Paul Birch Email & Phone Number

Northampton, England, United Kingdom

I am the lead within the Healthcare Consultancy Service (HCS) for applied data and analytics. Within Arden and GEM HCS has developed rapidly in response to the changing support requirements of Integrated Care Systems as they transition from CCGs taking on new areas of priority and responsibilities. HCS builds on successful consultancy approaches within the provider sector but delivers from an NHS perspective and through an NHS value set. Within this my role covers a range of core delivery areas, illustrated with recent projects:- Population Health Management including population segmentation and outcomes-based approaches to commissioning and delivery- Development of integrated planning solutions bringing together financial, workforce, resource utilisation and other factors from a range of providers and systems- Service evaluation and improvement providing quantitative evaluation alongside qualitive measures looking at schemes such as the use of Digital Technology to prevent admissions from care homes and vulnerable groups and key-working approaches to prevent escalation in young people with Learning DisabilitiesMy role is collaboratively and requiring close and collaborative work with colleagues within our Healthcare Consultancy Service and other CSU business units including Business Intelligence, IT, Finance, Clinical Services and Workforce, Delivery Partners and our customers in the development and delivery of our services.

Working within the award winning Business Intelligence Department I led service development, developed and mobilisation several successful large scale tender projects and drove forward a number of key policy areas including Population Health Management, Scenario and Dynamic Modelling, Value and Outcome based approaches, Service Evaluations and a range of other projects. I represented the CSU on a range of National Policy areas and working groups and internally worked to establish, and chair, the Senior Leadership Group.

Cambridge, United Kingdom

My key focus areas were in establishing the informatics support and developing the performance and outcomes framework for UnitingCare. The UnitingCare project is a radical and new approach to the design and delivery of healthcare and this was reflected in my work. I worked closely with the CCG, providers, clinicians and our service redesign team to develop their thinking, capture and reinforce their planning and to identify and capture their success measures.My role required me to work across all areas of UnitingCare as we successfully mobilsed the biggest clinical contract awarded in the NHS. This allowed my to develop and deliver the skills and abilities I have developed within the NHS in a commercial environment allowing me to develop significant experience and insight.

Cambridge, United Kingdom

Working within a small core team I developed the commercial and financial frameworks that supported the successful UnitingCare bid, for almost £1 billion of healthcare services, through Pre-Qualification Questionnaire (PQQ), Invitation to Tender (ITT), and Invitation to Submit Financial Solutions (ISFS) stages to successful contract award. This included significant modelling and planning work with clinical experts to develop implementation and savings plans. I was responsible for writing key elements of the bid documentation and providing regular reports and updates to allow the Board's of our sponsor organisations, two NHS Foundation Trusts, to gain assurance and continued support.

Cambridge

Responsibility for a portfolio of activities including service and tender development, PbR implementation and the development of demand, activity and financial modelling to support a major service redesign programme. I have responsibility for a range of contracts including the identification of specialised services and Prison Service and Forensic Services.• Demand and capacity model to guide service redesign process and understand the impact of PbR implementation• Project management of tender submissions for clinical services• Identification of new business opportunities• Developing a business wide environmental assessment

Working as part of the GEM leadership team to develop the service specification, service model and staffing structures for a Regional Contracting and Provider Management Service. I have worked closely with CCG executive teams and commissioning leads to ensure that service models are flexible enough to meet local needs and requirements. Within GEM I have worked with other service leads to ensure that my function receives the finance, informatics and clinical support it requires to be successful.• Development of a service model and specification for regional CSU contracting function• Management of regional Ambulance contract including agreement of transitional support to recover performance targets and delivery transformation programme and service efficiencies• Providing contracting and negotiation support to 23 CCGs• Leadership of multidisciplinary contracting team across a portfolio of contracts• Account management and customer liaison• Refined income and expenditure predictions to ensure profitability of function

