Sean Bradbury

Experience

• 

  ICE Creates

  Apr 2001 - May 2006

  Multimedia Manager

  Employed full time as the Multimedia Manager for ICE Creates, a leading design and communications agency based on the Wirral. Responsible for the multimedia department, managing a team of designers and the delivery of all the multimedia content within the company.The role encompassed all aspects of project and design management, including:▪ Close liaison with the sales team, determining briefs, budgets and timescales▪ Managing the project schedule, delegating tasks appropriately and adhering to agreed milestones▪ Ensuring consistencies were maintained and a joined up approach taken between other departments such as Graphics, Event Management and Public Relations▪ Making certain the project was delivered satisfactorily and debrief to colleagues and the management teamThroughout the process clear communication was crucial to guarantee expectations were met and working relationships were cemented for the future.Across both the public and private sector, the range of clients I successfully worked with was as varied and diverse as the projects that were delivered. As demonstrated by the following selection:▪ Developing the online presence of the National Benefits Project for the Office of the Deputy Prime Minister▪ Delivered interactive kiosk solutions for public services such as Lincolnshire Police and Avon Fire and Rescue Service▪ Produced an engaging CD Rom to support Liverpool City Council's successful bid to become an UNESCO World Heritage Site▪ Created innovative retail solutions for McArthur Glen and the Body Shop▪ Supported companies such as Great Outdoors and Hayes & Finch to embrace e-commerce Show less

• 

  Liverpool PCT

  Jun 2006 - Mar 2013

  The Cheshire and Merseyside Teaching PCT Collaborative (CM tPCT), was a network working across 8 Primary Care Trusts (PCTs), focused on strategic workforce development. I extended the remit to incorporate the majority of NHS organisations in Cheshire & Merseyside and some in the wider NW.I chaired the Education Learning Steering Group (ELSG), providing a platform for organisations to meet on a regular basis. This allowed for joint working and enabled strategic decision making and collaboration.The network comprised of a team of 2, myself and an administrator. Despite this, I was able to deliver a wide and varied agenda due to the engagement with a range of organisations, securing their support. I held no direct authority to impose initiatives, but instead needed to influence and negotiate by sharing a common vision and aligning benefits to the needs of organisations.I delivered a number of programmes of work, including:▪ Implemented the Core Skills Framework to standardise Statutory and Mandatory training. Initially in Cheshire and Merseyside, expanding to organisations in the NW. Recognised nationally and won the HSJ Efficiency Award for Training and Development.▪ Delivered a CPD programme to support emerging commissioning roles in Clinical Commissioning Groups (CCGs).▪ Deployed the Assessment, Diagnosis and Management of Childhood Minor Illnesses programme in partnership with Liverpool John Moores University. This provided walk-in centre staff with greater competency and confidence to diagnose children more effectively and reduce referrals to hospitals.▪ Developed Public Health Competences for the wider workforce.▪ Piloted the Skills Passport for Health in partnership with Skills for Health.▪ Supported a multi professional network leadership programme in partnership with the Merseyside and Cheshire Cancer Network (MCCN).▪ Embedded simulation-based education for the first time in primary care in the NW, utilising the Simulation Centre at Aintree Hospital. Show less Part of a newly formed team, tasked with developing and implementing eLearning. Starting from a position that the majority of people within the organisation were either unaware of eLearning or didn't see it as a viable option. I was tasked with making eLearning recognised and accepted within the organisation. To do this it was necessary to establish a programme of work that tackled the following key areas:▪ The set-up of a Virtual Learning Environment (VLE)▪ Identifying existing eLearning content that would be suitable for the organisation▪ Developing new eLearning content that addressed the gaps in the organisation's priorities▪ Rolling out eLearning across the organisation, raising its profile, engaging the workforce and tackling any issues, for example access and training▪ Embedding eLearning into the existing L&D provision▪ The management and administration of the VLE systemIt took a period of 12 months to achieve the main outcome of implementing eLearning across the organisation. The success of which lead the Strategic Health Authority (NHS NW) to request if the eLearning Development Team could support them with the implementation of eLearning across the North West region. This was agreed and managed through a formal Service Level Agreement (SLA).Alongside managing and maintaining eLearning within Liverpool PCT, the role took on the following regional responsibilities:▪ Visiting individual NHS Trusts on a consultancy basis to help them establish eLearning and accelerate its implementation within their organisation▪ Sharing learning, experiences and different approaches with organisations to help them found a best fit▪ Facilitating region wide showcase events, workshops and training▪ Developing new eLearning content that addressed the collective needs of the region▪ Providing a first line support function to troubleshoot issues faced by individual NHS Trusts Show less

