Graham Wilson

Experience

• 

  North Wiltshire District Council

  Jan 1989 - Jan 2008

  Assistant to Chief Executive

  * Work across the authority and with partners to deliver the Council's corporate projects and change management programmes.* Manage and Lead a multi-disciplined team to review and recommend changes to the Executive Committee on the external leisure services, which was failing to ensure the service achieved value for money, improved customer satisfaction, infrastructure improvements.* Reduce the Council's exposure to risks within the existing external leisure contract and recommend alternative provision* Review existing leisure accommodation and make recommendations on achieving improvements, rationalisation and reduction in overall costs* Work with the Management Team and the Executive Committee to ensure any issues or conflicts are dealt with speedily and efficiently. Show less

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  Wiltshire Council

  Jan 2008 - Mar 2009

  * To review existing branding across the 5 authorities and recommend a new style guide for the new Council* Produce a policy on how the new branding should be implemented and managed moving forward* Produce a project plan for implementation of the new brand for the new Council within a £350,000 budget constraint.* Ensure that key priority areas for branding are identified and work with external and internal partners to ensure these are branded within an agreed timescale.* Look at opportunities to improve brand recognition and make recommendations on where changes to policy and procedures need to be introduced.* Negotiate and influence Senior Managers to ensure they are engaged and working towards a corporate approach to branding for the new Council.* Ensure effective and timely communications with programme office, Corporate Management Team, customers; employees and elected members are in place to promote the new authority brand. Show less * Manage and Lead work across the key frontline services within the County and 4 District Council's to ensure these are brought together prior to vesting day.* Implement an agreed project plan setting out the prior for the services* Ensure systems and processes are put in place to deliver the key priorities for the new Council prior to Vesting Day, linked to delivery of the overall plan* Negotiate and influence Senior Managers to ensure they are engaged and working towards a shared purpose and outcome* Ensure effective and timely communications with programme office, Corporate Management Team, customers, employees and elected members is in place to enable engagement and two way sharing of information. Show less

  • Branding Project Manager

    Oct 2008 - Mar 2009

  • Frontline Services Project Manager

    Jan 2008 - Oct 2008
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  NHS PCT

  Jun 2009 - May 2011

  Assistant Director of Planning Performance & Estates

  * To assist the Executive Directors in the development of the overarching strategic direction for Business Planning across NHS Swindon* To ensure a high level of awareness of the business planning process and the business plan across the organisation and where relevant with our external partners.* To work with Swindon Borough Council to ensure that plans and performance management are aligned, where appropriate and work together to improve the experiences of patients* To be responsible for leading the development and implementation of a robust performance management framework for NHS Swindon, including establishing appropriate challenge mechanisms in order to provide assurances on progress to the Board.* To ensure that all directorates develop and implement action plans to monitor performance against actions and put in place measures to correct an adverse outcome.* To ensure that the NHS Swindon Board receives appropriate information that can be quickly assimilated and understood to enable them to monitor organisational performance against delivery of the business plan objectives.* To undertake specific work on behalf of the Chief Executive and Directors Team to investigate and resolve key performance issues * To develop and maintain an overview of the proper utilisation and functions of all of the NHS Swindon freehold, leased or licensed buildings.* To develop a plan for the upkeep, maintenance and development of the NHS Swindon Estate.* To be the contract manager and client for the Estates functions contracted to NHS Wiltshire, ensuring value for money and effective use of resources.* To ensure the effective management of the estates, ensuring they are fit for purpose and managed in a safe and efficient manner Show less

• 

  Swindon PCT

  Jun 2011 - Mar 2013

  Assistant Director of Estates and Project Manager for Urgent Care & Property Rationalisation

  * Strategic Lead for Estates rationalisation working in partnership with Swindon Borough Council resulting in a saving of £500,000 annually. Negotiating successful surrender of leases ensure projects are in place to pick up any dilapidation responsibilities* Relocation of the NHS Swindon HQ function to a town centre location and moving the new community provider into the former PCT HQ office.* Chair of the Urgent Care Project Board responsible for the successful delivery of the Urgent Care redesign. This is a strategic board with Senior Executive and Clinical representatives from across the community.* Manage and Lead a multi-disciplined team (including clinicians) to review and recommend changes to NHS Swindon on the delivery of a redesigned and integrated Urgent Care, which was failing to ensure the service achieved value for money, improved patient satisfaction and infrastructure improvements; Achieving a 10% reduction in A&E attendances and 10% reduction in admissions into the Acute Hospital* Delivery of an integrated single point of access (telephony solution) for health care professionals to use to help reduce inappropriate admissions and enable more community based delivery of care.* Implemented a successful service charge process and documentation enabling all tenants for the first time to see the full costs of the estate they occupy and the split of charges applicable to them, creating a template based on the RICS guidance, which is being used by other organisations now as an template for good practice.* Successfully negotiated with private sector developer for the provision of a new health centre for Swindon to be delivered in 2015, at substantially less costs then originally proposed, bringing the projects costs in within budget and the agreement of 1 year rent free and waive of rent review on the existing premises, valued in excess of £500k. Show less

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  Buckinghamshire County Council

  Apr 2013 - May 2013

  Property Management Advisor

  Undertake a review and make recommendations on the delivery of a strategic estate delivery model for working with a variety of partners, which:* Sets out clearly how to manage the estate more effectively;* Improved model for collaborative working with partners via a shared and equal partnership approach with other public sector / 3rd sector bodies; * Provide alternatives to maximise the financial savings and opportunities for its estate; * Produce a comprehensive report on areas for improvement. Show less

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  NHS Property Services Limited

