Providers of interim management specialising in:Transformation and changeSystem and service redesignProgramme and project managementStrategic planning and performance Health and integrated care commissioningBid and business development

Reporting to the Accountable Officer and a member of the Executive Management Team(EMT), local Health and Wellbeing Board and key adviser to the CCG Governing Body, the rolehas 3 main areas of responsibility:- Strategic support, advice and critical friend to the Accountable Officer's portfolio, inc member,partner and public engagement (inc CCG HWB and OSC lead), primary care, organisational strategy development and delivery- Programme delivery- Ensuring organisational effectiveness by providing capacity and resilience: leading commissioning; primary care; corporate services; planning and performance and estates portfoliosKey achievements:-- Accountable Officer's portfolio support:* Development of Knowsley Long Term Plan against backdrop of challenging place-basedrelationships- Programme delivery:* COVID response – implementation of GP total triage and Hot Hubs; establishment ofcommunity testing programmes; ensuring safe operation of CCG during restrictions; earlyadoption of Enhanced Health in Care Homes* COVID vaccination programme – SRO for CCG led Knowsley vaccination programme, ledPCN grouping service development and delivery, meeting all targets and securing high levels ofuptake and patient experience, through a multi provider collaboration delivery model* C&M Transition Programme – supported Exec Dir Transition in development and delivery of programme to ensure ICB set up and the safe transfer of assets, liabilities and staff from 9 CCGs to ICB

Responsible for ensuring the successful delivery and implementation of Bury's transformation plans for health and care within the Borough. Programme includes:- Health and care transformation programmes, delivering improved outcomes and a sustainable system- Creation of an all age local care organisation- Creation of an integrated health and care commissioning organisationKey achievements:-- Integrated commissioning organisation:* Establishment of Partnership Board to drive development of integrated commissioner* Development of year 1 business and organisational development plans* Digital transformation: secured £790k investment to deliver collaboration tools and informationsharing- Transformation programmes:* Development of vision and model for out of hospital health and care services* Approval of revised transformation programme plans, inc benefits and return on investmentmodelling

Reporting to the Director of Adult Social Services and a member of Adult’s Management Team, Joint Commissioning Executive and Urgent Care Board, responsibilities included:- Lead for adults and children’s social care commissioning during period of significant change, including service leadership and management; strategy development and implementation; driving innovative commissioning approaches; provider management and market development- Local Care Organisation commissioning (~£6bn contract for community health and social care services):* Manchester City Council programme lead - oversight and co-ordination of council activities* Service Delivery Model strategic dialogue lead* Outcomes Framework development lead- Contributing to the creation of Manchester Health and Care Commissioning - integrated health and social care commissioning function:* organisation and strategy development * transition and change managementKey achievements:-- Service leadership:* Managed successful transition of commissioning staff to single commissioning function, managing staff ambiguity and Council commissioning process issues and risks* Ensured sufficiency of capacity of commissioned services, improving challenged urgent care system performance- Local Care Organisation:* Development and articulation of LCO ‘ask’, inc design principles and Outcomes Framework* Successful selection of capable provider* Development and implementation of strategic dialogue approach for Service Delivery Model theme- Integrated Commissioning Function:* Co-author of Manchester Health and Care Commissioning Strategy* Ensured strong Manchester City Council voice in operational and other planning processes

Reporting to the Accountable Officer and a member of the Executive Management Team (EMT), local Health and Wellbeing Board and key adviser to the CCG Governing Body, responsibilities included:- Shared corporate leadership and management responsibility for the work of the CCG- Leading the transformation of local health and care services, delivering whole system change, integration and improved service quality whilst ensuring the future safety and sustainability of the health economy in Knowsley. Leading joint work with local authority.- Planning and delivering the commissioning of healthcare services, ensuring continuous improvement in quality, outcomes and value for money of commissioned services- Communications, engagement, planning, performance and contracting.Key achievements:-- CCG strategy and business plan development and delivery – including: * 5-year Strategic Plan and annual operational plans * Development and delivery of Knowsley's Better Care Fund plan, achieving unplanned admission targets * Successful Prime Ministers Challenge Fund (PMCF) bid and implementation * Development of 4-year strategic plan for mental health services in Knowsley- Primary Care Development: * Development of practice clusters to support delivery of integrated care * Implemented additional and extended hours capacity * Introduced Primary Care Quality Premium and development of Dragons’ Den to support innovation- Ensured CCG was rated by NHSE as ‘Good’ through: * Sound strategic and operational planning and delivery * Effective provider performance management - significant majority of performance standards met * Strong relationship management with key stakeholders, including NHSE colleagues- Design, procurement and implementation of innovative consultant-led community respiratory disease service

