James Postgate Email & Phone Number

Bromley, United Kingdom

Since 2018, I have had a key leadership role in NHS Bromley CCG where I am accountable for a £56m commissioning portfolio including children’s services, adult mental health and disabilities, care homes improvement and joint Council/CCG transformation projects. My work includes leading:- integrated community health/care services for children and young people with Special Educational Needs and Disabilities (SEND). The services were recently inspected by Ofsted/CQC (I led work to manage… Show more Since 2018, I have had a key leadership role in NHS Bromley CCG where I am accountable for a £56m commissioning portfolio including children’s services, adult mental health and disabilities, care homes improvement and joint Council/CCG transformation projects. My work includes leading:- integrated community health/care services for children and young people with Special Educational Needs and Disabilities (SEND). The services were recently inspected by Ofsted/CQC (I led work to manage the inspection alongside Council Directors, with a very positive outcome for Bromley).- transformation of adult mental health services including through a £2.2m investment programme, where I led negotiations with the local NHS Mental Health Trust to deliver improvements across a range of services including community and inpatient services.- improvements to Bromley Children’s Speech and Language Therapy Services (SLT) where I successfully negotiated a deal across LBB/CCG resulting in an unprecedented £1.8m investment across both organisations. SLT has been an area of particular challenge in Bromley; I made the case to hire the UK’s leading expert to help put in place a long-term model to meet needs.- children’s mental health and wellbeing services (including CAMHS) where I have led the delivery of the Bromley four-week-wait and mental health in schools national trailblazer projects, overseeing an additional £4.2m of services for children/young people.- the development/delivery of joint commissioning strategies in Bromley including Ageing Well, Mental Health and Wellbeing, CAMHS Transformation and Learning Disabilities. Show less

London, United Kingdom

Between 2015-18, I led Council commissioning across a substantial portfolio (£80m) comprising adult learning disabilities/mental health, children’s/care leavers, public health, prevention and homelessness services. Throughout this period my team has comprised of up to 20 commissioners and I have been responsible for setting objectives and leading transformation. My work has included leading:- the 16+ support and housing project which delivered a new operational and commissioning… Show more Between 2015-18, I led Council commissioning across a substantial portfolio (£80m) comprising adult learning disabilities/mental health, children’s/care leavers, public health, prevention and homelessness services. Throughout this period my team has comprised of up to 20 commissioners and I have been responsible for setting objectives and leading transformation. My work has included leading:- the 16+ support and housing project which delivered a new operational and commissioning strategy for care leavers/young people at risk of homelessness which was agreed at Cabinet. The strategy is a key component of improvement plans for children’s services in Southwark.- transformation work across Council mental health community services. One part of this project was my role in leading the safe decommissioning of a number of obsolete services, saving Southwark Council over £1.2m in efficiencies between 2015-17.- a joint project with CCG commissioners to review community equipment services, to establish a new contracted service, and to negotiate a new agreement on funding across health and social care with delivery of £900K savings in 2017/18.- work to establish a new 10-bed service for people with learning disabilities and autism in Southwark, including providing oversight to £2.3m of capital works. This work has included detailed negotiations with a contracted provider around a service and financial model, and with the CCG and SLAM around access to provision. Show less

London, United Kingdom

Between 2010-14, I was a change manager in the Chief Executive’s Office. My main focus in this period was to lead work related to the Health and Social Care Act 2012. My key responsibilities included leading:- the public health transition between the NHS and Council. This involved the transfer of the then £22m NHS public health function to the local authority, the novation of contracts and the successful and smooth move of staff from the CCG into the Council.- the project to… Show more Between 2010-14, I was a change manager in the Chief Executive’s Office. My main focus in this period was to lead work related to the Health and Social Care Act 2012. My key responsibilities included leading:- the public health transition between the NHS and Council. This involved the transfer of the then £22m NHS public health function to the local authority, the novation of contracts and the successful and smooth move of staff from the CCG into the Council.- the project to develop and establish the Southwark Health and Wellbeing Board. This involved overseeing a six-month project, under the leadership of a Cabinet Member, to develop the future principles, ways of working, strategy, governance and engagement approach of the future Board. I was project manager, overseeing six key workstreams, coordinated by my team.- the Council’s project to support and respond to the CQC inspection of adult social care. This involved liaising with the regulators and supporting the Council’s leadership in managing a very difficult and politically sensitive inspection. The end result was a good outcome for the Council, with a fair inspection managed well. Show less

London, United Kingdom

In this role I provided direct project, research and policy support to the Chief Executive, led key change programmes and tasks being taken forward by the Chief Executive. My key responsibilities included:- In 2010, I supported and advised the Council’s Chief Executive on the fast-paced reorganisation of Primary Care Trusts (PCTs) in London. My work included leading a review and financial risks due diligence exercise on joint health and adult social care management and commissioning… Show more In this role I provided direct project, research and policy support to the Chief Executive, led key change programmes and tasks being taken forward by the Chief Executive. My key responsibilities included:- In 2010, I supported and advised the Council’s Chief Executive on the fast-paced reorganisation of Primary Care Trusts (PCTs) in London. My work included leading a review and financial risks due diligence exercise on joint health and adult social care management and commissioning arrangements in Southwark. My work was recognised as extremely important and helped support a successful transition to new arrangements in adult social care following a regional ‘clustering’ of PCTs.- overseeing work relating to the change in political administration in Southwark from joint Liberal Democrat-Conservative to Labour following the May 2010 local government elections. This included key work with all of the Council’s departments to prepare for, and develop plans for the delivery of the new administration’s manifesto.- I investigated a number of social services safeguarding cases, two relating to Coroners Court inquests, including the management of independent clinical experts brought in to support the reviews. These carried high reputational and litigation risks for the Council. The final reports on both cases were delivered at both Southwark Crown Court and to the Council’s Cabinet, with all issues managed successfully. Show less

London, United Kingdom

In light of the value I was adding to the work of the local NHS, the chief officer of the CCG instigated a one year secondment to NHS Southwark CCG to support the authorisation of this new organisation, to establish governance structures with GP leaders and to undertake change work related to patient safety, quality and performance.My key responsibilities in the CCG included:- leading on a number of workstreams to support the local CCG authorisation, in which, having… Show more In light of the value I was adding to the work of the local NHS, the chief officer of the CCG instigated a one year secondment to NHS Southwark CCG to support the authorisation of this new organisation, to establish governance structures with GP leaders and to undertake change work related to patient safety, quality and performance.My key responsibilities in the CCG included:- leading on a number of workstreams to support the local CCG authorisation, in which, having successfully developed key evidence to meet NHS England criteria, there were no further queries by the authorisation body on any of these areas.- supporting the Chief Officer of the CCG with regards work on integration between the Council and CCG including a financial, performance and governance analysis of all arrangements across the local authority and local NHS. Whilst there was no appetite at the time to re-join joint arrangements, my work set out some of the areas that were later taken up (in 2018) with the establishment of an integrated commissioning team. Show less