resulted in top quartileperformance.
 At Midland Heart following the merger of subsidiary companies led a review of 52 policies, procedures and
processes and embedded them across all functionsresultingin 97%customer satisfaction.
 At High Peak redesigned the ASB policy and procedure; feedback resulted in 100% customer satisfaction and top
quartileperformance.

2. Additional Operational Management Outcomes
 At SDDC coached the income team to reduce rent arrears takingperformancefrom average towards top quartile.
 At Dales Housing coached the housing management team to achieve joint first position out of a peer group of 126
in resolvingASB to target and jointfirstposition outof a group of 97 for complaintresolution to target.
 Supported Stafford and Rural Homes into the Times Top 20 regardingoutstandingperformance.
 At Dales Housing,led a downward trend of void turnaround from 21.5 to 14.5 days.
 At MH successfully procured grounds maintenancecontractand monitored performance accountableto the board.
 Supported customer services with the design of scripting and training with housing management and the repairs and
maintenance teams at Midland Heart and YorkshireCoastHomes.
 Supported YCH to achieve TPAS accreditation through leadingthe involved residents programme.
Budget Management
 Set and managed budgets of £2-3 million to target.
 At Derby City Council levered in match funding from European Social Fund, Neighbourhood Renewal and the National
Lottery to establish neighbourhood service hubs and negotiated seconded staff and financial contributions from the
Police,NHS and Derby Homes.
Key Skills
 Operational and strategic leadership and
management includingcoachingand mentoring
 Project and programme management
 Transformation and change management
 Business process management
 Systems analysis and development
 Service and business planning
 Risk management
 Policy and strategic development
 Performance management
 Team building
 Problem solving
 Partnership development
 Customer insight
 Community development and engagement
 Effective budget management
 Leading carnival drumming activities to build healthy relationships
Knowledge Areas
National backdrop including HRA budget impact, Welfare Reforms, Housing and Planning Act, Care Act, Equalities Act,
Health and Safety at Work Act, Mental Health Act, Localism Act, Data Protection, Freedom of Information Act,
Offender Rehabilitation Act2015
Education
1987 BA Honors Degree Youth and Community Development De Montfort University,Leicester
Work Related Training
Equality & Diversity; Change Management; HR Practices; Training for Trainers; The Law and Housing; Crime and
Disorder; Anti-Racist practice and the Lawrence Report; Community/Locality Planning; Community Governance
and Local Democracy; Procurement; Data Protection; Fire Management; Health and Safety at Work Act; Welfare
Reform; Managing domestic violence; Mediation; Localism; The Care Act; Successions and Assignments; The
HousingAct; CoachingSkills;Leadership Skills;ProjectManagement
References
 Laura Morgan – Head of Housing- EMH homes, Grove Park, Enderby, Leicester, LE191SJ email:
laura.morgan@emhhomes.org.uk Tel:07572876205
 Mike Haynes - Director of Housing and Environmental Services - South Derbyshire District Council, Civic Offices, Civic
Way, Swadlincote, Derbyshire, DE11 0AH email: Mike.Haynes@south-derbys.gov.uk Tel: 01283 595795/07976
265297
 Sarah Bird - Director of Housing- Yorkshire Coast Homes YO12 7BH email:sarah.bird@ych.org.uk Tel:07791301437
 Simon Hague - Headof Housing- ViridianHousing- 376 ClaphamRoad, LondonASW 9AR Tel:07912081910

3.  Melanie Rees – Adviser – CIH, Octavia House, Westwood Way, Coventry, CV4 8JP email: melanie.rees@cih.org
Tel:07950506692
References state: “Lesley’s strengths include positivity, creativity and innovation, performance management and
leadership” … “Lesley operates effectively both as a leader and also as a manager, adjusting her style to suit those
around her. Lesley is both customer and performance driven and regularly goes the extra mile to achieve excellent
outcomes for customers, stakeholders and staff.”
