David Robertson Email & Phone Number

England, United Kingdom

Essex, England, United Kingdom

Brought in to the organisation to provide interim management support to manage diverse community services .Portfolio services from children’s including SEND, Childrens community nurses etc to Adult services including MSK, IMC/Stroke beds ,single point of access and the usual community services.Challenged ICB leading to challenging operational conditions for services. Using transformation principles to review services ,and look at demand and capacity building whilst supporting change management.

Manchester Area, United Kingdom

Brought in to deliver transformation on a failing service. Long history as a problem prison.Was able to identify key issues within the service ,staffing had been cut to unsafe levels ,leadership was not visible ,roles and responsibilities were not in place and Exec management was limited in understanding the issues. Was able to provide a new model of care which the Exec accepted ,conversations with commissioners now moving forward on supporting the process financially.Pharmacy services had been working in what has been recognised as unacceptable conditions ,have been successful in planning for a porta pharmacy to come on site in 24,this will provide the staff with much safer working conditions ,and further to that have agreed a porta administration points ,this will then provide much safer medicines administration architecture for staff to work from. Finances were to be agreed.For the Immigration Removal Centre facility working contractually to get more money into the service ,currently commissioned with no resilience, have been able to get conversations around more financial support ,ongoing discussions at present.

Hertfordshire, England, United Kingdom

Working closely with the COO/Deputy CEO, had oversight of 4 Managing Directors whom managed the individual Strategic Business Units structure, this included reviewing performance ,quality workforce planning, partnership development and financial sustainability. Led on multiple workstreams within the organisation, this included leading in transforming access to care (measured within 29 KPIs-24 delivered)that the organisation was failing on, taking a programme approach to deliver and turn over half green and the remainder within sight of clear delivery.Other areas of focus included managing the Bed flow and created a Bed management system that gave the trust control in terms of oversight and management in a way that had not been achieved previously. Having management oversight of all the Adult and acute treatment wards, helping to imbed new processes into the local systems to enable better flow. Oversaw and developed different areas within the trust ,was able to bring much more focus to areas of poor performance and drive a different approach.

London, England Metropolitan Area

Appointed the COO for the largest GP Federation in the country, services approx. 30 million. Have been part of leading a dynamic team that has led on the preparation and delivery of services for Tower Hamlets residents, and across WEL (Waltham Forest and East London) during CoVID, and prior to CoVID.As a member of the executive and a board level member for the organisation have been able to influence strategy for the organisation. The organisation punches well above its weight in terms of influence, it is the alliance partnership manager which involves local acute, mental health trust and social care working to deliver services as an Integrated partnership.Much of the role is about managing strategic partnerships and working together with stakeholders via the local Tower Hamlets Together partnership. The objective has been to enhance and deliver services in new and innovative ways for primary and community care.Responsibilities include overall management of GPCG staff and of all services contracted to partners, day to day management of services, ensuring robust Governance processes in place

Tower Hamlets

Delivered on the transfer of community services to the TH GP care group, being a lift and shift involving the usual TUPE, HR and other issues. Led on the multiple work streams to deliver the transformation post go live of services on the 1st April 2017.This included Interoperability in terms of the IT across the wider Tower Hamlets footprint, this being a key enabler for all health and social care services. Mobile working, and roll out to current services .Public facing portal which includes leading on creating a single front door for all DoS services with Tower Hamlets, Voluntary organisations ,health social care ,the Ideas store and others plus ,redesigning the Single point of Access to enable the overall health and social care system to have a single door entry via a new SPA(Single point of access) structure .

This appointment was following a damaging CQC/HMIP inspection where the local trust had been served three warning notices against the current healthcare delivery.Within eight weeks, I turned the service around - it was re inspected; the summary that significant progress had been made against all areas of non-compliance, all warning notices lifted, and use of words like commendable practice for some areas. Completed all CQC actions, notified by CQC fully compliantAll systems and processes reviewed, System data collection developed to ensure KPI data collected

Operationally managing diverse services (Shared Care (Bedfordshire Drug and Alcohol Services),District nurses,Prison, Community Hospitals, Rapid Intervention, Rehab and enablement services etc) and staff groups across multiple community services, county wide, involved in transformation, developing the CIP agenda, and improving patient outcomes and care. Completed multiple projects during this period, one of which was to improve the quality of care delivered by staff within Community Hospitals, and to transform the culture. .Project led integrated care from within diverse community teams; project was the integration of Rehab and Enablement teams (AHPs) with the Rapid Intervention teams (nurses), borough wide services. Worked with the local authorities to ensure high quality care being delivered under the Section 75s agreement, led on development of Performance reporting structure Project led the development of patients' pathways for care of the elderly. Developed new pathways for admission avoidance from A&E into community services. Managed a new project which included diversion of 75+ age patients back into community pathways, included ambulance diversion schemes.Managed the services through difficult CIP, and restructureManaged community service discharge teams delivering care in acute trusts, by admission avoidance, diverting of patients appropriate to community services and Community Hospitals.Achieved CQUIN targets for large staff (300+) groups. All System one templates redesigned to ensure data compliance and reduce duplication of teams. Productivity monitoring to ensure teams documenting and recording appropriately brought in Remote working with Smart working principles for all staff groups.Mentored the Service Managers to enable/empower them to manage through a very difficult period.Ensured robust systems and processes in place within the community services to drive up quality and the care delivered by staff.

