Health and Social Care Transformation Specialist working as a programme director / troubleshooter, with particular expertise in cancer transformation:-- System-wide transformation- Organisational turnaround and transition;- Commissioning - incl. working with GPs, specialist, assurance;- Performance improvement and assurance;- NHS Informatics, including value and benefits planning and mgt;- Governance development and assurance;- Career management and development;- Mentoring individuals for long term personal development.Experience:-Associate at NHS Improvement SouthService Improvement Lead at Prostate Cancer UKImprovement Coach at NHS ElectProgramme Director at Surrey and Sussex Cancer AllianceTransformation of cancer services at North Lincolnshire and Goole NHS TrustTransformation of cancer services at Epsom and St. Helier University Hospitals NHS TrustHealth and Social Care transformation for Dorset health and social care organisationsService transformation at Stockport NHS Foundation trustProgramme delivery at Kent and Medway CSU.Transformation of cancer services for Transforming Cancer Services for London programme, NHS England.Process assurance for review of transfer of Public Health services from the NHS to Local Authorities.Commissioning programme management for NHS North West London, co-ordinating the 2012/13 contracting round.Transition leadership - support for an NHS organisation seeking to become a Social Enterprise Company.Commissioning leadership - leading the commissioning of acute and specialist services in London with 17 major London NHS trusts, on behalf of nine NHS South Central commissioners.Clinical redesign project management for review on the development of paediatric services.

Worked with East Sussex Healthcare NHS Trust with a HIMSS digital maturity assessment assignment, considering infrastructure (INFRAM), and electronic medical records (EMRAM), separately for both hospital and community services.Worked with Sheffield Health and Social Care NHS FT with a HIMSS digital maturity assignment for Analytics Maturity (AMAM).Worked with an English Integrated Care System/Board to assess options for the ICSs Digital, Data and Technology resources and how they might work more effectively across all health and social care partners.Worked with Wrightington, Wigan and Leigh Teaching Hospitals FT to undertake a HIMSS digital maturity assessment for electronic patient records (EMRAM and O-EMRAM), as well as infrastructure (INFRAM).Worked with Staffordshire and Stoke-on-Trent ICS to undertake a HIMSS continuity of care maturity model (CCMM) assessment across all health and social care providers. Took a particular focus on care homes and what might be needed to ensure their inclusion within digital solutions. This assessment enables the ICS to consider how best to deploy digital solutions to optimise continuity of care across care settings.Worked with Barking, Havering and Redbridge University Hospitals NHS Trust (BHRUT) and North East London NHS FT (NELFT) to undertake HIMSS Electronic Medical Record digital maturity assessments (EMRAM and O-EMRAM), as well as infrastructure (INFRAM) and analytics (AMAM) digital maturity assessments, with a view to supporting the digital strategy development across the patch.

Worked with the Ideal Health team in supporting BSW (Bath and NE Somerset, Swindon and Wiltshire) AHA (Acute Hospital Alliance) with the development of an Outline Business Case for a shared EPR (Electronic Patient Record). Royal United Hospital Bath, Great Western Hospital Swindon and Salisbury Hospital were working together to scope the requirements and potential benefits that could flow from the implementation of a shared acute EPR. This also included considering options associated with record sharing with community and mental health services, general practices and with tertiary centres.

I have branched out, to add a bit more variety to my world by taking on the role as a film and TV extra, as required.Played the part of a 'hardcore football fan' in the Golden Globe nominated 'Ted Lasso' series for Apple TV+ in series one. https://9to5mac.com/2021/02/03/apple-tv-plus-golden-globes-ted-lasso/ I wasn't mentioned in the link above, but was waiting for my own nomination in the post!Reprised my role as a 'hardcore football fan' in series two, but also branched out as 'upmarket football fan' and tunnel security at Wembley stadium. I probably got to spend more time in the tunnel than most footballers do!Called back for the third series and am awaiting my BAFTA nomination; must be in the post!I have also been in the recent Sky hit series - Sweetpea - with two separate roles!Supporting Artiste in a series for a major content provider that's yet to be released (more to follow!)

I have provided career development and mentoring for many people for over fourteen years, supporting them in times of career change and career turbulence.For the past few years, I have been providing paid-for career coaching and mentoring for individuals, to help them to develop in their existing roles and to make the transition that they wish to achieve.Sometimes we feel as though we need to do it all ourselves and that asking for external help can be seen as a failure; it's not. We all need a support mechanism and, in many instances, this is outside our current employer.Let me help you develop to be the best person you can be.

Recruited to NHS IMAS talent pool to support NHS organisations with short or medium term support on a direct basis, without the need to work via an external, non-NHS agency.This ranges across the whole spectrum of activities, with a focus on service and organisational transformation.

