Raymond Mcfee Email & Phone Number

Dereham, Gb

Cambridge, England, United Kingdom

Cambridgeshire, England, United Kingdom

London, England, United Kingdom

I have responsibility for delivering a programmes of Capital Projects whilst supporting the senior team of Estates in the provision of leadership and management to support the successful delivery of the physical estate strategy.I work closely with the Estates, Hard FM and Soft FM Senior Management Teams and other Senior Managers to ensure coordination of projects and Business as usual, ensuring risks are addressed through the 5 year capital plans. I am responsible for managing the Business and Capital Project Managers, contractors and wider projects team providing strong leadership to ensure all projects are briefed, designed, delivered, monitored and governed within strict budgetary and specification constraints; delivered to a high standard of quality and in a consistent and professional manner.

Norwich, England, United Kingdom

I have responsibility for a wide range of activities on any project or programme, from strategic change and development of business cases to project design, planning, and governance. I lead the complex processes of procurement in the public sector (via OJEU) to the fundamentals of projects and programmes, such as managing budget, risk, and stakeholders, as well as reporting to corporate and project boards. I lead the projects through concept, business case approvals, and project start-up, through to the construction, equipping, and commissioning to service start or first patient. In addition, I manage the project boards and steering groups to set workstreams and manage the delivery of all aspects of a project, including recruitment, preparation of SOPs and Policies, operational readiness as well operational and service support (FM) preparations. I am responsible for the planning and implementation of operational and project plans; setting and monitoring milestones and budgets as well as all the related corporate and stakeholder reporting; analysis, evaluation, and implementation of change where improvements and efficiencies were possible; ensuring financial and output monitoring as well as compliance with the regulations of multiple funding agencies; managing a range of relationships such as staff, project teams and contractors as well as the contract variations with the PFI hospital owner. I often act as the client-side project programme manager, managing changes and coordinating all the relevant specialists, from design, engineering & construction; planning & building control; procurement, workforce, and clinical experts as well as engaging with stakeholders and contractors or outsourced providers to innovative offsite modular construction, working with users to establish best practices and developing optimal outcomes for all stakeholders.

Norwich, England, United Kingdom

I am leading two projects to create additional high dependency capacity as part of the the Trust and regions response to COVID 19. One project is to further extend a planned new ward block into a 3rd floor in order to create an additional 25 HDU beds; 16 via four-bed wards and 9 via side rooms. The second project is to create a new modular build isolation unit, creating 9 new negative pressure ensuite rooms. Both projects require to interface with the construction project managers and suppliers; procurement coordinating with regional and government coordinated resources; workforce redistribution and recruitment; Service and operational development with a wide range of stakeholders and support services.Both projects require a highly flexible and organised response to rapidly changing events while pushing the projects to meet the demands of the pandemic.

Norwich, England, United Kingdom

As part of my role in strategic change, I lead the Trust's involvement in the Quadram Institute, manage the development of the trust new Endoscopy facilities as well as supporting the new Clinical Trials and research unit.

Norwich, United Kingdom

The Strategic Change Programme is part of a larger strategic portfolio, designed to deliver the Norfolk and Norwich University Hospitals NHS Foundation Trust (NNUH) five-year strategy. The programme is focussed on developing and delivering additional capacity to key strategic services at Norfolk and Norwich University Hospitals. The programme includes expansion for Interventional Radiology (IRU), Cardiology Catheter Labs (Cath Lab) and the Critical Care Centre (CCC). The capacity programme is phased to deliver the IRU expansion first, which releases space to consider expansion opportunities for Cath Lab & CCC.The need for these facilities is based on capacity and demand evidence that shows that the demand for this service has increased far beyond the current capacity.This programme requires the coordination of complex and interdependent service that require urgent expansion, but which are also limited by the available space within NNUH. The project requires a high level of innovation and leadership to develop the options, solutions as well as implementing change in a complex environment as well as delivering the solutions for patients and clinical stakeholders in a fast and effective way.These projects will involve both capacity development via new physical capacity (new builds & internal redevelopment) as well as operational development.

