I support female leaders who are working hard and making an impact but want to turn up the effectiveness, increase their performance and maximise their fulfilment.Through the Shine Coaching programme I offer them my personal one to one support to better interpret their environment, use the right strategies for maximum impact and effect and to recognise and achieve their aspirations; aligning what they do with who they are, staying true to themselves and stepping into their… Show more I support female leaders who are working hard and making an impact but want to turn up the effectiveness, increase their performance and maximise their fulfilment.Through the Shine Coaching programme I offer them my personal one to one support to better interpret their environment, use the right strategies for maximum impact and effect and to recognise and achieve their aspirations; aligning what they do with who they are, staying true to themselves and stepping into their light. Show less

Strategic leadership for the engagement and involvement social enterprise holding the contract for the provision of Healthwatch Newcastle and Healthwatch Gateshead.

Providing leadership and direction to Healthwatch NewcastleResponsible for shaping and delivering strategyProviding leadership, direction and clarity to the staff team and organisation.Accountable to the Chair and working closely with the Board of Healthwatch Newcastle.• Led research into:o Home Care in Newcastleo GP appointment preferences (a discreet choice experiment in with the University of Northumbria)• Developed and maintained high level relationships… Show more Providing leadership and direction to Healthwatch NewcastleResponsible for shaping and delivering strategyProviding leadership, direction and clarity to the staff team and organisation.Accountable to the Chair and working closely with the Board of Healthwatch Newcastle.• Led research into:o Home Care in Newcastleo GP appointment preferences (a discreet choice experiment in with the University of Northumbria)• Developed and maintained high level relationships with commissioners and providers of social care and health services• Influencing commissioners and providers of social care and health services to ensure that patient, carer, service user and public views are reflected in the planning, buying and delivery of health and social care services in Newcastle.• Part of the Newcastle Integration Task Force; working to integrate social care and health services to support the needs of Newcastle residents• A member of the Newcastle health and wellbeing board (Wellbeing for Life Board) Show less

Working as an independent associate to support work with the pharmaceutical and medical technology industries and GP federations, delivering advice and training based upon an intimate understanding of today’s UK health sector.This includes market access work and NHS preceptorships (training on the NHS for non-NHS organisations).

Responsible for business planning, organisational development and staff leadership. Reporting directly to the board of Trustees

Reporting directly to the accountable officer, a member of the Clinical Commissioning Group Executive and governing body. Part of the executive board and governing body. Strategic responsibility for the development of medium and long term organisational plans, communications and engagement, organisational development and corporate governance. Key achievements in current role:- Led the development of the two-year operational and five year strategic plans, including development of… Show more Reporting directly to the accountable officer, a member of the Clinical Commissioning Group Executive and governing body. Part of the executive board and governing body. Strategic responsibility for the development of medium and long term organisational plans, communications and engagement, organisational development and corporate governance. Key achievements in current role:- Led the development of the two-year operational and five year strategic plans, including development of performance metrics and trajectories, aligned to local and national visions- Development of the communications and engagement strategy and implementation of the action plan, including redevelopment of the public facing website and introduction of the use of digital media- Embedded systems and culture across a newly formed organisation to achieve significant assurance from the governing body and internal audit- Developed effective relationships with elected representatives, Healthwatch, health and wellbeing partners and the community voluntary sector Show less

Reporting directly to the accountable officer, a member of the Clinical Commissioning Group Executive and governing body. Responsible for the Clinical Commissioning Group’s progress towards authorisation. Determination of gaps in Group capacity and capability and the subsequent development, implementation, delivery and evaluation of actions required. Strategic responsibility for organisational development and corporate governance. Providing ‘critical friend’ support to the Group. Part of… Show more Reporting directly to the accountable officer, a member of the Clinical Commissioning Group Executive and governing body. Responsible for the Clinical Commissioning Group’s progress towards authorisation. Determination of gaps in Group capacity and capability and the subsequent development, implementation, delivery and evaluation of actions required. Strategic responsibility for organisational development and corporate governance. Providing ‘critical friend’ support to the Group. Part of the ambulance service executive on call rota.Key achievements in current role:- Successfully led the CCG authorisation process to achieve full authorisation without conditions, interpreting key policy and directives, at a time when national policy and process overlapped with implementation.- Production and management of the organisational development strategy including the identification and coordination of external support providers- As a member of the executive and governing body developed corporate governance documentation, systems and behaviours to promote good board and organisational governance- Led the production of the five year commissioning strategy and three year commissioning plan, successfully combining local and national priorities Show less

