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Coordinating and project managing the development of an alliance of private sector companies actively involved in, or considering bidding in, strategic infrastructure and estate partnerships with NHS organisations. Member companies include: Interserve Prime, KajimaGB, Ryhurst Ltd, Galliford Try,Shared Agenda, Sodexo, Health Innovation Partners, Fulcrum and Skanska.

Invited to the position to specifically procure a strategic estates partner from the private sector to optimise the NHS estate on the Isle of Wight and to maximise commercial opportunities to support the transition to Foundation Trust Status.•Programme managed and Led a multi-discipline procurement team of very senior professionals from private a public sector organisations. The programme was delivered on time and within budget•The Joint Venture with the private sector partner is the first of its kind in the country for an NHS Trust and is set to run for 15 to 20 years. With a 50:50 partnership and a non-exclusive arrangement designed to deliver value for money and maximise opportunity to ensure the delivery of high quality services to patients.

Headed a small team of project managers, change specialists and business analysts and coordinated the larger pool of project managers dispersed throughout the organisation to ensure delivery of the portfolio of projects.•Programme Governance: Led on the development of the Programme Management office including the governance structure to manage the programmes of work described in the organisation’s business plan. This included the development of a new business case template and approval process that followed best practice as defined by the Office of Government Commerce (OGC) and development of a Quality Impact Assessment QIA. •Business Planning: Involved at a strategic level in the development of the Trust’s integrated business plan .•Patients first: I led the development and implementation of the Urgent Care Hub through a multi-discipline, cross organisational team. The call centre accommodates Ambulance 999 and PTS, District Nursing, Social Care, SPARRCs, GP Out of Hours and NHS111. •National Leader: Building on the success of the Hub I gained approval from the Department of Health (DoH) to be a pathfinder for the implementation of NHS111. Implementation was a very strenuous process due to the political attention and the quality measures were extremely robust.

Prior to this appointment the organisation was looking at restructuring the clinical directorates. It was my structure proposal that was accepted and following this I was appointed to manage the innovative Access and Assessment Directorate. Access and Assessment’s unique structure was designed to deliver patient care in the most appropriate setting, at the right time, by the right health professionals with the benefits of delivering high levels of patient and staff satisfaction and value for money. It was designed to ensure patients were treated as close to home as possible and to act as the gatekeeper to the acute hospital. Access & Assessment was a complex directorate that had functions that spanned from primary care through to secondary care including; Ambulance, Emergency Department, Beacon Centre, Pharmacy, Diagnostic Imaging, Pathology, Bed Management, MAAU, District & Community Nursing and Podiatry. •Joint Venture: Whilst managing the Access and Assessment Directorate, I was responsible for setting up the joint venture (Beacon GP practice) between the Provider arm of the Isle of Wight PCT and the GP consortium, Lighthouse.

As Director of Operations for the Isle of Wight Ambulance Service, I had overall responsibility for the provision of high quality direct and indirect patient care. This was achieved by planning, organising, monitoring, directing and controlling the Ambulance Service, GP Out of Hours Service and Non-patient Transport services for the integrated Primary Care Trust on the Isle of Wight.•On Target: I was responsible for the modernisation of the Isle of Wight Ambulance Service to meet the Government category ‘A’ target for life threatening calls and the ‘Call Connect’ target whereby an ambulance resource should be with the patient with a life threatening condition within 8 minutes of the telephone call being connected to the Ambulance Service switchboard. This was achieved through a number of initiatives:• Integration of the Ambulance Communication Centre with the GP Out of Hours service.• The introduction of Community Responder Schemes and Static Site Schemes.• Partnership working with the Fire and Rescue Service with Co-responder schemes. • The development of new staff roles with the introduction of the Emergency Vehicle Operative (EVO) and Emergency Care Practitioners (ECP). ECPs enable the treatment of patients closer to home and assist in the reduction of admissions to the hospital. ECPs were being further developed to carry out domiciliary visits on behalf of GPs to ensure the best utilisation of GP time and to further enhance the patient experience by reducing waiting time for a GP visit.• Developed the first ‘Front loaded’ model in the country.These developments enabled the Isle of Wight Ambulance Service to achieve the ‘Call Connect’ target on trajectory and a year ahead of the deadline set by the Government and at the time of the deadline the Isle of Wight was the only Ambulance Service achieving that target.