  • Network Lead, Cheshire & Merseyside Teaching PCT

    Jan 2009 - Mar 2013

  • eLearning Development Lead

    Jun 2006 - Dec 2008
• 

  NHS Merseyside

  Sept 2011 - Mar 2013

  Head of Workforce Development

  Alongside my substantive post of Network Lead for the Cheshire & Merseyside Teaching PCT Collaborative, in September 2011 I was appointed the Head of Workforce Development for NHS Merseyside. This was a cluster of 4 Primary Care Trusts, made up of Halton & St Helens PCT, Knowsley PCT, Liverpool PCT and Sefton PCT.I was responsible for the learning and development of staff in NHS Merseyside and the following organisations:▪ Merseyside Commissioning Support Unit (MCSU)▪ 6 Clinical Commissioning Groups (CCGs)This involved managing a number of specific learning and development activities, including the following:▪ Training Needs Analysis (TNA)▪ Statutory & Mandatory Training▪ Career Transition▪ Performance Development Reviews (PDRs)▪ eLearning provision▪ Organisational lead for Continual Professional Development (CPD)▪ Recording / reporting on training compliance▪ Determining relevant policies and proceduresI oversaw a number of budgets, contracts and SLAs, totalling approximately £250K. This involved commissioning bespoke activity, managing contractors and providers and ensuring value for money.I managed a team of 5, directing day to day work activities, managing performance and supporting the development of both the team and individuals.I was accountable to a number of committees and for submitting regular papers and reports against agreed Key Performance Indicators (KPIs), for example PDR activity to the HR & OD Committee and statutory training compliance to the Risk & Governance Committee.I was responsible for the development of objectives, plans and work-streams to shape the direction of the Workforce Development Service based on local policy and the strategic position of the organisation, taking into account NHS policy and the wider system implications.I oversaw the management and co-ordination of a wide variety of events, and ensured key information was facilitated to large and varied audiences and through multiple channels. Show less

• 

  East Cheshire NHS Trust

  Apr 2013 - Aug 2015

  North West Core Skills Programme Manager

  I ran the North West Core Skills Programme (NWCSP), implementing the Core Skills initiative (focused on Statutory and Mandatory Training) and a number of related workforce programmes across the NW on behalf of Health Education North West (HENW). I was accountable to the Management Board hosted by East Cheshire NHS Trust, and responsible for approximately £230K per year.To work with a large range of organisations effectively, I adopted a Programme Management Office (PMO) approach to ensure processes were streamlined and joined up across different organisations. Within the PMO I managed a Programme Office Manager, Programme Support Officer and 2 Project Managers. I engaged a wide group of stakeholders, both regionally and nationally, including NHS organisations, education institutes, regional and clinical networks, Skills for Health and regulatory bodies. Within these organisations, stakeholders ranged from senior executives needing to be engaged at a strategic level to supporting operational managers and the wider workforce to ensure objectives were delivered on the ground. Operating externally to these organisations meant I needed to manage without authority, and often upwards to senior positions. This relied on my influencing skills and securing agreement for collective goals.One of the outcomes we achieved was the production of a comprehensive range of education materials to support the delivery of the Core Skills. This included eLearning packages, PDF workbooks, PowerPoint presentations and trainer notes. This provided a consistent approach that allowed previous training to be recognised and shared between organisations, preventing needless duplication. The resources were so successful that they were adopted by organisations across the country prior to the development of the current national Core Skills materials. Show less