Accountable for leading a programme of investment and performance management to improve ambulance performance and contribute to work focusing on reducing reliance on hospital based services for urgent care. Development and negotiation of Ambulance Service (Foundation Trust) contract, working in conjunction with colleagues across the organisation on behalf of the North East Primary Care Trust clusters. Assuring delivery of the highest level of service, patient safety and value for money in… Show more Accountable for leading a programme of investment and performance management to improve ambulance performance and contribute to work focusing on reducing reliance on hospital based services for urgent care. Development and negotiation of Ambulance Service (Foundation Trust) contract, working in conjunction with colleagues across the organisation on behalf of the North East Primary Care Trust clusters. Assuring delivery of the highest level of service, patient safety and value for money in ambulance services across the North East. Part of the ambulance service executive on call rota.Key achievements in current role: - Identified key barriers to ambulance service resilience resulting in a sustainability initiative programme for winter 2011/12- Developed and gained agreement on the management of Ambulance to Hospital Handover delays and activity diversions across 13 Foundation Trusts and four Primary Care Clusters- Managed available resources ensuring and assuring implementation of 12 programmes of work- Co-negotiated the 2012/13 ambulance contract including stretch targets for rural emergency performance Show less

Strategic management of the Accident and Emergency and non-Emergency Patient Transport ambulance Services, Emergency Planning function, Fleet, Customer Care and Resource Scheduling. Lead on the Accident and Emergency, PTS and Fleet transformation programmes, acting in the programme sponsor/Director role. Leading and supporting pan-organisational projects as well as initiatives across commissioning clusters and the Strategic Health Authority. Collaborating with Commissioners, local… Show more Strategic management of the Accident and Emergency and non-Emergency Patient Transport ambulance Services, Emergency Planning function, Fleet, Customer Care and Resource Scheduling. Lead on the Accident and Emergency, PTS and Fleet transformation programmes, acting in the programme sponsor/Director role. Leading and supporting pan-organisational projects as well as initiatives across commissioning clusters and the Strategic Health Authority. Collaborating with Commissioners, local authorities, other public services, other health providers, community representatives and the public to ensure that safe, reliable and effective services are delivered whilst delivering financial balance, the cost improvement programme and the Trust vision. Part of the executive on call rota.Key achievements in current role:- Exceeded cost reduction targets by developing a revised skill mix, creating and implementing a new volunteer service, improving performance management, service efficiency and effectiveness and piloting a programme management office approach to cost and service improvement.- Restructured Patient Transport Services’ management to meet modernisation needs.- Completed a successful bid and subsequent service implementation for Urgent Care transportation in County Durham and Darlington.- Developed effective working relationships with NHS, local authority and community partners in rural communities leading to increased cooperation and integration of services.- Developed medium and long term vision and strategy for the Patient Transport Service – consolidate existing business, expand into new service areas, provide essential resilience to A&E services, deliver substantial cost improvement savings and maintain positive impact on service quality.- Presided over the review of Fleet services and the implementation of recommendations following the review. Show less

Strategic and operational management of multi-disciplinary theatres and critical care. Budgetary management and line management of all non-medical staff. Effectively built a triumvirate management model with the Clinical Director and Matron. Key achievements in role:- Removed unit staffing budget overspend of £277k through implementation of a rolling recruitment programme.- Increased productivity by integrating the theatre portering service with Theatre Orderlies allowing… Show more Strategic and operational management of multi-disciplinary theatres and critical care. Budgetary management and line management of all non-medical staff. Effectively built a triumvirate management model with the Clinical Director and Matron. Key achievements in role:- Removed unit staffing budget overspend of £277k through implementation of a rolling recruitment programme.- Increased productivity by integrating the theatre portering service with Theatre Orderlies allowing greater flexibility of staff and role expansion.- Improved consistency of service and reduced clinical risk by removing the on-call system for theatre staff and successfully developing and implementing a shift working system.- Reduced the frequency of surgical cancellations due to a lack of critical care beds by developing a post anaesthetic care unit to provide short term critical care capacity within the theatre complex. Show less