Claim you profile


In order to claim your profile, we need to send an email to the email address you used when you created your SkillPages account. This will contain a unique link to claim your profile. We have sent the email to:

k********4@g***l.com

If you don't have access to this email account then please contact the Bark.com team.

 
Scarisbrick - Operations Manager - York, England, UK

Keith Scarisbrick

York, England, UK

Services

Operations Manager

  • Full time
  • Part time
  • One time
  • Contract
  • Temp

Work History

Volunteer Coordinator

Penny On Trust - New Dawn Project

October 2012 - October 2012

New Dawn is a project of The Penny On Trust designed to create volunteering and experiential opportunities for 16-24 year olds in the field of local and international development.
Our mission is to inspire, train and prepare young people to lead and participate in community improving projects worldwide.
Central to our mission is a Sustainable Food Growing Kit that enables vulnerable families to begin growing their own healthy food.
Sustainable Food Growing Kits are packed by volunteers and delivered directly to vulnerable families in a range of countries and environments.

Director

Scarzek Support

May 2012 - May 2012

Development work with disability individuals and groups to support clients into community-based activities, awareness of the workplace and worthwhile training opportunities that give the skills needed to attain a work placement as a viable employment option. Also helping give support toward more social inclusion and integration.

Interim Project Development Manager

UBU

October 2011 - May 2012

Lead manager for the smooth installation of the service and managing the change options that staff would need to undergo to become conversant with the new system within a budget of £500k.
• Engaged to lead implementation of new IT system to improve employee accountability and increase efficiency including one to one training.
• Selected as interim Senior Manager to transform underperforming processes and teams and mentor incoming incumbent. Implemented improvement plan, devised training strategy and embedded best practice. Resolved internal med errors to zero and raising standards.
• Initiated professional development frameworks to sustain long term improvements to empower team members and reduce attrition.

Interim Project Development Manager

ubu Health and Social Care

October 2011 - May 2012

Initially engaged to lead implementation of new IT system to improve employee accountability and increase efficiency including one-to-one training.
Selected as interim senior manager to transform underperforming processes and teams. Implemented improvement plan, devised training strategy and embedded best practice. Resolved internal med errors to zero and raising standards.

Interim Community Support Manager

The Disabilities Trust

August 2010 - October 2011

Recruited to lead improvement strategy for 15 service areas within North & West Yorkshire from homecare to specialist house/flat models. I managed a team of 9 managers and 100 staff with a budget of £2.5 million.
• Analysed operational procedures and client service levels to formulate quality strategy. Identified opportunity to empower clients and care plan users including enabling three to commence independent living.
• Sourced and secured multiple contracts including initiating local recruitment plans to deliver care levels in line with agreed Service Level Agreements. Formulated training schedules to ensure best practice resulting in receiving high levels of positive client feedback.

Interim Service Delivery Manager

WRVS

January 2010 - May 2010

Strategically managed services covering retail outlets, meals on wheels, emergency service responses and community projects and activities. Responsible for 10 Managers and 75 staff and budget of £1.5 million.
• Brought together six silo operations into one regional operation through teamwork sessions, involving staff at strategic points in the convergence and empowering manager to develop their teams and services through strong budget management and proactive people skills.
• Streamlined the way paperwork, in relation to contract compliance, was processed i.e. developed online paperwork which save time and money on a weekly basis.
• To work with partners across the region to ensure that older people are aware of and can access a coherent suite of services which help to build stronger communities.

Community Support Manager

The Disabilities Trust

August 2010 - October 2011

Analysed operational procedures and client service levels to formulate quality strategy. Identified opportunity to empower clients and care plan users including enabling three to commence independent living.
Sourced and secured multiple contracts including initating local recruitment plans to deliver care levels in line with agreed Service Level Agreements. Formulated training schedules to ensure best practice resulting in receiving high levels of positive client feedback.

Interim Service Delivery Manager

WRVS

January 2010 - July 2010

Initiated programme to merge six silo operations into one regional HQ. Led teamwork sessions, engaged team throughout convergence and empowering management to develop teams and services utilising strong budget management and proactive people skills.
Streamlined paperwork processes to drive contract compliance i.e. developed online paperwork which saved time and money (4%) on a weekly basis.
Devised a partnership engagement strategy to educate and inform around service offering and increased access to users which helped to build stronger communities.