Worked with Camden Health Partners (CHP) to help deliver two related Heart Failure projects, working with local General Practices and acute service providers.CHP was successful in bidding for NHS Recovery Accelerator resources to tackle the backlog of Camden patients currently on Royal Free London Heart Failure outpatient list, by validating patients, activating personalised care, to identify those people needing further testing/assessment.CHP was also successful in bidding for targetted funding for early diagnosis of Heart Failure and Heart Valve disease. This will adopt a population health management approach and seek to identify patients and create a new annual screening programme for people at risk of Heart Failure.

NMUH has been categorised by NHS England as a tier 1 organisation. This means an organisation “with very serious issues requiring specific mandated intensive support”. NMUH is the only NHS provider in London classified in tier 1.My role was to work with the trust clinical teams and management to help put in place activities that will deliver significant improvement in cancer services.

Worked as part of the NHS Wales Digital Services for Patients and Public, to develop the NHS Wales App. The aim of the Project is to ensure that patients can access their clinical records using the NHS Wales App, which is currently being developed.My role was to support the Pathfinder Project for Patient Reported Outcome Measures (PROMs), working with Cardiff and Vale UHB and the Pathfinder Project for PSA Supported Self-Management, working with Aneurin Bevan UHB and the all-Wales Planned Care Programme.

The Board of Walsall Healthcare NHS Trust set the ambitious target of working towards being rated as 'outstanding' by CQC by 2022. To support this, the trust is undertaking a series of activities, including an improvement programme to address each of the areas included within the CQC rating system.

The Finegreen Group's Board Capability Division provides a credible, practical and value for money set of services for health and social care organisations through:-- Accredited leadership programmes- Director succession planning- Facilitated Board sessions- tailored in-house development

Undertook a role to work with a defined number of Cancer Alliances across NHS Improvement South, to support the implementation of standard timed pathways for certain tumour sites.Given the national pathway work on the prostate and lung pathways, the focus for this work was on sharing timed pathways for lower GI, upper GI and gynae-oncology pathways.

The role of Service Improvement Lead - TrueNTH was created to lead the development and delivery of influencing activities to achieve adoption of new TrueNTH UK interventions in national health services and service providers, build strategic relationships at local, regional and national levels and work with other Prostate Cancer UK teams to achieve improvements for men.Following the creation of a successful development and implementation programme, a permanent member of staff has been recruited and this programme of work has been passed on to him.

Worked as an Improvement Coach with NHS Elect, as part of the Cancer Faculty, improving cancer services on behalf of NHS England South and NHS Improvement South.This Cancer Improvement Collaborative programme was working with ten providers/networks across the South of England. The Programme's aim was to identify, in conjunction with each provider, areas of cancer services for improvement locally and to support the development and delivery of sustainable solutions. I was working with a number of the providers, in particular with:-- Oxford University Hospitals NHS FT- University Hospital Southampton NHS FT- Dorset County Hospital NHS FTbut also some work with Royal Surrey County Hospital NHS FT, East Sussex Healthcare NHS Trust, University Hospitals Bristol NHS FT and Weston Area Healthcare NHS Trust.

A new role that was created to support the development of the National Cancer Programme locally, through the creation of a Cancer Alliance across Surrey and Sussex. The assignment was to create the Delivery Plan for submission to NHS England, ensuring all key stakeholders were on board and setting out the key local priorities and how they would be tackled.In addition, the assignment also included the development of a Stakeholder Engagement Event, gaining input from NHS providers and commissioners, as well as third sector and patient groups.

Initially engaged to undertake a cancer diagnostic piece of work for a Foundation Trust which was not meeting the 62 day national cancer standard. This Diagnostic Plan centred on five expected problem areas, focusing on what the trust could do to not just meet the national standard, but to deliver transformed cancer services.The development of a Delivery Plan followed this, ensuring there was a clarity in the proposed changes, so that NLaG was clear about the actions to be taken and that these were supported across the whole Local Health Economy.NLaG has now met all national cancer standards for the past three months.Role extended to ensure delivery of key policies and processes to support cancer transformation, including a new Access Policy, Breach review and reporting process.Role extended to undertake a diagnostic review of the trust's endoscopy services and identify both areas for improvement and propose an approach that would transform the provision of what is becoming a first-line diagnostic service.

Services in Greater Manchester are entering an 'interesting' period, with the development of 'Devo Manc', and this community and mental health NHS foundation trust recognises that changes in the way it operates and provides services is changing.Operating over many different boroughs in Greater Manchester, support is being provided to develop an Information Management and Technology strategy for the organisation, so that it can ensure it continues to provide effective services for the people of Greater Manchester as commissioner requirements change over the coming years and as new ways of interacting with individual citizens are developed.

