Working with NHS staff undertaking their Masters Dissertation module focused on a service transformation. I support their study days and give one to one support to the students, helping them to ensure they meet the objectives of the dissertation, with a particular focus on service improvement tools and techniques championed by Lean and Six Sigma practitioners. Key Achievements1. Coaching, teaching and supporting healthcare colleagues to successfully embed service change2. Developing my teaching, coaching, mentoring and marking skills3. Broadening my understanding of the healthcare landscape

Developing content including guidance, clinical pathways, webinars and case studies for best practice in:MSK (Adult and Paediatric Trauma, Orthopaedics, Spinal and Rheumatology)RadiologyEmergency MedicineAcute & General MedicineRespiratory MedicineGastroenterology NeurologyRheumatology https://www.gettingitrightfirsttime.co.uk/academy-resources/

Current portfolio includes leading the annual planning process on behalf of this acute provider as part of an Integrated Care System, and leading the Strategy Deployment pillar of Outstanding Care Together, an Organisational Transformation Strategy developed within ULHT with KPMG. Supporting the Board, Executive Directors and Managing Directors to develop a robust and deliverable set of metrics, initiatives and projects to deliver in-year, while maintaining ability to deliver the 5-year plans for the Trust, and the Long Term Plan for the Lincolnshire System. Overseeing the delivery of Getting It Right First Time (GIRFT) Programme within ULHT continues to sit within my remit. Key Achievements1. Supporting the Executive Team and Managing Directors to develop a strategic direction for the organisation2. Development of Executive and Divisional Programmes of work that align to the strategic priorities.3. Nationally recognised engagement with the GIRFT Programme

This was a leadership role within ULHT, with the primary responsibility of supporting the Assistant Director of Strategy and Change to ensure the presence of a clear strategic direction for clinical and corporate services. A key aspect was ensuring the voice of the patient was heard to support development of strategies. There were also opportunities to support system redesign and explore innovative approaches and interventions. This role acted as a single point of access for the Getting It Right First Time (GIRFT) Programme at ULHT, and the programme stayed with me when I moved in the organisation in March 2020. Key Achievements1. Established Clinical Strategy in multiple specialities, including Haematology and Oncology.2. Created clinical service review methodology, including analysis of data to assess access, deliverability, quality and financial indicators. 3. Designed, implemented and led an integrated approach to the GIRFT Programme, ensuring the opportunities identified were built into strategic plans at organisation and system level. GIRFT engagement at ULHT was recognised positively in the Care Quality Commission Use of Resources review.

This post worked closely with the Lean Enterprise Academy and clinical teams to promote continuous quality and service improvement and provide expertise in improvement methods as required. I managed programmes of work to deliver targeted improvements in surgical cancer pathways, this focused on supporting clinical business units by providing project management and business improvement skills. For each project this involved long and short-term planning for projects, identifying objectives and deliverables, and reporting to the Executive Team on progress throughout. Lean methodologies were incorporated throughout, using tools such as Value Stream Mapping, SIPOC and A3 problem solving. Key Achievements1. Full Lean diagnostic of cancer surgical pathways, and design of plan to address the issues found. 2. Proof of concept of diagnosing cancer within one week of GP referral3. Targeted diagnostic work, tailoring approach to the needs of the clinical service4. Designed and delivered training events on improvement tools and techniques.5. Established reporting mechanisms and designed governance processes.6. Mentored and developed team members formally and informally

I began this role as a graduate, training in Lean and Six Sigma improvement Methodologies in the pathology laboratories at Diana, Princess of Wales Hospital, Grimsby. My portfolio included ensuring the laboratory could safely deliver reduced turnaround time for cervical smear samples, and this was delivered in full before the national target was imposed. Following completion of my Green Belt training, opportunities came up at ULHT, and I took the opportunity of a move over to a team who were forging strong links with the Lean Enterprise Academy.Key Achievements1. Successful implementation of a reduced turnaround time for Cytology screening samples in line with a change in national guidance2. Developed a Lean Training package and delivered to Teams making cycles of improvement3. Gaining a Lifelong Learning teaching qualification4. Worked within an Integrated Team providing PMO support, Improvement support and Strategy Deployment in the Organisation.