Work Experience and Consultancy Assignments
Assignment Details Responsibilities Achievements Include
20.6.16 – 12.8.16
EMH
Interim Housing Manager
Responsible for:
 Housing and Neighbourhoods
Management functions including:
 x15 direct reports
 18,500 properties
Supporting the team through a period ofstructuraland
organisationalchange involving:
 Performance management analysis and developingnew
systems andprocesses
 Established121s, teammeets, settling in visits toolkit
and framework
 Led performance improvement plan
 100% customer satisfactionwith lettings and sign up
process
 Utilisedthe OrchardManagement System
15.3.16 –22.4.16
Rethink
Interim Operations
Manager for Southof
England
Responsible for:
 Localitymanagers, each responsible for a
team of service managers and a variety
of commissionedservices for the South
of England
 Commissioningservices working with
councilsandNHS
x8 direct reports each responsible for
more than 20 commissionedservices
Performance to commissioners targets
 Management oflarge budget
 The design ofa 100k Regeneration Project focusingon
integrationbackintothe communityfor those with
mental healthconditions. To become self-financing
within 3 years – heldupbythe Councilas a goodproject
and to be implemented
30.11.15 – 11.3.16
SDDC
Housing Consultant
Responsible for:
 Reorganisationandrationalisation ofthe
housingdepartment
Involving 100 plus staff, 3500 properties
and 7 Direct reports
Reorganizedand rationalizedthe HousingDepartment
Designed anddelivered anIncome Project Planachieving
upwardincome trend
Liaisedwith the Director of Housingto discuss potential
outcomes andcreate new strategies, policiesand
practices
Utilisedthe OrchardManagement System to monitor
arrears reduction
02.15 – 20.11.15
Yorkshire Coast Homes
Interim Housing Services
and Change Manager
Responsible for Housing Services Teams:
 PropertyInspectors, Housing
Management, Income Management,
Housing Options, Allocations and
Lettings, MoneyManagement, Resident
Involvement, leasehold housing
management
x19 direct reports andrelated teams,
Over 2000 properties
Designedandinstalled:
Performance management framework
Restructure of lettings andallocations
Profiling and auditingprocess
Department Service DeliveryPlan – design and delivery
Electronic performance reporting systems
x6 projects
Monthlyreports andpresentationto the executive team
on KPI performance
Implementingstrategies and procedures to successfully
improve underperformingteam
Utilisedthe OrchardManagement System to monitor
performance
04.14 – 01.15
Viridian Housing
Interim Regional Housing
Manager
Responsible for Housing team for the
Midlands including:
 Housing Management, Income
Management, Lettings andAllocations,
Financial Inclusion
x10 direct reports andrelated teams,
3500 properties, £2m budget
 Designedandembedded the Supporting Vulnerable
Customers Policyand Procedure
Utilisedthe OrchardManagement System to monitor
performance
 KPI targets achieved
01.14 – 04.14
Staffordand Rural Homes
Interim Housing Manager
Responsible for Housing team including:
 Housing Management, Involvement and
Estate CaretakingService
x10 direct reports andrelated teams,
 DesignedInspection Procedure andToolkit
 Designed Tree Management Policy
 Designedandembedded Performance Management
Framework

4. 6500 properties, £3m 
22.05.13 – 18.11.13
Charnwood Borough
Council
Interim Landlord Services
Manager
Responsible for:
 Income Management
 NeighbourhoodManagement
 ASB
 SupportedHousing
 Business Support
 Tenant Support
6200 properties, Budget 2m, 4 team
leaders and relatedteams
Led anddelivered Welfare ReformProject
Reports to Board – KPIs to target
Meetings withMPs andCabinet Member regarding
complaints – 100% satisfactionwith results
Top quartile income performance
11.06.12 – 18.05.13
High PeakCommunity
Housing
Interim Communities
Manager
Responsible for 7 teams including;
 Estate Management
 Caretakers
 SupportedHousing
 Income Management
 CommunityPartnerships
 Involvement
 Procurement
12 direct reports, 4200 properties,
Budget £2.5m
