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Experienced and enthusiastic interim project/programme manager - I get things done!
Maxine Ayton
,
London, United Kingdom
Experience
Other titles
Skills
I'm offering
I am a highly skilled and self-motivated interim professional with senior management and board level experience. I have significant expertise in delivering sustainable organizational development and transformational business change solutions as an employee, programme manager and as a management consultant. I also have a master's degree in Human Resource Strategies and Change Management which augments my experience in this regard.
I have substantial experience of successfully establishing and maintaining Project Management Office (PMO) policies, processes and methodologies; managing large projects and programmes; multiple simultaneous projects, budgets and work streams.
I have excellent and substantial change, people and stakeholder management skills, a can-do attitude and have significant experience of developing strategies to embed changes to structures, systems and culture. I have acquired experience across many disciplines, within central government and the public, private and voluntary- sectors.
I have substantial experience of successfully establishing and maintaining Project Management Office (PMO) policies, processes and methodologies; managing large projects and programmes; multiple simultaneous projects, budgets and work streams.
I have excellent and substantial change, people and stakeholder management skills, a can-do attitude and have significant experience of developing strategies to embed changes to structures, systems and culture. I have acquired experience across many disciplines, within central government and the public, private and voluntary- sectors.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2015 - 2019
freelance
Interim Transformation Project Manager/Consultant
SOSA and Care Solutions.
I have worked with various public, private and voluntary sector organisations to re-design their service offer and streamline their systems and re-align their staffing structures whilst adhering to central government and other policy and legislative requirements and best practice guidance. Specifically, I have worked with Croydon CCG, Adventure Play4All, Caribbean Telehealthcare services, SOSA and Care Solutions:
Key Achievements:
• Developed PMO functions, including governance structure, business case development; designing project structures from initiation to closure;
• Developed risk and change management procedures and devised governance and reporting structures;
• Drafted strategic business cases and options appraisals to ensure adherence to central and regional policy objectives;
• Conducted several system and structural re-design processes to ensure better alignment to local strategic and business plan objectives and to achieve cost savings;
• Developed a strategy to roll out assistive technology (Telecare) across several countries;
• Worked with external providers to ensure interoperability between IT system and various devices;
• Conducted and analysis of stakeholders and worked with them closely to keep them abreast of progress and manage their expectations;
• Led focus groups to develop 'as is' and 'to be' process maps;
• Implemented change management processes aimed at improving buy-in and minimising resistance;
• Conducted multiple research projects to identify best practice and inform relevant strategies;
• Worked with the Trust, community services and social care to improve urgent care 'flow' by improving discharge processes to deliver the quality premium and NHSE 8 high impact interventions hospital discharge targets;
• Developed a project plan, risk management strategy and milestone plan to get a re-procurement project back on track (timescales had slipped significantly) and provide clarity around what needed to be delivered by when to improve focus - this included introducing a governance structure to improve oversight;
• Led a modelling exercise to benchmark a range of urgent care scenarios which included the development of GP hubs, an enhanced role for NHS111 and an Urgent Care Centre against set criteria including cost reduction; adherence to related strategies and demographic need;
Key Achievements:
• Developed PMO functions, including governance structure, business case development; designing project structures from initiation to closure;
• Developed risk and change management procedures and devised governance and reporting structures;
• Drafted strategic business cases and options appraisals to ensure adherence to central and regional policy objectives;
• Conducted several system and structural re-design processes to ensure better alignment to local strategic and business plan objectives and to achieve cost savings;
• Developed a strategy to roll out assistive technology (Telecare) across several countries;
• Worked with external providers to ensure interoperability between IT system and various devices;
• Conducted and analysis of stakeholders and worked with them closely to keep them abreast of progress and manage their expectations;
• Led focus groups to develop 'as is' and 'to be' process maps;
• Implemented change management processes aimed at improving buy-in and minimising resistance;
• Conducted multiple research projects to identify best practice and inform relevant strategies;
• Worked with the Trust, community services and social care to improve urgent care 'flow' by improving discharge processes to deliver the quality premium and NHSE 8 high impact interventions hospital discharge targets;
• Developed a project plan, risk management strategy and milestone plan to get a re-procurement project back on track (timescales had slipped significantly) and provide clarity around what needed to be delivered by when to improve focus - this included introducing a governance structure to improve oversight;
• Led a modelling exercise to benchmark a range of urgent care scenarios which included the development of GP hubs, an enhanced role for NHS111 and an Urgent Care Centre against set criteria including cost reduction; adherence to related strategies and demographic need;
Technology, Social, LED, Processes, Manager, Interim, Business cases, Community, Development, Transformation, It, Design, Business Case, Service, Management, Risk Management, PMO, Procurement, Research, Project Manager, Change management
2015 - 2015
job
Interim System Resilience Programme Implementation Lead
CCGs.
