Operational and Technical Experience
Sarah has successfully managed many different services. Specific examples include
- Regeneration: for LB Merton, Sarah developed a new strategic framework for economic development and regeneration in the face of the market collapse of 2008. At Brighton & Hove she created an effective Regeneration Partnership and a well-received Strategy. she led several major projects, including completing the £35m Brighton Dome, negotiating the £11m PFI for the Library and the preliminary studies for the Brighton Centre. At Southend, Sarah resolved long-standing problems on major initiatives such as the five year, £20m improvements to the High Street and starting a two-Council approach to planning and improving the Airport. She has managed and initiated a wide range of projects including community development, business support and skills training.
- Cultural Services: Sarah managed the high performing tourism services in Brighton & Hove, alongside libraries and the unique Pavilion. In Southend she project managed the preparation of Chalkwell Hall for the arrival of internationally important cultural agency Metal.
- Transport Planning: At Merton, Sarah laid the foundations for the new London transport programmes from 2010, ensuring that all partners understood the importance of transport to the Council's regeneration ambitions. Sarah led the strategic transport function at Thurrock through a Best Value Inspection, improving the rating from poor to fair. At Southend, she delivered an Annual Progress Report that retained a good rating, and led the restructuring of contractual relationships with the Council's major partner.
- Strategic Planning: at Merton, the Core Strategy was changed from a stalling policy to a dynamic policy, agreed by all parties for consultation. Sarah also managed the politically complex South London Waste Plan for the borough, personally working with members and the public.
- Waste: in both Southend and Merton, Sarah has managed large scale waste services. In Merton this inlcuded the in-house service for collection, and a large scale four borough partnership for treatment, both of which required consistent leadership to ensure both high quality of service to residents, and a strong strategic direction.
- Green spaces: at LB Merton, with the second largest green areas in the capital, Sarah ensured successful partnerships for ongoing investment. She managed the inclusion of green spaces in the community strategy for South Essex, underpinning the delivery of the Gateway's 'Greengrid Strategy'.
- Asset and Property Management: Sarah wrote the first Asset Management Plan for Southend, commended by the Audit Commission in their annual letter
- Procurement; Sarah initiated the transformation of procurement in LB Merton, introducing new governance and compliance, alongside identifying and securing significant 'quick-wind' savings
- Sports and Leisure Development: at Brighton & Hove Sarah managed a respected sports service, including the proposals to regenerate a major sports centre. At Merton, she managed the procurement of a new leisure centre contract, using an innovative output specification
- Third sector funding and resources: Sarah has managed grant programmes (at LB Hounslow, Hertfordshire CC, Brighton & Hove and LB Merton), applied successfully for major resources (as in three successful Invest to Save Bids, and the £40m Investing in Communities Programme in South Essex) and delivered grant funded projects, such as the Brighton Dome or the SRB Rounds 6 and 7 programmes in Brighton.
- Partnerships: Sarah initiated enduring partnerships in regeneration (Brighton), and crime reduction (Hertfordshire) as well as strengthening and improving pre-existing ones, such as the Castle Point Regeneration Partnership or the key relationships in Southend. She has also created successful contractual, cross-sector partnerships, such as in creating the masterplan for Canvey Island.
