Responsible for operational delivery of HIV and Sexual Health Services.Quality Improvement methodology has helped us to successfully redesign our services in response to the pandemic.

Responsibility: for strategic development, day-to-day delivery, of multiple complex services, spanning four sites: Oncology (specialist foot-print at the Royal Free Hospital); Haematology; chemotherapy delivery (currently three units); Palliative Care; specialist Neuroendocrine Tumour service (world renown reputation); Cellular Pathology; specialist Haemophilia service. I have developed strong and collaborative working relationships with the Clinical Director, four clinical Service Line Leads, six medical and nursing leads and leads from other services; I have developed and line managed three service managers; who manage five junior managers and 35 admin staff. Oncology has a value in the region of £20.41 million annually, and is essential to Cancer Waiting Time (CWT). I have responsibility for RTT and CWT compliance, as well as supporting patient flow out of the hospital as an enabler to A&E waiting times.

I oversaw the safe reliable and efficient transfer of care for up to 2000 patients at any one time. My key responsibility was to support and encourage specialties to utilise the outsourcing function in order to ensure patients can be treated in a timely manner. In order to achieve this I maintained transparent processes, efficient reporting mechanisms, engaged clinicians, built strong working relationships with all key stakeholders, including our private providers, to ensure standard operating procedures are followed and there are effective communication loops. I introduced regular reporting of activity and performance to influence strategic meetings and to be held to account. I oversaw a spend upwards of 1.5 million annually. I ensured this spend was monitored and managed in line with the contract.

Reporting to the Director, I was responsible for strategic and day to day delivery of Pain Management Services across three acute hospital sites. As part of the Referral to Treatment (RTT) Recovery Programme I delivered a series of service developments to improve the performance of the service against the target, whilst at the same time developing a service redesign inline with the direction set by the CCG.

I reviewed current provision, population needs, and current outcomes for Irritable Bowel Syndrome and Medically Unexplained Symptoms, identifying priorities. I devised and planned for the creation of a new out-of-hospital service for these conditions.

Analysis of current provision of alcohol services and the impact of recent structural changes within health and the Transfer of Public Health to Local Government. We were seeking to help the sector by highlighting the strengths and weaknesses to improve future outcomes. Health, Public Health, Government, Research, Report writing, Analysis, Communication.

Operational management, line management, service improvement, change management. Service redesign. Management of introduction of new scheduling system. Development of business cases. Presenting to Board. Complaints. Leadership. Clinical Governance.

This full time role required me to quickly learn to manage the lettings, repair, standards and funding of private sector properties provided to hundreds of homeless households. I directly line managed a team of five caretakers and two ‘Visiting Officers' whom I trained and supported. I negotiated solutions with landlords and tenants and worked in collaboration with other professionals, such as Social Workers and Support Workers. I managed the contracts with Private Landlords and legalities involved with tenancies of service users. Accommodation was provided under statutory duties set out in legislation and all actions adhered to these and other standards, such as: The Housing Act; Information Governance; the Landlord and Tenant Act. This housing was provided within a climate of ‘housing crisis' and the service was resource poor. I successfully managed the customer's expectations in a caring and compassionate manner, by joint working with Social Workers and other teams providing support (money advice, anti-social behaviour team, Police, housing support) managed on-going social problems for the benefit of tenant households and the wider community.

This role required me to provide accommodation to households that met statutory duties and standards set out in legislation. I took into account a number of priorities when allocating properties, including: cost; legislation; client needs; standard of accommodation and the priorities of other teams. I worked in a very busy and resource poor environment that required me to be proactive, resilient, possess excellent organisational skills, and above all use a pragmatic approach to apply legislation to my decision-making. My proudest achievement in this role was to increase the collection-rate of Housing Benefit for the department, whilst reducing the void periods for properties, by improving the processes of the team. I used my excellent skills in MS Office and other IT systems. In particular I used MS Excel to maintain an accurate database to record and manage the accommodation; this data was then used to manage our team's budget and highlight where savings could be made.