  Sept 2013 - Oct 2013

  Advisory Project Manager

  Responsibilities & Accountabilities* Undertake a review and make recommendations on the setting up of a project management framework for the delivery of a new health centre working with a variety of partners, which: -* Set out clearly how to manage the project effectively * Improve model for collaborative working with partners via a shared and equal partnership approach with other public sector / private sector bodies * Provide alternatives to maximise the financial savings and opportunities for the project* Produce a comprehensive report on areas for improvement and risks.Achievements* Project Management Structure adopted and implemented with partner support* Achieved savings to the project by use of fund with local authority.* Areas of improvement report prepared to improve effectiveness of partnership working within NHS Property Services to enable effective management and delivery of the project. Show less

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  NHS Bristol CCG

  Jan 2014 - Sept 2014

  Better Care Programme Manager

  Programme Development and Management* To setup appropriate governance Better Care Fund to enable appropriate Governance and Programme Management to be put in place.* To develop the Better Care Fund templates to enable the vision and ambitions of the programme to be articulated and agreed* To ensure that the Programme Board is advised of any new development or directives in relation to the Better Care Fund programme, and to maintain knowledge of guidance, best practice and developments in other areas that can inform the local approach.* To lead on the implementation of selected projects / workstreams, and participate in those which may be led by other project / programme managers within the Council, or CCG. .* To monitor and coordinate progress on each aspect of programme delivery, liaising as appropriate with lead officers across all projects / workstreams, and ensuring appropriate links with other projects and strategies.* To ensure that appropriate records are maintained in a timely fashion* To report progress to the Programme Board in accordance with an agreed schedule.* To carry out impact analyses of aspects of the work programme and advise the Board accordingly* To identify any risks to implementation within agreed timescales, and report through agreed lines.Liaison, Partnership Development and Consultation* To arrange and lead, or participate in information sharing and consultations with a range of groups, including people who use services, family, carers and other stakeholders* To present information to individuals and groups in a range of appropriate formats. This will include preparing reports for the Health and Wellbeing Board, the Programme Board, and other bodies as required to inform the Council’s and CCG’s decision making* To work with appropriate partners to devise methods of measuring the outcomes for people, and improvements in their lives as a result of implementing self directed support. Show less

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  Bristol_CCG

  Sept 2014 - Sept 2016

  Urgent Care Programme Manager

  * Programme Lead responsible for the successful delivery of the Urgent Care redesign, working with Senior Executive Directors and Clinical representatives from across the community.* Manage and Lead a multi-disciplined team (including clinicians) to review and recommend changes on the delivery of a redesigned and integrated Urgent Care system, which was failing to ensure the service achieved value for money, improved patient satisfaction and infrastructure improvements.* Written and achieved buy-in and support for service specifications for changes to the Urgent Care Pathway including Single Point of Access, and Joint Front Door.* Implement Project Management governance to the delivery of the Urgent Care Projects, which are signed up to by the commissioners and relevant providers* Achieve a reduction in A&E attendances and admissions into the Acute Hospitals to support delivery of QIPP Show less

• 

  Bristol, North Somerset and South Gloucestershire CCG

  Jun 2016 - now

  A complex procurement and mobilisation of a 10 year, £1.2b community contract. The contract had previously been provided by 3 incumbent providers. The outcome of the procurement resulted in one of the existing providers being successful, requiring the transfer of services from two remaining incumbent providers.• Chair the Joint Mobilisation Board between the CCG and the new Community Contract provider to ensure the CCG receives appropriate assurances throughout the mobilisation phase to ensure services transferered safely.• I was responsible for designing, establishing processes and procedures which maintained communications between workstreams and PMO; interfaces between the programme and other business as ususal systems. • Updating and maintaining the internal programme plan, and risk and issues registers, producing reports on progress against deliverables as required.• Support the assurance of the contract mobilisation as part of regular review meetings with NHSE to provide assurance that contracts will transfer safely, whilst continuing to ensure that business as usual was maintained across the providers during the 6 month mobilisation phase.• Provide programme management and specific support focusing on the community contract mobilisation with focus on the enabling functions including digital, estates and information governance.• Deputise for the Programme Director where required, in particular regarding support to the Governing Body, Commissioning Executive or Strategic Finance Committee.• Ensure that appropriate assurance was provided to give the CCG confidence that the contract will safely mobilise and assurances on the close down of the two incumbent providers. • Undertake project management roles on an ad hoc basis providing expert advice and guidance to staff working on project delivery or within the business usual part of the business.• To ensure that compliance with Information Governance requirements including records management. Show less * Contract management of the external commissioned support services (CSU) across BNSSG as the intelligent client working closely with service leads to deliver key priorities providing robust challenge or leadership for performance, developments or any financial issues.* Support the development of the new culture, vision and policy development for the new CCG * To setup a new Corporate Services function including IT, GPIT, Estates, Human Resources, and Information Governance providing Senior Leadership and Management. * Provide strategic leadership for estates for services commissioned by the CCG.* To setup an STP estate group and develop an STP Estates Strategy working with system partners across BNSSG.* Providing advice to the CCG on all strategic and operational issues * Develop new flexible working into the CCG including the implementation of new IT solutions including devices and audio and video solutions. * Support the delivery of a number of key organisational programmes and projects to support the delivery of the CCG key projects including procurement.* Rationalise the Community and Corporate Estate across BNSSG* Provide senior leadership for all corporate operational and business functions on behalf of the CCG* Working closely with General Practice providers in relation to the development of estate and GPIT solutions that support new ways of working and the evolving models of care.* Ensure that the CCG has effective Human Resource and training systems in place so that the CCG recruits and retains an effective and efficient workforce. Show less

  • Programme Manager PMO - Community Contract Procurement & Mobilisation

    Sept 2019 - now

  • Interim Head of Corporate Operations and Strategic Estates

    Jun 2016 - now