Part-time secondment providing advice, guidance and support for the preparation of an OBC, FBC and PFI procurement process for a 90 bed mental health development.

Development of plans for the provision of new critical care services and day surgery as part of a long-term strategy for the development of acute health services as an integral part of the local health system. Preparation of an Integrated Health Investment Plan to obtain approval for a major capital project covering, primary, intermediate and secondary care services for health system covering a population of 300,000.

Part-time secondment involving the management of a PFI project to replace a 42 bed adult acute mental health unit. Prepared service specifications and lead negotiations with the private sector through to financial close. Also undertook full risk analysis and developed a simulation model to assess the accounting treatment of scheme.

Responsible for completing a study of estate usage and formulating an estate rationalisation plan which reduced the Trust's total estate costs by £1 million per annum, provided improved patient care facilities and clinical relationships without reducing service capacity. Implemented the rationalisation plan through seven capital projects with a total value in excess of £1.3 million, completed over an eight month period.

Managed the whole-hospital private finance project on behalf of two Trusts. Developed the procurement process and key aspects of the PFI contract based on extensive research of contemporary PFI schemes. Responsible for developing the tender documentation and formulating the trusts' functional requirements, output specifications and performance and availability mechanisms. Responsible for developing the project from pre-qualification through to draft full business case stage, ensuring the project was affordable, provided better value for money than a publicly funded option and yielded a significant transfer of risk to the private sector.

Working with the chief executive and directors of the Trust, responsible for defining the Trust's strategic direction and producing an outline business case for a £50 million capital investment scheme for the centralisation of all services onto one site. Developed and implemented a software model for planning future resource requirements based on demographical and market changes set against performance targets agreed with consultant medical staff. Facilitated work to develop hospital wide service, process and building designs, based on the patient focused care philosophy. Successful in achieving approval for the capital and service developments from the Health Commission, the Community Health Council and the NHS Executive.

Managed Non-clinical Support Services at two hospitals. Responsible for 257 w.t.e. staff and operated on a balanced budget of over £5 million. Completed a competitive tendering exercise for domestic services resulting in annual revenue saving in excess of £500,000. Developed waste management policy and system to ensure compliance with the Environmental Protection Act 1990. Responsible for the introduction and management of Pay and Display car parking realising an annual profit of £110,000 in 1993/94.

Managed all engineering and building maintenance services. Responsible for capital planning and managing the capital programme. Completed a major reorganisation of the Estates Department, including the introduction of multi-skilled working to increase the operational efficiency and responsiveness of the maintenance service while significantly reducing staffing costs.

Responsible for engineering and maintenance services for part of a major District Hospital site, a learning disabilities unit, community properties and health centres. Principally responsible for commissioning the first all-electric hospital in the country. Undertook extensive environmental monitoring as part of the design evaluation process. Responsible for the development of engineering solutions to solve operational problems which arose during the commissioning and evaluation period.

Responsible for commissioning a seven storey 400 bedded surgical wing, including 8 operating theatres, ITU, pathology laboratory and theatre sterile supplies unit. Managed the central steam boiler house and a maintenance team of six.

Responsible for the management of engineering and building maintenance at five community hospitals and four health centres. Undertook the design, tender and project management of a refurbishment programme for two community hospitals, total value £400,000.

HNC Mechanical Engineering with four endorsements

OND Mechanical and Electrical Engineering

GCE Metal Work, Technical Drawing

CSE English, Physics, Geography, Mathematics, Metal Work, Technical Drawing

In-service Training and other Courses

Hospital Engineering Centre: Sterilisation for Engineers; Mechanical Medical Equipment Maintenance; Management Development; Advanced Management Development

Eastern Electricity Board: High Voltage Operations and Switching

Leicester Polytechnic: Advanced Middle Management Course

Regional Health Authority: PRINCE Project Management System; Handling Violence and Aggression

NHS Estates: The Keele Course, Basic and Advanced; Activity DataBase for Windows

Editor of a Community Newspaper, 1979 - 1982.

Co-founder and sound engineer of the local Talking Newspaper for the Blind , 1981 - 1986.

Secretary to the local branch of the British Judo Club, 1985 - 1987.

Drama Group Treasurer, 1985 - present.

Fellow of the Royal Society for the Protection of Birds.

Travel, photography, science and technology, real ale and food.