Individual and functional responsibility for operationally leading and driving forward the development and implementation of the local Integrated Care Partnership and transformation programme for community services.

CCG lead for development and implementation of the Hammersmith & Fulham's integrated care programme, digital-first and estates strategy.

Supporting the whole system resilience and transformation agenda, developing integrated health and social care services to enhance the patient experience and achieve successful A&E and RTT performance through provider partnerships, robust referral/admission to discharge pathways and optimal bed management. This role has involved the significant multi-agency co-ordination of services across acute, community, mental health and social care ensuring appropriate reporting to and direct liaison with NHS England and NHS Improvement; specifically, leading the escalation response across the whole system to ensure a co-ordinated delivery of high quality care. A key aspect of this role is to manage the platform to develop integrated health and social care services through provider partnerships, robust ‘referral/admission to discharge’ pathways and optimal bed management.

As the Executive Director I provided executive strategic and operational leadership and direction to teams across three different BMI sites in South Buckinghamshire, in particular, making decisions about business activities that delivered commercial benefits, goals and targets. I developed the commercial strategy by influencing multiple stakeholders in the local market to enable progress and deliver success.

I managed local system resilience across acute, community, mental health and social care. This operational responsibility maintained the management of the whole system’s unscheduled care performance and whole system capacity. In particular, this involved ongoing liaison with the local acute foundation trust, including the executive team and clinical directors, and other key partners as local systems were re-engineered to ensure the delivery of key unscheduled care targets. I led the development of the PCT’s commissioning strategy, business system management and performance management of key targets for the PCT and the local health and social care system. This work included drafting the PCT’s Strategic Plan and Operating Plan, Market Management Framework and the business cycle process to prioritise the commissioning pressures and developments for the current and future years. A key aspect of this work centred on reviewing business opportunities for the PCT as a commissioner of services and managing the investment/disinvestment business cycle from outline brief through to procurement with a clear understanding of “co-operation and competition” rules.

Supported the Department’s implementation of the “National Framework for responding to an influenza pandemic” by being the direct liaison point between the Department of Health and the Strategic Health Authorities. I established effective and positive relationships with key senior officers from all the SHAs, regularly updating and informing as well as supporting and advising on significant national policy, guidance and targets. This work also included working across the Department of Health, influencing and supporting the development of further national policy and guidance as well as working with other key stakeholders across Government and non-statutory organisations.

Executive strategic lead for NHS London emergency preparedness and operational response in liaison with regional and national partners. Established partnerships with the executive teams of all NHS organisations across London to ensure a co-ordinated response at times of major emergency. Fulfilling a significant ambassadorial role, and successfully communicating politically sensitive, complex and topical issues to a range of different audiences, including Ministers, the public and media. Monitoring and performance management of NHS organisations across London, ensuring national guidance and regulations are implemented