Norwich, United Kingdom

As the Connect Programme Manager I am responsible for a wide range of major strategic projects; from Capital and change projects; developments; reorganising services and infrastructure; service change projects; procuring and implementing service changes; project with external private partners.As part of the connect programme, the Occupational Therapy (OT) and Physiotherapy (Physio) service needed to relocate to an appropriate setting to deliver a modern inpatient and outpatient service. I was also the lead for the trust to relocate service to the Norwich Medical Research Building (Renamed the Bob Champion Building). As part of a long term partnership between the Norfolk and Norwich University Hospital (NNUH) and the UEA. The new building is intended to house UEA research & medical school as well as the NNUH Education centre and Norfolk & Norwich Institute for Medical Education (NANIME). The NMRB will also host a Bio repository.The Connect programme optimised the opportunities created by the OT&Physio and the NMRB relocation projects; managing vacated spaces and relocating the education centre, NANIME, A&E consultants office; Building a Mohs Lab; developing dermatology Capacity; Relocate Oncology Services to enable a service expansion; develop a new ward.

Norwich, United Kingdom

I worked with Radiology as the strategy manager for around 7 months. As I had moved from another role with the Norfolk and Norwich University hospital, I was required to maintain a commitment to my previous role as EPA Project Manager. As a result, it was necessary for me to manage competing demands and expectations in order to deliver requirements for both groups of stakeholders.I managed the team of PACS and RIS managers & administrators, a business & service improvement manager, admin manager and team as well as the radiology workflow coordinator. My approach with to the radiology strategy was an evidence based evaluation of the current situation; create robust data gather and reporting both within the department and to the service users; develop a range of service and operation benchmarks for radiographers and radiologists; develop a cycle of continues development in order to achieve efficiencies within existing resources; develop a radiology strategy to encompass expected service demand, capital costs of service expansion and staffing requirements; develop radiology’s strategy to align with the Norfolk and Norwich University hospitals organisational strategy.After around 4 months into this role the Norfolk and Norwich University hospital ask me to take on larger programme strategic projects. This was such an excellent opportunity I could not refuse, although I continued to support Radiology for many months after I left the role.

Norwich, United Kingdom

As a result of the 2008 Carter report, recommending the consolidation of pathology services, This Project required me to merge the pathology service of three NHS trusts into a single networked service. This service was intended to cover the whole Norfolk region, aiming to improve quality, patient safety, efficiency and value for money. The network was established between the Norfolk and Norwich University Hospital (NNUH), the James Paget University Hospital (JPUH) and the Queen Elizabeth Hospital (QEH); the network was established as a Hub & Spoke model, with NNUH server as the Hub to the spokes.The project required me to lead a change in services, while managing a wide range of specialist sub groups, containing scientists, managers and clinicians from across the three trusts. These sub groups were focused on specific areas of clinical and operation change. The project required; all Microbiology services to be relocated to the network Hub; a Redistribution of Biochemistry and Haematology across the network as well as a redevelopment of Blood Transfusion services. In addition, the project required; the development of a new IT infrastructure, with new and old technologies being interfaced to share information across the network; The distribution and installation of new and old analytical technology; alterations to building infrastructure as well as the implementation of a new staffing structure across the network.The project required me to work with other specialist project manager to align the technical, operational, logistical and Human resources expertise to deliver the pathology network. As well as build and maintain excellent relationships with range of internal and external stakeholders from the Service Directors, pathology scientists and manger, and union representatives of the three trusts to the CCG, the regions GP’s and community service users across the region.

