• Detailed understanding of the content and potential of Public Health Scotland (PHS) datasets, including Scottish Medical Record (SMR), National Theatre Improvement Group (NTIG), and Discovery. Utilise complex, and often conflicting, data sources to create an integrated understanding of high level healthcare metrics• Supporting CfSD National Improvement Advisors with data and measurement advice within the Specialty Delivery Groups to aid evaluation of CfSD improvement initiatives. Single point of contact for CfSD National Improvement Advisors providing expert data for improvement advice. • Supporting NHS territorial boards with data and measurement advice on CfSD programmes and wider measures as appropriate• Planning, implementation and delivery of data-led reporting for CfSD national programmes. Lead the measurement of CfSD programmes using the CfSD HeatMap methodology, to evaluate the impact of CfSD programmes nationally. Contribute these outcomes into national reports for use in Scottish Government by the general public.• Innovate using current data sources to gain understanding of high level strategic healthcare outcomes. Create analysis, visualisations, and applications that facilitate the understanding of these systems to the Specialty Delivery Groups and associated managers and clinicians within NHS boardsApplying all aspect of the improvement methodology to assist boards, specialties and teams to improve patient experience, equity of access, and efficiency within their services.Work utilising discrete event analysis using Simul8 simulation modelling software. Applying the Institute of Healthcare Optimisation Variability Methodology to address patient flow issues across all NHS boards.Covid-19 work - hospital bed modelling and analysis to split care areas into Red/Green and maintain capacity and flow, PPE acute care supply and demand modelling, NHS Louisa Jordan capacity and patient flow for outpatients.

Programme Manager – Endoscopy – NHS Lothian.As programme manager I take the lead in developing, testing, and implementing a Clinical Quality Management programme within endoscopy in NHS Lothian. The twofold aim seeks to build capacity and capability with the specialty teams to deliver their own QI projects and to provide the specialty with the data and information to identify QI opportunities and challenges. I recently organised and led a board wide endoscopy engagement event for around 80 staff from all service areas and work grades. This led to the formalisation of the main programme drivers and change ideas.Initial work included developing high level process maps, identifying the key data requirements, producing driver diagrams, project charters/initiation documents, and establishing action and risk registers in collaboration with key team members from the endoscopy specialty. More recent work has been identifying further change ideas from the programme driver diagram, identifying and mentoring project leads with all aspects of their QI projects. This has allowed the service to understand the service pressures, to make a robust business case for expansion, and to communicate with primary care and patients to I liaise closely with analytics to deliver data intelligence on volumes, waits, and variation within the service. I have taken a lead role collaborating with senior analytics colleagues to develop accurate real time visualisations of QI data. This data is then used to investigate service pressures to highlight productive opportunities and then to create a sense of urgency for change and, secondly, to track outcome and project measures to illustrate the improvement journey. I have had particular success looking at in-suite efficiency with engagement from nursing and senior clinicians, this has led to implementing change ideas with good quantitative and qualitative feedback.

Programme/project planning, delivery and evaluation of the Lothian Palliative Care Redesign Programme. A suite of 7 interlinked projects that seek to deliver the very best palliative care to patients.Working with the Senior Management Team to understand patient flow through the social care systems to referral to Marie Curie services. Informing and implementing a communications strategy addressed at GP’s, District Nurses, care home staff, and other referral sources to encourage early referral to Marie Curie’s 7 day nursing services to enable patients early access to the most appropriate palliative care. Liaising with Clinical Nurse Specialists and Managed Care Nurse Specialists on the qualitative and quantitative measurement of equity and value in the 7 day delivery of coordinated nursing support.Partnership measurement, reporting and governance, with St Columba’s hospice, of project outcomes, aims, and finance to project sponsors, NHS Lothian, and Integration Joint Board representatives.Project management of a £300,000 capital build of the day services unit at the Marie Curie hospice in Edinburgh. This involves liaison with hospice staff, architects and building sub/contractors to ensure project scope, timescales, finance and controls are all managed effectivly, the project has been delivered on time and within budget. Production of reports on the programme for various Marie Curie boards to ensure programme governance arrangements are fulfilled. Maintenanance of records of all project budgets and spend on the programmes, reporting these on an ad-hoc and routine basis as requested.I actively monitor, support and share learning between groups to ensure the aims of the redesign are met. Escalation of issues and risks or where performance support may be necessary to achieve the aims of the programme.

Routine and ad-hoc reporting of volume and financial salesforce data to enable targeting of resource to give greatest business benefit. Leading on the development of reporting methodologies for Account Directors where needs were discussed, scoped and delivered bespoke to individual requirements. Utilising Business Warehouse queries to bring together data sources to report on outlet growth, volume targets, and revenue performance.

Within Healthcare Improvement Scotland I worked across many programmes to shape and implement robust measurements plans to illustrate improvement. I have led work on the development of the Scottish Patient Safety Indicator (SPSI), on application of the Hospital Standardised Mortality Ratio and on the Scottish Emergency Laparotomy Improvement Group (SELIG). I have consulted on and had measurement frameworks implemented for national and local improvement programmes, including the SPSI, Diabetes in Scottish hospitals, and Death Certification.

Working collaboratively with NHS ISD and Scottish Government departments performing detailed analysis to highlight areas for system redesign and quality improvement activities to ensure SG targets are achieved. I was integral to the success of the 18 Week Referral to Treatment programme and the Acute Flow and Capacity Management programme.Lead the development of Demand, Capacity, Activity and Queue (DCAQ) methodology to support NHS Boards with capacity planning and delivery of waiting times targets. Development of modelling tools to produce DCAQ analysis enabling NHS Boards to evidence pressure areas within their service and to support job planning processes. Within NHS Lothian I performed a piece of work mapping DACQ elements within their orthopaedic service. I worked alongside IA’s to understand the orthopaedic service utilising process mapping of referral criteria to investigate how patients are administered prior to appointments being attended. The number of queues were optimised from >100 to <25 with administration staff given guidance on queue assignment of patients based on clinical need. The balance between capacity and demand was investigated to catalyse the movement of resources to where they are most needed. This involved altering clinic templates to reflect reality and negotiating with clinical staff to reallocate resources. Many of the projects resulted in a formal report of findings and redesign work to be addressed, with an action plan response invited.Application of QI work on queues within NHS Greater Glasgow and Clyde (dermatology), I looked at booking processes, patient queue allocation, and queue management to investigate waiting times breaches. Working with specialty stakeholders to explain that First Come First Served (with preserved urgency) was the most efficient and equitable way to manage patient queues FCFS was adopted by the specialty. Over a period of 6 months, patients waits were reduced from >24 weeks to <9 weeks.

Strategic national and regional information analysis to support and inform Improvement Advisors and stakeholders on service redesign work within NHS Boards. This was to enable the delivery of productivity and efficiency targets while maintaining patient safety and clinical quality.Manipulating large data sets within Microsoft Excel to achieve seamless management reporting of current and future state. Leading the development of analysis and bespoke modelling tools. Leading the development and training of Information Managers in Demand and Capacity analysis methodologies.Supporting the British Association of Day Surgery (BADS) to promote day and short stay surgery and allow the sharing of national data and best practice. Production and administration of analysis of Day Surgery in all Scottish NHS Boards.Support, administration and analysis of the Global Rating Scale (GRS) Endoscopy website, enabling endoscopy units to assess how well they provide a patient-centred service across NHS Scotland.

various kitchen positions