Working with the Chair of the BGL System Resilience Group and South East London System Resilience lead, across the health and social care economy in Bexley, Greenwich and Lewisham to develop a whole system approach to improving the performance of the acute trust in meeting the 95% Accident and Emergency wait target and joining up urgent care initiatives.
Key Achievements
• Supported McKinsey who developed strategies to revise practices across the whole system to improve 'flow' and attainment of the targets - the acute trust attained the 95% wait target for the first time in two years;
• Developed a change management strategy to facilitate the embedding of system-wide cultural change;
• Undertook an evaluation of Winter Resilience Schemes to determine which were most effective and developed a workshop for commissioners to agree which schemes will roll forward;
• Worked across organisations and teams (including those out of boundary) to join up initiatives such as QIPP and BCF schemes to better align with winter resilience schemes and thus facilitate improved patient pathways;
• Providing direct support to the System Resilience Implementation Executive and Strategic Resilience Group to ensure synergy across the 3 CCGs including advising on opportunities where an integrated approach across the 3 areas would facilitate consistency and improve flow to and from the main acute trust and its neighbours;
Key Achievements
• Supported McKinsey who developed strategies to revise practices across the whole system to improve 'flow' and attainment of the targets - the acute trust attained the 95% wait target for the first time in two years;
• Developed a change management strategy to facilitate the embedding of system-wide cultural change;
• Undertook an evaluation of Winter Resilience Schemes to determine which were most effective and developed a workshop for commissioners to agree which schemes will roll forward;
• Worked across organisations and teams (including those out of boundary) to join up initiatives such as QIPP and BCF schemes to better align with winter resilience schemes and thus facilitate improved patient pathways;
• Providing direct support to the System Resilience Implementation Executive and Strategic Resilience Group to ensure synergy across the 3 CCGs including advising on opportunities where an integrated approach across the 3 areas would facilitate consistency and improve flow to and from the main acute trust and its neighbours;
Change management, Management, Support, Implementation, Health, Interim, Workshop, UP, Social
2014 - 2015
job
Interim Programme Manager
Sutton CCG and London Borough of Sutton.
Urgent Care Integration- Better Care Fund (BCF)
Working across the CCG, local authority, hospital, voluntary sector and community services to develop integrated, multi-disciplinary teams to provide coherent services to meet the local health and social care economy's need to address integrated service delivery in line with the objectives of the BCF.
Key achievements
• Designed Urgent Care BCF projects and developed a PMO function for their effective management and control;
• Contributed to the development of the BCF plan which was one of a few to achieve 'approved without support' status from NHSE;
• Undertook a review of services delivered within the community to determine resource allocations; working hours; etc. to identify 'as is' capacity and work towards the delivery of integrated, joined up intermediate care services across the borough;
• Worked across the whole system to determine future requirements for joined up and 7 day working opportunities and the whole systems' appetite for this;
• Undertook a review of equipment services to ensure it could to meet the objectives of integrated 7 day working whilst maintaining a sustainable budget - this resulted in revisions to the budget and changes to ways of working;
• Contributed to a 'Test and Learn' Multi-Disciplinary Team (MDT) locality initiative linked to NHS England's Enhanced Service specification with GPs;
• Developed a QIPP scheme which included targeting specific conditions for reductions in non-elective admissions, the scheme also provided a rationale for a £1.39m reduction in acute spend to support the achievement of BCF metrics;
Working across the CCG, local authority, hospital, voluntary sector and community services to develop integrated, multi-disciplinary teams to provide coherent services to meet the local health and social care economy's need to address integrated service delivery in line with the objectives of the BCF.