 Embedded newstaffingstructure, behaviours and values
 Reviewed ASBpolicyand procedure resultingin100%
satisfaction
 Successful bidfor SupportingPeople Funding
 Welfare Reform Project planandimplementation
praisedbyCIH andcouncillors
 Reviewed and managed SLA for sheltered schemes
 Support the transformation ofthe ALMO back into the
Council
08.01.12 – 18.05.12
NottinghamCityHomes
Interim Tenant and
Communities Manager
Responsible for:
 Involvement
 Administration
 Business Support team
x10 direct reports
 Restructure of Involvement Department
 Co Led a Co – RegulationConference with excellent
feedback
 Deliveryof tenant panels, armchair surveys, events
04.07.11 – 18.11.11
Dales Housing
Interim Housing Manager
Responsible for Housing Management
including:
 TenancyManagement
 Income Management
 TenancySupport Services
x12 direct reports, 5200 properties,
Budget 2.2m
Policyand Procedure redesignincluding:
 ASB, Safeguarding, Lone Working, VoidManagement,
Terminations and Allocations
 Led Training and Development Seminars for the whole
companyembedding newpolicies and PMF
10.02.11 – 30.06.11
Orbit HousingAssociation
Interim District Housing
Manager
Responsible for Housing Management
including:
 Tenancyand Estate Management
 TenancySupport Services
 Income Management
 Inspectors
x12 direct reports, 4800 properties,
£2.5m
 Deliveringexcellence onKPIs –shifting void turnaround
from 21 days to 16.4, complaints resolvedon time with
good customer feedback
01.02.10 – 05.02.11
Leicester CityCouncil
Interim Headof Strategy
and Transformational
Change
Responsible for:
 Policyand Research Team
 x8 direct reports and respective teams
 RationalisationProgramme authorisedfor
implementationbythe executive teamandStrategic
Partnership
 Productionof neighbourhood, customer and property
profiles insupport of accommodationreview
13.12.07 – 13.12.09
MidlandHeart
NeighbourhoodManager
Responsible for:
 Tenancyand Estates Management
 TenancyInvolvement
 Chair of Customer Panel
 Lead for Involvement PortfolioandPolicy
Development
 Lead for Procurement
 Lead onGuns andGangs partnership
X10 direct reports
6000 properties, £2m budget
 Led 2 Regeneration Programmesresulting in reduced
crime
 Developedperformance management framework
resulting in50% improvement onestate management
 Redesignof 52 policies, training to embed them
 Procured and managed grounds maintenance
 Led mobile andflexible working project to full
implementation reducing costs andoffices 5 to 1

04.02.02 – 25.07.07
DerbyCityCouncil
Head ofNeighbourhoods
Managedthe following teams:
 Business Support
 CommunityDevelopment
 Communications
 Area andNeighbourhoods
x8 direct reports andrespective teams
 Designedandembedded a new department andLSP
 EstablishedNeighbourhoodHubs
 Establishedlocalityworking anddesigned anddelivered
NeighbourhoodRenewalStrategyheld upby
government as goodpractice

5. Budget £3m
02.09.01 – 02.02
Consultancy
 Training, Conferences, Seminars,
Partnership Projects, Events
Management
 Productionof communityplans, leadershipof
conferences and events
10.06.97 – 29.08.01 Stoke
on Trent CityCouncil
Head ofCommunity
Engagement
 Strategic andOperational cross
department and partnershipsupport
engaging officers, councillors and
stakeholders inservice developments,
projects and programmes
 Designedanddelivered the CommunityStrategy and
Communications Strategy
03.92 – 06.97
NottinghamCityCouncil
CommunityDevelopment
Manager
 Engaging Residents in Communities
 Managinga community centre andstaff
 Organised a community festival that over 5000 were
engaged in
87 - 92
Lewisham BoroughCouncil
Youth Worker
 Advice, informationandcounselling,
music therapy
 Housedhomeless people
 Manageda bandwho now have 5 albums

Statement in support of application
My passion for developing and delivering top quality customer centred business focused services is deeply rooted in my
motivation to grow, inspire and develop confident individuals, teams and communities who are proud to engage in the design,
delivery and review of services with care, enthusiasmand positivity.
