gary walker - linked in

8/12/2019 Gary Walker - Linked In.

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Gary WalkerConsultantLondon, United KingdomManagement ConsultingCurrent . Public Concern at WorkPreviou

s. Modern Leader Ltd, Full time education, United

Lincolnshire Hospitals NHS TrustEducati

on. The Open University

364connections

Summary Strategic leader with a proven record of delivering operational and

organisational turnaround in many of the most challenging operationalenvironments with budgets in excess of 350m Trusted Board advisordelivering significant improvements in governance in highly regulated

systems.

Respected by employees and customers/patients/clients for putting

them first and never compromising on safety or quality Skilled problemsolver able to implement creative solutions by identifying anddeveloping talent.

Most recently, I have had a high media profile promoting improvedgovernance, patient safety and public sector reform. Im collaborative,a communicator, a problem solver, decisive, full of energy and ideas,and inspiring to work with.


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Experience

Member Board Of Trustees

Public Concern at WorkFebruary 2014 Present (7 months)London Governance and financial accountability of the charity

Appearances in the media including The BBC Politics Show, ITV

Daybreak, ITN News, BBC R4 Today, Newsnight, to promote PCAWand whistleblowing

DirectorModern Leader LtdAugust 2011 April 2014 (2 years 9 months)

Campaigned for a national review on gagging clauses, now banned inthe public sector.

Coaching and advisory work to a variety of organisations from HMTreasury to regional private sector groups on fraud, governance, andsafety

Charity and not-for-profit support for marketing and business

development for start-ups

Consultant / Interim Director Social Change Ltd

Public Concern at Work (PCAW) Commissioner: UK-wide review into

whistleblowing across all sectors

Promoting patient safety and public sector accountability, appearing inthe media such as Newsnight, and speaking at national/internationalconferences

Lincoln University / Open UniversityFull time educationFebruary 2010 August 2011 (1 year 7 months)

Masters in Business Administration Graduate Diploma in Law


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Chief ExecutiveUnited Lincolnshire Hospitals NHS TrustOctober 2006 February 2010 (3 years 5 months)NHS Acute Hospitals Trust with a turnover of 340m, 7100 employees

and 800 volunteers, providing over 100 services from nine hospitals and40 other locations in the community, serving a 650,000 population in

one of the most rural environments in the UK covering c.1,500 squaremiles.

Main Responsibilities:Strategic leadership and overall performance of

the organization

Achievements:

Increased turnover by 16% (45m) from 2006/07 to 2008/09 whilst also

reducing operating costs by 15m in real terms. On arrival the organisation had an annual deficit of 13.8million

(2006/07) and this was increasing. In 12 months this deficit was turnedinto a 12.5million surplus (2007/08). By March 2009 the Trustachieved its 5-year breakeven duty, first time withoutexternal borrowing since its creation in April 2000

Created a new clinically led organisation replacing 80% of

director/senior posts with clinical directors managing a business unitbetween 30-50m per unit - whilst keeping management costs to 30%lower than other NHS Trusts

Increased the workforce by over 400 Reduced surgical waiting times by 45%; reduced diagnostic waiting

times by 90%

Cut hospital acquired infections by 40%. The Trust now has one of the

lowest infection rates in England

Met and exceeded A&E targets for a full 12 months (2007/08) for the

first time since the Trusts creation in April 2000

Restored public confidence with a high profile public relations

programme (national award runner up)

Invested 32m between 2006-2008 on improving estates and

equipment Renewed all governance arrangements including the replacement of

most board level positions and the appointment of a companysecretary

Represented all Acute Hospitals in England on the National Pandemic

Operational Group

Worked on various region wide projects in partnership with the

Strategic Health Authority, Primary Care Trusts and Local Government


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Chief Executiveand Sussex Healthcare NHS TrustSeptember 2005 October 2006 (1 year 2 months)Surrey and Sussex Healthcare is a small NHS trust that had failed to

achieve almost all national targets for over five years and was trading ata loss of 3.2m per month in April 2005. Achievements:

Led the organisation turning around the most failed NHS Hospital in

the UK (zero stars since 2002 and with the largest overspend in the

history of the NHS). In March 2005 the Trust was the worst nationalperformer on access to cancer services, accident and emergencywaiting times, and inpatient and day case waiting times and had failedmost other targets for some years. From January 2006, all operationalperformance targets were met

