Stephen Tilley Email & Phone Number

Salford

Preston

Working across the LANCASHIRE and South Cumbria Health and Care system to develop a single 5 year strategy

Warrington

To ensure the projects delivered under the Prime Minister Challenge Fund (PMCF) are commissioned, integrated and developed as day to day business within Warrington CCG.  Continue to develop the Cluster model across Warrington with 4 Cluster Mangers Supported the development of Local Authority Delivery Hubs that match the Cluster structure and were the first stage of ACO developement Established a Warrington wide Care Home service with greater involvement for individual Homes… Show more To ensure the projects delivered under the Prime Minister Challenge Fund (PMCF) are commissioned, integrated and developed as day to day business within Warrington CCG.  Continue to develop the Cluster model across Warrington with 4 Cluster Mangers Supported the development of Local Authority Delivery Hubs that match the Cluster structure and were the first stage of ACO developement Established a Warrington wide Care Home service with greater involvement for individual Homes  Integrated the Extended Access Service and the Out of Hours Service into a single pathway Developed a Care Coordination programme in conjunction with the Local Authority and GP Practices  Supported the Warrington Brand Development and the restructuring of the GP Contracts Developed a Diagnostic Programme (BP, Spirometry, Bloods etc) which delivers services more locally through the Cluster model and works closely with Secondary Care delivery  Reviewed the delivery of Primary Care Mental Health Services (IAPT) Developed additional Pharmacy support to GP Practices and Care Homes Show less

Warrington

Funded by the Prime Minister Challenge Fund (PMCF), the focus was to develop greater access to Primary Care and associated service for patients and developed opportunities to provide services that were integrated, at scale and delivered locally. This was achieved by creating closer working relationships between the 28 Practices in Warrington focused around the development of a Cluster based model. On establishment of this model, build other services around the Clusters to ensure clinical /… Show more Funded by the Prime Minister Challenge Fund (PMCF), the focus was to develop greater access to Primary Care and associated service for patients and developed opportunities to provide services that were integrated, at scale and delivered locally. This was achieved by creating closer working relationships between the 28 Practices in Warrington focused around the development of a Cluster based model. On establishment of this model, build other services around the Clusters to ensure clinical / operational integration with the Local Authority services, Third Sector and Secondary Care. With a focus on delivering these projects as ongoing business in Warrington. This was a an innovative programme that started to develop an ACO programme across Warrington Health and Social Care Economy Show less

Blackburn, United Kingdom

Support senior managers and their related stakeholders in facilitating the delivery of 3 major Adult Mental Health Projects to their conclusion. 2 service redesigns and 1 capital / service project which saw the establishment of a specialist 22 bed High Dependency Unit. Responsible for developing project plans including key milestones, clearly identified benefits risk identification, supporting service and workforce redesign and introducing robust monitoring.  Ensured cost improvement… Show more Support senior managers and their related stakeholders in facilitating the delivery of 3 major Adult Mental Health Projects to their conclusion. 2 service redesigns and 1 capital / service project which saw the establishment of a specialist 22 bed High Dependency Unit. Responsible for developing project plans including key milestones, clearly identified benefits risk identification, supporting service and workforce redesign and introducing robust monitoring.  Ensured cost improvement savings in addition of the 20% target required Supported a system to improve agile working through technology, increasing contacts by 25% with service users Delivered a 22 bed High Dependency Adult Mental Health Unit on time and on budget Produced Project Initiation Documents, full Project Plans, Risk Registers and Issue Logs, Highlight Reports and Terms of Reference for the Governance structures on all 3 projects  Created transitional plans to ensure the smooth transfer of service and people within the changes  Liaised with staff at all levels to ensure appropriate support and communication for the projects Liaised with key managers in the Community Trust, Hospital Trust, CCG, Primary Care and Third Sector Show less

Manchester

Facilitate a multi-disciplinary, multi-layered change management project. To ensure the 3 CCG's of Manchester and their associated stakeholders, develop systems and processes, understand and embrace their obligations and are ready to deliver the national NHS 111 Project, with a focus on political, reputational, operational and financial risks that accompany this project. In addition, developing and delivering a Manchester wide staff engagement communication programme. I also deliver the Urgent… Show more Facilitate a multi-disciplinary, multi-layered change management project. To ensure the 3 CCG's of Manchester and their associated stakeholders, develop systems and processes, understand and embrace their obligations and are ready to deliver the national NHS 111 Project, with a focus on political, reputational, operational and financial risks that accompany this project. In addition, developing and delivering a Manchester wide staff engagement communication programme. I also deliver the Urgent Care Winter Plans 2013 / 2014 and support structural change within the Urgent Care Structure  Programme delivered on time and on budget (avoiding a £75,000 a day fine that would be applied to Manchester in the event of failure) Multi-layered strategy developed and executed around engagement, operational changes and developments to existing delivery structures across the whole of the City of Manchester  Developed of a Governance structure approved and signed off by the Department of Health Developed and populated a centralised database system (DoS) holding information on all stakeholder / providers around contact details, and the services they offer Developed a maintenance strategy for maintaining and developing the core systems  Provided the project, future options in relation to financing the system in the future  Worked with representatives from diverse parts of the health pathway including Board Members and Clinical Staff at all levels and across the Health Sector / Local Authority / Third Sector Responsible for delivering large test events which have been city wide involving hundreds of participants to test the systems  Developed a new model for NHS 111 for re-launch in June 2014 Developed and delivered a separate engagement project to improve communication and engagement between all staff.  Supported the Winter Plan for Urgent Care in North Manchester CCG Supported the setting up and sat on the North East Sector CCG's Tactical Planning Group Show less