Reporting to the Accountable Officer and a member of the senior management team with responsibility for:- Programme Direction: * Knowsley ‘Winter Fix’ – implementation and operational oversight of a suite of initiatives to manage increased demand during winter * Transformation of local health services, delivering whole system change that improves service quality whilst ensuring the future safety and sustainability of the health economy in Knowsley. * Health and social care transformation and integration that meet national requirements and ensure seamless services wrapped around the patient. * Borough-wide solutions that adopt a holistic approach to health and wellbeing, incorporating wider health determinants, and involving public, private and third sector partners.- Winter planning – ensuring the CCG is and is seen to be managing system pressures through winter- Contributing to overall leadership and management – supporting organisational governance, planning and performance processes, organisational development and commissioning support reviews, deputising for Accountable OfficerKey achievements:-- Programme direction: * Mobilised Winter Fix from vision to ‘go-live' in 2 months - including 500 same day bookable appointments and 60 same day home visits per week, a Walk-in-Centre Plus and community IV therapy services * Established effective governance and priorities for transformation programme * Developed draft Better Care Fund plan, ensuring good stakeholder engagement and partner involvement- Dynamic management of winter pressures – providing internal and regional assurance that the CCG is effectively managing the system

Programme management of 2 transformational change programmes which will see services move off the hospital site and into the community, delivering improved outcomes and service user experience with care being delivered closer to home using a delivery model that supports and promotes community integration.

Led the transformation programme responsible for the closure of the organisation and effective transfer of functions and staff, assets and liabilities. Supported development of NHS Bolton CCG and new commissioning arrangements.- Primary Care Trust (PCT):* All programme objectives met ensuring managed PCT closedown and transfer of staff and functions to successor organisations* Provided programme assurance across a complex matrix accountability structure* Managed staff ambiguity and improved staff commitment and engagement* Ensured clear direction of travel for all staff and functions* Established strong partnership working with TUs, receiver organisations and other partners- Ensured significant improvements in CCG effectiveness, securing its authorisation

Lead for HR Transformation Programme and system replacement, responsible for plans, budgets, project resources, risk and issues management.

Strategic HR lead with responsibility for the delivery of a number of workforce projects.Key achievements:-- Developed and implemented work programme that delivered transition workforce objectives, effectively managing risks and exploiting opportunities- Ensured the effective management and mitigation of provider organisation and back office transfer risks- Improved the performance and value for money of outsourced payroll, recruitment and occupational health services- Increased workforce assurance to the Board regarding the quality of commissioned services

A member of the shadow board and reporting to the Chief Operating officer. Responsible for transformational people and organisational change and development agendas, developing and delivering integrated business plans, cost improvement programmes, and tendering for new business.Key achievements:-· Increased quality and efficiency through an organisation-wide service transformation programme· Embedded an engaging leadership culture within OCHS and delivered an increasingly skilled, informed, performance and quality focussed workforce that goes the extra mile· Improved organisational effectiveness through comprehensive Organisational Development Programme satisfying all Community Foundation Trust development programme assurance and gateway processes

Leading and managing a team of professional staff, responsible for budget, performance and risk management to ensure the continuous improvement, effective and efficient delivery of human resources consultancy and advisory services - driving organisational change and improvement. Developing value-adding policies, strategies and plans for client services. A member of the Council's HR Leadership Team, responsible for Council-wide people management strategy.Key achievements:-· Improved organisational effectiveness / value for money, anticipating future workforce requirements and supporting recruitment and retention, through organisational reviews, change and talent management· Delivered Investors in People (IiP) accreditation to two Directorates in support of Corporate IiP recognition· Ensured the effective management of outsourced services through the development and implementation of intelligent client functions · Improved HR service delivery as part of shared service through effective change management, business process re-engineering and organisational design, implementing SLA and performance management frameworks.· Established highly regarded, business focussed HR and OD consultancy services, driving continuous improvement· Halved sickness absence levels in client services to 6.4 days per FTE.