Norfolk And Norwich University Hospitals Nhs Foundation Trust

This project required me to manage three complex, interdependent service change and improvement projects: An A&E based project, ’Rapid assessment and treatment service’, improving ambulance turn around, faster decision making by consultants and reducing time in A&E; A Trust wide project involving specialist medical and surgical divisions, ‘Rapid Access to Specialist Opinion’, Proving rapid specialist opinion and access to specialist wards, reducing inappropriate admissions, creating improved assessment care pathways; A Trust, PCT and community project, ‘improving Discharge and Delays’, to understand and address delays in patient discharge, to improve patient experience and improve discharge processes.These projects required me to lead a change in patient services, while managing a wide range and number of clinical and managerial staff teams. The projects involved changing / improving clinical practice, interdepartmental relationships within a challenging, objective based project.The project required me to build and maintain excellent relationships with range of internal and external stakeholders from the Medical Director, surgical and medical specialists, Nursing teams, various managers and administrators to support service including Radiology, Pathology, Pharmacy and Portering services.The project required me to be highly organised, building a robust project framework for multi disciplinary teams to engage with effectively. The project required participation from all involved in the creation, collection and analysis of project data to examine performance against project targets.The project required Strong project management, decisions making, problem solving and conflict resolution skills; Excellent communication skills; Strong IT skills; The ability to manage conflicting demands and priorities.

Norfolk & Norwich

I managed the UK’s first transition of PACS supplier from GE to Fuji. This was a highly complex and a major change project for the Trust. The project included a number of service and operational changes / improvements, including; The change of over 80 clinical workstations; The introduction of DR technology to A&E and Radiology; The introduction of NBSS reporting via PACS.The project required the management of a number complex technical and logistical sub projects, including; The migration of over 10 years of radiographic imaging and reporting; The integration of over 60 modalities; an innovative approach to the transition via two integrated PACS systems; integration with McKesson’s RIS, Trust’s PAS, GHG Talking Point and other Trust IT systems.The project required me to manage the PACS transition across two Trust sites; PACS integration with numerous 3rd Party Hospitals, community health organisations and PCT’s across the region; integration with a number of 3rd Party image transfer and exchange portals.The Project required the training of a significant number of staff via differing training methods, including 1to1 training for radiologists; Master / cascade training for Radiographers and E-learning for other Trust wide training.The project required me to create and lead a strong project team as well as project sub groups, building and maintaining good relationships and credibility with senior clinical and managerial teams as well as suppliers, contractors, internal and external stakeholders.The ground braking nature of the project required a high degree of innovation, problem solving and conflict resolution; Excellent communication skills; Strong IT skills and wider IT understanding; Strong project management skills; decisions making skills with highly complicated and sometimes incomplete / conflicting information; Budget management and control within an evolving project; managing conflicting demands and priorities.

I work with public sector agencies and private companies to develop innovative technology projects to ensure successful delivery, on time, within budget and to the quality expected. I utilise my project management expertise, academic research and many years of experience to help organisations avoid the pitfalls of technology based innovation projects.I worked with: Hull City Council producing consultancy reports regarding the future approaches Telehealth implementation and the IDeA, North Lincoln city council and PCT, to deliver mobile health information – based on Blu-Tooth broadcasting and crowd sourcing via the web. In addition, I am consulting on the development of technology health projects which are seeking development investment from the Technology Strategy Board.

Hull Film is dedicated to the exhibition and creation of short film as a crucial art form in its own right. Since 2001, Hull Film has been responsible for the Hull International Short Film Festival, which acts as a showcase of short film.As a trustee, I was jointly responsible for overseeing the running of this organization and ensuring it fulfills its commitment to its funders and fulfills its remit to showcasing short film.

Hull Film is dedicated to the exhibition and creation of short film as a crucial art form in its own right. Since 2001, Hull Film has been responsible for the Hull International Short Film Festival, which acts as a showcase of short film.As a trustee, I was jointly responsible for overseeing the running of this organization and ensuring it fulfills its commitment to its funders and fulfills its remit to showcasing short film.

I am working with Hull Film in line with the organisations ambitions for the creation and screening of quality moving image art and cinema, increasing audiences and participation, creating a sustainable and value for money organisation. I am working to develop all aspects of the organisations Project & Business planning, operational and financial planning, targets and outputs, fund raising and audience development.