Key achievements
• Designed Urgent Care BCF projects and developed a PMO function for their effective management and control;
• Contributed to the development of the BCF plan which was one of a few to achieve 'approved without support' status from NHSE;
• Undertook a review of services delivered within the community to determine resource allocations; working hours; etc. to identify 'as is' capacity and work towards the delivery of integrated, joined up intermediate care services across the borough;
• Worked across the whole system to determine future requirements for joined up and 7 day working opportunities and the whole systems' appetite for this;
• Undertook a review of equipment services to ensure it could to meet the objectives of integrated 7 day working whilst maintaining a sustainable budget - this resulted in revisions to the budget and changes to ways of working;
• Contributed to a 'Test and Learn' Multi-Disciplinary Team (MDT) locality initiative linked to NHS England's Enhanced Service specification with GPs;
• Developed a QIPP scheme which included targeting specific conditions for reductions in non-elective admissions, the scheme also provided a rationale for a £1.39m reduction in acute spend to support the achievement of BCF metrics;
Development, Service Delivery, Social, Manager, UP, Interim, GPS, Community, Health, Budget, Support, It, Service, Test, Management, Integration, PMO
2014 - 2014
job
Interim Programme Manager - Urgent Care (joint post with Social Care)
Cambridgeshire and Peterborough Clinical Commissioning Group.
July 2014 to Oct 2014
Interim Programme Manager - Urgent Care (joint post with Social Care)
Reporting to the systems resilience group, I worked across the whole system of health and social care (CCG, Hospital, Community and Mental Health services to radically transform and improve urgent care processes to enhance outcomes for patients and the efficacy of whole system working during Winter 2014/15. The projects I managed integrated with the key strategies of the Better Care Fund (BCF) and Quality, Innovation, Productivity and Prevention (QIPP) agenda
Key Achievements
• Undertook a scoping exercise to determine what existing urgent care projects were being conducted, their scope and any synergies in objectives to be achieved to minimise duplication and promote joined up working;
• Facilitated the Strategic Resilience Group to develop of an overarching vision for urgent care;
• Developed a self-assessment template to enable the whole system to review its current surge and escalation plans against good practice; subsequently developed a whole systems escalation plan to support the system to manage 'flow' through the system during winter;
• Scoped the range of urgent care hospital and community-based avoidance / discharge services - with a view to revising where necessary to reduce duplication and support 7 day working, integration, admission avoidance and discharge;
• Contributed to the development of the whole systems resilience plan;
Interim Programme Manager - Urgent Care (joint post with Social Care)
Reporting to the systems resilience group, I worked across the whole system of health and social care (CCG, Hospital, Community and Mental Health services to radically transform and improve urgent care processes to enhance outcomes for patients and the efficacy of whole system working during Winter 2014/15. The projects I managed integrated with the key strategies of the Better Care Fund (BCF) and Quality, Innovation, Productivity and Prevention (QIPP) agenda
Key Achievements
• Undertook a scoping exercise to determine what existing urgent care projects were being conducted, their scope and any synergies in objectives to be achieved to minimise duplication and promote joined up working;
• Facilitated the Strategic Resilience Group to develop of an overarching vision for urgent care;
• Developed a self-assessment template to enable the whole system to review its current surge and escalation plans against good practice; subsequently developed a whole systems escalation plan to support the system to manage 'flow' through the system during winter;
• Scoped the range of urgent care hospital and community-based avoidance / discharge services - with a view to revising where necessary to reduce duplication and support 7 day working, integration, admission avoidance and discharge;
• Contributed to the development of the whole systems resilience plan;
Innovation, Integration, Support, Development, Health, Community, Assessment, Interim, UP, Manager, Processes, Social
2014 - 2014
job
Interim Director of Transformation and Organisational Development
Caribbean Telehealthcare Services.