Bebbington, Wirral

To support the Director of Clinical Networks in the delivery of specific projects primarily in the area of Stroke but also in the strategic development of an integrated Clinical Network. To start to develop systems and thinking that fostered this integration. To look at areas were the critical care pathways can be improved. To ensure that we met the national and strategic aims of the separate clinical care programme but achieve a viable / sustainable operation which is appropriate for the… Show more To support the Director of Clinical Networks in the delivery of specific projects primarily in the area of Stroke but also in the strategic development of an integrated Clinical Network. To start to develop systems and thinking that fostered this integration. To look at areas were the critical care pathways can be improved. To ensure that we met the national and strategic aims of the separate clinical care programme but achieve a viable / sustainable operation which is appropriate for the needs of its stakeholder base.  Developed a strategy that focused on developing one of the most extensive Early Supportive Discharge (ESD) service delivery in the country Interacted at all levels including Board level  Introduced a single business planning and operational management process across all the separate networks to create a single business unit employing Prince 2 principles Developed a centralised Management Information System to agree strategy, manage activity and demonstrate outcomes (including delivery across costs and timescales)  Reviewed and introduced a new governance structure to support Stroke formal meetings including the Stroke Board. Supported the Director in some of her work both locally and nationally to determine the role and viability of Clinical Networks in the future  Benchmarked the customer pathway, focusing on service delivery, costs, evidence based outcomes, alternative providers, all in relation to the challenges in Health, Public Health and Social Care changes Started to explore tariff unbundling and other possible future funding approaches  Organised and delivered a number of engagement events to improve the Critical Care Pathways around Stroke  Identified the key areas of future impact for the Clinical Networks in relation to the changes in Health and Social Care legislation Show less

Manchester

To strategically and operationally support the development of a £10million loyalty scheme project designed to encourage the people of Manchester to make positive wellbeing choices and reward them for those choices. Key to the programme was a wide variety of diverse partnerships between frontline providers in NHS Manchester (NHSM) and Manchester City Council (MCC), with key partnerships being developed with national and local private companies and third sector / social enterprise groups to… Show more To strategically and operationally support the development of a £10million loyalty scheme project designed to encourage the people of Manchester to make positive wellbeing choices and reward them for those choices. Key to the programme was a wide variety of diverse partnerships between frontline providers in NHS Manchester (NHSM) and Manchester City Council (MCC), with key partnerships being developed with national and local private companies and third sector / social enterprise groups to support / fund the project. Developed and implementing a partnership strategy through a project based approach to identified potential partners and gain commitment from those in NHSM and MCC. This met the projects needs and enhanced the value of existing services for both the organisations and the staff who delivered those services. Fully involved in setting up a separate Social Enterprise Company to deliver this programme and was involved in an extensive public procurement process to obtain suitable providers to support this project  Full P and L responsibility for a £3.6 million partnership / marketing budget  Developed a relationship with key managers in the NHSM, MCC, Department of Health, Private Sector and Third Sector. Identified, negotiated and developed key partnerships with national / local private companies (Pru Health Tesco’s, Co op, etc) to support the programme and bring added value to the project (over £1 million committed) Developed key partnerships with other NHS Trust, Local Authorities with a view to expanding the programme in the future  Developed an income stream from the private / public sector that is self sustainable  Developed a community strategy that engaged third sector / social enterprises / Peoples Champions to deliver a local solution by the people and organisations in those localities  Responsible for implementing and managing an evaluation programme looking at outcomes and the process of the project Show less

London, United Kingdom

Develop a membership scheme created by the Age Concern charity to engage a target audience and encourage effective retirement planning. The scheme provided advice and support to enable users to do this via a ‘one-stop-shop’. Through a variety of electronic and print media, together with a conventional help line. All to support a financially viable and socially fulfilling retirement.  Develop and implement a Corporate Partnership Strategy. 30 Blue Chip Companies successfully signed up… Show more Develop a membership scheme created by the Age Concern charity to engage a target audience and encourage effective retirement planning. The scheme provided advice and support to enable users to do this via a ‘one-stop-shop’. Through a variety of electronic and print media, together with a conventional help line. All to support a financially viable and socially fulfilling retirement.  Develop and implement a Corporate Partnership Strategy. 30 Blue Chip Companies successfully signed up including Coca Cola, DHL, Volkswagen etc) Successfully designed, negotiated and closed 120 contracts with internal Charity stakeholders and external stakeholders, to support the delivery of the project  Designed and implemented a clear communication structure to keep stakeholders advised of current developments and how they could most effectively get involved in the business Full P & L responsibility Show less

National Role

ACEnt is a national organisation delivering a diverse range of products and services, namely financial services, insurance, utilities, communication systems, through a range of distribution channels. This includes field based personnel, third party partners and direct marketing. All of this supports the key aims of the charity and delivers a yearly covenant to the finances of the organisation.  Project managed the introduction of a highly regulated FSA product base Used both the… Show more ACEnt is a national organisation delivering a diverse range of products and services, namely financial services, insurance, utilities, communication systems, through a range of distribution channels. This includes field based personnel, third party partners and direct marketing. All of this supports the key aims of the charity and delivers a yearly covenant to the finances of the organisation.  Project managed the introduction of a highly regulated FSA product base Used both the Balanced Scorecard /Total Quality Management / Project Moved the Trading Business from a structure managed by volunteers to a structure managed by employed personnel and volunteers, whilst expanding the number of organisations involved Forecasting and P&L Management of £5 million+ budget  Influencing and Managing Third Parties within regulated environments Set up and managed a multi-site structure of 300 outlets including 3000+ staff. Managed third party franchise agreements renewable on a 4 year cycle Achieving consistent year on year growth and a 70% increase in product range Delivered vital revenue streams for the distribution network and core business achieving 75% revenue expansion through the distribution network for the period of its existence Relationship and account management across diverse range of internal and external parties Show less

National