I am directly responsible for the CCG meeting its obligations and complies with its duty to function, effectively, efficiently, with good governance, all focussed on the wellbeing of the population of Wakefield.Key to enabling the CCG function is my ability to manage current operational capability but also have a clear vision of the future provision. This is in part, informed by current and emergent thinking at a high level and how filters through to the day to day service for our clients.Successes in the role I have delivered are:Establishment and continual improvement of the CCG Board and clarity of its role to the wider Health and Social CommunitySuccessful navigation through all the social and political influencers whilst remaining clear on improvements that are needed in the longer termTransforming thinking and capability based on leadership behaviours, ensuring the service is robust and capable of dealing with future challenges Developing a Business Case for New Models of Care and subsequently, securing inward investment for pioneering change in practice

Underpinned Executive leadership capability, promoting joint working and programme management across all PCT's. Combined with this, I worked to transform mind set and associated behaviours which have delivered operational benefit in a service where historical and long term failure was the norm.I brought in a level of detailed data gathering and analysis providing clarity and capacity across the provision and developing targeted solutions to the issues identified. These solutions have been very effective in correcting the failures, bringing the service up to date against all measurements of success.

Provided clear and transparent leadership to influence the tendering and re-tendering for a comprehensive range of services.In conjunction with this, I developed a business case for change which was presented to Senior Leaders across all departments. This was instrumental in securing consensus and engagement with the concept and practical steps to deliver change. This in turn, delivered:Commissioning and procurement strategies based on personalisation and self-directed support methodologiesAccurate forecasting of demand, leading to development of market and procurement based on a value for money basisChange across the services, modernising procurement, partnership working and the use of IT to drive value and seek efficiency

For this post I was seconded to NHS Wakefield to assist with Commissioning Strategy.Key achievements were: Interpretation of National Policy, assuring delivery across intermediate and local NHS tiersRepresentation of the Strategic Health Authority at National Lead meetings, promoting and sharing best practicePositive influence of local action planning, identified key risks and set in place mitigation plansLed in conjunction with Strategy and System Reform Directorate, seeking development and challenging underperformanceProvided key leadership for staff within the Commissioning Directorate and PCTEngaged and participated in corporate decision making at Board and Executive level