This passion and motivation grew from my grass roots experience of developing communities in South West London following
high levels of conflict and the Brixton Race Riots. There I worked the partnership in support of individuals so that they could
sustain independent living through growing opportunities for them to succeed with developing a good quality of life. Following
this role I went on to manage a community centre in Nottingham where I led the delivery of a cultural awareness programme
to local venues ending with a carnival celebration and large-scale community event to celebrate their learning and sense of
community developed. This inspired me to work for Stoke on Trent City Council as Head of Community Engagement where I
was able to embed the importance of engaging individuals and communities when designing, planning, delivering and
reviewing council policies and services. This resulted in services being devolved to localities and working to locality plan targets
in the context of partnership and locality hubs in regeneration areas.
I am committed to nurturing behaviours, competencies and performance levels appropriately in order to deliver the right
services at the right time, in the right place, at the right cost, with the right people and for the right outcomes. To do this I have
developed a wealth of experience in developing communities to engage in the business and coaching teams to deliver to
targets. This involves me using a range of techniques including planning for real, systems thinking, market space planning,
learning hubs, regular 121s, tasking meetings, team meetings, appraisals and events. Alongside engaging teams, communities
and partners in the design, delivery and review of services, I have experience in leading related projects, programmes and
designingand reviewing policies,systems,processes and structures to supportgood to great performance.
For example I managed the housing and neighbourhood services for EMH Homes including a team of 15 direct reports and
18000 homes. My responsibility included overseeing tenancy audits, introductory tenancies, tenancy breaches, conversions,
assignments, mutual exchanges, decants, anti-social behaviour, estate inspections and tenancy and estate management issues
managing performance to target. This involved me in coaching individuals through 121s and weekly tasking meetings to
achieve individual and joint targets. I developed additional tools appropriate for effective delivery including the introductory
tenancy policy, settlingin visits procedure and related performance management framework. I regularly organised and chaired
case conferences, held learning hubs to share good practice and exchange knowledge and supported individuals with time
management, prioritisation, organisation and planning the delivery of actions to targets providing advice on complex casework.
This resulted in increasing positivity and a can do attitude to complex s ervice delivery, reduced void turn around time, and
100% customer satisfaction duringa transformational changeprocess.
At High Peak Community Housing, I was employed to embed a new structure, service delivery model and cultural way of
working, had responsibility for £2m budget, 4500 stock and a new set of combined functions including neighbourhood
management, property inspectors, tenancy support service, supported housing services, lettings, income, community
partnerships and regeneration and care-taking services. As an active member of the senior management team I was involved in

6. the design and delivery of the new corporate business plan and ensuring that the mission, vision, objectives, values and
behaviours were translated through my teams’ performance. I led away days to embed the corporate plan requirements and
local promises into the teams’ individual and team plans. I coached the individuals in my teams through learning and
development programmes making sure that they were empowered and equipped to carry out their role with confidence. I
monitored performance, competencies and behaviours nurturing and inspiring individuals and teams through regular 121s,
appraisals and cross function team meetings using empowering, inclusive, inspiring and innovative leadership techniques. This
resulted in 100% customer satisfaction with the management of ASB casework. I designed tools for my team to support their
performance including a Welfare Reform project plan that was authorised for delivery. This involved me in leading workshops,
training and seminars to councillors, executive team, partnership, front line staff and communities. Resulting in excellent
feedback, top quartile income management performance and held up by CIH as good practice. There was an opportunity to re-
designate stock on the back of the Welfare Reform and in the light of the older peoples accommodation review. Politically this
had been a sensitive area but due to my presentation of the welfare reform project plan members agreed to support the re-
designation of properties.
At Dales Housing I designed a new ASB policy and procedure supported with a toolkit and performance management
framework making sure that the team were fully equipped to carry out their responsibilities. I then nurtured and coac hed
performance through weekly tasking meetings, monthly 121s and regular appraisals reinforcing and sharing good practice
through monthly learning hubs. Partners and other departments were invited to the hubs so that we could develop
performance in the context of partnership. The impact of this performance management structure was that the team to
achieve joint first position out of a peer group of 126 in resolving ASB cases to target and joint first position out of 97 for
complaint resolution to target with 100% customer satisfaction for both. I also led the team to achieve the void turn around
time reduced from 21.5 to 14.5 days.