Reduced the monthly overspend by 2.0m each month, recurrent

balance achieved in mid 2007 Developed a whole systems turnaround plan to achieve full financial in-

month balance by June 2007, endorsed by the Department of Health

Created clinical leadership at executive level for the first time in the

organisations 7 year history shifting the culture from purely managerialto integrated clinical leadership

Restructured and rebuilt the executive team including replacing all ofthe executive directors, and the senior operational and clinicalmanagement staff. Through effective leadership, developed a dynamic

and cohesive management team. The chairman and non- executive

directors were all replaced by the appointments commission during2005/06

Used an open and transparent approach to move the culture of theorganisation from one where failure at every level was the norm, withno recognised accountability or responsibility to one that is responsive,creative and driven by an evidence of success

Repaired the damaged external relations with PCTs, SHA, Social Care,

PPI forums (seven), HOSCs, and rebuilding public confidence thoughactive engagement of the local community, media, and staff

Chief Operating OfficerQuo Health LtdJanuary 2005 September 2005 (9 months)Various public and confidential assignments on operational turnaround,

performance improvement and coaching


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ConsultantWhipps Cross Hospitals NHS TrustNovember 2004 December 2004 (2 months)

Independent consultancy to improve A&E performanceDiagnosed

process constraints, managed team workshops, and coached existingstaff in the implementation of operational changes

Facilitated the improvement of A&E performance from 88% to 96%

(98% occurred in February 2005)

Supported the newly appointed CEO in developing the executive team

Director of Service DeliveryBrighton and Sussex University HospitalJuly 2004 November 2004 (5 months)

Directed the recovery of Brighton and Sussex Hospitals waiting

list following 360 breaches of the national waiting time standardas a result of inappropriate adjustments to waiting times records

Appropriately commissioned treatment for 1,500 patients (largely

though multiple private sector organisations) within 6 weeks fromarrival

Developed new hospital-wide operational systems, including

scheduling, daily operational managementImproved productivity(e.g. in Orthopaedics by 10%)

Worked effectively with multi-agency teams from the Department

of Health, Primary Care Trusts, Strategic Health Authority andAudit Commission

Effectively engaged clinical staff and existing operational teams in

the management of Orthopaedic Services

Developed a business

case for the centralisation of trauma services which wasimplemented in 2005

Managed the political interest during Labour Party Conference

Week in Brighton with little adverse media coverage


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Deputy Director of Clinical Services, Assistant

Director (Surgery), General ManagerNorwich University Hospital NHS TrustMarch 2002 July 2004 (2 years 5 months)

Implemented the Trust's Operations Centre (national exemplar) Developed the Norfolk health system escalation plan

Achieved all the operational targets within the agreed resources

(c.65m)

Implemented patient choice in orthopaedics in May 2003 offering

2,500 patients choice

Created and implemented the Trust's Performance Management

Framework

Overhauled the Trust's waiting list management

processes

Managed projects across a large number ofspecialties/pathways (e.g. pooling of urology waiting lists,reprioritising clinical workload, and reducing urgent inpatientwaiting times from 6 months to under 8 weeks) Managed thenational Team Bonus pilot (2.4m) Led the Trust's modernisation

programme

Led capacity planning and LDP (Annual Planning) process

Piloted the national Performance Assessment Framework

Advised, briefed and prepared speeches for Ministers on regional

health issues

Head of Performance and other postsDepartment of HealthFebruary 1999 March 2002 (3 years 2 months)

Performance Managed East and North Hertfordshire Health

System

Lead the process to establishing seven Primary Care Trusts

Piloted the national Performance Assessment Framework

Advised, briefed and prepared speeches for Ministers on regional

health issues


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Various Senior Management PositionsBarnet and Chase Farm Hospitals NHS TrustOctober 1992 February 1999 (6 years 5 months)

Implemented a Trust-wide 24 million cost reduction programme

in one year

Led the development of a new 8 million community hospital

Led the operational planning for the Edgware change programme

(closure of an acute hospital)

Project managed the merger of Chase Farm Hospitals and

Wellhouse NHS Trusts

Education

The Open UniversityMBA, Masters in Business Administration2011 2011

University of LincolnGraduate Diploma in Law (eq to LLB)2010 2011

University of LutonPG Dip, PG Dip Marketing CIM1996 1998

Additional Info

. Interests

Sailing (Qualified Yachtmaster) RYA Instructor

gary walker - linked in

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