Gary Dark Email & Phone Number

London

Lead and oversee service improvement and transformation projects cross the health care sector to ensure timely delivery and achievement of desired outcomes. Developed the North East London (NEL) Clinical Network to enhance outcomes for end-to-end patient pathways utilising an integrated care approach. Develop and manage program plans, including milestones, resource allocation, and benefit realisation. Engage and communicate with internal and external stakeholders at various levels to ensure alignment and support for transformation agendas. Provide subject matter expertise and guidance on change management methodologies for implementation of best practices throughout transformation initiatives. Manage a budget of circa £8M for initiatives, such as diagnostics hublets, medicine optimisation, transformation of pulmonary rehabilitation services, smoking cessation, virtual wards type 1 and 2 diabetes.• Secured approximately £1.7M for transformation of pulmonary rehabilitation services by collaborating with service providers and insights team. Resulting in a reduction of waiting times by 44%• Successfully implemented a comprehensive digital service improvement initiative, resulting in improving patient experience, streamlining processes, and enhancing operational efficiency. Resulting in a 20% increase in patient retention • Established and nurtured strong partnerships with external agencies and regional partners, facilitating collaborative efforts and improving patient care across the healthcare ecosystem. Resulting in circa 500 new patient diagnosis and 86% linkage to care.• Developing a successful out of hospital mentoring programme for those between that ages of 10-24 years old, which reduced A&E attendances, bed days and outpatient appointments by 50%• Developed a successful Diabetes transition programme that improved medical outcomes, reduced long term complications, increase in young people using diabetes technology and reduced DNA rates by 25%

Greater London, England, United Kingdom

Acted as the pandemic/restart programme manager, effectively exercises delegated authority from the Director of Nursing and the Emergency Planning Director, harnessing a formidable management framework, whilst expertly establishing documents in accordance with Prince 2 principles to enhance operational efficiency. Implemented a clinical governance pathway to expedite decision-making processes and mitigate risk of harm from delayed clinical interventions. Provided comprehensive progress reports to the Board and the Quality & Governance Committee, offering valuable insights into the status of the programs. Oversaw the Trust's comprehensive vaccination initiative, encompassing five distinct projects: staff flu vaccination, staff COVID-19 vaccination, general public COVID-19 vaccination, 12–15-year-old COVID-19 vaccine administration, and general school vaccination programme co-ordination.• Attained all predetermined program objectives through facilitation, supervision, and delegation of responsibilities to a team of 10 project managers.• Direct the 'Your Healthcare Working Together Programme' by identifying and resolving intricate problems, negotiating challenging options, and effectively managing internal and external stakeholders and their divergent perspectives. • Led and directed cross-functional teams, encompassing HR, communications and engagement, clinical, operational, quality and safety, and business intelligence, all in support of the vaccination programme.• Elevated service user outcomes by expediting hospital discharge, advocating for care closer to home, exemplifying optimal value, and enhancing localised clinical pathways through the successful pilot of end-to-end operations for the urgent and emergency care transformation programme within the South West London Integrated Care System (ICS).

London Area, United Kingdom

Developed, managed, and delivered the Trust's strategic priorities, annual business plan, cost improvement plan, transformation projects, QI projects, CQC preparation, and reporting at a system and local level. Led clinical transformation programme for the Richmond Community Health in Partnership group and determined year one priorities, whilst setting up and delivering clinical transformation programme, including reducing A&E admissions from care homes, reducing falls, improving community nursing outputs, and supporting the CCG to understand current respiratory pathways. Chaired meetings with executive team, senior managers, and lead clinicians to review action plans and proactively manage annual business plan. Reported to the Performance Executive Committee on a monthly and quarterly basis to the Trust's Board. Crafted a new business plan in alignment with strategic goals, paving the way for future success. Chaired meetings with clinical and non-clinical service and divisional managers on a monthly basis to review agreed actions.• Provided exceptional support to quality and safety directorate by delivering a quality improvement project. • Directed a cross-functional team in the delivery of a cost improvement program, exceeding financial targets and generating significant savings, by steering the Trust’s cost improvement plan and ensured 5% financial saving by reviewing service spending proposals. • Improved process of managing qualitative and quantitative strategic goals as well as introduced a software package entitled statistical process control.• Implemented and supervised a robust tracking and reporting process, effectively delivering assurance to the performance executive committee, quality impact assessment group, and financial review group.• Demonstrated exceptional leadership as the PMO manager, spearheading the Trust's National Benchmarking return and adeptly reviewing intricate statistical information and numerical data.

At GLL, I have evolved through several roles. Most recently, I attained measured success in the roles of Senior Project Manager and Deputy Regional Director. I provided executive leadership over a broad range of business-critical projects varying in scope, budget, and complexity. I also created work streams geared to turnaround financial performance, reinvigorating sales culture, and promoting a team-oriented culture. Furthermore, I established a transformative business environment focused on accountability and best practices. Whilst in these roles, I revamped organisational policies and procedures to include business continuity, critical incidents, and equality. I also introduced an innovative social media communication tool as well as the deployment of a modernised front of house strategy. Furthermore, I successfully led a £10,000,000 staff rationalisation programme to accrue 10% savings on total staffing costs. I also curated the company’s consultation on the future of Crystal Palace National Sports Centre with the Greater London Authority, Crystal Palace Sports Partnership, facility tenants, sports clubs and the local community. In addition, I originated three strategic partnerships with Cardiff Metropolitan University, Glamorgan County Cricket Club, and Swim Wales. I produced a one-year business plan that reduced operating deficits by £1,200,000. Furthermore, I attained the highest external accolade for quality and continuous improvement. Lastly, I lowered staffing costs by £700,000 and increased income by £500,000 through the attainment of a £3,400,000 Capital Investment scheme. I made similar strides in the role of General Manager, Contract Manager, and Assistant Manager.