I led three key teams within the commissioning support unit of the cluster, contracting, business intelligence and clinical systems as well as representing the cluster in the regional discussions which lead to the establishment of the GEM CSU. The contracting successful negotiated three main NHS acute contracts as well as three Private Acute providers and a range of associate contracts. All main providers faced performance challenges and we worked closely with CCGs and Providers to develop solutions to these, including the use of contractual measures, to ensure financial stability and achievement of key targets. • Implementation of a new contracting system and data warehouse• Supported CCGs to develop, quality assure and implement commissioning intentions and QIPP plans• Delivery of reporting and governance requirements to three CCG boards• Overseeing programme of replacement of GP clinical systems in practices• Management of 8 direct reports and team of 40• Managing delivery of contract negotiation and management for all contracts• Leading contract negotiation and management of key providers• Responsible for delivery of all areas of contracting including information and contracting finance• Key point of liaison with CCGs and clinical commissioners• Merging teams following organisational restructuring• Instilling a culture of delivery and change

Northampton, United Kingdom

Working with the Chief Executives of the County’s NHS organisations I developed a QIPP programme indentifying £100m of savings opportunities and programmes to realise £15m in the first year. I established the programme structures, approval and performance management structures to allow the programme to be lead by the Executive Board holding programme managers and organisations to account for delivery. • Running a series of workshops and seminar to develop vision and strategy for QIPP delivery• Development of PMO processes and structures to confirm the scope of proposals and support and strengthen the development of business cases• Establishing Project Management Office and approach across the organisation with regular performance, exception and delivery reporting to the executive board• Worked with external consultants to benchmark economy performance against national and international comparators identifying opportunities and the development of the “Commissioning for Quality” approach identifies areas of high spend and poor outcomes for immediate action• Advised project managers on the development of high quality plans to ensure approval and success• Delivery of significant in year savings and clinical change

-I joined NHS Northamptonshire to establish a Business Intelligence and Performance Management function within the newly merged PCT. Working closely with the PCT executive and senior managers this was delivered and I developed a portfolio of responsibilities including the development of key strategy documents, leading on areas of the World Class Commissioning Assurance process and the development of executive level provider assurance process. Following the separation of PCT functions under TCS I was Director of IMT for an interim period integrating new functions into my team, developing a health economy IMT strategy and establishing a SLA with the new TCS provider for services.• Establishment of Business Intelligence service to support newly established PCT• National and International work on performance management and benchmarking• Management of GP computing services and replacement of GP clinical Systems• Performance management and development of assurance frameworks• Developing system of provider performance management including addressing significant mortality concerns at an acute provider

I joined Sandwell from the Management Training Scheme held a number of roles in my time there. Initially I was a Health Improvement Manager working with voluntary sector groups, Public Health and the local authority to develop and delivery programmes to key groups. I then worked as performance manager developing a performance management framework that moved the PCG from one to three star performance in a year. Following this I became the Contracting Manager for Rowley Regis and Tipton PCT and, following merger, the Head of Acute Contracting for Sandwell PCT. In these roles I managed the introduction of Payment by Results, lead contract negotiations with a Major Acute Trust and represented the PCT on the Regional Specialised Commissioning Group.• Contracting with major acute and mental health providers• Managing a team of 12 with 4 direct reports• Authoring and delivery of reports and projects to PCT, PCG and PBC Boards• PCT lead on Specialised Commissioning Board and Chair of Regional Cardiac Commissioning Subgroup• Significant partnership working with Local Authority and Social Services including establishment of the Learning Disabilities Partnership Board and Mental Health Pooled Budgets• Developing framework for Practice Based Commissioning and establishing early PBC clusters• Commissioning lead for cross health economy PFI process including leading clinical business plans and development of financial models• Development of service redesign programmes including the commissioning of residential and community intermediate care services• Establishing Performance Management structures and turning a one star organisation into a three star organisation in one year• Merging teams following organisational restructuring to merger three PCTs into one

Through the MTS I gained an enourmous practical and theoretical understanding of the NHS, its policies and politics and the importance of management. Working within a learning set and with access to mentors and opportunities at the highest levels I learned lessons and skills that I use on a daily basis. • Associate Director – Ophthalmology, Birmingham Heartlands and Solihull Hospitalo Operational management of high volume surgical specialtyo Delivery of CIP and performance targetso Developed successful bid for National funding to expand capacityo Review of Trust wide on call arrangements• Associate Consultant ATM (After Today Management)o Regional review of cardiac serviceso Development of a model of cardiac theatre efficiencyo Executive search and selection• Contracting Manager – Birmingham Health Authorityo Agreement of minor acute contractso Joint author of Older Peoples Health Improvement plan with social services colleagueso Supporting the establishment of Primary Care Groups

Bsc, Applied Human Psychology

Education record