common good.

key achievements

designed and delivered Dorset’s unique family hub model

Successfully designed and implemented Dorset Council’s innovative Family Hub model as part of the Department for Education’s (DfE) transformation programme, managing a £1.7m implementation budget. The pioneering model was tailored to meet community need through asset optimisation and rapid deployment, making Dorset the first to open two hubs within the initial funding quarter. Key accomplishments include repurposing the Children’s Centre estate, integrating a comprehensive digital offer via an online hub and community champion network, and aligning health services with the new delivery model.

The initiative achieved long-term sustainability by empowering communities to shape their own services, resulting in over £500k in revenue savings from estate rationalisation. It also extended service reach through pop-up sessions and digital solutions, ensuring access to services even in rural areas.

0-5 community offer

Led a comprehensive review of Dorset Council’s 0-5 services, analysing lived experiences of families, geographic and deprivation factors, and performance data to inform service redesign. Engaged a wide range of stakeholders, including health commissioners, early years settings, and the voluntary sector, while spearheading public consultations. Designed an innovative service model inspired by Harlem’s Children’s Zones, focusing on community partnerships, multidisciplinary teams, and a robust digital offer.

Developed business intelligence tools to better identify families in need and created a comprehensive ‘5-case’ business case for cabinet approval. This model laid the foundation for Dorset’s locality structure, Family Hubs and aligned early years health services with the council’s delivery model.

voice of children and families  

Led Dorset Council’s first Agile project, implementing Scrum to establish a co-production and engagement framework with children and families, particularly SEND families. The project addressed Ofsted feedback by ensuring that children’s and parents’ voices were central to service improvements. Key achievements include the rapid deployment of a digital engagement platform, a co-production framework for policy and governance, and inclusion initiatives designed to give all families a voice in shaping services.

The project has led to more engaged families and empowered staff, fostering a culture of co-production that has directly influenced service quality and user satisfaction across Children’s Services.

digital children’s services

I led the design of a digital platform for families to access services online, branded Family Hub online. We utilised a multi-million-pound investment to deliver significant long-term benefits. These include revenue savings from efficiencies and further cost avoidance as family’s preference digital services. User journeys were co-designed with families, employing a design-led methodology and Scrum for iterative development.

software and systems procurement

Managed the implementation of several key systems, including SEND case management, EET tracking, engagement tools, ePEP, school information systems, and school vouchers.

product owner (children’s services)

Social care case management and education case management systems. Ensuring system and business intelligence development aligned with business needs and priorities.

mutual support programme

Lead for a 12-month government funded programme to explore spinning services into alternative delivery models (ADM). We designed an ADM for Dorset’s in-house fostering service with the aim of being better positioned to compete with independent fostering agencies. The model was fully developed including detailed TUPE arrangements and consultation with staff and unions. At the conclusion of the programme, it was decided not to implement. The learning from this programme was used to support Dorset Music Service move into an ADM.

holiday, activity and food programme (HAF)

I was responsible for setting up and delivering the first year of the HAF programme in Dorset. This included the setting up of a new commissioning framework fit for purpose and able to meet tight timescales. I was able to harness my experience of working with community organisations to deliver a varied programme across the large rural shire. Over 20% of eligible children accessed at least one activity during the first summer period.

household support fund (HSF)

Children’s Services led on HSF in Dorset, and I was responsible for setting up and delivering the first round. Our approach was a mix of direct services including vouchers, support services commissioned through partners including Citizen’s Advice and a grant scheme for community organisations. Dorset were successful in spending 100% of all the funds, and provide support to every family in receipt of free school meals.

families first for children pathfinder (FFCP)

Dorset Council is one of three LAs selected by the DfE to pilot the Family First for Children reforms. Working as part of a large programme team, I led on the enablers required to deliver and sustain the reforms including systems and reporting. The pathfinder is providing valuable insight to the DfE to support the eventual roll out of the reforms.

strengthening fostering

Project Manager for a wide-ranging transformation of Dorset’s fostering service following the decision to keep it in house (see ADM above). This included the commissioning of a new website, marketing consultancy and development of marketing insights (a first for Dorset). A redesign of the application process with an emphasis on making it digital and improving the experience of prospective foster carers. The development of new processes, forms and reports on the social care case management system. This has increased the number of new applicants, and reduced the number of carers dropping out during the application process.