Worked as part of the Senior Management team to roll out Telecare across Barbados. I developed a project management plan focused upon developing different aspects of the business, external and internal processes and working with Government and NGO's to utilise telecare to reduce their overall healthcare costs (the Barbados Health and Social care system mirrors the UK)
Key Achievements
• Successfully procured and implemented a cloud-based alarm monitoring system, bespoke to the needs of the organisation and the health and social care system thus saving the organisation hundreds of thousands in set up and running costs;
• Negotiated with the Government to implement the first Caribbean pilot of telecare to include assessment and evaluation processes with a view to reducing long term health and social care costs;
• Provided training to employees and health and social care staff to equip them with the skills to understand telecare, its uses and assess when its deployment is appropriate;
• Worked specifically with the acute hospital to determine when Telecare could be utilised as a mechanism to reduce hospital admissions and increase hospital discharges;
• Supported the streamlining of systems and procedures including protocols for call operators
Key Achievements
• Successfully procured and implemented a cloud-based alarm monitoring system, bespoke to the needs of the organisation and the health and social care system thus saving the organisation hundreds of thousands in set up and running costs;
• Negotiated with the Government to implement the first Caribbean pilot of telecare to include assessment and evaluation processes with a view to reducing long term health and social care costs;
• Provided training to employees and health and social care staff to equip them with the skills to understand telecare, its uses and assess when its deployment is appropriate;
• Worked specifically with the acute hospital to determine when Telecare could be utilised as a mechanism to reduce hospital admissions and increase hospital discharges;
• Supported the streamlining of systems and procedures including protocols for call operators
Project Management, Training, Cloud, Deployment, Management, Organisational development, Transformation, Development, Monitoring, Health, Organization, Assessment, Interim, UP, Processes, Social
2013 - 2013
job
Interim Senior Project Manager
Essex County Council (Social Care).
Working as part of the Council's Transformation Support Unit I successfully developed PMO functions to support the rollout of the Care Bill and the 'Who Will Care' Commission's report into the future of elderly care in Essex.
Key Achievements
Reporting to the Corporate Management Board and the Health and Well-being Board who act as the respective sponsoring Board for each programme, I have/am:
- determined governance reporting arrangements for each programme;
- identified synergies with other transformation programmes, joining them up where required
- developed Project Initiation and other high-level plans;
- engaged with a range of stakeholders including the Council's Political Leadership Team; Clinical Commissioning Groups and the voluntary and community sector to facilitate a joint understanding of both programmes, their strategic impact across the whole system and how both programmes can be used to enable better outcomes for the people of Essex;
- conducting a review of commissioned and non-commissioned Essex-wide services to determine if the services they offer link to either programme and to identify where processes can be streamlined;
- Worked with Sir Tom Hallett-Hughes, the Chair of the 'Who Will Care?' Commission, to establish a Care Partnership for Essex whilst working with Glaxo Smith-Kline to determine how they will support the Partnership on a pro-bono basis;
- commissioned a financial model to determine the cost of implementing the Care Bill in Essex and co-ordinated the Council's response to DH consultation;
Key Achievements
Reporting to the Corporate Management Board and the Health and Well-being Board who act as the respective sponsoring Board for each programme, I have/am:
- determined governance reporting arrangements for each programme;
- identified synergies with other transformation programmes, joining them up where required
- developed Project Initiation and other high-level plans;
- engaged with a range of stakeholders including the Council's Political Leadership Team; Clinical Commissioning Groups and the voluntary and community sector to facilitate a joint understanding of both programmes, their strategic impact across the whole system and how both programmes can be used to enable better outcomes for the people of Essex;
- conducting a review of commissioned and non-commissioned Essex-wide services to determine if the services they offer link to either programme and to identify where processes can be streamlined;
- Worked with Sir Tom Hallett-Hughes, the Chair of the 'Who Will Care?' Commission, to establish a Care Partnership for Essex whilst working with Glaxo Smith-Kline to determine how they will support the Partnership on a pro-bono basis;
- commissioned a financial model to determine the cost of implementing the Care Bill in Essex and co-ordinated the Council's response to DH consultation;
Project Manager, PMO, Leadership, Management, Support, Transformation, Health, Community, Interim, UP, Manager, Processes
2010 - 2013
job
Interim Programme Manager
NHS.
Working to the DH Director - London, I successfully managed a portfolio of joint NHS, adult social care and voluntary sector transformational change programmes across the London region. This involved developing a bespoke PMO function including programme, change, communications, risk and stakeholder management plans and governance structures. I also ensured that the programmes stayed linked to national legislative changes and regional and local NHS and adult social care policy contexts and objectives. All the transformational change management programmes below were developed in line with Prince 2 project management principles.
