Programme Manager in the Transformation Directorate of NHS England. Leading large scale digital transformation programmes including;22/23: Current Joint Programme Lead for the Digital Maturity Assessment programme, a tool to support systems to understand and baseline their current digital maturity against the dimensions of What Good Looks Like, to identify opportunities for digital transformation as part of the levelling up agenda. 22/23 Current Programme lead for the Digital Capabilities Framework (formerly known as the minimum digital foundations) responsible for developing core, transformation and innovative digital capabilities as part of the digitising the frontline agenda22: Digital Development Lead for the National ICS and Place Development programme. A £3million pound learning and development programme. The programme looks to support integrated care systems across England to look at their current capabilities across the dimensions of the What Good Looks Like framework, and use this information to develop robust digital transformation plans to support the integrated care agenda.

Programme Manager for the system transformation team, specifically supporting Integrated Care System Development through the Population Health Management (PHM) Development Programme. The PHM Development Programme is a multi-million (£10m+) intense 22 week support programme, currently delivering to 35 systems.My main role in the team is Programme Management Office Lead across the programme this includes;Oversight of programme, central overview of system delivery teams PMO, management and escalation of risk working directly to programme SROOperational relationship management with supplier; ensuring alignment of programme milestones to contract delivery timelines and protection of organisational interestEnsuring alignment of programme outputs to overarching strategic directionLeading central PMO team with delivery partner PMO lead; including Programme managers, Project managers, Project support team membersSupport the system PMO collaboration forum (PHMDP National Delivery Forum)Drafting briefings and presentations for use in systemContract management support for the PHMDP supplier contract1. Drafting contract documents2. Setting, tracking and management of KPIs3. Management and escalation of contract risks4. Bi-monthly reporting5. Budget Management - monitoring spend against the financial envelope, providing analysis to senior leadershipOD team memberOverseeing team engagement; team meetings and Away DaysTraining and development leadLine manager & mentorManage staff, supporting appraisal cycle and personal development

Project manager for the Population Health Management Team, working specifically to support the PHM Development Programme. The Development Programme provides intensive support to the most advanced ICSs to rapidly accelerate their PHM capability and act as exemplars to the rest of the country. I am the PHM team’s Organisation Development representative. I support the OD plan for the team including coordinating the Learning and Development, design and delivery of the team away days and supporting team engagement through team meetings. The role is varied and includes;Agile project managementContractor relationship management Line managementStakeholder engagement Development of future PHM support Peer learning leadSystem support

Fixed term contract under the GPFV Transformation fund. Supporting the delivery of the GPFV across the West Yorkshire and Harrogate Health and Care Partnership. Specifically leading on the Improving Access to General Practice and assurance lead on SDCS returns.

Supporting the development of Primary Care NetworksSupporting mid year and end of year reviews against national and local KPIsSupporting the development of local QUIPP initiativesGPFV ETTF LeadSupporting the roll out of RAIDR across GP practices

I gained invaluable experience at the NHSCB I started shortly after its establishment in shadow form in December 2011. This meant I had direct exposure to fundamental changes that are currently reshaping the NHS as we know it. I started as an administrator providing administrative support to the whole of the NHSCB (which at this point consisted of roughly 10 people). As the NHSCB developed and gained organisational structure I changed positions to become the personal assistant to the Clinical Trainsitions Director.