SEND travel

Working with Dorset Travel and SEND services (different directorates) to integrate the experience for families of applying for an ECHP, school place and travel. This considered the application journey, internal business processes and system integrations. The design work was used to develop the specification for new software for both departments and create standard operating procedures and a SLA for the travel team.

COVID-19 response

During the COVID-19 pandemic, I reported directly to the DCS and managed the directorate’s emergency response. I designed and implemented several rapid-response services and initiatives, including a free school meals voucher program, a workforce health tracker and dashboard, a support program for foster carers, a laptop distribution program for school children, an internal communication strategy, and a workforce skills exchange program to match underutilised council staff with areas of high demand.

ofsted readiness and inspection management

Dorset Council’s Children’s Services embarked on a comprehensive improvement journey following a ‘Requires Improvement’ judgement. I designed and implemented the initial Ofsted readiness and improvement plan. Conducted a detailed assessment of performance against the ILACS framework. Developed a robust performance dashboard and implemented governance arrangements. Created a comprehensive improvement plan with task and finish groups, and monitored outcomes.

I managed both an Ofsted focused and full ILACS inspection visit. Working directly with the leadership team, I ensured a smooth, calm, and coordinated inspection. Responsible for scheduling, coordinating key lines of enquiry, internal communications, consents, and partner stakeholder management.

Conducting an internal self-evaluation against ILACS criteria established a crucial baseline, guiding the development and implementation of a targeted and effective action plan. This foundational step ensured focused improvements and measurable progress. The improvement plan evolved into Dorset’s strengthening services plan, resulting in an Ofsted ‘Good’ judgement in 2021.

career history

Common Good. – Director

September 2024 – present

Common Good is a specialist consulting business supporting organisations to deliver place-based change and help communities thrive.

Dorset Council – Senior Manager (commissioning and transformation)

October 2017 – September 2024

Dorset Council is a unitary council serving the rural shire of Dorset. Children’s Services Commissioning and Partnerships.

• Member of Children’s Services leadership team.
• Commissioning portfolio in excess of £7m.
• Management responsibility for one statutory service and two project teams.
• Specialising in prevention-at-scale, community development, digital transformation and service co-design.
• Programme Lead for: Family Hubs, Our Digital Family Offer, Household Support Fund, Holiday, Activity & Food programme.
• Project Manager: Family First for Children Pathfinder, Covid-19 response, 0-5 community offer, Strengthening Fostering, SEND travel, Mutual Support Programme, Voice of the child.

Neatlines Ltd – Founding Director and COO

June 2016 – Present

Neatlines is a tech start-up focused on creating digital solutions to support organisations that prevent homelessness.

• Owner for product design, marketing and business development.
• The business has brought two products to market with multiple sales to local authority customers, including AdviceAid, a self-service homelessness prevention tool.
• Worked with a range of partners including Shelter and EY.

CMS – Strategic Engagement Manager

March 2015 – October 2017

CMS is a long-established UK charity mobilising people to work in challenging overseas context and providing specialist training to innovators in the UK.

• Lead on national, cross-platform campaigns to broaden and deepen stakeholder engagement – exceeded KPIs by 1000%.
• Portfolio holder for three services areas including a regional training initiative and global exchange programme.
• Management oversight of departmental budgets, contractors and support staff
• Oversight of events programme.

Connect Centre – Service and Project Lead

October 2008 – February 2015

Connect Centre is a community hub delivering a range of programmes targeted at the most disadvantaged people in central Somerset. Part of a national charity.

• Member of the Management Board.
• Leading a team of four managers, managing a further 14 staff and 120 volunteers.
• Lead in acquisition, design, implementation and delivery of a range of district-wide services including commissioned Direct Access Shelter, Rough Sleeper Outreach Service and Day Services; Healthcare Inclusion Project; Counselling Service; Catering Social Enterprise; Youth Service; and a Community Centre.
• Management oversight of all budgets, operations, health &; safety, organisational development and safeguarding.
• Stakeholder management between all three tiers of local government, NHS, third-sector providers and local businesses.

