Neil Storey Email & Phone Number

London, GB

Unleashing the potential of urgent and emergency care, optimising patient flow, and elevating patient safetywww.inspiredhealth.company

London, United Kingdom

Revolutionise supports Organisations and systems, across the NHS, to achieve real change for both staff and patients. In the 10 years since Revolutionise was created, we have supported over 20 different organisations up and down the country. We offer a different type of consultancy support and pride ourselves in working alongside Executive, Operational and.

We provide a number of software solutions specialising in early diagnosis and optimising healthcare. These include:+Early Diagnosis of Cancer+Early Diagnosis of Diabetes+LOCATE model to provide complete visibility of all the cancer information across each Cancer Alliance and ultimately the country facilitating focussed improvements in detection and.

Harnessing the depth and breadth of a community of experts to provide the best possible experts to support healthcare improvements across all disciplines.

Waltham Forest CCG

Supporting PA Consulting to develop a comprehensive QIPP programme of £11m for 2019/20. Implementation of a robust programme structure and governance arrangements to facilitate the development, modelling and implementation of individual QIPP schemes.

Southend On Sea, United Kingdom

A number of pieces of work which commenced with the development and support of the QIPP programme, specifically modelling and operationalising demand management schemes across the system. Full revision, remodel and implementation of all schemes resulted in over £2.5m added to 17/18 QIPP in Q4. Acute element of 18/19 schemes developed to achieve the full.

Betsi Cadwaladr University Health Board

Providing support and SME to PWC in a multi-site improvement programme focusing specifically on emergency department and ambulance handover improvement. Review of all 3 departments in terms of capability, capacity and operational and clinical efficiency and effectiveness. Range of solutions identified and implemented including redesign of daily structure.

Coventry, United Kingdom

The first period of consultancy focussed on helping the Trust understand exactly what the issues were underlying a challenged performance position and identifying the areas of improvement that would have a particular impact. Some quick wins were also implemented during this first phase.A second phase was also commissioned to extend the work to supporting.

Kettering

Orpington

Kent, United Kingdom

Guildford, United Kingdom

Northampton, United Kingdom

• Transformed the operational culture and processes by implementing a new operating rhythm and establishing a proactive approach to planning and delivery
• Implemented new Clinical Safety Huddles resulting in improved ownership by front line clinicians, early escalation and management of clinical and operational risks.
• Support and coaching of the operational management team to sensitively challenge behaviours and improve operational practices improving patient flow and bed management.
• Introduced a new ward reporting system significantly increasing accuracy of reporting and early identification of patients for discharge. Number of patients identified for discharge consistently doubled from around 30.
• Led the redesign of the urgent and ambulatory care pathway to improve patient care and experience and minimise demand on ED, supporting the delivery of the national 4 hour standard.

London, United Kingdom

An operational review transforming the Trust site and bed management processes through the introduction of Clinical Safety Huddles. Improved early discharges, increased co-ordination of discharge planning and improved operational understanding and control significantly improved emergency performance.

Cambourne, Cambridgeshire

Responsibility for all 999 emergency ambulance services covering the 7500 square miles and 5.8 million people across the East of England. With a budget of c£180m and over 4000 staff and volunteers. Turned round a challenged 111 service, significantly improving key measures such as call pickup to above the national standards. SRO for the organisational.

Melbourn, Cambridgeshire

• Responsible for: 999 emergency services and three Emergency Control Centres. 2800 staff and volunteers. Budget control of c£160m.Achievements:
• Successfully delivered cost improvement programmes of c£16m.
• Managed and absorbed an increase in activity of around 15-20% through hear and treat redesign saving 800 responses per week and improved operational efficiencies.
• Management restructure streamlining the number and size of areas to improve productivity by reducing 12 General Managers to 4.
• Improved 999 call pickup to consistently over 95% within 5 seconds.
• Implemented national award winning integrated falls scheme substantially reducing inappropriate hospital attendances.

Melbourn, Cambridgeshire

• Responsible for: 999 emergency services. 2500 staff and volunteers. Budget control of c£150mAchievements:
• Commissioned and embedded a performance information and management system, transforming the way individuals and teams were held to account for delivery.
• Delivered cost improvement programme of c£6m.
• Achieved standardisation of terms and conditions for 2500+ staff.
• Implementation of major patient pathway redesign including PPCI, Stroke and Trauma.

Essex, Bedfordshire And Hertfordshire

• Responsible for: 999 emergency services, primary care and non-emergency patient transport services for the counties of Essex, Beds and Herts. 1500 staff and volunteers. Budget control of c£60m.Achievements:
• Improved and sustained operational response times to life threatening calls by 4%.
• Successfully won the tender for patient transport services for the Mid Essex area.
• Piloted new performance management system to support improved response times.
• Introduced alternative transport model to maximise the use of frontline resources and minimise cost of transporting patients to hospital. Equivalent saving of £240k per year.

East Of England Regional Post

• Responsible for: Three 999 Emergency Control Centres. 300 staff. Budget control of c£10mAchievements:
• Led the procurement and implementation of a new Computer Aided Dispatch (CAD) system across all three emergency control centres on time and on budget.
• Reduced 999 call processing time from 90 to 60 seconds.
• Harmonised three previously separate emergency control centres including, technological infrastructure, management support structure, standardised roles, working practices, policies and procedures.

Essex

Responsible for the day to day management of 999, primary care and non-emergency patient transport services in the geographical area of Mid Essex.

Essex

Led the development of this pioneering role for the Essex Ambulance Service, including undertaking the clinical qualification personally.Significant support and uptake from stakeholders and commissioners resulting in widespread implementation of the role across rapid response vehicles resulting in significantly improved patient care and increased admission.

Accident & Emergency

Post Graduate Certificate, Emergency Care Practitioner, Masters Level

Award received for academic excellence

Paramedic, Pass

Emergency Medical Technician, Pass

Bachelor Of Science (Bs), Registered Nursing/Registered Nurse, 2:1

Activities and Societies: Rugby

Education record