At Midland Heart, I was responsible for a cross functional team managing a housing stock of just over 6000 properties and
budget of £2m. I also had strategic responsibilities for policy development, procurement and modernization projects. I led the
design of a mobile and flexible working system with an integrated performance management framework; a review of 52
policies and procedures as a result of the merger of subsidiary companies and chaired the Tenants Panel. To lead these pieces
of work I established cross department project teams underpinned with tenant forums. The board authorised the project plans
for implementation that I presented. I trained coaches across the company to embed the new way of working which had the
benefits of regular performance reports and real time policies available to customers in their homes through staff being
equipped with mobile devices. Costs of delivering services were reduced including the reduction from five housing offices to
one and performance increased including complaints turnaround time from an average of 35 days to 10 days, void turn around
reduced from 30 to 14.5 days. Customer satisfaction rose to 97% over 2 years , complaints reducing by 60% during the first
year, crime reduced by 60% over the first year on regeneration estates. I supported community champions to meet monthly
with departmental coaches to monitor and review progress. The audit commission praised me for the project delivery,
outcomes and the way that tenants were engaged in the design,delivery and evaluation process.
Whilst working at Yorkshire Coast Homes I led the design and delivery of the annual service plan for housing management. I
took the different teams within housing management away for a day to consider the current performance position and the ir
vision for the future in the light of the corporate objectives and behaviours. I led the teams to consider what changes and tools
were required to develop performance and consider realistic targets and stretch targets. As a result of this event I produced an
annual service plan with six change management projects authorised by the Board for delivery. I then worked with the finance
and I.T. departments to develop and embed the required performance reports into the housing management system so that all
managers and their teams could receive weekly, monthly and quarterly performance reports as a comparable to the previous
two years at the same point in time and compare performance with each other and their Neighbourhoods . This information
equipped managers to understand the level of support needed for each officer and for each neighbourhood and also to
manage capacity and workloads effectively. This in turn helped individuals to feel supported with the best possible customer
focused service delivery and tools to get the job done. I reported presented performance levels and risk management
recommendations to the management team and Board on a monthly basis in the light of the performance/ neighbourhood
profile data. This informed healthy debate and change management in the light of the national backdrop, local performance
and locality issues. For example I led the restructure of the allocations and lettings team as a result of the evidence from the
performance and locality data. The service delivery plan and related projects were monitored through monthly 121s using the
performance reports to inform individual learning plans whilst recognizing and sharing learning and good practice through

7. team meetings. Each member of the team was an active member of one of the six related projects, which empowered
individuals to feel an integral part of decision-making processes. I coached the team to proactively lead income management
and ASB campaign work informed by the performance data. Income began to show a decrease in rent arrears, void turn around
time reduced and ASB customer satisfaction increased. Staff sickness reduced over the period and the staff survey showed an
increase in positivity, drive and healthy competition. Auditors praised the new approach to income management whilst the
performance data and locality profiles benefitted all departments across the business who came together to discuss
relationship management between our services delivered once a month and to share learning developing joint approaches to
casework.
Using a modern and commercial approach with business acumen I have experience of addressing new challenges facing the
social housing sector. At South Derbyshire District Council I led a reorganisation and transformation project for the Housing
Department in the light of HRA budget cuts, Localism and the Welfare Reform. I organised a series of innovation events and
visits to good practice involving residents, front line staff, councillors, senior managers and key stakeholders in the redes ign of
the future-housing department. The events focused on what future services should look like, how we would manage the
impact of the challenges that lie ahead, identifying tools and processes, leadership requirements, culture and values,
competencies, skills, knowledge and experience needed. I conducted a survey with res idents and individuals across the
department and analysed the impact of localism, the government budget reductions to the HRA, The Welfare Reform and
Housemark/ bench marking performance data. I then considered the budget, Corporate Plan, Tenancy Strategy and other local
indicators and conducted a policy review. My Business Solution recommended to committee included the presentation of a
new matrix managed, locality led structure at reduced cost, a governance and leadership programme, performance
management framework, project plan for implementation, change management programme, learning and development plan
and recommendations for change champions from each team and involved tenants putting customers at the heart of the
change process and implementation of the new model. The presentation of the business solution was commended includinga
film that I directed and produced documenting the current position and innovation and engagement contributions made by all
stakeholders involved as a bench mark to measure future developments. This transformation was authorised by Council for full
implementation with support from HR and resulted in enhanced customer services at reduced cost through introducing a
cross- functional locality model that maximised the added value of the partnership, multi skilling teams and prioritising early
intervention work.