Support for the development of integrated health and social care services across Dorset.Health and social care organisations had decided to develop more integrated services, meaning people are more likely to receive the care they need, in the setting most appropriate and are less likely to fall through the gaps.The development of such services includes working with the CCG, County Council, three acute FTs, Borough Councils, GP Federations, community and mental health FT and third sector organisations.This incorporated:-- system redesign;- admission avoidance programmes;- development of a community 'hub', to avoid admission to an acute hospital (when not required);- design of appropriate governance to support cross-organisational working;- scoping for the development of integration services involving the three acute Foundation NHS trusts in Dorset;- work with Dorset localities to support the development of local service integration.The resulting deliverables were then revamped to fit into the forthcoming Sustainability and Transformation Plan.

Developed in a new role to support the transformation of cancer services for people in South West London and Surrey.Identification of key issues to be tackled to deliver transformed services:- - Timely Two Week Rule referrals (incl. work with CCG/GP clinical and commissioning leads and London Cancer Alliance);- Lower GI clinical pathway redesign;- Urology clinical pathway redesign;- Demand and capacity modelling for key service elements, focused on delivering an average day 7 OPA);- Improved diagnostic pathways (e.g. CT, MRI, endoscopy);- Streamlined inter-provider referral processes;The Trust had struggled to meet national cancer standards for the past 18 months, particularly the 62 day standard. Through good clinical engagement and internal and external stakeholder management, I worked with the Trust's clinical directorates to develop a Delivery Plan which set out the key priority actions to deliver compliant services, particularly in challenged tumour sites.Working closely with external stakeholders - NHS IST, local CCGs, TCST, LCA and RMH - has ensured a consensus was developed about the course of action required and that the solutions subsequently developed have health economy buy-in and, most importantly, are sustainable.This work included highlighting key deliverables to achieve transformed services - such as demand and capacity planning in major tumour sites, documenting and learning from breaches, revamping corporate governance and operational processes, taking a strategic approach to service development, implementing new systems and processes to enable directorates to be held to account, developing improved working arrangements with RMH, working constructively with local CCGs and CSU, staff and team development, revising the Peer Review processes, as well as staff coaching and mentoring.

Supported the assessment of the change readiness of defined groups of staff to embrace mobile working, through the design and delivery of activities and presentation of options for the FT.

An interim role to co-ordinate contracting activities, leading to the successful delivery of the 2014/15 contracting round, on behalf of the Kent & Medway and East Sussex CCGs.Working with KMCS, the eight Kent and Medway CCGs (plus East Sussex CCGs) across acute, mental health and community NHS providers; also independent sector providers, AQP, small community contracts, plus the 999 ambulance contract (which works across 22 CCGs in Kent, Medway, Surrey, Sussex and parts of Berkshire and Hampshire).The work involved developing and implementing rigorous governance processes, robust contracting processes, implementing workable contractual levers and ensuring consistency across contract negotiations, delivering added value for CCGs through the contracting process.

External Examiner for the suite of courses - Certificate, Diploma and MSc. - in leadership and management in health.

The Transforming Cancer Services for London Programme was a major service transformation programme designed to improve cancer services and outcomes for patients in London, with both provider and commissioner development. This included the development of Integrated Cancer Systems of providers, working together across care pathways with effective user and carer partnerships, plus developing commissioners through more effective and targeted use of the commissioning and contracting processes to deliver sustainable change.I co-ordinated the whole programme and was also Subject Matter Expert in delivering change through the commissioning and contracting processes, ensuring commissioning is a commissioner-led process!Understanding how to deliver change via the contracting process means I have worked closely with London CCGs, NHS England and Macmillan in seeking the adoption of draft cancer Commissioning Intentions 2013/14 and 2014/15 (produced by the Programme's workstreams, in conjunction with CCG Primary Care Cancer Lead GPs), to deliver change particularly in secondary and tertiary care providers. This meant working with the three London CSUs to ensure cancer changes were included in provider contracts for 2013/14 and 2014/15 commissioning rounds.I also managed the contracting and informatics function of the Cancer Commissioning Team - West and South, to develop the team and their focus to support secondary care contracting, led by NWLCSU and South London CSU.Objectives for 2013/14 included:-- Delivering improved Early Detection and Population Awareness (including screening);- Reducing variation in secondary care settings;- Improving services for people living with and beyond cancer;- Developing chemotherapy and radiotherapy commissioning strategies;- Improving the commissioning of cancer services from primary care providers.

As the professional organisation for managers working in and supporting healthcare in the UK, I worked with IHM since 1985 in a part-time (unpaid) capacity. From 2000 to 2007, I led the London Regional Council; from 2006 to 2009 took on the responsibility of developing IHM England. I was a member of the IHM Board (as a Non-Executive Director) from 2000 to 2013.

Process assurance assignment for the transfer of Public Health services from Inner North West London PCTs to Tri-borough local authorities - Westminster, Kensington & Chelsea and Hammersmith & Fulham. Ensuring that the processes adopted within the NHS had identified all services to transfer.

