jackie younger

Working as part of the Board of Trustees to offer strategic advice and support. Developing the Newsletter for Members and visiting Africa as required to provide leadership and train the trainers programmes for nurses as selected by the relevant Minstries for Health

The key priorities with this role were to lead a co-ordinated approach to the development of practitioner level practice. This programme centred on the introduction of non-medical staff undertaking tasks previously carried out by doctors. The National Practitioner Programme (NPP) was a complex multi-specialty programme being developed in several sites. It covered anaesthesia, surgery, perioperative practice, endoscopy, critical care, acute medicine and primary care. I also represented the programme at many Department of Health and other national meetings. I was responsible for line management of 20 peripatetic staff and budgetary management of up to £3 million. Making year on year savings.

Overseeing all of the Modernisation Agency - Changing Workforce Programme Advanced and Assistant Practitioner developments, managing a peripatetic team of 20, developing national curricula with the relevant Medical Royal Colleges and being a member of the Department of Health Non Medical Prescribing Board

Leading the development of the surgical care practitioner role and the role of the perioperative specialist practitioner. Liaising with the Royal College of Surgeons, pilot sites and Universities providing an educational prpogramme for such roles

Having been Chairman of the Education Committee of what was known as the National Association of Theatre Nurses, I was then elected Vice Chairman. I stood down to concentrate on my work and home life and prepare for my PhD studies.

Working as part of the Park Street Consulting team as required

Originally Directorate Manager of Theatres, Critical care & Anaesthesia then Directorate Manager for Education and Development.During the last year of my employment before moving to the Department of Health I was the designated Modernisation Lead for Papworth

Working within the Workforce PMO, I am involved in workforce projects that may include care pathway reviews, role and organisational redesign and new ways of working using service improvement tools and methodologies including “LEAN.” I take responsibility, where appropriate, for performance reporting on the delivery of projects I am managing, writing reports, giving presentations and facilitating events.

My portfolio included organisational design, all education and development services, staff engagement and internal and external communications. Covering for the HRD as required, supporting system wide transformation projects and providing exective of the day cover and director on call support for operational services overnight and at weekends.

Working as a programme developer, presenter and student facilitator on the Organising for Quality and Value: Delivering Improvement Programme as required Undertaking detailed case study reviews to demonstrate the benefits realised from the programme

Accepting part-time or short term consultancy assignments providing advice and support to enable: new ways of working, service redesign, service improvements, change management, service improvement training, organisational development and team leadership / management training. See achievements between 2007 and 2014 below. I am happy to work through a fixed term contract, an employer's bank, via an agency or as an associate if this is easier that employing a consultant off framework. I can also work through Park Street Consulting Ltd as I am also still an associate with them and through this route, we can provide a team of people if required

Advanced Accreditiation in Team Management Profiling 2005

Supervisor; Professor Jennifer Wilson-Barnett An Evaluation of the Roles of Non Medical Personnel in Surgical Practice. It was impossible for me to complete this PhD research as it became my full-time job and therefore objectivity and validity could not be demonstrated / proven.