HMP Bedford and Shared Care; Completed a whole service redesign in HMP Bedford, system implementation plan within 7 months of coming into post, leading to a safer, healthier prison. this involved getting more finance, staff in post, highlighting roles and responsibilities, being creative in bringing other professional's into existing roles i.e. pharmacy technicians taking over drug administration from nurses.Led and managed a Clinical Governance and Medicines Management Framework into place that delivered on the monitoring and management of the clinical services.Taken failing, unsafe, beleaguered prison healthcare services and transformed it into a nationally achieving service, delivering within budgetary constraints.Implemented standards, systems and processes, which have delivered better patient care and safety objectives with Primary care services and prisons.Managed the Shared Care Drug and Alcohol service to remove it from being Performance managed, and into being recognised as a succeeding service. Shared Care was able to innovate and succeed, and was gratified that the NTA (National Treatment agency) awarded the service with a Highly Commended Category for high achievement.National recognition for introducing a patient screening development service

Taken demoralised and difficult staff groups, and have been able to develop, empower and motivate them into delivering award winning services.Guided HMP Bedford through an HMIP(Her Majesty's Inspector of Prisons) Inspection(Standards for Better Health) ,and was rewarded with an excellent review, post inspection only 6 recommendations left open ,of which 3 were prison objectives for healthcare.Patient satisfaction surveys within HMP Bedford consistently score the services to around 80% patient satisfaction with the service. For a Category B prison these are substantially high figures.Was able to obtain funding from Enhancing the Healing environment fund, with match funding from HMIP and Primary Care Trust to develop the first DDA (Disability Discrimination Act) compliant cells within a Victorian prison.Led on service development for the Integrated Drug Treatment System, gaining national and East of England recognition for leading on the recovery agenda, developing new systems to ensure that patients were at the core of the service.Led on developing a new pharmacy service in HMP Bedford, developed and led on a new drug chart, this brought many benefits in terms of patient safety, printed labels, drugs prescribed have to be on SystemOne to be dispensed, this has helped to reduce clinical incidents surrounding medication errors.Other prisons have adopted the standards developed within HMP Bedford, pharmacist currently working with two other prisons to enhance their pharmacy services. Lead on national pathways.Been able to develop teams into having pride and feelings of achievement in the work that they do, part of a successful team.

Employed to design and deliver a competency framework to a very difficult nursing staff groupSuccessfully designed tool signed off by Board and delivered to staffCompleted project

Developed care pathways from admission to discharge Consolidated the Project ,with further development of the roles and responsibilities between differing staff teamsPut in place safety systems to ensure complex patients , were reviewed weekly by the MDT .Led on the development of a three hundred bedded IDTS unit alongside the prison.

Redesigned nursing team, splitting the roles and responsibilities to ensure clarity of delivery, into IDTS, Primary Care, and Primary Care Mental Health.Managed a difficult staff team through transition, with multiple issues, poor attitude to management, sickness, conduct issues, poor standards of care.Developed robust systems and processes for the delivery of care within a complex environment with multiple stakeholders Professionalising of existing staff team, ensuring that care delivered in accordance with the principles of the NMC.Large service 7.5million overall budget ,large staff group ,which incorporated all aspects of care from GPs, emergency care ,Primary care ,Mental Health, and AHPs.Management of complex staff teams with multiple backgrounds, to ensure common vision and goals in delivering care.

Was head hunted to work within the prison environment ,to provide robust management to a complex staff groupManaged the Inpatient ward(Mental health and complex patients) and then at a later stage the Primary care servicesDeveloped standards of care ,and performance management culture Implemented NHS principles and practices in the assessement and care of patients Developed triage systems to ensure that patients were managed into the appropriate patient pathwaysBudget setting and management F Grade

Reckitt Ward Ensured that services were delivered within agreed financial frameworks and that resources were managed efficiently, effectively and imaginatively.Ensured that the Endoscopy suite was managed for Out of hours deliveryCreated a culture within multi-disciplinary team of evidence based care, ensuring that outcome and performance data was routinely utilised in reviewing the effectiveness of the teamLed the staff team to benchmark and set standards for care delivered as part of the National Benchmarking project Developed better documentation to support care delivery ,and recording of patient care.Provided robust management for a service that often worked with complex patients.