Putting patients and quality first, I currently form part of the Senior Leadership Team for Nursing and Urgent Care within the CSU. This is a unique provision focused on utilising data and clinical knowledge to improve to change actions and improve outcomes for patients and their families accessing urgent care. The service currently supports the Continuing Healthcare service, acute, community and social care providers and commissioners to identify and implement service improvement.Key responsibilities include:• leading a team, supporting organisations within a geographical patch to improve patient care through the urgent care systems. Lead on policy and practice developments and act as lead for the review team for some community service D2A reviews.Main Achievements in this role:• Successfully leadership and management of a team.• Overseen the development of marketing material for the directorates offer.• Support of two clinical reset challenges (Blackpool and Belfast Acute Trusts to facilitate flow within the acute/community).• Initially planned and led a multi organisational discharge to assess review focusing on cost, quality analysis, service user satisfaction and staff satisfaction and value.• Leadership of the Midlands element of the national Care Home Tracker programme.• Leadership and coordination of the CSU Urgent Care Collaboration and Partnership work.• Leadership and coordination of a 6 Trust review of increase in non-elective attendances and admissions I acted as a contact with NHS E/I for a number of commissioned pieces of work regarding frailty, community service and care homes and supporting Winter rooms.

Key responsibility:• Responsible for development of the framework for the locality based urgent care offer, focussing initially on the work of the STP in the Lichfield locality, in association with Burton Hospital. Main Achievements in this role:• Development of the fully functional Urgent Treatment Centre. • Supported the development of out of hospital flows, including integrating the work being undertaken under the discharge to assess Board. • Clinical lead nurse for the urgent care programme of the STP.

Key responsibilities:• Strategically lead the development of the unplanned care agenda for Staffordshire and Stoke on Trent Partnership Trust. This involved supporting local health design of urgent and emergency care systems, working across health and social care. • Supported directional developments with three CCGs leading Surge and Resilience planning across the organisation. Liaison with three main Acute Trusts, Ambulance Trusts, CCG and voluntary sector Main Achievements in this role:• Chair of the divisional urgent care group reporting to SRG and Board• Resilience planning winter planning• Design of the delivery model• Supporting performance improvement of Flow through Burton Hospitals • Development of a care home strategy that crosscut through the local health economies for Health and Social Care, improving quality and safety for patients.• Capacity and Demand Management which included developing and implementing a Staffordshire wide choice policy, Care home rapid discharge process reducing LOS • Leading related CQUIN and quality audits including the National Intermediate Care audit.Following the departure of the previous manager, I provide leadership to the Emergency Planning. Resilience and Response Team in August 2016. Identified that the Trust was not compliant with the EPRR core standards, confirmed by formal assessment in September 2016 and resulting in the imposition of a remedial action plan by NHS England. Providing leadership and support to the team ensured that the Trust was “substantially” compliant by February 2017, and fully complaint by October 2017. Assessed current position and coached team to develop a trajectory for improvement.

Key responsibilities:Operational management of 600 multi-professional staff and services. Including musculoskeletal services, District Nursing, Children's services, Learning Disabilities, Pain Management, etc. Being responsible for budget and resource management, quality and risk management, business development, and relationship management, primarily with other partners and commissioners. Contributed to financial strategy of the Division/organisation monitoring budgets monthly with responsible managers. Main Achievements in this role:• Leadership of operational functions across all services triangulating the information• Complex investigations and disciplinary hearings progress • Sickness and absence management– achieved the lowest sickness levels across all areas• Implementation of Training and development dashboards• Complaint management, including direct meetings with patients and representatives, and implementation of remedial action plans where required• Risk and incident reporting including root cause analysis and shared learning• Performance management of service level contracts In September 2013 was approached by the executive team to lead the transformation within the division to integrate Health and Social Care functions. This was a challenging partnership environment, with conflicting priorities, where the objective was to create cohesive and responsive teams combining Health and Social Care services. This focused on combining health and social care staff into integrated teams to improve efficiency and productivity while embedding pathways for safe and high-quality care of patients with long term conditions. The key out puts delivered were a reduction in duplication, cost efficiencies and improved patient experience.

Appointed as lead commissioner for long term conditions and urgent care. Key roles included developing systems and services across the health economy to improve the urgent and emergency care provision. Specifically, provided the management support for clinical re-design of the service specification for the Rapid Intervention Service and frail elderly, along with Urgent Care and District Nursing services.

Commenced in this Trust as Intermediate Care Lead. Seconded to a project management role for community services looking at quality markers and Local Delivery Plan rounds. Appointed as Primary Care Clinical Governance Manager, responsible for risk management, development and implementation of local systems for Primary Care complaints. Developed the significant event reporting mechanism and managed the serious untoward incidents occurring in Primary Care. Member of the first “Quality and Outcomes Framework” and performance management team. Led the commissioning of services for respiratory drugs and alcohol (maintained the PCT position through challenging and demanding negotiations with other organisations and agencies), learning disabilities and displaced vulnerable people.Following a major reorganization of the PCT remained in commissioning and became responsible for the redesign of community services within the Trust and large-scale public consultation processes on behalf of the organisation.