I have provided career development and mentoring for managers for over fourteen years, supporting them in times of career change and career turbulence.In February 2010, I set up a joint venture with a business colleague, Jozefa Fawcett, to provide a more formalised approach to providing support for managers facing such change.Some of the areas tackled in the career surgery work included:-- Your personal reflections, talents and passions- Brand You!- New career options and leads- Who do you know?- What's holding you back?We provided such services for individuals and groups, running evening taster sessions before moving onto more individualised coaching and mentoring.We also offered this service for organisations looking for career support for their staff, including NHS bodies, other public sector organisations and private sector bodies, including recruitment agencies.

An interim role to co-ordinate the 2012/13 contracting round across all NWL CCGs, seven NWL acute providers and 22 out-of-cluster acute providers, ensuring strong engagement with all NWL CCG Chairs, leading to a successful contracting round.My role was to ensure consistency and effective programme management through the whole process, while ensuring effective communications with key stakeholders - NWL Cluster Executive Team, NWL CCG Chairs, NHS London - throughout the process. I worked with and through the NWL Account Teams to deliver a successful commissioning round, supporting them and guiding them, as necessary. I was also asked to lead the completion of contract negotiations with Ealing and NWLH providers.The main focus was with the seven in-cluster acute providers - Imperial, Chelwest, NWLH, Ealing, Hillingdon, RBH, WMUH - as well as 22 out-of-cluster providers, across the rest of London and the South East. I also had strong linkages with mental health and community commissioning across NWL.I led on the development of the Quality Requirements schedule for the contract, as well as having made significant contributions to the development of CQUINs, particularly around 'compliance with the NWL Integrated Formulary'.

Changing Minds Partnerships was committed to delivering innovative primary care mental health and well-being services in Northamptonshire. It is now part of Northamptonshire Healthcare NHS Foundation Trust.This interim role was to support the project to support the development of the service to Social Enterprise status. It included working with the Senior Management Team to create and develop a number of business processes for the service, supporting the commissioning round, as well as supporting and mentoring the Head of the service through a very difficult period in the services development.

Commissioning leadership in London for nine NHS South Central PCTs (working for United Health UK via FESC) to negotiate 2010/11 contracts for acute and specialist commissioning services, with all London tertiary and acute providers. Responsibilities included:-o Co-ordinating acute and specialist commissioning for nine South Central PCTs with 17 London providers;o Leading contract negotiations, circa £120m, with London providers;o Reducing over-commitment to acute and specialist services in London providers;o Developing strategic partnership and commissioning approach with providers;o Bringing together commissioners from East of England, South East Coastal and South Central PCTs, to develop co-ordinated commissioning approach for London providers;o Development of demand management schemes and approaches;o Implementing South Central clinical strategy with London providers;o Supporting repatriation of services from London providers;o Leading transfer of specific services between providers;o Supporting organisational change process to develop United Health UK South Central commissioning team, as part of South Central Specialist Commission Group;o Leadership and supervision of London commissioning team.

Led a number of year-long high-profile programmes for both NHS CFH and NHS East Midlands, particularly around benefit realisation and management, plus service reviews on behalf of individual NHS organisations and Local Health Economies. Areas of work included:-- Clinical process redesign- Organisational change- Value-driven change- Benefits realisation- Performance Improvement

Development of the NHS account within the Government Services Division, including:-- Programme management for Dept of Health on the maximum six months wait programme- Review of an NHS organisation's use of junior medical staffing- NHS data dictionary service transfer- Development of bid management and other internal processes

Worked as Clinical Transformation Implementation Lead in NE London, where BT was the Local Service Provider for NHS Connecting for Health. Areas of work included:-- Clinical process redesign- Organisational readiness assessment- Communications planning- Stakeholder engagement- System training

Worked as part of the NPfIT bid team and then on performance improvement assignments within the NHS. Areas of work included:-- Supporting the development of the NPfIT tender response- Performance improvement in Nottingham- Performance improvement in Lincolnshire- Review of a PCTs strategic plan

Interim position to support PCT to deliver commissioning arrangements and develop renal services commissioning, for which the PCT was lead commissioner.

Led the creation of specialist commissioning arrangements across SW London NHS organisations, including creating the Pan-Thames blood and marrow commissioning consortium, developing innovative commissioning for renal services, neonatal services, primary immunodeficiency disorder services.

I led the Clinical Contracting function for The St. Helier NHS Trust prior to merger in 1999, delivering contract income of about £95m per year. I then took on the role of manager for the Women's Health Services, where key deliverables were the creation of a future strategy for services and the creation of truly merged services.

Led the creation of the service strategy for mental health services in East Cumbria; supported the creation of the merged community and mental health services NHS Trust; developed business planning and commissioning processes.