Flicker Frame Media is an artist own and run company specializing in animation. The company has created work for local business as well as numerous international film festivals. The company primarily animates in Adobe Flash for the internet and digital video, and Adobe Flash Lite for mobile devices. In addition to the core animation skills Flicker Frame Media also produces Illustration, corporate logo design, 3D animation, character design, design consultancy.My role in this company sometimes included winning contracts and presenting pitches to clients.

STREAM IPTV was established to develop and deliver innovative approaches to public services using broadband technology. STREAM IPTV was a company build on Broadband Capital to exploit Intellectual Properties and developed expertise.This role was a further advancement of previous roles, and involved me taking the lead in the development of STERAM IPTV's business products and external relationships; Developing projects and Intellectual Properties; finding sales and funding opportunities; Strategic planning; Company leadership; Management of financial and regulator requirements. Primarily I was responsible for project managing and service delivery of ‘STREAM’, an award winning Personalised Telehealth product for long term condition management – delivered via a broadband enabled digital set top box to the TV. My academic research contributed significantly to the product development.I often acted as an internal consultant inputting stakeholder experience into product development.I personally secured contracts in Hull (eHealth) and Birmingham, while providing expertise for two Technology Strategy Board projects (ALIP) in Newcastle (Celsgroup) and Surrey (with Docobo). I was also involved in the development of environmental mentoring devices for Dementia patients, designed to interact with ‘STREAM’.

Broadband Capital Ltd is a private company wholly owned by Hull City Council. We were established in June 2005 to develop and deliver innovative approaches to public services using broadband technology.As Operations Manager I was responsible for planning and delivering a range of activities related to company targets. Primarily project managing & service delivery of ‘STREAM’ (200+ users), as well as; internal R&D and external service delivery; Product development; stakeholder consultation and management; Time and Risk management to the more analytical and complex aspects of Change and Process re-engineering as well as contractual negotiations.The role also included a range of stakeholder consultation and management as well as performance analysis, evaluation and implementation of change where improvements and efficiencies where possible

Hull Film is dedicated to the exhibition and creation of short film as a crucial art form in its own right.As Chair Person, I was responsible for developing the organization, ensuring the organization fulfills its remit as well as managing the director and support staff.

Broadband Capital Ltd is a private company wholly owned by Hull City Council. We were established in June 2005 to develop and deliver innovative approaches to public services using broadband technology.I was the project manager for a £1.2 million IPtv project, dedicated to economic regeneration of Hull, and the support of the local business sector through the UK’s first online Business TV service. I was responsible for all aspects of the Project; targets to quality assurance; Management and financial reporting; Audit and performance analysis; managing video content production; web site and service delivery; continual analysis and development.I recruited over 200 SME’s to take part in the project; supported the creation of 30 new creative and digital businesses in BCL’s ‘business incubator’The project out performed its targets by over 10 times.

As a Freelance consultant i supported organisations develop project bids for artistic events and educational activities.

Hull Time Based Arts (HTBA) emerged in 1984 from the underground activity of artists, filmmakers, theorists and musicians interested in presenting and promoting their work and the work of others.Through festivals, bursaries, commissions, residencies, screenings and exhibitions, HTBA supports and promotes the work of artists using video, sound, live performance and new technologies.The role of Programme Manager, was an extension of my responsibilities as Project Manager. As Programme Manager I was responsible for the management of Hull Time based arts festivals and year round activities; managing staff and resources as well as selecting the artists and art works to exhibit; developing strategic opportunities and relationships throughout Hull, the UK and Europe; developed funding bids for local and national projects.Notably, working on the ‘exStream’ an EU funded arts and technology project, where HTBA worked in partnership with five European organizations.

I was responsible for the planning and delivery of the annual international festival throughout the city of Hull. Coordinating events, artists, volunteers and staff, as well as budgets, marketing, health & safety and various permissions.This role consisted of managing multiple stakeholders and locations to create new and innovative art works and events on time to and to budget.

Mba, Business School

During my studies, I learned a great deal about the various elements of running a successful business. I experienced success with an essay.

Ba(Hons), Fine Art - Time Based Media

Activities and Societies: Arts co-operative During my time on this course, I specialized in Time Based Media, exploring the creative.