Whilst working for Derby City Council as a Head of Neighbourhoods, I designed and embedded a new department and business
model to deliver the Governments Neighbourhood Renewal Strategy. This involved me in putting a new staffing structure in
place underpinned with neighbourhood hubs, bringing a range of services and functions together across sectors in partnership
to deliver joint targets. The design process involved me in leading and establishing a project team, initiating, scoping, risk
managing the project and business solution bringing a range of partners and functions together. I led a series of consultation
and engagement events across the partnership with councillors, senior managers, front line staff and residents and took
leaders to explore good practice elsewhere. I researched national and local agendas, considered Housemark and Bench
Marking Data and cross partnership targets and carried out customer, service, demographic, geographic data research analysis
to understand the current position of service delivery, cost, customer satisfaction and reputational impact. I presented the
business case and project plan to Council and Derby City Partnership and it was endorsed for implementation. My successful
leadership and management of the model resulted in the successful delivery of the Government’s Neighbourhood Renewal
Strategy, a locality partnership model of service delivery and performance management framework being held up by
Government as good practice Nationally and the establishment of the first Compact with the Voluntary Sector. Outcomes
include Crime reduction by 40% in the first six months; service delivery programmes such as cyclical maintenance and
environmental services locally agreed and delivered and a variety of services and resources devolved to the locality model such
as waste management and NHS community resource. Over 5000 residents and 60 voluntary sector organisations were involved
in neighbourhood forums, hubs, regeneration schemes and developing the community infrastructure and locality plans and
services each year and over 500 residents attended the annual conference that I led to celebrate successes and develop our
vision for the future. This model supported the reduction of spend due to the multi skillingof staff over the firstthree years.
I have managed budgets ranging from large contracts to two million pound budgets. For example, at Rethink I managed a
variety of large contracts of commissioned services for those with mental health conditions across the south of the country
including supported housing, advocacy services, regeneration schemes and community services working closely with key
commissioners such as the NHS and Councils. I attended regional stakeholder networks to support and promote our services. I

8. was responsible for 8 service managers and their respective teams and contracts. This meant holding service managers to
account as well as attending meetings with commissioners to negotiate contracts and monitor progress . I led and managed my
team to successfully deliver targets to commissioned contractual operational and financial compliance. I was commended by
Rethink and a London Borough Council for developing an innovative partnership contract to be financially self sustaining over a
three-year period. The council had decided to cut this service that we were commissioned to deliver in its existing form which
had resulted in local residents campaigning with the media to lobby councillors to save the service. I proposed a commercial
self-sustaining business case to be delivered in partnership with the local leisure center, voluntary sector and Mind and the
business casewas praised by full council and promoted as a positivesolution by the press.
I recognise that housingis currently undergoing the biggest transformation in social housing history that requires a commerc ial
approach and modern tools, maximising the use of the partnership resource, increasing early intervention whilst delivering top
quality services responsive to customer and business needs at reduced cost. My success in leading organisations, communities
and their leaders through complex and sensitive change whilst maintaining and developing high level, cost effective, quality
and relevant operations requires a diverse range of communication skills, emotional intelligence, sensitivity and diplomatic
negotiations so that organisations and communities embrace necessary change rather than feel alienated because of it. My
success in leading change programmes, building top quality teams and engaging residents is complemented by my use of
inclusive and creative techniques such as innovation events, systems thinking, planning for real, customer interventions, focus
groups and team building with a difference coupled with my diverse range of leadership techniques such as coaching,
mentoring and the Mary Gober technique.