Cora McKeown

• Orchestrated effective communication initiatives, which improved internal transparency and engagement.
• Coordinated corporate events for enhanced stakeholder engagement.
• Fostered strong relationships with key stakeholders enabling them to influence the future designs of our new hospitals.
• Designed interactive learning materials to boost engagement and knowledge absorption rates.
• Negotiated with and influenced senior decision-makers at board and upper management.
• Managed multiply engagement projects, workshops and campaigns for variety of stakeholders to ensure their voice is heard.

• Embedded patient, public and professional experience manager for the New Hospital Programme, (NHP), responsible for organising engagement campaigns to ensure the voice of the patient, public and professional is heard.
• Responsible for the NHP Clinical Expert Register, selecting clinical experts to call upon for opinion towards the design of our new hospitals.
• Work in collaboration and partnership with NHSE co-production to work in partnership for the benefit of the patient and the public.
• Recruited four patient and public voice partners to ensure the patient and public voice is heard and positively impact hospital design.
• Led on governance: Chair of the Patient and Public Governance Group and Deputy Chair for Clinical Strategic Oversight Group, all to ensure external attendees are sighted on our work, can challenge and monitor our progress.
• Formed and chair an Engagement Group across the Hospital 2.0 Transformation Directorate for alignment of joint engagement campaigns and a consistent approach, avoid duplication of efforts.
• Work alongside the NHP Communication team feeding into NHP wider engagement to streamline engagement campaigns.
• Deputise for chairing the Royal College meetings on behalf of the Innovation workstream.
• Engage with national leads and charities for obtaining expert knowledge; for example, Falls UK, Dementia UK and HoPE to gain a wider perspective on our engagement.
• Network to continuously grow contacts and increase brand awareness and NHP reputation.

Clinically visible Matron for 4 Neuroscience wards plus one of the Trust's COVID wards

• Drove change management initiatives, contributed towards departmental and organisational growth.
• Contributed significantly towards achieving project goals within stipulated timelines by demonstrating excellent time management skills.
• Provided professional and managerial leadership for the nursing teams with an authoritative presence which improved nursing care quality metrics.
• Supported the Trust's safety and quality agenda with the needs of the patients' at the centre of the delivery of care.
• Performed as a member of the Trust's Matron forum hosted by the Chief Nurse directorate.
• Established an initiative to improve the quality of healthcare assistants practice for the direct benefit of ward based patient care.
• Participated actively in patient consultations with physicians contributing valuable inputs for optimal patient management.

Led the Recruitment and Retention Project 2019/21
• Reduced the "nurse time to hire" from 120 days to 60 days
• Changed the Trust 10% nurse vacancy rate to below 3%
• Recruited nurses ahead of competitors due the improved process
Led and responsible for introducing a new system to support Bank staff nurses. This included introducing robust induction; assist with pastoral care; introduced risk, quality assessments and clinical competencies

Teaching patients and their family members on the policy and procedure in giving their own intravenous medication from home.
Built clinical skills:

• Changed practice by introducing a new 'preparation process' making the organisation of the patients' care more streamline.
• Insertion of long lines in preparation for home intravenous medication
• The care of Peripherally Inserted Central Catheters, (PICC) and Port access for home intravenous medications
• Venepuncture
• Supporting and educating new members of the nursing team, assessing their skills in completing competencies as above
  
• Managed teams by overseeing hiring, training and professional growth of employees.

Raising our son and supporting a family franchise business

Project managing a Clinical Governance Quality Agenda within East Anglia and London NHS Trusts.

• Delivered 10 day Leadership programme for ward managers, in line with the RCN Leadership Programme for ward managers. Over 100 Ward Managers completed the programme
• Devised and delivered a programme to support Caseload Management, addressing and defining increased roles and responsibilities for Health Care Assistant
• For Cambridge University Hospitals succeeded in running a 2 year project
  coordinating nurse induction and online training website specifically for overseas nurses for their continued professional development
• Established training programme provided to overseas nurses as part of their Trust induction. Lesson plans created so that training could be replicated by any member of Nurse Educational Team.
• Presentations to the Trust Board, executive and non-executive members with up to date progress figures.

24 hour responsibly when managing and leading nursing teams, main focus on safe and quality care, challenging embedded practices and introducing innovation.

• Managing budgets, staffing and resources.
• Quality and risk manager representative.
• Responsible for infection control agenda
• Coordination of staff mandatory training and safety updates.
• Clinician Supervisor rolling out reflective practice for nurses.
• Managing incidents, complaint outcomes for best practice and shared learning.
• Transformation of the step down ward into a evidence Based Practice Unit