Get Real Change brings a unique combination of consultancy, training and coaching with a network of like-minded experts who are not just passionate about change, but are also passionate about building the capability within organisations to effectively deliver their own change efforts.

Stockport Together is a partnership between Stockport CCG, Stockport Foundation Trust, Stockport Council, Pennine Care and Viaduct Health (GP Federation) which aims to deliver a truly integrated and transformed health and social care service. This role was a flexible resource, utilised according to the strategic needs of the programme, acting as the Programme Manager for Planned & Urgent Care, overall System Design, Provider Development and most recently, Core Neighbourhoods.Key achievements – Core Neighbourhoods• Worked intensively with senior decision makers from all partners to design deliver the first step towards primary care at scale through the creation of 8 integrated teams built from GP practices including primary, acute and community care, social care, mental health and the third sector.• Establishment of Neighbourhood Leadership teams who will determine how care will be delivered at a local level. • Design and delivery of an integrated and enhanced approach to case management including detailed organisational and workforce redesign to deliver the new ways of working.• Co-production of the model of care and business case, key documents which were used for both the Vanguard Value Proposition and the GM Devolution funding proposal. • Established and nurtured the MCP Provider Board to create a new organisational form to deliver integrated care including defining their initial work programme and governance arrangements.• Established a light-touch, agile programme management framework for Core Neighbourhoods where previously significant resistance to structure approaches had been experienced• Established the Planned and Urgent Care Programme Boards and the production of a document describing the vision for the transformation which was endorsed by the key stakeholders.• Managed the process to redesign the strategic System Design for health and social care, from prevention and well-being to acute crisis management.

Key achievements:• Turnaround of the Surgical Division CIP target delivery and CQUIN projects through the development of 42 approved and operationally led schemes totalling £7.2m and successful negotiation with the CCG to ensure the full year payment against a predicted £3m loss of income • Successful implementation of a series of improvement projects including:o The establishment of a direct communication system between GPs and Acute surgical consultants successfully avoiding admissionso The implementation of a virtual ward for patients awaiting USS reducing LOS and increasing flow through wardso The implementation of a nurse-led abscess pathway increasing theatre utilisation, reducing LOS and increasing patient satisfactiono The implementation of a virtual fracture clinic based on the Glasgow model increasing patient and staff satisfaction and reducing attendances• Within a collaborative team, led the development and approval of the strategic, economic and management case within the business case to move of elective orthopaedic surgery off site to create a Centre of Excellence and additional capacity on site to support the expansion of services and reduce 18 week pressures• Ensured sustainability of changes through building strong influential working relationships with front line and senior clinical staff so that all improvement initiatives were build on a solid foundation of clinical engagement, support and ownership

Operationally responsible for service delivery and performance of the surgical theatres and anaesthetic department, service redesign and continuous improvement within a budget of £17.5m.Key achievements:• Led a programme of works to ensure that the suite of theatres were fit for purpose for the range of specialities, advances in practice and technologies along with the changing climate with regards to changes in demand and complexity of cases and readiness for strategic decisions including:o Turnaround of a failing project to ensure the successful commissioning and seamless opening of 3 new operating theatres o Led on the radical redesign of the theatre schedule and workforce (inc. staff consultation with 100+ staff and job planning of 42 consultant anaesthetists) delivering a more cost effective and efficient workforce and achievement of increased productivity o Led a review of instrumentation and equipment developing new processes and securing funding to ensure the correct levels and type of instrumentation and equipment reducing delays and cancellations• Built strong networks within and outside of the department to ensure the delivery of successful service improvements to both increase throughput, reduce cost and increase quality and improve culture and staff satisfaction including:o Led on the movement of now non-theatre dependent activity into procedure room or outpatient spaces o Embedding of sustainable and effective processes for scheduling and flow using clinical micro-systems theory and human factors principles to human factors principles to support the development of a no blame culture and increase safety with a tangible reduction in serious incidentso Developed a theatre improvement collaborative that empowered front line teams to implement their change ideas using the model for improvement and rapid testing

Operationally responsible for service delivery and performance, service redesign and continuous improvement for urology and gynaecology servicesKey achievements:• Led on the review of surgical pathways using lean methodology ensuring that RTT were achievable and patients are able to flow effectively through the system, removing barriers, eliminating waste and reducing non-value adding steps • Achievement of a 50% reduction in cancer breaches through the development of agreed clinical pathways and a proactive management pathway with clear escalation points and roles and responsibilities• Reduction of urology readmission rates from 21.84% to 7% through changes in SpR job planning and the introduction of A&E clinic slots• Led the gynaecology oncology peer review with 92.3% compliance• Eliminated the use of locums within the specialties through effective demand and capacity management• Led on the radical redesign of the urology outpatient service through holding rapid improvement events and working with Trusts nationally to develop a one-stop service reducing attendances and a significant reduction in follow up appointments

Key achievements:• Working with a multi-disciplinary team including consultants, nurses and managers, led a project to reconfigure the existing neurosurgical bed base splitting out elective and non-elective patients to reduce length of stay, improve pathways, reduce infections, increase patient safety increase flexibility in the bed base and deliver £200k cost savings• Gained experience of working within a consultancy firm leading on consultant engagement as part of the project to develop a job planning tool in the cardiac department• Worked with the senior service and IT managers across the Trust to develop a Trust wide electronic activity forecasting tool replacing manual reporting and allowing for prospective viewing and proactive management of activity giving the Executives assurance of financial planning• Working with a multi-disciplinary team including commissioners, GPs, consultants, nurses and managers managed the implementation of the reconfiguration of the community unscheduled care services as part of a wider case to re-design unscheduled care within Salford • Supported the closure of the existing Walk-in Centres and Primary Care Centre taking staff through aspirational interviews and the TUPE process and the merger of the GP Out-of-Hours service into the A&E department • Modelled demand and capacity in detail to identify cost savings through a model of redirecting inappropriate A&E attendances back to primary care• Worked with GP practices to develop agreed pathways for patients including priority appointments and tested proposed redirection model through PDSA cycles and implemented incrementally to embed learning from one phase to the next