Southampton, England, United Kingdom
I am a leader by nature, I like to get things done and make a difference. I am loyal, and have a highly focused work ethic. I strongly believe in the strength of working in a team. I am motivated by the task, not by the glory or the personal gain. Ian’s formal education specialised on the then emerging computer revolution; he ran his own Computer Consultancy business for 15 years before moving to Hampshire in 1994. Shortly after this he joined SPECTRUM to develop Direct Payments Support Services, taking the Chief Executive’s role in 1998. Ian is actively involved with several other organisations controlled by Disabled People. He was a Trustee for the National Centre for Independent Living; and has been a Trustee of Disability Rights UK since they formed in 2012. Ian has also served on a number of influential bodies, locally, regionally & nationally. Ian was a commissioner on the Southampton Fairness Commission, served on the Independent Living Scrutiny Group (Office of Disability Issues) and co-founded SENDPO (the South East Network of Disabled People’s Organisations). Ian is currently a member of the Independent Living Strategy Group, a national network co-ordinating Independent Living strategy nationally and led by Baroness Campbell of Surbiton. Ian is evangelical about the Social Model of Disability, the importance of a strong and vibrant Disability Movement, and the development of User-Led Organisations. Ian views these as tools to enable the emancipation of Disabled People from the daily discrimination and oppression they face. Ian is a strong supporter of the move away from Disabled People’s traditional reliance and association with ‘charity’, being viewed as objects of pity and institutional based service provision.
Responsible and Accountable for • Strategic Direction, Leadership and organisational accountability Job Functions • To develop, maintain and implement effective strategic vision of SPECTRUM and to ensure it operates as specified in relevant service agreements and remains accountable to constituents and stakeholders • With the Management Committee, give direction and leadership to SPECTRUM to ensure its future strategic sustainability • Enable the Management Committee (MC) to fulfil its Governance role Key Objectives 1) Accountability: As SPECTRUM’s principle officer, accountable and responsible to the MC for all activities carried out in SPECTRUM’s name 2) Strategic Responsibility: Assume a leadership role in developing, communicating implementing and monitoring overall organisational and strategic direction in line with the vision set by the MC 3) Policy & Practice: To ensure SPECTRUM operates in line with its own policies and procedures and relevant legal obligations and other guidelines as appropriate. Proactively ensure that SPECTRUM policies and procedures develop in line with its needs and duties, within the aims, objectives, values and priorities set by the MC 4) Effective & Efficient Management of Systems & Resources: Ensuring SPECTRUM is effective, efficient, responsive, manages systems and resources well and is cost effective and timely in all its activities 5) Unity 12 & Subsidiary Organisations: To provide Board level representation and limited strategic support to Unity 12 and any subsidiary organisations, as agreed from time to time 6) Other Responsibilities: Detailed below Areas of Specific Responsibility 1. Accountability: a) Knowledge of SPECTRUM’s Activities: Develop structures and systems to ensure that you are aware of all management, strategic and Governance issues and plans carried out in SPECTRUM’s name, together with any issues that arise as a result of these activities b) MC Awareness/Involvement: Ensure that the MC is kept inform
I operate as the Management Committee’s appointed chief officer for a peer based organisation run and controlled by disabled people in Southampton. I am responsible for implementing strategic plans, managing staff and managing the organisational infrastructure of SPECTRUM. Since my appointment, the organisation has grown from a small (employing 7 staff) local organisation with no clear direction, to a flourishing regionally motivated organisation. I am responsible for 28 staff and manage a budget of over £1M. SPECTRUM is now one of the larger CIL’s in the UK with a reputation for having a clear strategic vision and philosophy and acknowledged for providing a wide range of high quality services that support disabled people to live independently. I have worked hard to ensure that SPECTRUM is constantly striving to innovate, work with a wide range of partners and we lead the way on a range of nationally important innovations as well as leading on several national agendas. The basis of my work has been to clearly define the strengths, weaknesses and aims of the organisation, to set and communicate a vision which is both realistic and ambitious, to set sound financial foundations for all activities and to ensure that we provide quality services that people actually value. I believe our staff teams now value their contribution and consequently we work more inclusively with a culture of wanting to achieve more. I have led on a recent move to new offices which we purchased, let out spare space to other organisations to pay the mortgage, thus enabling us to be far more financially stable in the future.
Through my involvement with Young Arthritis Care, I became aware of the Disabled People’s Movement, and felt the desire to change my career so I could work to support disabled people to live independently within a civil rights perspective. I began working for the Southampton Centre for Independent Living. I was one of the first Direct Payments Support Workers in the UK, charged with developing a then innovative Independent Living opportunity for disabled people. I was responsible for supporting, advising and training both disabled people and Social Services staff in all aspects of the scheme. I also became active both regionally and nationally in Policy & Practice issues around Direct Payments I developed a nationally acknowledged Introduction to Direct Payments called “Take Control of your Life” which informed the Department of Health’s Guide when they started promoting Direct Payments nationally. Since this time I have been involved in national issues around direct payments, including television, radio and video work. As a direct result of my work we managed to more than double the number of disabled people using Direct Payments. When I finished in this role there were more people using Direct Payments in Hampshire than the rest of the UK put together.
On leaving College I became self-employed as a Computer Consultant. During these years worked with a wide range of small and medium sized companies in a range of roles, including: Designing and writing an advanced Multi Ledger accounts program Designing and writing a Cash Book accounts program. Database design, implementation and upgrade Computerising of Production Control Systems Design of Contact Enquiry systems Design of a Sales Enquiry System Design, programming and marketing of a leading Job Costing system Advising and supporting customers to move from a manual to a computerised accountancy system (this became my specialism) Managing Accounting systems, providing a management accountancy function to Managing Directors Throughout my self-employed career was very careful to look after my customer base. I am proud that I never had a dissatisfied customer.
I worked for the Civil Service. During this year I was involved in writing programs for the impending computerisation of the Civil Service recruitment system.