Assignments


 Current and most recent assignments
  • Working with a large PCT cluster to create effective board working and create coherent transition arrangements with the constituent PCTs and emerging CCGs.
  • Asisting several PCTs to manage transition towards 2013 and the orderly transfer of functions to CCGs.
  • Providing ongoing support to a pathfinder CCG including board development and support to establish the clinical senate and locality arrangements.
  • Undertaking a sensitive investigation in a specialist Foundation Trust
  • Working with NHS and HE leaders to create an academic health science partnership in North West England
  • Assessment of the benefits of establishing a joint NHS-Higher Education Academy for a London region.
  • Independent inquiry into the organisation and relationship issues of a medical service in a University NHS Foundation Trust.
  • Facilitating joint working across 10 primary care trusts and NHS providers to maximise the potential benefits from the quality, innovation, productivity and prevention (QIPP) agenda.
  • Assessment of the effectiveness of board working and the impact of the proposed transfer of community health services on the organisation and culture of an NHS Foundation Trust. 
Strategy and Systems Development 
  • Led the establishment of an academic health science partnership with one of the top 10 universities in the world and four university NHS trusts in London.
  • Reviewed the organisation and management of the informatics service at an NHS foundation trust.
  • Reviewed the management and governance arrangements of a transplant service in an NHS foundation trust.
  • Assessed, as part of a small team for the Prime Minister's Delivery Unit, the organisational capability of the Crown Prosecution Service for England and Wales in 2007 and  2009.
  • Advised the Auditor General for Wales on a review of the Welsh Ambulance Service.
  • Led a review of strategic, organisational and service options for secondary care services in central England . 
  • Facilitated the senior executive team of a large charitable organisation in reviewing their strategic direction and developing a five year business plan. 
  • Assessed the feasibility for co-locating ambulance control alongside police and fire & rescue control centres in North Wales. 
  • Led a review of the financial management of  a major health system in central England.
  • Independent chair of a programme board to quality assure the achievement of major efficiency savings in Northern Ireland’s biggest healthcare provider.
  • Reviewed the management of human resources issues of all strategic health authorities during the 2006 reorganisation of the English NHS.
Board Development
  • Undertaken over 30 board development assignments with Foundation Trusts, NHS and Primary Care Trusts, and latterly PCT Cluster boards and Clinical Commissioning Groups.
  • Devised and led board development programmes focusing on future strategy and board effectiveness for NHS trusts applying for foundation trust status across England.
  • Devised and led board and organisational development programmes for numerous primary care trusts with an emphasis on developing skills for world class commissioning.
  • Undertaken management audits in health related organisations and delivered follow up organisational development programmes.
  • Personal coaching of chief executives, executive directors and consultant medical staff of NHS trusts and primary care organisations in England and Wales.
Leadership Development
  • Strengthened  clinical leadership and engagement in Foundation Trusts to meet the 2010 NHS challenges
  • Advisor to strategic health authorities on leadership development.
  • Commissioned evaluation of a senior managerial leadership development programme for an NHS region.
  • Led a national procurement for the Chief Executive in England to create a framework of leadership development providers for the English NHS.
  • Commissioned on behalf of a strategic health authority a new approach to the leadership development of prospective chief executives, which is now on its eighth cohort and creation of the programme's bi-annual alumni arrangements for these programmes.
  • Reviewed clinical engagement systems and processes in a number of acute hospital foundation trusts.
  • Assessed the organisational capability of a national NHS leadership and modernisation organisation in Wales.
  • Co-devised and implemented with Ashridge Business School a leadership development programme for aspiring directors across the London NHS.
  • Co-devised with Manchester Business School a development programme for non-executive directors of NHS foundation trusts and primary care trusts.
Inquiries and Investigations
  • Led reviews and investigations of critical incidents, governance arrangements and board-level relationships in NHS trusts and primary care trusts, many of which have attracted national publicity.
  • Independent inquiry into the leadership capability of a county-based primary care trust. 
  • Independent inquiry into the management and governance of a NHS hospital trust.
  • Independent inquiry into board-level relationships of an NHS hospital trust. 
  • Review of human resources practices in relation to the exclusion of a senior clinician.
  • Independent reviews of allegations of bullying and harassment in health systems and NHS organisations.
  • Independent inquiry for the Welsh Assembly Government into the outcome of a contentious public consultation on changes to acute hospital services in South Wales.