My passion is to empower people to achieve their true potential, and I enjoy working in organisations who want to make a difference. My particular strengths lie in leading and managing people and programmes that address social inequalities and disadvantage, and fostering a learning culture that inspires people to learn and grow.
After many rewarding years in stratgic and operational roles in Local Authorities, charities and non-profit organisations, I have developed extensive experience and a track record of working as a successful senior manager delivering large national and CSR programmes, establishing effective working partnerships and managing performance across a number of staff teams including paid and volunteer staff and consultants.
I am a professionally qualified Youth Worker, and have qualifications in Management, Learning and Development, Human Resource Development. I am an experienced inspector and qualified assessor, and have successfully managed project delivery to meet the requirements of a range of performance frameworks. Also an experienced work based coach and mentor I am familiar in the use of a range of tools, including NLP.
I am honest, positive and decisive, and firmly believe that high quality programmes are delivered by engaged, committed staff and strong, effective partnerships. I believe in empowering staff to become ambassadors for the organisation, who really “walk the talk” and deliver excellent opportunities for the people and communities they work with.
Specialties: Managing and leading people and projects, organisational improvement and development, individual and team development, skills analysis and development, information gathering, synthesis and analysis, problem solving, initiative and creativity.
- Charity/Not for Profit
- Government - Central and Local
Diane is committed, enthusiastic, passionate and conscientious. Diane performs at the highest level as a strategic manager and is always well respected by those she works with. Diane is highly competent in managing complex situations and facilitating strategic organisational development."
Diane is an excellent colleague who is both professional and highly skilled. She is an original thinker and able to critically analyse and appreciate others' views to develop strategy. Diane is strong on accountability and making a difference and would make a first rate Non-Executive Director."
Diane was a highly valued member of our team at the National Youth Agency. She is extremely committed to her work and gets good results. Diane has excellent management and interpersonal skills and is equally effective as a team member or a leadership role. She would be an asset to any organisation."
Organisational Management Consultant
Kinetic Youth Ltd March 2015 - May 2016
Kinetic Youth is a national not for profit social enterprise delivering youth work services to young people within the secure estate and beyond.
The Director role is a key strategic position; building effective operations, driving improvement, establishing effective partnerships, maintaining productive internal and external relationships and advocating on behalf of young people and those working with them.
National Programme Manager
The National Youth Agency June 2005 - March 2015
National Programme Manager at The National Youth Agency developing and delivering a range of results driven and targeted programmes that achieve measurable business objectives.
Specialist expertise focused on delivering national workforce expert lead role for youth work and youth services in England and across the UK, leading and managing multi-partner corporately funded youth development and Corporate Social Responsibility programmes, and bringing to implementation struggling and stalled projects.
Lead Youth Inspector
Ofsted October 2007 - December 2009
Leading inspection teams, inspecting youth services against a framework of national standards, managing feedback within the Joint Area Review team and within the service subject to inspection, engaging with senior Officers and Elected Members, and producing formal written reports
Ofsted October 2002 - September 2007
Inspecting youth services against the framework of national
Standards, as an experienced sector manager and member of the inspection team as and latterly leading inspection teams. Responsibilities included managing feedback; engaging with senior staff and Elected Members; and producing formal written reports.
Dorset County Council June 2001 - May 2005
Managing and delivering a portfolio of responsibilities within the Local Authority provision for young people's services, including: county wide projects and building based locality provision; county wide and locality based active engagement and active involvement of young people; county wide and locality based accredited informal learning opportunities and programmes; countywide staff development and HR functions; and staff line management.
|Workforce Development Strategic workforce planning,
identifying and mapping emergent needs,
setting standards frameworks,
maintaining quality standards, and
understanding developments in qualifications development and frameworks.|
|Programme Management Using business models and tools,
shape practice and review progress,
managing funder and partner relationships, and
|LeadershipProviding guidance and direction,
acting with authority and purpose,
reliability and consistency of message,
flexibility and adaptability of practice to resolve problems and effect change,
and esponding to initiative and resourcefulness|
|Change leadership and management Strategic organisational planning,
generating and managing change processes
managing people through change
and managing programmes through change|
|Performance ManagementPersonnel review,
objective and goal setting,
and progress monitoring|
|Certificate in Youth and Community WorkUniversity of BirminghamAugust 1987Building a fundamental belief that young people and communities deserve high quality and professional workers. Developing a commitment and desire to promote social justice, promoting opportunity to reflect on the current and changing experience of young people, particularly those facing multiple disadvantages, and to explore what the best youth work process should be.
