• Programme lead who initiated the pilot programme for Sussex by ensuring a project group was in place led by two clinical leads.• Ensured the national team/skills for health was directed to the key stakeholders across both Health and Care colleagues in obtaining the right data needed for the final workforce modelling. • Reporting to the national team monthly on the progress of the pilot project, key concerns, progresses and any support we needed from the team. • Ensured there was a strategic alignment of this project to wider programmes such as the Discharge Frontrunner Programme that I was also a lead for. • Ensured there was a mapping of all our key intermediate beds, mapped it on a google map for all the relevant pathway 1,2, and 3 services. • Working closely with the workforce lead that reports to the discharge frontrunner programme on the Therapy Modelling for NHS Sussex. • Management of the finance funding allocation of £200,000, ensuring partners were paid on time for their project support. • Ensuring the Intermediate Rehab Metrics were aligned and embedded with our Transfer Of Care Dashboard. • Ensuring this project also aligns with the new operating model of the Transfer of Care Hubs at place level (East Sussex, West Sussex and Brighton and Hove).

• Programme lead who initiated the initial governance of the discharge frontrunner programme for NHS Sussex.• Developed a programme plan and governance across our 3 place system levels (East Sussex, West Sussex and Brighton & Hove), to reassure the national team on how we will mobilise the delivery of the national expectations of the discharge frontrunner programme.• NHS Sussex was chosen as 1 of the 6 front runner sites to accelerate what a good discharge system looks like to ensure people are discharged in a safe manner, at the right time and right place. • Developed 5 core workstreams across an NHS Sussex ICB level from Health and Social Care Colleagues to delivery on the programme as shown below,1. Business Information Platform2. Digital Care Solutions3. Integrated Workforce4. Economic Modelling5. Discharge Improvement• Developed governance to reflect reporting to our Discharge Frontrunner Operational Steering Group and our strategic Discharge and Social Care Delivery Board.• Monthly reporting to NHSE on our progress as a frontrunner site, and to share learning to the other 6 frontrunner sites. • Reporting on strand updates, achievements, risks, escalations and seeking assurance from our SROs.• Developed the delivery plan for the NHS Sussex Discharge Frontrunner Programme to provide assurance to the national team. • Management of strand leads, with a clear focus on “Digital and Data” as selected by the national team. Coordinated the national roll out of the digital model of Optica across our acute, local authority and community data.• Aligning our existing our connected programme of Plexus viewer to be aligned with the national digital model of Optica. • Ensured a platform of learning across the 6 frontrunner sites, to ensure we share learning of our progresses across the ICS, dementia, digital and data.

Lead ASC charging reform programme manager overseeing several workstreams (fair cost of care, commissioning & brokerage, workforce & learning development, communication & Engagement, performance & digital, financial process & assessment, and operational delivery).• Programme and project management tools to oversee the programme using Ms Project, Visio and developed the governance of the reporting programme.• Mapped out the governance i.e. ensuring project highlight reports were reported in a timely manner to our strategic programme board and managing the implementation group of the charging reform on a monthly occurrence.• Submitted the DHSC deadlines i.e. successful submission of the fair cost of care annex submissions & market sustainability plan and ensuring we adhered to the DHSC statutory guidelines.• Liaised and worked alongside DHSC colleagues and learning from our trailblazers to ensure we were on the right track when developing our programme delivery.• Timely submissions of DHSC surveys and statutory returns related to the ASC charging reform requirements. • Ensuring an alignment of the charging reform project to our wider pieces of transformational work i.e. CQC assurance inspection framework, case management system and our ASC priorities.• Ensuring a better relationship between RBWM colleagues and Optalis who are our provider of ASC services when planning the implementation of the charging reform project. • Management of a PMO team to ensure we tracked risks, progresses, inter-dependencies against all our projects. • Development of project management documents, terms of reference, project initiation document, risk register, project highlight reports to ensure there is a traction of programme and project delivery across all our workstreams.• GAP analysis of all our financial and operational functions to ensure we put in place a workforce, financial and IT processes needed to meet the statutory requirements of the charging reform.

• ASC Reform lead for the Council to map out the key challenges and what’s required to meet the Government changes.• Understanding the Care Cap requirements and changes and what the Council needs to do internal to meet those requirements.• Management of operational and system lead functions across the Council, mapping the AS is towards what’s expected.• Management of the ASC Reform budgets within the Council and forecasting what’s needed versus what it is costing presently. • PMO governance, documentation, timelines and working with both internal and external stakeholders.

National NHS England Ageing Well Programme Manager overseeing the national deliverables and objectives of the NHS long term plan. Overseeing 3 Programme Managers who are leading on the 3 work streams associated with the programme. 3 areas which underpins the programme are (Urgent Community Response (UCR), Enhanced Health in Care Homes (EHICH) and Anticipatory Care (AC). Project management principles brought into the partnership to oversee 10 localities/CCGs across Greater Manchester to ensure they are adhering towards the main core deliverables associated with the programme.Management of a number of interdependencies and enablers with finance being the most crucial work stream. Managing a finance budget of 15.13m across Greater Manchester and an internal PMO funding of £288k across the PMO roles associated with the delivery of the programme.Programme involves taking in account a person centred approach for the frailty population ensuring patient outcomes are met with high quality, dignity, respect and ensuring care is delivered at the right time, right place and close to a patients own home environment by keeping them out of hospital.

• Part of Adult Social Care Directorate working within a small team of PMO function• Managed a large scale savings and transformation plan, of working towards making a saving of 7m 2020/21•Worked with internal and external colleagues, following a project management discipline•Managed risks attached with project plan deliverables •Reported to finance colleagues on project savings updates•Worked on the Liberty Protection Safeguards statutory project•Worked on a IT project related to the Adult Social Care database•Project mandate development•Risk register development•PID development•Project plan development•EQIA development• Communication and Engagement plan development• Key projects- ASC transformation programme/LPS/end to end process/Mosaic project/Walsall Community Living Directory project• Set up the governance/TOR of the programme in conjunction with the Director of ASC• PMO management of 19 projects• Key projects (CAM, Resilient Communities, Older peoples R&N, Older peoples Domcare)• Comms lead for ASC across the projects• Comms lead for Assistive Technology project (i.e. survey monkey questionnaire given to staff/patients on what they expect/want from an assisted daily living tasks assistance perspective)• Saved 4.5m for 2021-22• Worked directly with AD/HOS on project• Key relationships with finance colleagues i.e. 3-way meeting with the leads, allocated finance person to review the savings on a regular basis just before our monthly ASC transformation board meetings• Key relations across our Public Health colleagues• Working towards our commissioning hub• Key enablers across all of our projects for e.g. our Strengths Based Practice project/model• Before Covid i set up the project governance for the Liberty Protection Safeguards project• Key stakeholders- Cabinet members, Providers, internal departments (ASC commissioning, comms, Public health, safeguarding, MH, Hospitals, Community providers, Social workers

-Part of the Nursing and Quality contracting team-NHSE CQUINs management across providers -Worked closely with finance colleagues approving CQUIN payments to providers