Commissioning and Delivering Integrated Care
Designed and led a project to improve joined up working between local NHS and social care bodies to improve the performance of the whole system in relation to the commissioning and delivery of integrated care for older people and vulnerable adults, with the aim of improving patient/user outcomes, increasing efficiency and reducing costs. Leading a team of 4, I worked with 7 London boroughs.
Key Achievements
• The development of a Whole Systems Maturity Model to enable local authorities and their health partners self-assess their performance against the spectrum of weak to high performing across the whole systems pathways;
• A Financial / Performance monitoring tool to help authorities and their health partners t identify the impact of their new commissioning decisions with a view to supporting the transition from high cost traditional care pathways to newer more cost effective community based provision - the tool demonstrated potential savings of £50 million across London;
• Developed a compendium of Best Practice in London to support the sharing of knowledge and the transfer of good practice;
Transforming Community Equipment Services (TCES)
Leading a team of 10 project managers and 2 Finance and Commissioning Analysts, I worked with 31 of the 33 London boroughs' Social Care directorates and their local NHS partners to transform the way they deliver their provision of Simple Aids to Daily Living. The programme had a significant impact on the delivery of the personalisation agenda and changing the culture of co-dependency between service users and practitioners;
Key Achievements
• Developed a high-level programme and milestone plan to support the delivery of the programme over two years;
• Contributed the development of a Project Management toolkit for each authority and I also developed a risk register and supported the development of a financial model and benefits realisation tracker.
• Facilitated a series of shared learning events which have acted as training / action learning sessions in areas such as developing 'As is' and 'To be' process maps; developing/changing back office systems; business and cultural change to enable business as usual (BAU) and successful local delivery;
• The impact of the programme on delivering the transformation of social care and personalisation agenda was highlighted as a 'big win' in a Local Government Group, National Efficiency Board publication under the Procurement, Capital and Shared Assets Productivity Work stream;
• The programme was awarded a first place, Gold award for Transforming Social Care and a 3rd place, Bronze award at the 2012 Improvement and Efficiency awards.
• The overwhelming success of the programme led to me leading a successful bid for the development of a Complex Aids hub for London - following the selection of the a host London site, agreement of a generic catalogue, development of a Dynamic Procurement system and logistics and commercially sensitive S75 negotiations, the hub is on course to deliver £12m savings from year 5 of its implementation;
Assistive Technology Fast Track Programme
I oversaw the implementation of a programme to improve the use of Assistive Technology/ Telecare in NHS and social care organisations. The programme included promoting shared learning across London Boroughs via a virtual community of practice and face to face shared learning events
Key Achievements
• An evaluation undertaken by the programme provided empirical evidence that London boroughs can achieve £1m, year on year savings if Telecare is better embedded in service delivery. Savings of between £400k and £1.5m were demonstrated in each of the 6 boroughs that participated in the evaluation programme.
• An AT/Telecare Balanced Scorecard was developed for use by boroughs to self assess their readiness to utilise AT as part of 'business as usual';
• An on-line Toolkit was developed for AT/Telecare practitioners;
Commissioning and Delivering Integrated Care
Designed and led a project to improve joined up working between local NHS and social care bodies to improve the performance of the whole system in relation to the commissioning and delivery of integrated care for older people and vulnerable adults, with the aim of improving patient/user outcomes, increasing efficiency and reducing costs. Leading a team of 4, I worked with 7 London boroughs.
Key Achievements
• The development of a Whole Systems Maturity Model to enable local authorities and their health partners self-assess their performance against the spectrum of weak to high performing across the whole systems pathways;
• A Financial / Performance monitoring tool to help authorities and their health partners t identify the impact of their new commissioning decisions with a view to supporting the transition from high cost traditional care pathways to newer more cost effective community based provision - the tool demonstrated potential savings of £50 million across London;
• Developed a compendium of Best Practice in London to support the sharing of knowledge and the transfer of good practice;
Transforming Community Equipment Services (TCES)
Leading a team of 10 project managers and 2 Finance and Commissioning Analysts, I worked with 31 of the 33 London boroughs' Social Care directorates and their local NHS partners to transform the way they deliver their provision of Simple Aids to Daily Living. The programme had a significant impact on the delivery of the personalisation agenda and changing the culture of co-dependency between service users and practitioners;
Key Achievements
• Developed a high-level programme and milestone plan to support the delivery of the programme over two years;
• Contributed the development of a Project Management toolkit for each authority and I also developed a risk register and supported the development of a financial model and benefits realisation tracker.
