Keely Anne Evans Ba(Hons) Mba Email and Phone Number

In this role I have oversight of all areas within the programme and ensure the organisation is operationally ready to implement and adopt the major change introduced through the new Patient Administration System (PAS) and Electronic Medical Record (EMR). I am tasked with facilitating the interaction between the programme and the Trust operational leadership to ensure continuous engagement and active participation. I work as an integral part of the Programme Senior Leadership Team, providing operational leadership to the programme team across all work streams and working closely with the Chief Clinical Information Officer (CCIO) and Chief Nursing Information Officer (CNIO) to ensure implementation success and the realisation of benefits.

My profile included leading the Acute and Community AHP teams of Physio, OT, Speech and Language Therapy, Nutrition and Dietetics, Podiatry and Orthotics, and working within the Senior Management Team within the Pharmacy Directorate.

My portfolio included Acute Paediatrics (Paediatric Assessment Unit, Children's Ward, Outpatients), Community Paediatrics (Outpatients, Community Children's Nursing, Special Schools, Child Development, Adoption, Looked After Children, Sexual Assault), 0-19 Services (Health Visiting, Partnering Families Team, School Nursing) and Sexual Health (Genitourinary Medicine and HIV Services). I have overall responsibility for the efficient running of these services, ensuring the highest quality patient care and financial stability, whilst leading the group strategically and planning for future challenges and opportunities.

As the Chair of Base 25, lead the definition of our organisation's strategic direction and ensure financial security, with our service users at the heart of our decision making. Over the past two years I have worked to recruit our current board and to ensure that we are a diverse group that bring an extensive and varied skillset, and plugging any previous gaps. We are now on a journey to really integrate the board within the organisation; ensuring that all trustees have a relevant portfolio in order to deliver the best value to Base 25, and really utilising the skillsets that individuals are bringing to the role.

In this position I managed two large directorates across three clinical sites - New Cross Hospital, Cannock Chase Hospital and The Gem Centre. This includes: acute and community paediatric services, neonatal care, obstetrics and gynaecology.

I was asked to provide interim management support for the newly opened Emergency Department at New Cross Hospital, with a view to help the team meet the nationally mandated NHS trust targets.

After a six-month temporary contract in this organisation I was asked to stay and take on this role, expanding my responsibility across the whole directorate to include endoscopy, out-patient and ward based activity. This includes, business planning, new business, project management, financial management, HR, income and the achievement of waiting, budgetary and quality targets.During this time I have taken a lead role in the disaggregation of Mid-Staffordshire NHS Foundation Trust by setting up Gastroenterology Services at Cannock Chase Hospital that were to transfer over to RWT. This involved the service development of a three room purpose build endoscopy unit and outpatient clinics.Both endoscopy units have been awarded with the national JAG accreditation during 2015. The Gastroenterology team were also awarded the CEO's Team of the Year 2015.

In this role I managed an Endoscopy Unit and outpatient clinics day-to-day across two hospital sites. I ensure that performance targets are achieved. I monitor and analyse the unit’s demand against capacity and make plans to future proof the sustainability of ever increasing activity.I provided leadership to administrative and booking staff to effectively manage waiting lists for procedures and appointments to ensure that all patients are booked in a timely manner and all waiting list targets are met. I oversaw the continual development and streamlining of processes in order to increase efficiency and projects and business cases pertaining to the service.I led on developing new business for our endoscopy unit, and the sound financial management of the service.Originally a six-month temporary position, to trouble shoot in Endoscopy only, I was asked to stay on to become the permanent Gastroenterology Directorate Manager.

I directly managed a team of project managers and associated project staff to deliver a range of projects that support clinicians in their day-to-day roles. I fostered excellent working relationships with clinical colleagues, from those on the front line, through to the Executive Medical Director, often having to convey technical information to colleagues in a non-technical way, and articulate projected business benefits in a way that will engage and enthuse in order to gain support. I worked with a range of stakeholders to ensure that project outcomes contributed to the overall trust strategy, support the delivery of clinical objectives and the achievement of key performance indicators, while constantly considering clinical governance components, in particular, the mitigation of risk. As a programme manager I managed a number of budget lines, forecasting both capital and revenue spend on permanent staff, agency staff and the procurement of specific project items. I was accountable for controlling expenditure, and ensuring that investments are value for money by tracking the realisation of benefits. The programme finances were awarded through approved business cases, which I authored and presented to executive directors to gain approval and the release of funds.I was tasked with spotting opportunities for new projects to support services, through working with clinical and corporate colleagues to identify needs and the proposed benefits. I then created a business case in order to take the work forward.I was responsible for the direct line management of my team, supporting them, setting clear objectives and adhering to the trust's HR policies.

I was selected to undertake a development opportunity where I worked closely with the Deputy Director of ICT/Chief Information Officer as part of the senior management team within ICT.In this role, I supported the CIO day to day, and often represented him at meetings both internal and external to the organisation.I acted as a critical friend to the CIO, and was tasked with lubricating progress on special projects and areas of importance to the executive team, ensuring specific deliverables and timescales were being met, and assisting with and delivering specific reports, proposals and analysis to inform management decisions. I was also am a key enabler of the successful delivery of the ICT strategy (of which I was co-author) with a particular focus on wedding ICT to the evolving needs of the business and ensuring that the function is critical to the success of the core business of healthcare.

In this role where I directly managed a number of project support staff , I honed my skills in stakeholder analysis, communication, timely project delivery, budget management, time management and the achievement of objectives. I created long-standing links with operational colleagues to deliver the desired project outcomes and business benefits.One of the largest projects I managed was the implementation of ‘real time patient feedback’. I was given this project specifically because I was deemed to have the most experience with service users and am personally driven to support the delivery of excellent patient care. I worked closely with the project sponsor- the Executive Director of Patient Experience and Quality, and I lead a sponsor group made up of clinical and corporate staff. After an extensive pilot, we rolled out real time patient feedback provision trust wide, and managed a process whereby survey results are utilised to inform and promote service improvements in order to then resurvey and track an upward positive trend. I also worked on setting up a (still now ongoing) trial of the friends and family test in the trust, educating staff, service users and carers on its use as a tool for analysis and diagnosis of issues and problem areas.

In this role I managed various communications and marketing projects within the team such as events management, marketing campaigns for specific services, website management and development, and design and print work.I directly managed a number of junior communications assistants, who supported me in various elements of my role.In this position I worked with many different teams and external agencies, and had an insight into understanding their key objectives and drivers, and how our trust fits in with the wider NHS.During my time working in the communications team, I developed excellent verbal and written skills for a number of different audiences.

From January - April 2010 I was given the opportunity to undertake a voluntary position with the Christina Noble Children's Foundation to work in a Social and Medical Centre in Ho Chi Minh City, Vietnam. This work involved caring for and educating disabled orphans in order to rehabilitate them so they can one day attend school. I travelled to Vietnam alone for the opportunity and BSMHFT gave me a career break in order to do this.

I worked at Starbucks during my time at college and university. As a shift supervisor I was responsible for the smooth running of a busy coffee shop over an eight or ten hour shift. I deployed staff to in the correct positions to ensure that the shift ran smoothly, customers were served efficiently, the unit was kept clean and tidy, stock was frequently replenished, staff were able to take lunch breaks and that excellent customer service was upheld at all times. I was also responsible for the management of cash on the shop floor and the replenishing of the shop's safe.