Self-employed – various

Jan 2007 – July 2017

• Management consultant to third-sector organisations, specialising in statuary commissioning, service design and implementation.
• Marketing and PR – Academy Theatre (BAPA Ltd / Cent Records / V!BA Partners).
• Marketing and PR – White Consultancy Ltd.
• Brand Development Consultancy – Mendip District Council.

NGM/Engage – Head of Training and Services

September 1999 – December 2006

NGM is a national charity working with socially disadvantaged children and adults through the arts. Engage is a management and record label owned by the charity.

• Member of Senior Leadership Team.
• Oversight of three departments, eight managers, managing a further staff team of 60.
• Lead on UK and global partnerships, operations and marketing.

Temporary Contracts

September 1998 – August 1999

• Assistant Buyer – Somerfield, Head Office.
• Filing Clerk – Bristol Healthcare NHS Trust.
• Filing Clerk – Knowle West Community Project.

qualifications & professional memberships

• Fellow of the Royal Society of Arts
• Certificate Commissioning & Purchasing for Public Care, Oxford Brooks, IPC, 2023
• Foundation & Practitioner Agile Project Management, APMG International, 2019
• NOCN level 2 Community Development, Vista, 2009
• BA (Hons) Applied Theology, University of Chester, 2009
• GNVQ Advanced Business, Wells Blue School Sixth Form, 1998

key skills

• Strategic commissioning
• Project management
• Stakeholder management
• System & service co-design
• Organisational development

CliftonStrengths®

• Futuristic
• Intellection
• Strategic
• Achiever
• Ideation

key achievements

In development (check back soon).

career history

Common Good. – Director

September 2024 – present

Common Good is a specialist consulting business supporting organisations to deliver place-based change and help communities thrive.

Dorset Council – Senior Manager (commissioning and transformation)

October 2017 – September 2024

Dorset Council is a unitary council serving the rural shire of Dorset. Children’s Services Commissioning and Partnerships.

• Member of Children’s Services leadership team.
• Commissioning portfolio in excess of £7m.
• Management responsibility for one statutory service and two project teams.
• Specialising in prevention-at-scale, community development, digital transformation and service co-design.
• Programme Lead for: Family Hubs, Our Digital Family Offer, Household Support Fund, Holiday, Activity & Food programme.
• Project Manager: Family First for Children Pathfinder, Covid-19 response, 0-5 community offer, Strengthening Fostering, SEND travel, Mutual Support Programme, Voice of the child.

Neatlines Ltd – Founding Director and COO

June 2016 – Present

Neatlines is a tech start-up focused on creating digital solutions to support organisations that prevent homelessness.

• Owner for product design, marketing and business development.
• The business has brought two products to market with multiple sales to local authority customers, including AdviceAid, a self-service homelessness prevention tool.
• Worked with a range of partners including Shelter and EY.

CMS – Strategic Engagement Manager

March 2015 – October 2017

CMS is a long-established UK charity mobilising people to work in challenging overseas context and providing specialist training to innovators in the UK.

• Lead on national, cross-platform campaigns to broaden and deepen stakeholder engagement – exceeded KPIs by 1000%.
• Portfolio holder for three services areas including a regional training initiative and global exchange programme.
• Management oversight of departmental budgets, contractors and support staff
• Oversight of events programme.

Connect Centre – Service and Project Lead

October 2008 – February 2015

Connect Centre is a community hub delivering a range of programmes targeted at the most disadvantaged people in central Somerset. Part of a national charity.

• Member of the Management Board.
• Leading a team of four managers, managing a further 14 staff and 120 volunteers.
• Lead in acquisition, design, implementation and delivery of a range of district-wide services including commissioned Direct Access Shelter, Rough Sleeper Outreach Service and Day Services; Healthcare Inclusion Project; Counselling Service; Catering Social Enterprise; Youth Service; and a Community Centre.
• Management oversight of all budgets, operations, health &; safety, organisational development and safeguarding.
• Stakeholder management between all three tiers of local government, NHS, third-sector providers and local businesses.

Self-employed – various

Jan 2007 – July 2017

• Management consultant to third-sector organisations, specialising in statuary commissioning, service design and implementation.
• Marketing and PR – Academy Theatre (BAPA Ltd / Cent Records / V!BA Partners).
• Marketing and PR – White Consultancy Ltd.
• Brand Development Consultancy – Mendip District Council.

