for all.Using my extensive strategic change skills in the New NHS England Portfolio within the central PMO to build those skills within a central PMO role to deliver a large and complex change programme. With the merger of HEE and NHSD into NHSE, there a need to understand beyond processes and organisational design, the the cultural changes required for an people so that people and the organisation is successful. I want to use my skills, develop and support my team and myself to have new skills in the organisational change. The aim is that I and the team can see our contribution to a successful new NHS England

Supporting the ICS become statutory organisations by April 20222

Rapid deployment of Video Consulting into Trusts and leading the PMO office.

To lead on a complex transformation programme across the alliance body ensuring new services meet national objectives such as Elective Care Challenges, RightCare, referral to treatment targets (RTT) and national policy.

To lead on service redesign programmes predominately within planned care. Ensure all services redesign programmes of work are well organised and deliver the outcomes.Work in partnership supporting the leading GPs in developing the work programmePromote close and constructive relationships with the commissioning support unit, secondary care, allied health professionals, GPs and patients.Lead on in developing and maintaining existing and new partnerships with other agencies.Key outcomes:The planned care programme was part of the plan on the page commended by the Local Area Team for its wide-ranging programme and inclusion of patients. The implementation of physio led hips and knee pathways that includes shared decision making for patient choice and reducing secondary care activity.Continuing implementation of advice and guidance for GPs from secondary care colleaguesDevelopment of a integrated approach to diabetes managementDevelopment of vision for planned care and the development of a network to deliver the vision.

Responsible for the 'business of the Clinical Commissioning Group (CCG). This includes, procurement of premises, 'chief of staff' and communications. Specifically, programme lead for authorisation of the CCG.

General Manager of WSCF Ltd, supporting the consortia and primary care with quality and innovative commissioning plans from inception to implementation. Developing WSCF to become a great healthcare organisation through the support of individuals and creation of exceptional organisational team. Leading the transition to a clinical commissioning group.

Strategic leader with the partners to ensure an effectively managed general practice. Effective project management, In depth knowledge of the legal frameworks and significant change management skills

Bursar and clerk to the Governors. Mangement of the adminstration and premises. Resonsible for the financial perfromance.

Supporting Peter Jay as a sole trader with the legal and financial responsibilities. HR and training.

Implemenation of financial systems for a small and rapidly growning company that designed, manufactured and installed sensory enviroments and equipment.