Heather Warner Email & Phone Number

Worcester

Supporting the Executive Team with our continuous improvement journey

Worcester, United Kingdom

To support the organisation to deliver the "Putting Patient's First" strategy through effective continuous improvement. To develop and deliver training in Quality Improvement tools and techniques across the organisation in order to improve QI capability. To deliver QSIR training within the STP. To coach clinical and non-clinical staff to make best use of QI methods to deliver improvements in care, safety and patient experience. To facilitate workshops and meetings both internally and with partner organisations to understand how to improve services. To support service leads to develop, deliver and sustain agreed improvements. To lead improvement projects.

Ict Department

Co-ordinating and leading change elements of ICT enabled improvement projects, particularly leading the Trust wide transformation from paper medical records to scanned medical records (phase 1 of the EPR programme). Contract Management of the outsourced clinical health records service (outsourced to Xerox), ensuring maximum value for money, efficiency and quality of service. Project Management of a range of day to day ICT enabled business changes and ICT system enhancements. Temporarily also managed the ICT training team, ICT Development and Solutions team and ICT Business Analysis and Change team (Oct 2016 to Oct 2017). This role was moved from ICT to the Strategy and Planning team, where the role developed to focus primarily on Quality Improvement rather than ICT enabled improvement.

Worcester, United Kingdom

Continuation of the responsibility for Head of Health Records / Modernisation Project manager (described below) whilst also taking on responsibility for elective Patient Access. Responsible for co-ordinating Trust wide implementation of the 18 week target (by 2008) and Trust wide income recovery through improved data quality. Change Lead for Trust wide transformation programme moving from paper medical records to scanned records. This involved working closely with Information teams, ICT teams, clinical services, operational teams and partner organisations. Delivery of 3% CIP. Trust wide responsibility for patient access policy development, implementation, training and adherence. Development of a Trust wide admin improvement team responsible for data quality and income recovery. Temporarily managed OPD clinical Departments Trust wide.The role of Head of Health Records was split from Head of Access in 2014 and became part of ICT. I chose to move into ICT to continue with the programme of work to move to full EPR.

Worcester, United Kingdom

Appointed as modernisation project manager and was immediately asked to also take on the Trust wide health records service. Line management and leadership of 360 WTE and £3million budget. Health records included booking services and reception teams. Responsible for providing an effective administration service for Trust wide clinical departments, ensuring adherence to waiting list best practice and meeting waiting times OP and IP booking targets. Developing trusted relationship with clinical service leads and Consultant teams was key in this role. Responsible for ensuring clinicians had access to clinical records 24/7 for emergency and elective patients. Responsible for initiating and leading non-clinical improvement initiatives, establishing new ways of working and developing new teams (such as centralised call handling team). The role developed to include key elements of the project to move to a new PAS system. This involved significant decision making regarding configuration of the system, procedures supporting the system, reporting from the system and training in the new system. During this role, as the vacancy arose, I was asked to take on the vacant role of Head of Patient Access. The two roles were combined.

Plymouth, United Kingdom

Initially a secondment running large scale education sessions teaching others effective waiting list management. A permanent post was created, which I was recruited to. Trust lead for elective access policy development, implementation, training, advice and monitoring. Left the post to take unpaid leave for 12 months to backpack around the world for a year.

Acute And Community Childrens Services, Plymouth

Initially a 6 month secondment to cover compassionate leave, but invited to stay as deputy Directorate Manager when the post holder returned from compassionate leave. Operational Management and improvement of Acute and Community Children's Services, including multi-professional Child Development Centre, Neonatal services, school nursing services, Acute paediatric wards, OP services, cancer services, booking teams.Left post when our Directorate became the only Directorate to effectively deliver access targets whilst transitioning to a new electronic PAS. Invited to take on a temporary Trust wide waiting list management role.

Plymouth

Operational support for daycase services, pre-operative assessment services and Outpatient services (within the Clinical Support Services Division), ensuring delivering of effective clinical and non-clinical services and adherence to National targets. Project Management of Trust wide service improvements such as nurse-led pre-operative services, DNA reminder services and follow-up waiting lists. Project administration for development of MAU at Derriford Hospital. Line Management and Leadership of all Daycase and pre-op administration teams. Left post when asked by Director of Operations to cover compassionate leave for a Directorate Manager for 6 months.

Plymouth, United Kingdom

Responsible for non-clinical operational management of Outpatient Services. Line management / leadership and development of outpatient administration teams. Development and implementation of service improvements for outpatient services. Selected to project administer the development of the Trust wide annual plan, which led to a Deputy CEO offering me a more senior role in the Clinical Support Services Division.

Plymouth, United Kingdom

Responsible for human resources advice, guidance and support for operational teams (primarily for Hotel Services Operational team consisting of portering, catering, estates and cleaning services). Development of and implementation of human resources policies and procedures.Left role to take up an operational role.

Plymouth, United Kingdom

Two year hospital based training scheme whilst undertaking IPM qualification (Personel Management qualification)

Rapid Process Improvement Workshop Leader, Facilitation, Accredited

Facilitation of 5 day Rapid Process Improvement Workshops

Advanced Process Improvement Training, Improvement

Agile Project Management Foundation And Practitioner Level, Project Management, Foundation Level And Practitioner Level

DSDM (Dynamic System Development Method) Agile Project Management. 8 Principles: Focus on the business need. Deliver on time. Collaborate..

Quality, Service Improvement And Redesign (Qsir) Faculty Teaching Associate, Quality Improvement Teaching, Passed

QSIR Teaching qualification.

Quality Service Improvement And Redesign (Qsir) Practitioner Level, Quality Improvement Tools And Techniques, Practitioner

Level 3 Coaching, Coaching, Ilm Level 3

Activities and Societies: Workplace coaching (Won Student of the Year at the Trust)Practical coaching skills for the workplace.

Masters In Leadership And Management (Mba) - Distinction, Leadership And Management

Activities and Societies: Dissertation: the future role of the Medical Secretary within an Acute Hospital.

Post Graduate Certificate, Leadership And Management, Merit

Ilm Level 5, Level 5 Leadership And Management

Neuro Linguistic Programming (Nlp) Practitioner

Prince2 Practitioner

Community Mediation Certificate

Counselling Certificate

I.P.M - Institute Of Personnel Management, Personnel Management

Bsc, Combined Studies: Psychology, Sociology And Computer Applications, 2:2

2 A' Levels, Economics And French

6 O' Levels