Samantha Riley Email & Phone Number

London, England, United Kingdom

Responsible for supporting the NHS to move away from the use of RAG ratings and two point comparisons and to instead adopt Statistical Process Control (SPC)

London, United Kingdom

Key responsibilities include :* Developing tools and resources to support the NHS to make better use of data. Primarily focussed on the dangers of RAG reports and 2 point comparisons and the benefits of using Statistical Process Control (SPC). Resources developed to date can be accessed here https://improvement.nhs.uk/resources/making-data-count/* Developing a strategic approach to capacity and capability building for making data count throughout the NHS* Working with Trust boards and health and social care systems to help adopt a more effective way of visualising data to prompt rapid and effective decision making* Influencing national bodies and partners to adopt appropriate analytical techniques

London, United Kingdom

Recent assignments include:* Supporting a health and social care system in the south of England to demonstrate their progress to change the model of services delivered across the county, improve the experience of people receiving services and create a financially sustainable system. This involved identifying key, actionable measures for each work stream and for the programme as a whole and also designing a dashboard reporting format;* Advising a major global private health insurance and provider organisation on how to gain the maximum value from their data and analytical resource;* Working with an Academic Health Science Network to develop a strategic balanced to demonstrate the effectiveness of a health and social care system in improving outcomes for patients and changing the model of care;* Providing measurement and data advice for a piece of academic research on the benefits on health and well being of engagement with cultural activities

London, United Kingdom

• Programme Director for the Friends and Family Test – the largest ever collection of patient opinion in any health service anywhere in the world (over 18 million responses to date). This was a complex, political, high profile, large-scale programme with many inter-dependencies which was delivered successfully on time and within budget. The programme covered all NHS services in all settings (inpatient, outpatient, A&E, community services, mental health services, ambulance, GP and dental practices and opticians) and needed to ensure that all patients were provided with a voice.• Initiated a programme to pioneer a new approach to measuring quality and putting patients at the heart of deciding the most important goals for them. The Patient Centred Outcome Measure (PCOM) programme commenced in December 2014 and involved establishing a process to encourage NHS organisations to bid for funding to pilot the development of PCOM measures for children and young people, convening a multi-disciplinary panel to review bids and establishing reporting requirements for successful bidders• Development of an Insight Dashboard providing a never before seen comprehensive view of patient experience data for Trusts in England• Programme lead for joint work sponsored by the Secretaries of State of the US and UK to compare clinical outcomes in England and USA. This work led to Medicare changing their treatment thresholds

Horley

• Oversight of the development of a comprehensive suite of reporting tools covering the five domains of the NHS Outcomes Framework.• Responsibility for the development of benchmarking tools and products to evidence variation in quality and cost for NHS organisations across the South of England• Measurement expert on the NICE Quality Standards Advisory Committee• Significant national influence with a number of national groups and bodies including the National Data Quality Board (chair for 2+ years), National Quality Information Committee (an active member currently having led on two recent national pieces of work)

Horley, Surrey

• Establishment and leadership of a highly motivated, effective Quality Observatory with an excellent regional, national and increasing international reputation. As a result of a review by the Department of Health in 2009, the Quality Observatory was rated exemplary with the ability to provide national leadership;• Leadership of the development of indicator suites related to regional quality and productivity improvement programmes and clinical pathways;• Oversight of the development of analytical tools and products to evidence innovative clinical practice and variation in terms of quality, productivity and potential savings• Invited speaker at the Institute of Healthcare Improvement National Forum in Orlando 2010 and published in Clinical Risk (a journal of the Royal Society of Medicine)

Horley, Surrey

• Oversaw the development of leading edge clinical indicators for stroke and dementia. The dementia indicators are being utilised by the Department of Health to support the implementation of the National Dementia Strategy• Tailored support to Trusts in financial turnaround to help them identify key areas of potential gain and monitor progress over time• Development of a suite of A&E tools to enable the identification of capacity constraints and issues with regards to flow through the system. Utilisation of these tools by a number of Trusts led to sustained improvement• Specification of a broad range of tools and products (80+) to evidence variation and the potential for improvement

Horley, Surrey

• Supported a number of acute Trusts to improve their performance against the 4 hour standard. • Initiated the setting up of stretching targets for the 10 High Impact Changes and put in place processes to monitor progress and provide feedback to acute Trusts.• Development of a set of Performance Improvement Measures for use with acute Trusts. The measures have successfully highlighted variation in practice and potential for improved productivity.

Ealing, London

• Played a key role in the significant improvement made against the A&E 4 hour target (to be one of the top ten performing Trusts nationally). This was achieved by using information and evidence to identify key problems & challenge the behaviour of managers and clinicians.• Achieved demonstrable & significant reductions in waiting times for key diagnostic tests (achieved with no additional resource);• Played the lead role in the creation of a culture of evidence based decision making and demonstrable improvement across the health and social care system. Transformed the way in which information was presented to the Trust Board;• Recruitment and leadership of an effective improvement team; • Significant experience of working at Executive level, both within and across organisations;• Responsibility for performance management across the Trust for an interim period

Brighton, Sussex

• Creation of an effective, supportive access team - key to ensuring that modernisation and working in a different way was part of the ‘day job’ for staff;• Development of leading edge whole health community access policy incorporating effective measures for improvement (commended by regional and national experts) ensuring the processes where standardised across the Trust.• Selected by Director of IM&T to lead all process change associated with the implementation of a new Patient Administration System• Initiated a range of communication networks and forums to encourage sharing of good practice, discussion of problems and development of sustainable solutions

South East Of England

• Supported 7 health communities (in the South East) in the modernisation of patient access and achievement of access targets• Initiated multi-agency support and visits to Trusts with Health Authority and Regional Office representation. Highly commended by the health communities involved.• Worked with individuals and teams at all levels within organisations to facilitate the development of these skills and knowledge within local health communities

Roehampton, London

• Key role in supporting services in the business planning process and service developments throughout the year (total value of services covered £29.5 million)• Development of business cases and bids at short notice (numerous of these were successful)• Significant input provided for the development of a new Performance Management framework for the Trust• Co-ordinated development of an impact assessment document and selected by Chief Executive to project manage the transition to PCTs. Involved close working with local health authorities, local authorities, PCTs and the Executive Team. Required regular reporting to the Board• Key role in the Investors in People accreditation process and Health Improvement Programme lead for the Trust

London, United Kingdom

I undertook an operational placement at St George's Hospital in Tooting and a strategic placement at South West London Community Trust