Stephen Bateman Email & Phone Number

Nottingham, England, GB

Pride Park, England, GB

Pride Park, England, GB

Employed by Health United (currently operating as Derbyshire Health United Ltd), I work closely with the CEO, operationalising the CEO’s vision and strategy by translating this into tactical actions and operational planning, strategy and implementation.

Birmingham, West Midlands, GB

• (Circa £222m turnover – Housing, Social Care & Healthcare services Group) Housing 21 is a social enterprise for older people and the UK’s largest not-for-profit care provider with over six million care hours delivered.
• Responsible for the development & delivery of the Business Improvement programme focused on managing change to ensure the achievement of the Annual and 5 Year Corporate Plans.
• Embedding a programme of continuous improvement focused on operational service delivery, staff engagement and customer service excellence.
• Lead executive in driving organisation’s change programme of 11 key projects: 9 out of 11 projects are operations focused. Key purpose of change programme is for Housing 21 to be more aligned to commissioning strategy.

Saga Healthcare is the largest independent provider of private and public funded homecare and healthcare services in the community, created by the merger of Allied Healthcare Group and Nestor Healthcare group by the Saga Group in October 2011. Saga Healthcare division has a Turnover of c. £300m, with 18,000 employees and a branch network of 200 locationsAs.

• Allied Healthcare International Inc. 2003 to 2012(Sold to Acromas Holdings / Saga in October 2011 for £170m)A US NASDAQ and UK AIM Quoted Public Company with all its operational activities in the UK, Ireland and.
• 25% growth in commissioned hours delivered and forecast revenue and net contribution
• significant reduction in staff turnover from c70% to 12% between 2010 – 2012
• significant improvements in both quality & service delivery (internal and external indicators) and national regulatory frameworks
• highest regional staff engagement survey results set against key people management indicators
• acquisition program, which included geographical expansion into Ireland (May 2010), Scothomecare (10 branch acquisition in Feb 2011), purchase of Sue Ryder Homecare (8 branch division in July 2011) and 2 further.

Service Director April 2009 to February 2012Reporting direct to CEO responsible for ensuring service delivery improvement plans implemented across the Group to achieve excellence against both external regulatory standards and contractual obligations within all business sectors. Retained operational responsibility for Quality, Compliance, Service Delivery.

UK Company Director responsible to the CEO and US Board for over 100 employees covering the key head office support functions of Quality & compliance, Operational Training & Professional Development, Credit Control & Cash Allocation, Group Payroll, Customer Services, Invoicing and Sarbanes Oxley compliance through the Group Internal Audit team and.

As head of the Group Internal Audit function I was responsible for managing the internal audit, risk management and corporate compliance programmes, including section 302/404 of the US Sarbanes-Oxley Act 2002.Development and implementation of a risk based audit programme throughout all group subsidiaries, using the principles of the COSO risk management.

NHS Logistics, supply chain of the DoH supported by a network of 7 Distribution and Logistics centres across the UK(Circa £650m turnover)As Head of Audit & Risk I was responsible for managing an Internal Audit department that included a programme of enterprise risk management and controls assurance in support of the Corporate Governance objectives. Managed.

Windsor, Berkshire, GB

British Gas Energy Centres Ltd 1997 – 2000(Part of Centrica Plc, previously British Gas Plc)Head of Audit & RiskThe Group Internal Audit function implemented a programme of Control Risk Self Assessment in accordance with Corporate Governance requirements of the combined code, which includes the review of financial, operational and environmental risks.

Competition Advisory Manager (Secondment)Accountable for all areas of the local authority’s operational commissioning responsibilities under the Compulsory Competitive Tendering (CCT) strategy. Reported to the Board and Members, as Chair of the Corporate CCT Working Group on the performance and compliance of the authority to meet legislative guidelines and.