Michael Stonard Email & Phone Number

Norwich, England, United Kingdom

Catton Grove

Norwich, England, United Kingdom

Local Plan, planning and sustainable developmentSustainable transportPromoting growth and city developmentSite promotion and development (council and private)Business growth and skills developmentBusiness liaison and growth

Norwich, England, United Kingdom

Norwich, United Kingdom

Provider of Digital DAB Multiplex radio service to Norwich and surrounding areas

Norwich, United Kingdom

Not-for-profit Education and Social Inclusion Charity working across Norwich.

Norwich

Not-for-profit Education and Social Inclusion Charity working across Norwich.I am also Chair of the Finance Committee.

Norwich

Offering advice and support to public, private and third sector organisations on organisational development, strategy development and implementation, service development, working with the public sector, and working with the public and communities. I provide advice and support for organisational and financial turnaround but, due to other commitments, am no longer available for substantive turnaround roles.

Norwich, United Kingdom

• New homes building • Private sector housing • Sustainable Development• Environmental Strategy• Waste Strategy• Transport• Planning• Parking

I established “from scratch” a management team that delivered a successful financial turnaround, the key national targets, and some of the best operational and service performance ratings in the East of England. We successfully tackled the PCT’s inherited financial deficit. The fledgling organisation was placed formally in financial recovery in November 2006 when a £12m inherited problem was uncovered. Strong leadership of the financial recovery process, using techniques I had learnt and developed in previous roles, ensured that, in late summer 2007, we were the first PCT in the East of England to be formally removed by the SHA from financial recovery status. The PCT delivered all key access targets including the “18 week milestones”, cancer access (2 weeks and 31/62 days), primary care access (24/48 hours), A&E waiting (4 hours), GUM access (48 hours). Our practice based commissioning was regarded by the SHA as one of the most advanced in Eastern England, with consistently the highest ratings of PCT performance from our PBC colleagues. The PCT’s 2008/09 Staff Survey placed it in the 20% best performing in England and patient satisfaction with services consistently achieved at least 90%. Our dental access performance and prescribing indicators regularly ranked amongst the top performers in England as a whole and were the best in the East of England.

Turanround Chief Executive role on behalf of Strategic Health Authority. Subsequently became substantive Chief Executive.I started at Suffolk West just after the publication of a highly critical SHA-commissioned external review of the health system which described a lack of clear focus, performance management and clinical engagement within the PCT, further hindered by a “non-delivery culture” and unrealistic recovery plans. I produced and fully implemented an organisational recovery plan which included: setting clear corporate and directorate priorities; restructuring directorates to ensure clear focus on delivery of the key priorities; establishing clear and unambiguous accountability throughout the organisation; establishing strong and effective performance management processes throughout the organisation; and refreshing the corporate culture to emphasise openness, inclusivity and empowerment with the aims of underpinning proper governance, raising morale and harnessing the talents and abilities of the staff.I led the process of re-framing the PCT’s LDP and Financial Recovery Plan to address a projected year-end deficit of £22.6m. This included removing circa £6m of “aspirational” and unrealistic savings from the plan and replacing them with new project proposals to make £9.2m savings in-year. This process involved very close collaboration with providers to produce a joint system recovery plan which built on our respective contributions to recovery. Starting in August 2005, the PCT delivered £11.6m savings by the end of 2005/06, the largest turnaround in England. Suffolk West PCT delivered all key NHS targets in 2005/06 in addition to delivering significant financial savings.

I Established Gt Yarmouth PCT “from scratch”.The PCT delivered financial balance and key national targets in every year from 2001. In 2003 CHI found it to be “an open and well led organisation with committed and enthusiastic staff” and “effective team working” and that “most patients said they were treated with dignity and respect”. The 2004/05 NHS Staff Survey placed Gt Yarmouth PCT in the top 20% of PCTs nationally for staff feeling positive about the organisation, wishing to retain a role within it, feeling they worked in well structured team environment and for their perception of the quality of senior management leadership, based on a response rate of 73%.The PCT achieved Teaching Status and developed innovative joint roles, in collaboration with the University of East Anglia, which incorporated academic activities and aided quality improvements and clinical staff recruitment.

Interim Turnaround Chief Executive on behalf of Strategic Health Authority for 18 months. Retained Chief Executive responsibilities and accountabilities of substantive post (Great Yarmouth PCT) and carried out both roles.I successfully implemented the recommendations of the SHA-led review into the management of Waveney PCT, which included rebuilding basic organisational and governance structures, involving and engaging clinicians who had not felt included, resolving outstanding HR issues and disputes, and rebuilding organisational confidence and staff morale. This included a process for agreeing clear corporate and directorate priorities, ensuring all functions and employees had clear, manageable and deliverable priorities. I also introduced a corporate performance monitoring and reporting system to ensure executive team management and Board assurance of organisational performance against its objectives and priorities