• Develop detailed knowledge, in depth understanding and critical analysis of theory and praxis in relation to young people and communities, leading to a mastery of the subject
• Develop critical understanding of complex theoretical perspectives in a wide range of professional and applied contexts relating to youth work and community work
• Develop extensive knowledge, comprehensive understanding and skills in relation to working with young people and communities
• Develop a critical understanding of the impact of social policy in relation to their practice with and management of young people and communities
• Develop a reflective approach to learning at professional Level, such that they develop appropriate knowledge and detailed understanding relevant to their intended career pathway
• Provide a scheme to build on other relevant learning as the basis for professional education developing an ability to synthesise and critically evaluate their practice
• Develop appropriate career management skills
• Develop a professional able to demonstrate skills for employment and future learning with attributes valued by employers within the specific youth and community work workforce and the wider children and young people’s workforce.|
|Youth Arts Project ManagementUniversity of PortsmouthNovember 1997Learning and practice for developing and running youth arts projects.
• exploring the philosophy of youth arts
• the intrinsic and extrinsic value of youth arts activity
• the influence of youth culture on the arts in general
• the arts as a vehicle for exploring social and political issues with young people.
• the strategies, skills and issues involved in devising and planning an arts project with, for and by young people
• working with practicing artists
• press, publicity
|ManagementDorset County CouncilJune 1999Management and leadership roles such as Manager, Area Manager, Business Manager, Quality Manager and Business Improvement Manager.
• Managerial and wider technical knowledge to underpin competence in the job roles stated above. Includes the knowledge covering the principles and practices of effective leadership and management, resource planning and management, recruitment and selection, budget management, stakeholder engagement and management and developing respectful and productive working relationships. It also covers concepts such as organisation structure and culture and corporate social responsibility and sustainability
• Develop specialist technical knowledge for extending occupational skills to specialised management and leadership roles. Includes content themes such as business performance measurement and improvement, business strategic planning and development, quality management, innovation and change management, legal context of business and project management
|Learning and DevelopmentWeymouth CollegeJuly 2000Knowledge and skills development required for Learning and Development Officers, Training Managers, Tutors, Trainers, Assessors or Internal Quality Assurers in a range of sectors.
• Principles, theories and practices of learning and development
• Identify the learning needs of organisations and individuals
• Develop learning and development programmes
• Plan and prepare specific learning and development opportunities
• Develop and prepare resources for learning and development
• Facilitate learning and development in groups and for individuals
• Manage learning and development in groups
• Engage learners in the learning and development process
• Reflect on and improve own practice in learning and
• Evaluate and improve learning and development provision
• Understanding the principles and practices of assessment
• Assess occupational competence in the work environment
• Assess vocational skills, knowledge and understanding
• Understanding the principles and practices of internally assuring the quality of assessment
• Internally assure the quality of assessment
• Developing collaborative relationships with other organisations
• Manage a budget for own area or activity of work
• Manage the achievement of customer satisfaction|
|Human Resource Development Weymouth CollegeApril 2001Further units from the L&D set, extending skills and knowledge required for Learning and Development Officers, Training Managers, Internal Quality Assurers in a range of sectors.
• Provide information and advice to learners and employers
• Engage with employers to facilitate workforce development
• Develop and evaluate operational plans for own area of responsibility
• Provide leadership and direction for own area of responsibility
• Manage or support equality of opportunity, diversity and inclusion in own area of
• Work productively with colleagues and stakeholders
• Set objectives and provide support for team members
• Plan, allocate and monitor work in own area of responsibility|
|Youth and Community Work|
|Youth Arts Project Management|
|Learning and Development|
|Human Resource Development|