The Collaboration of Acute Providers is hosted by York and Scarborough Teaching Hospitals NHS Foundation Trust and an integral part of the Humber and North Yorkshire Integrated Care System. Responsible for HNY Imaging Network Digital Projects.Programme management of new digital solution deployments, upgrades and business change processes. They will also look to ensure system rationalisation and consolidation wherever possible.Lead delivery of safe and effective digital clinical solutions within the division/specialties, ensuring that all contractual obligations are delivered as appropriate.Ensure effective oversight of contractual performance management and governance.Work with organisation and system colleagues to identify opportunities to improve patient pathways, work to develop these plans to the implementation and delivery stage ensuring governance and approval through the project, programme and organisational governance processes.

Project Manager for Leadership Practices a cultural change initiative for the Anglo American UK Crop Nutrients Investment. Managing teams across functional areas to implement a cultural and behavioural change framework to create a community of high performing teams. Integrating with IT systems (Isometrix and Qualtrix) to measure leadership themes and practices with a longer term perceptions analysis against a baseline review. Integrating change requirements with processes including inductions, learning management, and investigations to ensure transition to an enduring behavioural change.Took control of a behind schedule project. Implemented new governance measures including project workforce structure, RACI, reporting framework, and risk management processes. Embedded new terms of reference for operational working groups and the project steering committee. Used MS productivity tools as well as Smartsheets for project control, tracking and communication.Conducted a financial review and implemented controls and monitoring measures on the project budget of over £3M.Realigned the project benefits to corporate strategy, planning in benefits measurement criteria and processes.Influenced senior stakeholders to be ambassadors for the project and change vision. Used a visible commitments approach placing senior leadership pictures and statements of intent to show the organisational commitment to cultural change.Initiated a network of change champions to embed changes and to ensure sustainable cultural improvements and put in place processes for long term benefits realisation.Set up a global community of practice to share learning across the organisations global footprint, instilling a process for continuous improvement.Expanded role to take on internal consultant opportunities in operational risk management and safety systems management.

• Change lead across Ministry of Defense medical information systems live service. Managing multi-disciplinary teams, maintaining stakeholder engagement, planning, communicating, and delivering digital change projects through contracted teams.• Innovation and trials of telemedicine patient tracking and monitoring applications and equipment. International collaboration and testing of prospective technology. Integration of technology into future Defence capability and procurement strategy. Future NATO medical information networks requirements planning MoD representative.

Further education and training for military Officers, attended on promotion to Major. The course content includes:Staff and Communication SkillsContemporary Foreign Policy Leadership and ManagementStrategic PlanningHigher Management of DefenceCapability PlanningOperational and Strategic Planning

Delivered clinical governance for an Army Division. Co-ordinated the health assurance requirements across national and international locations for 1000+ personnel involved in healthcare delivery. Maintained and led a culture of continuous improvement through data capture, audit and empowered individuals.Adapt quickly to organisational needs. Analyse new operational requirements to develop and deliver training that allows service personnel to deploy supported by a robust healthcare system.Conduct training needs analysis and project future business training needs to ensure that functional outputs can be achieved.Develop and test new concepts, including new training courses and the application of new technology to mitigate against capability gaps.Identify, communicate and manage risks to business continuity and operational output.Developed a medical planning course. Led the course delivery. Assess operational medical plans. Improve clinical care for service personnel deployed overseas. A limited workforce of clinical staff to sustain intimate medical care and clinical supervision reduced clinical safety across an Army Division’s operational outputs. Initiated of an innovation project trial, to fund a telemedicine application to improve remote supervision of clinicians at a cost of £75,000. In 12 months, usage data showed 200+ instances of clinical advice and estimated £2M saved through reduced instances of international medical evacuation.The Covid-19 Pandemic necessitated deployment of Combat Medics to support NHS Staff to in the national vaccination programme. 300 Combat Medics required NHS inductions and vaccine competency training that complied with Covid restrictions. A hybrid training and supervision plan was delivered within three weeks, that meant 300 additional NHS support staff.

Leadership, discipline, values and standards and appraisal reporting within the organisation. Function as the liaison between the Commanding Officer and sub-units. Communicating strategic direction and providing staff feedback to the leadership.Initiated a staff leadership programme, to build and instil an empowered culture within the organisation.Co-ordinated all staff appraisals, ensuring quality and timeliness of the annual reporting schedule.Staff feedback identified a gap in leadership and management training. A tailored programme bespoke to different staff needs was planned and implemented across the organisation. After six months an external review of workplace climate assessment was undertaken that showed an increase in workforce satisfaction towards training and management relationships.Organised a team building day that raised money for charity. Approx 30 Staff took part in a days dragon boat race competition in York. This raised over £2000 for charity and enhanced working relationships.

Training, Personnel and Equipment Management, of a multimillion-pound deployable field hospital. Leadership of the workforce in pressured and arduous conditions.Operational test and air deployment of an operational field hospital overseas for the first time. Created and enforced a workforce planning matrix and training programme. An equipment maintenance and deployment plan was delivered. Over 200 people and £5Mil of hospital equipment were deployed to Jordan, where the field hospital was built and tested successfully

Responsible for delivering basic military training syllabus for 50 new soldiers every four months.Lead and co-ordinate a training team, set standards for discipline, professionalism, and excellence. Project and maintain a culture of self-improvement.

Team Leader for 25 clinical personnel and support staff. Team output is to deliver front line emergency and primary healthcare to military personnel deployed on operations.

'Serve to Lead'. The motto of the Royal Military Academy Sandhurst. Training prepares future Army Officers to Lead soldiers.