District Manager, Care & Support

Support Works, Yorkshire Housing

August 2006 - January 2010

Strategic management of a learning disability service for people with severe to mild learning disabilities. I direct managed 13 managers and had responsibility for 450 staff. I managed the budget of £9.5 million.
• During a period where a senior manager had left I successfully managed both part of the service ensuring care plans were up-to-date and budgets were operating effectively.
• Took on the responsibility of developing new services. Project managed the refurbishment of an old care home into a state of the art secure environment for people with severe disabilities.
• Managed both own and NHS staff to fulfil the contract compliance standards required in the 6 care homes and 48 supported living scheme models.

Interim Support Services Manager

St Leonards Hospice

December 2004 - July 2006

Managed all non-medical services within the Hospice, this included; reception, maintenance, volunteering, catering services, education, estates, IT and database management and housekeeping. Deputised for Chief Executive in his absence. Managed 5 managers, 60 staff and 250 volunteers with a budget of £1.5 million.
• Successfully project managed the re-development of part of the Hospice into a Marketing suite and ‘Drop-in Café’ for family and friends of patients.
• Through strong budget controls managed to make savings of approximately £25,000 within the recruitment budget by utilising current staff to fulfil gaps.

Interim Support Services Manager

St Leonards Hospice

December 2004 - November 2005

Led modernisation and growth plans including re-development of part of Hospice into a new Marketing suite and 'Drop-in Cafe' for visitors. Resulted in significantly improving marketing strategy and increased user experience and family involvement.
Executed extensive budget controls/analysis by making team leaders more accountable for budgets thereby achieving savings in excess of £25k+.

Assistant Director, Operations

Victim Support West Yorkshire

May 2002 - November 2004

Strategic and operational management the Victim Support and Court Services through 15 managers, 50 staff and 1000 volunteers. Responsible for budget setting and financial management, recruitment and retention, strategic planning, performance management and contract management.
• Successfully merged three office-based services into one, thereby making annual savings of staffing, accommodation and resources to the value of £70k p.a.
• Improved team morale through the recruitment of enthusiastic and focussed team players. This reduced attrition rates by 5%.
• Improved volunteer journey through regular meetings and discussion around ‘issues of the day’ and utilising input from the volunteers to drive forward the business.

Contracts Administration Manager

City Training Services

June 2000 - May 2002

As Contracts Administration Manager my role encompassed the areas of contract management and negotiation, IT, finance and payroll, health & safety, policy development, part of a small senior management team with input in strategy and business development, and the administration and reception duties of a team of ten. In addition, within my overall role I had the budget management responsibility of approx £1.25M.

Commercial/Contracts Manager

Future Steps

December 1996 - May 2000

As Commercial/Contracts Manager I had responsibility for setting-up and running a 'stand alone' recruitment business. From a standing start I recruited three staff and developed a Business Plan whereby I projected an annual revenue budget of £450k in the first year. Through strong support and direction of my team we achieved a first year turnover of £1.25M. This we sustained and improved over the following two years. Latterly my role changed and I was responsible for developing projects and bidding for external funding to support the core business of career advice and guidance to school children. projects included offering support and guidance to minority ethnic groups around advice and support in finding employment. In addition, I became a non-executive director of a small social enterprise which worked with academics and university graduates to improve access into engineering courses and employment.

County General Manager

St John Ambulance North Yorkshire

June 1994 - December 1996

As County General Manager I managed the County Headquarters with a staff of 54, and a budget of £750k. In addition, had responsibility for 1500 volunteers working within the Brigade. My position covered the areas of finance and budgeting, IT, human resources, recruitment, strategic planning, volunteer management and the training function, including course development, sales and marketing and the link between the Board and startegic partners.

Chief Clerk (Administration Manager)

HM Forces

October 1970 - April 1994

As the Chief Clerk I was responsible for the clerical and administrative functions within the largest branch of a Army Headquarters. I had responsibility for the support and direction of the administrative staff of 35 personnel made up of both military and civilians. In addition, I was responsible for the implementation and subsequent management of a wide area network system for eastern England. The system was developed to direct and monitor all land, sea and air movements involving the logistics element; transport, supply and catering of the Army operations within the District.

Qualifications & Certifications

Higher National Diploma (Advanced)

University of Humberside (now Lincoln)

HND (Adv)

University of Humberside

Richard Fairclough, Warrington

Is this your profile?

If this is your profile, then you can claim it now and log into your account.

We will need to verify your account and email address before you can log in. To claim your profile now, please use the 'Claim Profile' button below.

Skillpages has been acquired by Bark.com!

Bark.com is pioneering the way people find local services. Skillpages is the world’s premier directory of service providers.

Find out more

Are you sure that you want to leave?