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Unlock the Potential of Urgent & Emergency Care with InspirED Health.Let's address the issue of overcrowded Emergency Departments. It's time for change, and we're here to help.Introducing #InspirEDHealth and our #inspired100 program. We're on a mission to transform urgent and emergency care, enhancing patient experience and empowering staff. 🏥🚀We believe every person deserves safe, effective, and responsive care. Unfortunately, overcrowding has become the norm, endangering patient safety and experience. It's time to break free from this cycle!How do we make emergency care thrive? Here's a glimpse into what #InspirEDHealth offers:✅ Upskilling Your Teams: We believe in your team's power! With tailored training, we equip your staff with the knowledge and tools they need to excel. Boost their confidence and unlock potential! 💪📚✅ Out with the Old: Identify ineffective practices that hinder performance and patient care. By eliminating roadblocks, we pave the way for innovation and progress! 🛑✨✅ Waiting Time Woes No More: Reduce waiting times through streamlined processes and efficient resource allocation. Ensure prompt attention and care for patients.✅ Risk Reduction: Patient safety is our top priority! Work closely with your team to identify and mitigate potential risks. Ensure a secure care environment and peace of mind for all! 🛡️😌✅ Elevating Patient Experience: Our solutions focus on improving the overall patient journey, from admission to discharge. Say goodbye to frustration and hello to compassionate, responsive, and supportive care! ❤️😊Ready to embark on this transformational journey? Connect with us:📩 Send me a LinkedIn message to start the conversation!📞 Schedule a discovery call to explore endless possibilities. 💡✨Join the #InspirEDHealth movement today! Together, let's shape the future of urgent and emergency care, prioritising patients and staff!
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CeoRevolutionise LtdLondon, Gb
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DirectorInspired Health Jan 2023 - PresentUnleashing the potential of urgent and emergency care, optimising patient flow, and elevating patient safetywww.inspiredhealth.company -
CeoRevolutionise Ltd Nov 2013 - PresentLondon, United KingdomRevolutionise 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 Clinical teams to support them to make the changes they need.Creating the alignment of people across the organisation is absolutely the key to successful change and our experience from shop floor to Board enables us to support you to achieve that goal. The engagement of clinical teams is crucial to making positive progress and is a fundamental part of our approach.
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CeoStrategic Intelligence Alliance Jun 2023 - PresentWe 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 treatment.+Medicines Optimisation Model. To save £££ millions per disease type at the same time as ensuring patients receive the right treatment for their condition.The SIA has been developed as a Digital Transformation business to provide affordable business intelligence and predictive analytics to NHS bodies. We have brought together a unique grouping from NHS Clinicians and Operational Managers, life sciences, data processing, geo-spatial mapping and financial modelling to provide a holistic approach to the NHS. Working together with BI specialists, we aim to support the NHS to make massive improvements for patients and clinicians by making information visible and actionable.
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PartnerCommunity Partners Jan 2023 - PresentHarnessing the depth and breadth of a community of experts to provide the best possible experts to support healthcare improvements across all disciplines. -
Operational Improvement ConsultantPa Consulting Feb 2019 - Apr 2019Waltham Forest CcgSupporting 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. -
Operational Improvement ConsultantSouthend Ccg And Castlepoint And Rochford Ccg Dec 2017 - Oct 2018Southend On Sea, United KingdomA 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 requirement of c£26m. The second piece of work was the deployment of Revolutionise's bespoke ED Business Intelligence tool to provide an independent audit of emergency activity helping identify areas of opportunity for improvement. Activity analysis undertaken identifying a potential £2-3m additional savings. Final piece of work was to support the system to come together to implement the improvements in demeaned management previously identified.