• 

  Health Education England

  Sept 2015 - Apr 2021

  With the COVID-19 Pandemic, I was part of a daily emergency briefing group, responding to government directives to address the ever-changing circumstances. One of the areas I focused on, was to source training resources that could be used to support frontline workers, particularly those redeployed from other clinical areas.Examples included Personal Protective Equipment (PPE), Handling Infectious Diseases and End of Life Care. These were sourced from providers, research / education bodies, industry and commercial companies. For content that normally required licensing or payment, I negotiated with the relevant parties to make the content freely available to the NHS workforce. As resources were collated, I helped set up a National Clinical Leads Group, to quality assure the content to ensure it was relevant and up to date.Another key project I led was the initial development of the Pathology Portal, a national learning platform for medical trainees, in partnership with the Royal College of Pathologists (RCPath). Adhering to the Government Digital Service (GDS) standards, I managed the Discovery and Alpha stages of the project. I oversaw the user research, defined the specification and created the development roadmap, ensuring it aligned with wider technical roadmaps for complementary systems such as the Learning Hub. The build was contracted out to commercial suppliers (BJSS for Discovery and Softwire for Alpha). I ensured they delivered the contract within the agreed budget, specification and the outputs met the expectations of the RCPath and their trainees.One of the biggest changes with COVID-19, was the need to move to remote working. Recognising the impact, I established remote stand ups on MS Teams for my own team and extended it to wider members. The focus was to provide a welfare check, ensure everyone was fully briefed and provide support where needed. These continue today and are open to everyone across all of TEL to meet up and connect. Show less I developed a strategy to enhance healthcare education and training through innovation, using existing and emergent technologies.I needed to understand best practice and gather evidence to support the development and improvement of education methods. I provided multi-professional guidance and advice across regional and national work-streams and gave support to stakeholders and localities across the North of England.I divided the delivery of innovation into 4 areas:• Education Technology – This included Technology Enhanced Learning, but also covered emerging technologies such as virtual and augmented reality and artificial intelligence.• Education Systems – The infrastructure needed to support innovation, included Learning Management Systems, Placement Management Systems and Passport Systems.• Simulation Based Education – Replicated scenarios and tasks, allowing learners to develop competences and behaviours in a safe learning space.• Digital Skills – The workforce needs to be more comfortable using digital tools to contribute and deliver outcomes quicker, easier and safer. Main areas; digital literacy, digitally enabled organisations and anticipating the future digital skills needed.Examples of innovation activity:• Access to IT – NHS Trusts to provide a minimum level of provision to give learners access to the IT and clinical systems needed on placement. Ensured equitable access and a standardised approach across providers.• Piloted a digital skills development programme with primary care staff to enable them to engage with their patient groups more easily, for example through social media. • Systemwide Training & Education Passport (STEP) – Deployed an online system allowing the transfer of training / employment data between organisations to support greater workforce mobility. • Augmented Realty Laparoscopic Simulator – Piloted Mixed Reality to explore how it could accelerate competency in Laparoscopic Surgery compared to traditional training. Show less I was the regional lead for Technology Enhanced Learning (TEL), Maximising Systems and Career Engagement. This involved supporting the workforce to have the technical capability and establishing systemwide tools to enable new ways of working. With Career Engagement I was responsible for opening up new pathways into health to reach as wide an audience as possible.The following 3 examples show the range of activity I led on:Suicide Awareness eLearning Package – Working with the Public Health Lead in HEE and in partnership with Public Health England, established a multi-agency group, with representation from Local Authorities, the Police and the Samaritans. Developed an eLearning Package aimed at providing an awareness to be to identify someone at risk of suicide and give the confidence to act on these concerns. The package was scenario based, with innovative use of video to support decision branching and greater engagement. Initially a regional resource, its success led it to being shared nationwide.Placement Management Systems – Working with 4 Universities across Cheshire and Merseyside, supported the deployment of a shared placement management system across the 4 institutions. This involved reviewing how placements were previously managed, creating a joint specification, running a full OJEU tender, contracting the successful bidder and overseeing the implementation. Following this, established a similar approach with 5 universities across Greater Manchester and Lancashire.Career Engagement Hubs – I set up 3 hubs, based in Cheshire & Merseyside, Greater Manchester, and Lancashire & South Cumbria. The purpose was to join up schools and colleges with their local health providers to create a greater interest in health careers and new opportunities to join the health workforce. Activities included open days, work experience, placements, foundation programmes and apprenticeships. Show less

  • National TEL Programme Manager

    Jan 2020 - Apr 2021

  • Regional Innovation Programme Lead, North of England

    Oct 2017 - Dec 2019

  • Programme Manager for Education Transformation

    Sept 2015 - Oct 2017
• 

  NHS England

  Apr 2021 - now

  Supporting TEL National Programme Manager

  I established the Supporting TEL Function within the Technology Enhanced Learning (TEL) Team, to align the national work of TEL with healthcare organisations and their teams across England.My approach followed 2 steps. I first, made sure national initiatives were relevant both regionally and locally, by communicating and sharing in a way that was meaningful at each level of engagement. Second, and more importantly, I listened to stakeholders to understand their needs, recognise areas of innovation and provide support. This in turn was fed back to the wider TEL team to shape national activity and influence future developments.To achieve this, I provided leadership and motivation to a team of 15 individuals, enabling delivery across the following areas:Relationship Management – Building the team from scratch, had a lead in each region, to provide the link between national and local activity, give strategic guidance, gather intelligence and support collaboration.Support – Provided Information, Advice and Guidance (IAG) to TEL practitioners across healthcare. Included a team of Immersive Learning Technology Officers (ILTOs), who enabled the adoption of Immersive Technology. Engagement – Facilitated regional TEL Networks to support anyone with an active interest in TEL. Forums were held quarterly in each region, supporting local activity. Alongside this, provided an engaging and evolving CPD programme, covering areas of interest, development and emerging technology.Projects – Supported initiatives or issues across the system, including scaling up innovations and resolving common problems faced by organisations. For example, addressing access to IT for learners, developing guidance on accessibility and using emerging technology to support remote supervision. Show less