NGM/Engage – Head of Training and Services

September 1999 – December 2006

NGM is a national charity working with socially disadvantaged children and adults through the arts. Engage is a management and record label owned by the charity.

• Member of Senior Leadership Team.
• Oversight of three departments, eight managers, managing a further staff team of 60.
• Lead on UK and global partnerships, operations and marketing.

Temporary Contracts

September 1998 – August 1999

• Assistant Buyer – Somerfield, Head Office.
• Filing Clerk – Bristol Healthcare NHS Trust.
• Filing Clerk – Knowle West Community Project.

qualifications & professional memberships

• Fellow of the Royal Society of Arts
• Certificate Commissioning & Purchasing for Public Care, Oxford Brooks, IPC, 2023
• Foundation & Practitioner Agile Project Management, APMG International, 2019
• NOCN level 2 Community Development, Vista, 2009
• BA (Hons) Applied Theology, University of Chester, 2009
• GNVQ Advanced Business, Wells Blue School Sixth Form, 1998

key skills

• Organisational development
• Business and strategy planning
• Project management
• Stakeholder management
• System & service co-design

CliftonStrengths®

• Futuristic
• Intellection
• Strategic
• Achiever
• Ideation

Thomas joined us to support a review and create an improved 0 – 5 community offer. It was an absolute pleasure to work with someone so thorough, creative and engaging.

Thomas managed the complexity of the task with aplomb and tenacity. He swiftly learned the technical elements of the subject matter and became a proud exponent of evidence based, best practice in the early years. Thomas engaged a range of stakeholders and disseminated a breadth of information into a meaningful and aspirational plan. His conscientious approach, personal values, intelligence and sheer determination was a powerful combination to witness and work alongside.I can highly recommend Thomas as a much-valued colleague. He took direction well for this project, working within a tight brief and timescales and makes sense of complexity in a truly co-productive way, with a keen eye on better outcomes for children.

Amanda Davis, Corporate Director – Education and Learning (Dorset Council)

Thomas is a values driven leader, committed to community power and with a deep understanding of how to use digital approaches to deliver and sustain change. He is hardworking, committed and extremely loyal.

Claire Shiels, Director of Children’s Services (North Somerset Council)

There’s lots of reasons why collaborating with Thomas is enjoyable, here’s three of them. 1) Integrity – he puts people at the centre of what he does. 2) Creativity – he’s good at communicating complex information in understandable and impactful ways. 3) Reliability – he always does what he says he will do and whatever he does, he does it well.

Neil Morland, Director (Neil Morland & Co Housing Consultants)

Thomas has a real enthusiasm and drive to bring together his experience of co-production and his understanding of the potential of digital solutions to deliver transformation and system change.

Stuart Riddle, Head of Commissioning (Dorset Council)

Thomas has heart and passion in his work for supporting communities and children and young people to live better lives. Thomas brings a positivity to his team work and has a strong intellectual grip of asset based community development work.

Theresa Leavy, Director of Children’s Services (Cheshire East Council)

As the Head of Housing at Mendip DC, we had at the time a unique profile of rough sleepers in rural locations. It was important for me to commission a service which responded effectively to these client’s situation and listened to their needs. We had no direct access rough sleeper provision and at the time no other LA had ever commissioned such a service outside of an urban setting.

Working closely Thomas, a truly unique service was designed, established and commissioned by the council. The service created a transformational place of change to encourage people who found themselves rough sleeping in rural locations with a focus on supporting them to move on to secure independent accommodation. It was and still is a highly successful scheme and something I am immensely proud to have collaborated on.

Jai Vick, Strategic Commissioning Lead for Housing (Cornwall Council)

Thomas conducted a comprehensive organisational review for Connect Centre. He collaborated with internal and external stakeholders to quickly understand organisational challenges and develop solution-oriented outcomes aligning with the organisational mission. Additionally, Thomas gathered and organised qualitative and quantitative data to inform his recommendations. Working with Thomas allowed the senior leadership to establish a clear path forward with the support of all key stakeholders.

Jim Wilkinson, former Associate Leader – Connect Centre