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Operational Improvement ConsultantPrice Waterhouse Management Consultants Feb 2018 - May 2018Betsi Cadwaladr University Health BoardProviding 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 and operation of the ED. Design and implementation of dedicated minors stream. New escalation processes improving demand management and ambulance offload. Dedicated streaming function improving patient flow and experience. -
Ed Improvement ConsultantUniversity Hospitals Coventry And Warwickshire (Uhcw) Nhs Trust Aug 2016 - Sep 2017Coventry, United KingdomThe 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 the Trusts own teams in implementing the identified solutions. -
Operational Improvement ConsultantKettering General Hospital Foundation Trust Jan 2016 - Apr 2017Kettering -
Interim Deputy Divisional Director Acute FlowKing'S College Hospital Nhs Foundation Trust Jun 2015 - Jan 2016Orpington -
Interim Deputy Director Of Operations - Acute FlowMedway Nhs Foundation Trust Mar 2015 - Jun 2015Kent, United Kingdom -
Interim Head Of Emergency CareGuildford And Waverley Ccg Nov 2014 - Mar 2015Guildford, United Kingdom
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Operations LeadNorthampton General Hospital Apr 2014 - Jun 2014Northampton, 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 to 60 by 10am. •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. -
Service Redesign ManagerNorth Middlesex Hospital Dec 2013 - Mar 2014London, United KingdomAn 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. -
Executive Director Of Emergency OperationsEast Of England Ambulance Service Nhs Trust May 2012 - Dec 2013Cambourne, CambridgeshireResponsibility 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 Turnaround Plan, working in partnership with the CEO and executive colleagues. Responsible for coordinating and leading the significant organisational changes needed across all directorates to drive service improvements to patients at the same time as balancing safety, quality and money.I represented the Trust at the National Director of Operations Group for Ambulance Trusts for 5 years. Chair of the National Ambulance Service CAD Suppliers group and lead for the operational technical improvements including MAIT. Responsible for all emergency planning and preparedness including the response to the London 2012 Olympic Games.
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Associate Director Of Emergency OperationsEast Of England Ambulance Service Nhs Trust 2010 - Apr 2012Melbourn, CambridgeshireResponsible 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.• Introduced a new region-wide Electronic Patient Care Record (ePCR) as part of CQUIN.
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Associate Director Of A&E ServicesEast Of England Ambulance Service Nhs Trust 2009 - 2010Melbourn, CambridgeshireResponsible 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.
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Locality Chief Operating OfficerEast Of England Ambulance Service Nhs Trust 2008 - 2009Essex, Bedfordshire And HertfordshireResponsible 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.
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Associate Director Of DistributionEast Of England Ambulance Service Nhs Trust 2007 - 2008East Of England Regional PostResponsible 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.
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Locality General ManagerEssex Ambulance Service 2005 - 2007EssexResponsible for the day to day management of 999, primary care and non-emergency patient transport services in the geographical area of Mid Essex.
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Emergency Care Practitioner Programme Manager/Incident Support Unit ManagerEssex Ambulance Service 2003 - 2005EssexLed 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 avoidance.Developed the first course at Anglia Ruskin University and was also Senior Lecturer in Emergency Care.
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Senior Staff NursePrincess Alexandra Hospital Nhs Trust 1997 - 1999Accident & Emergency
Neil Storey Skills
Neil Storey Education Details
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Masters Level -
Essex Ambulance ServicePass -
Essex Ambulance ServicePass
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Ancaster High School
Frequently Asked Questions about Neil Storey
What company does Neil Storey work for?
Neil Storey works for Revolutionise Ltd
What is Neil Storey's role at the current company?
Neil Storey's current role is CEO.
What is Neil Storey's email address?
Neil Storey's email address is ne****@****.nhs.uk
What schools did Neil Storey attend?
Neil Storey attended University Of Hertfordshire, Essex Ambulance Service, Essex Ambulance Service, Leeds Metropolitan University, Ancaster High School.
What are some of Neil Storey's interests?
Neil Storey has interest in Environment.
What skills is Neil Storey known for?
Neil Storey has skills like Change Management, Healthcare, Leadership, Management, Emergency Management, Performance Management, Healthcare Management, Hospitals, Stakeholder Management, Team Building, Operations Management, Process Improvement.
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