Management support and advice to a start up company providing community-based diagnostic services.

• Developed web-site for company and wrote patient information leaflets and web-site information.

• Commissioned a service to provide pathology, histology and haematology testing for the Company.

• Developed marketing plan for the company.

Running a company which provides management consultancy support, organisational development, training, mentoring and interim management support.

Client work includes:

January 2008- December 2009: Project Director- Responsible for leading and supporting the development of Greenwich Community Health Services, (GCHS) Greenwich PCT (3-4 days per week)

• Led the development of a 5 year business plan for Greenwich Community Health Services

• Developed and led a staff engagement option appraisal process for future organisational states involving staff and unions to inform the PCT Board decision re the future for GCHS

• Guided the development of Governance arrangements for the APO. Developed and ran Board development workshops re governance, accountability and risk assurance

• Led the development and project managed the successful implementation of an action plan for autonomous operation and future development of GCHS as a business

• Led the achievement of SHA accreditation as an Autonomous Provider Organisation (APO) and a “Business Ready” Organisation.

• Provided training days for managers on commissioning, marketing services and tender development

• Led staff engagement to undertake service line reviews and develop outcome based pathways of care and transform services in line with the PCT Commissioning Plan

• Worked with service managers to develop 45 service specifications covering all services provided by Greenwich PCT

Jan- Sep 2008 Derbyshire PCT service re- location project
Partnership work stream Buxton Community Hospital business plan involving Community Consultation

May – Oct 2008 Stockport PCT Benchmarking Project - Benchmarking of community services performance

October – December 2007: Interim manager, Bury PCT Provider Services

• Provision of line management support to District Nursing, Podiatry, SALT, Dietetics and Occupational Therapy Team managers. Identified key objectives and reviewed progress.

• Developed and facilitated a 2 day workshop to clarify the contribution of Community Services to the Darzi Pathways of care.

• Worked with service managers to identify and implement effective management arrangements for Community Services.

• Ran a series of team building events to support the ongoing re-design of District Nurse services.

Accountable for the development of an economically viable service provider, able to operate independently of the PCT. Operating budget of £18M, 750 CSU staff, >40 services.

• Developed and implemented a vision for the future of community services and led the creation of an arms-length service provider within the PCT.

• Led and facilitated a review of the business viability of services by identifying capacity and demand in order to quantify and cost community services.

• Led the achievement of a 3% in-year productivity gain of £500K by supporting teams to implement business plans to optimise patient contact time of clinical staff to deliver agreed activity levels and meet business efficiency targets.

• Developed and implemented new governance arrangements to support the independent operation of the CSU through the creation of a culture of personal accountability for governance.

• Worked effectively with other members of the PCT Executive Team and the PCT Board to set the strategic direction of the PCT and the CSU.

Appointed to lead the strategic development and improvement of primary care and community services. Responsible for £65M budget, 800 PCT staff, 29 GP practices, 30 dental and 37 community pharmacy practices.
• Developed and implemented a strategic plan for the improvement and integration of formerly disparate community services. Resulting in improved patient satisfaction, access and choice, increased clinical time, improved service quality and reduced waiting times.

• Developed effective partnership-working by leading a Local Health Community group including PCT, hospital and Social Services to achieve the 4 hour A&E target. Introduced 7 admission avoidance schemes which contributed to a reduction in emergency bed days by 7% in 05/06.

• Introduced performance monitoring by identifying and implementing key performance indicators and measurable standards to underpin the continual review and improvement of all community services.

• Significantly improved PCT primary care access performance from a failed position to become an exemplar site of best practice for the SHA, by engaging primary care clinicians.

• Instigated a standards-based mechanism for objectively measuring the quality of patient care. Used the results to influence the redesign of community services to further improve patient access and quality of care-experience.

• Led the successful implementation of the new GP, dental and pharmacy contracts. This enabled the PCT to monitor primary care performance in relation to patient care outcomes, for the first time.

• Supported clinicians and managers to develop a business case and implement a leading edge, competitive and innovative out-of-hours service covering a population of c200,000.

Responsible for leading the improvement of clinical and non-clinical support services.

• Led the development, and implementation a strategic plan reviewing and redesigning services and integrating work between departments.

• Developed a support team of service managers to achieve significant improvement through the re-design of out-patients, day services, chemotherapy services and Health Records.

• Led the re-procurement of the chemotherapy reconstitution service. This included identification of key outcomes and performance indicators and negotiation with private sector providers to achieve an improved service contract.

Appointed to bring personal skills to lead organisational change to secure improvements in patient care, specifically for chemotherapy services.

• Used patient feedback to reorganise chemotherapy services, by integrating disparate services: improved patient experience of care and staff satisfaction. Reduced waiting time by 60%.

• Identified and supported clinical champions to lead change and implement consistent clinical practice, including changes to prescribing practice.
• Instigated analysis and re-profiling of workload to match daily capacity and demand – led to 80% reduction in overtime for nursing staff.