Alison Mitchell-Hall Email & Phone Number

London, England, Gb

Operational Management of Rheumatology and Dermatology Services at Orpington site post acquisition.

Programme managed set up of Ambulatory Emergency Care Unit at Barnet Hospital. Developed pathways, business case, mobilisation plan etc.Managed range of initiatives aimed at reducing new to follow up ratios and improving outpatient performance.

Leading on the transformation of scheduled and unscheduled services, focussing on integrated care, OPAU, respiratory, chronic pain and MSK. Pathway redesign across primary and secondary care Commissioning new services, contract development and ongoing contract performance management.

Support the shadow CCG through the delegation and authorisation process

Review of clinical pathways and referral guidelines and processes in conjunction with clinicians for upload on to the new Enfield GP Intranet site as part of referral management QIPP

Project to review clinical coding processes across organisation, identifying opportunities for maximising income potential by improving depth and breadth of coding, improving standards of documentation by clinical staff, support service improvements for medical records service to improve quality of source documentation, development and implementation of processes to enhance documentation

Lister Surgicentre

Operational management of the ophthalmic service during transition phase post mobilisation, supporting operational staff to maximise the opportunities and challenges of organisational change. Optimising capacity, ensuring all inpatient and outpatient targets are met, developing processes for managing demand and monitoring theatre and clinic utilisation, monitoring performance against contract, ensuring contracted volumes are met and KPIs and IDPIs are audited and reported against, member of… Show more Operational management of the ophthalmic service during transition phase post mobilisation, supporting operational staff to maximise the opportunities and challenges of organisational change. Optimising capacity, ensuring all inpatient and outpatient targets are met, developing processes for managing demand and monitoring theatre and clinic utilisation, monitoring performance against contract, ensuring contracted volumes are met and KPIs and IDPIs are audited and reported against, member of Quality & Governance Committee, redefining and implementing clinical pathways Show less

Provision of clinical advice and leadership to support transfer of services from secondary care provider to private provider in newly built accommodation. Ensuring all elements required to support service delivery in place prior to implementation including HR – staff consultation, job descriptions, competencies, recruitment, ICT, Equipment, Policies, SOPs, Clinical Pathways, Documentation, Facilities, Admin pathways and processes, SLAs etc

Borough wide clinical change programme leading on specific clinical pathways and managing a portfolio of projects throughout project life cycle - service mapping, redesign of clinical pathways working across health – both primary and secondary care, social care and voluntary sector organisations, clinical and stakeholder engagement, develop reporting mechanisms to Executive Team, cost benefits analysis, monitor expenditure and savings plans, develop forecasts, service specification design… Show more Borough wide clinical change programme leading on specific clinical pathways and managing a portfolio of projects throughout project life cycle - service mapping, redesign of clinical pathways working across health – both primary and secondary care, social care and voluntary sector organisations, clinical and stakeholder engagement, develop reporting mechanisms to Executive Team, cost benefits analysis, monitor expenditure and savings plans, develop forecasts, service specification design, procurement, commissioning and contracting of new services, development of KPIs and performance matrix.Specific services reviewed include ophthalmology, urology, chronic pain, phlebotomy, musculoskeletal, colorectal, cardiology, ENT, admission prevention, diabetes, Support for Continuing Care Team – evaluation of nursing and residential homes, reviewing end of life care, investigation of SUI’s Show less

Day to operational management of the service -drive improvements in operational performance, management of patient flows, minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, demand and capacity review, financial management, workforce planning and effective deployment of resources, identifying, leading and developing quality improvement plans, development and coordination of 'new' services eg DRSS, AMD, delivery of agreed performance indicators, delivery of… Show more Day to operational management of the service -drive improvements in operational performance, management of patient flows, minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, demand and capacity review, financial management, workforce planning and effective deployment of resources, identifying, leading and developing quality improvement plans, development and coordination of 'new' services eg DRSS, AMD, delivery of agreed performance indicators, delivery of business plan objectives and cost improvement programmes Show less

Managing several of the projects identified within previously undertaken review. The aim of this piece of work is to ensure that the organisation maximises its income entitlement in such a way as to not impair patient pathways', intrude upon clinical practice or put additional strain upon the resource of the organisation. The objective of implementing this suite of schemes is to ensure that the income entitlement is maximised allowing the organisation to objectively assess how it can utilise… Show more Managing several of the projects identified within previously undertaken review. The aim of this piece of work is to ensure that the organisation maximises its income entitlement in such a way as to not impair patient pathways', intrude upon clinical practice or put additional strain upon the resource of the organisation. The objective of implementing this suite of schemes is to ensure that the income entitlement is maximised allowing the organisation to objectively assess how it can utilise, optimise or prioritise use of resources within its 'true' baseline Show less

Day to operational management of the service across two sites -drive improvements in operational performance, management of patient flows, minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, 2 week cancer, financial management, workforce planning and effective deployment of resources, identifying, leading and developing quality improvement plans, delivery of agreed performance indicators, delivery of business plan objectives and cost improvement… Show more Day to operational management of the service across two sites -drive improvements in operational performance, management of patient flows, minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, 2 week cancer, financial management, workforce planning and effective deployment of resources, identifying, leading and developing quality improvement plans, delivery of agreed performance indicators, delivery of business plan objectives and cost improvement programmes Show less

Undertook a systematic review of all income streams, using RCCR (Recorded, Coded, Charged, Reported) pneumonic to identify true income potential at SLHT. Complied final report and recommendations for Trust Board identifying several million pounds worth of entitled income.

Responsible for coordinating and monitoring Trusts CRES programmes using project management methodology to identify actions, milestones, risks and issues. Developed plan for improved clinical and operational staff engagement in 18 week programme, led on PTL review and compulsory submissions

Provided project management support to Turnaround Team at BHT - redesign of admission and discharge processes to support A&E target, reduce average length of stay and closure of unfunded beds, redesign of patient pathway for fractured neck of femur aimed at reducing length of stay, review of theatre utilization and productivity, specifically around pre assessment processes.

NHS expertise provided to support development of R2 Cerner system ensuring system supported clinical practice and complied with national guidance

Day to day operational management of site management service which included the bed management team, the Discharge Coordinators and the out of hours nurse practitioners - minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, 2 week cancer, financial management, workforce planning and effective deployment of resources, undertook regular demand and capacity reviews

Day to operational management of the service -drive improvements in operational performance, management of patient flows, minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, financial management, workforce planning and effective deployment of resources, identifying, leading and developing quality improvement plans, delivery of agreed performance indicators, delivery of business plan objectives and cost improvement programmes

Day to operational management of the service -drive improvements in operational performance, management of patient flows, minimising delays and ensuring compliance with national targets eg 18 weeks, 4 hour A&E, financial management, workforce planning and effective deployment of resources, identifying, leading and developing quality improvement plans, delivery of agreed performance indicators, delivery of business plan objectives and cost improvement programmes

Rgn, Nursing

Bsc Hons, Public Health

Certificate, Health And Social Services Management