• Facilitated a series of shared learning events which have acted as training / action learning sessions in areas such as developing 'As is' and 'To be' process maps; developing/changing back office systems; business and cultural change to enable business as usual (BAU) and successful local delivery;
• The impact of the programme on delivering the transformation of social care and personalisation agenda was highlighted as a 'big win' in a Local Government Group, National Efficiency Board publication under the Procurement, Capital and Shared Assets Productivity Work stream;
• The programme was awarded a first place, Gold award for Transforming Social Care and a 3rd place, Bronze award at the 2012 Improvement and Efficiency awards.
• The overwhelming success of the programme led to me leading a successful bid for the development of a Complex Aids hub for London - following the selection of the a host London site, agreement of a generic catalogue, development of a Dynamic Procurement system and logistics and commercially sensitive S75 negotiations, the hub is on course to deliver £12m savings from year 5 of its implementation;
Assistive Technology Fast Track Programme
I oversaw the implementation of a programme to improve the use of Assistive Technology/ Telecare in NHS and social care organisations. The programme included promoting shared learning across London Boroughs via a virtual community of practice and face to face shared learning events
Key Achievements
• An evaluation undertaken by the programme provided empirical evidence that London boroughs can achieve £1m, year on year savings if Telecare is better embedded in service delivery. Savings of between £400k and £1.5m were demonstrated in each of the 6 boroughs that participated in the evaluation programme.
• An AT/Telecare Balanced Scorecard was developed for use by boroughs to self assess their readiness to utilise AT as part of 'business as usual';
• An on-line Toolkit was developed for AT/Telecare practitioners;
Transformation, ME, Service Delivery, Social, LED, Manager, UP, Performing, Interim, Office, Community, Health, Monitoring, Development, Change management, Implementation, Support, Technology, Embedded, Service, Finance, Management, PMO, Procurement, Stakeholder Management, Training, Project Management
2008 - 2009
freelance
Interim Part-time Associate Organisational Development Consultant
KPMG.
I worked on a part-time basis managing a number of projects being delivered to a number of further education providers; I delivered organisational development consultancy support to assist them in developing strategies to improve organisational performance with particular emphasis on improving the delivery of their customer focus in relation to their employer facing learning and development provision and internal cultural change.
Organisational development, Support, Development, Interim
2007 - 2009
job
Director
Dignity Management Consultancy Ltd.
Worked on and/or project managed a number of consultancy and interim assignments within the public and private sectors including Channel Four, the Telegraph (newspaper) Group, South Wales Police, Clapham Homes Housing Association, the Centre for Public Innovation; Olympic Delivery Authority; Tower Hamlets Council; Northampton County Council and the Independent Press Complaints Commission to develop and deliver organisational development strategies including talent and performance management; equality and diversity; community cohesion; cultural change and employee and stakeholder engagement initiatives that meet the needs of changing business contexts.
Innovation, Performance Management, Management, Organisational development, Development, Community, Interim
2006 - 2007
job
Interim Chief Executive
Commission for Racial Equality.
Successfully managed the transition of the CRE to the newly established Equality and Human
Rights Commission (EHRC) including negotiating TUPE arrangements and overseeing the transfer of the CRE's building estate and contract liabilities.
Rights Commission (EHRC) including negotiating TUPE arrangements and overseeing the transfer of the CRE's building estate and contract liabilities.
Interim
2000 - 2002
job
Director of Organisational Development (CRE)
unknown.
Organisational development, Development
My education
2004
-
2006
London Metropolitan University
Masters, Human Resources Strategies and Change Management
Masters, Human Resources Strategies and Change Management
n/a
Secondary, N/a
Secondary, N/a
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