London, England, United Kingdom
Led the smooth running of an effective PMO function in the KHP Cardiovascular & Respiratory Partnership. This included; - Ensuring workstreams, sub-workstreams, governance and work activities are set-up effectively, including agreeing scope and deliverables and understanding dependencies. - Liaising with workstream leads to ensure and assure that effective delivery plans are in place, e.g. resources are allocated to deliver, progress is monitored against plan, issues are effectively escalated, risk is effectively managed and benefits being delivered and tracked in line with plans. - Drawing together key programme themes across all integration activities, linking in with workstream leads - Co-ordinate a consistent approach with common templates, as appropriate. - Identify, manage and track dependencies across work, highlight and proactively resolve conflict areas. -Led the smooth running and effective working of the Integration Board this included providing secretariat duties for senior level meetings (Executive Director and senior clinicians) and supporting the smooth management of the Integration Programme Board. -Led the oversight and monitoring of the Implementation phase of strategic reviews. -Led the development of a benefits ownership culture in the partnership programme in conjunction with finance leads and colleagues to identify benefits, in conjunction with workstream/ clinical/academic leads and maintain a central tracker of these benefits. -Leadership and oversight of business support functions -Line management of the Programme Support Manager -Providing main source of PMO expertise for the team and colleagues. Support, coach and transfer knowledge on PMO best practice and programme management. -Built key relationships, managed stakeholders and maintained networks internally and externally to ensure the delivery of key objectives.
Provided Programme Management and leadership support to the System Support Programme. Key responsibilities included; -Led on supporting London systems with ICS designation planning as part of wave 5, preparing of relevant paperwork and self assessments against Consistent Operating Arrangements for review panels. -Provided Programme Management of support to London systems. Scoping needs and resource required producing plans to address identified development needs for sign off. -Led on the Implementation of the National System Diagnostic. I worked with regional and system colleagues to assess systems against the ICS Maturity Matrix and identify system and regional support needs. As part of this I facilitated workshops and discussions to support completion of the diagnostic. Following completion of the diagnostic I led on the production of System, Regional and National summary output reports and development of exemplar case studies. -Led the Leadership workstream for Sussex Health and Care as part of the ICS Accelerator programme. Working with the Leadership Academy and key system stakeholders to review and update the Sussex Leadership Compact and produce an engagement and implementation plan. -Led on Budget management and profiling for the System Support Team. Led on business case development and approval, contract negotiation and monitoring to ensure delivery of agreed deliverables on time and on budget. Led on recruitment and onboarding processes and ensured smooth handover to new business management function. -Developed, implemented and reviewed risk management processes for the System Support team. Working with project and programme leads to record, manage and mitigate against key risks. As part of this I supported the implementation of key actions in response to the internal audit report. -Led on Business Planning and supported the development of a new team operating model, carrying out a national stocktake and thematic analysis of system maturity.
Provided support to the Director of NHS Delivery and NHS RightCare SRO. Key Responsibilities included: -Ensuring the Director's Direct reports were on track with delivering key programme outputs. Linking in with them to keep the Director briefed, helping to address and unblock challenges. Reviewing and assessing programme risks. -Supporting the drafting and revision of the NHS RightCare Delivery Strategy helping to identify key priorities, creating content and engaging with key stakeholders to ensure buy in and input. -Setting up and running the Clinical Implementation Board; drafting and agreeing the terms of reference, producing the work plan in collaboration with clinical leads, ensuring key deliverables were met on time and managing the board secretariat. -Setting up and running the NHS RightCare development forum. Identifying key areas of best practice and learning and relevant speakers to support them in their work. -Working with System Colleagues to Implement the System Readiness Assessment. -Supported a Mental Health deep dive in BLMK STP. Agreeing the scope of the deep dive and methodology, reviewing identified data sets and triangulating outputs to feed into the production of a final report based around key lines of inquiry for the system. -Supported Business Planning and budget profiling against agreed objectives and commitments. -Line management of the Office Manger and responsibility for the smooth delivery of the business management function. -Overseeing the office manager to ensure that the Directors diary and inbox were managed effectively. -Liaising with the Private Offices of National Directors as part of sign off processes.
Key responsibilities included: -Initiated the development of a national network of Lead Healthcare Scientists to provide strong leadership and strategic direction for healthcare science across the system. Contacted trusts on behalf of the CSO asking them to identify a lead within their organisations. Worked with trusts to support them to identify applicants for the role and used informal networks to identify individuals to promote the role within their own organisations. Leads identified in almost 60% of trusts. -Designed and procured bespoke training events for identified Lead Healthcare Scientists. These events covered key leadership skills, influencing and negotiating and were designed to meet the development needs of identified leads in their new roles. These events ran in February 2017 and were followed by a clinical leadership parallel session at the CSO Conference in March 2017. Following this a series of webinars were developed. -Led the work and development of the CSO Leadership, Improvement and Advice Group (LIA). This group brought together top healthcare science leaders from across the system to provide scientific input and expertise into the CSO work programme and to make strategic links with other key programmes across the system. Worked with colleagues to facilitate input from the group into their work programmes. -Scoped the project requirements for the development of a shared vision for healthcare science. The co-creation of this work began at the CSO conference in March 2017. Key themes for engagement were identified and discussion questions developed. Procured the services of external facilitators to engage with conference participants on these themes and questions and collate and theme the outputs of these discussions which were then fed into the further development of this work.
-Provided Project Management support to the London Cancer Earlier Diagnosis work stream and to the Clinical Lead for Earlier Diagnosis including supporting the development of the Outline Year 2 Strategy for Earlier Diagnosis within London Cancer. This has also involved responsibility for supporting each of the London Cancer Pathway Boards in taking forward their identified earlier diagnosis priorities; this was also done in partnership with Macmillan who funded the work stream. -Led the planning, development of the London Cancer GP Educational Series aimed at supporting primary care colleagues with earlier diagnosis and management of patients with ‘grey area' symptoms. The series was co-designed with partners from both primary and secondary care and has involved engaging with partners to plan and organise events across London Cancer, identify speakers, promote events locally, run the event and feed the evaluation back into future events. I am currently working with a NICE fellow to identify key metrics to evaluate the impact of the programme. As part of the series I have led the production of a suite of GP Educational films which form part of the materials available for General Practice on the London Cancer website. This involved identification of key messages for the films, scheduling the filming and inputting into the editing of the films. Supported the identification and recruitment of GPs to each of the London Cancer pathway boards and supporting the development of Service Level Agreements to guarantee this primary care input. -Led the collation and update of two week wait cancer referral forms across London Cancer.
Responsibilities included: -Led the work in devising and drafting the CHP'S Clinical Strategy which involved consultation and engagement with senior managers, clinicians and external stakeholders to establish and articulate the organisations key strategic priorities. -Project Management responsibility for various service improvement projects including organisational review of clinical service accommodation; review of the provision on interpreting and translation services and coordinating the move of a continuing care unit. All have involved producing reports, committee papers and engaging with key stakeholders to take forward operational and strategic priorities. -Line management responsibility for a team of administrative staff.