Major PPP hospital project

Sunshine Coast University Hospital Project ($2.03 Billion) Healthcare facility planningClinical/Technical advisorBid EvaluationDevelopment of the functional design brief and output specificationsDevelopment of contract documentationSpecifications for collocated Private Hospital

Key Achievements included: • Principle programmer for the whole project, responsible for producing all decanting and commissioning programmes;• Maintained nurse registration and continued role as professional nurse advisor to the Trust;• Chaired the accessibility forum for implementing disabled user input and the drafting of Trust accessibility documents;• PFI lead for site wide way-finding including ward and theatre numbering philosophy across new and existing estate • Managed project support team and implemented standardised document control within the PFI office;• Achieved clinical ‘sign off’ and ‘close out’ for 17 clinical design teams • Commissioning lead for independent Mental Health outpatient (2,600 m2) and inpatient (6,600 m2)buildings;• Planned and commissioned independent multi-professional Education campus (3,500 m2), including consolidation of five Trust libraries and refurbishment of existing estate;• Lead planner for Decontamination Services Department (2,000 m2) • Commissioning lead for the New Royal Manchester Children’s Hospital, combining paediatric services across the Manchester conurbation into a purpose built 350 bed facility (37,000m2). Successfully initiated and coordinated 20 commissioning teams through to occupation including A&E, wards, elective treatment centre, neurosciences, nephrology, theatres, radiology and laboratory services;• Led mobilisation of services for the move of St Mary’s Women’s Hospital (26,000 m2) throughout Trust’s commissioning period.

Responsible for the development and management of the redesign of medical admission services in light of the implementation of 4hr A&E waiting times initiative. Remit involved project managing a series of significant changes to the process and routes of admission through the existing Medical Assessment Unit (MAU) and the development of an Emergency Medical Short Stay Unit (EMSSU). Post required change management focus and accomplished leadership skills to successfully implement the necessary radical changes to working practices and professional boundaries.Key Achievements included: • Successfully planned, budgeted, equipped and staffed a new 20 bedded inpatient facility (EMSSU) within a 2 month target;• Created a new nursing team which fully achieved and surpassed the units initial targets and goals;• Introduced operational policies and care pathways to ensure appropriate streaming of potential short stay patients.• Redesign and implementation of multidisciplinary admission/assessment documentation.• Preparation and role recognition for the implementation of newly qualifying Assistant Practitioners into ward establishments and teams;• Implemented Nurse Led Discharge to MAU and EMSSU;• Redesigned Medical Assessment Unit in preparation for introduction of unit based consultancy and GP admissions;• Lead Nurse – continued to regularly act up for the Lead Nurse/Modern Matron role within the directorates of Acute & Rehabilitation Medicine and Emergency Services. • Continued as Nurse Representative to IPH Core Team 5 and ESC Group 3 – with particular emphasis on all adult acute emergency medical admissions.

Leading, implementing and auditing the education and development strategy for all staff grades within the Directorate of Acute & Rehabilitation Medicine. Ensuring the appropriate design and implementation of strategies to ensure the workforce are adaptive and responsive to the needs of the service and patients. Key Achievements included: • Development of F Grade Ward Educators & Practice Developers roles and peer support groups;• Development of working service link with Higher Educational Institutes i.e. University of Manchester, MMU, Critical Care Skills Centre and Workforce Confederation;• Acute Medicine’s Professional Nurse Representative to:• Symptom Management in Palliative Care;• Bed Rails Working Group;• NSF for Older People – General Hospital Care;• Post Mortem Consent Group;• Falls Service Group;• Last Offices Working Party. • Devised, complied and implemented strategy for the introduction of Ward Based Medical Teams (September 2003), including multi-professional education and impact auditing.• Development and implementing directorate wide standardised documentation for acute medicine;• Managed the appropriate use of education contracts (Service Level Agreement) with the University of Manchester to positively impact on the increasing requirements of the Pre-Reg Nursing course; • AIM Course Trainer – Greater Manchester Acute Illness Management™ has been devised and adopted by the Trust as multidisciplinary approach to improving patient outcomes in acute settings;• Lead Nurse – continued to regularly support and deputise for the Lead Nurse/Modern Matron role within the directorate.• Nurse Representative to IPH Core Team 5 and ESC Group 3 – with particular emphasis on emergency medical admission, transfer, rehabilitation and discharge.

C.M.H.T, Step Down Unit, MRI Acute Medicine

Accountable to Hotel Catering Manager for the running of the Bars Department within a five star hotel. The post involved management of Public bar, beverage service to 80-seat restaurant and three banqueting bars.Responsibilities included: Staff management (recruitment, interviewing, training and development); Customer Services; Stock control (purchasing, auditing and budget management); Promotional management (Business functions, weddings etc.).This post required "in-house" training programmes including courses in: Personnel management (3 Days) and Staff Trainer Scheme (7 Days).