Emma Blowers

Operational management of a Health, Wellbeing and Care Hub, delivering public facing health and wellbeing services, run by registered and non-registered Hub staff and students from a variety of health and social care backgrounds. Strategic development of this brand new service, ensuring all clinical governance and service policies are in place and adhered to. Creation of a new strategy and advisory board, to support service vision and accountability. Budget management, including setting the initial budget for the service and utilising NHS England project funds appropriately. Scoping new collaborative and partnership working opportunities with organisations within Suffolk and North East Essex and Mid and South Essex Integrated Care Systems. Joint working with research and academic leads, ensuring clinical services are evidence-based and innovative models of student education and learning. Promotion of the new Hub both internally and externally facing, attending and running regular workshops and events. Submission of commissioning bids, grants and charity applications to develop partnership opportunities that tackle inequalities and fill gaps in current commissioned service offers.

Operational management of large clinical delivery group (CDG) with North East Essex Community Services division. Services included community nursing, community rehabilitation, community stroke service, neuro-rehabilitation, cardiology, respiratory, podiatry, lymphoedema and the divisional administration services. Line management of four service leads, accountable for the day-to-day running of these services. Requirement to develop and meet annual cost improvement plan targets, to support financial sustainability and recovery of division/organisation. Mobilisation of new services, including respiratory and cardiology virtual wards. Transformation of services, using demand and capacity modelling to influence decision making. Management of sub-contracts, including ECG tape service and Life after stroke services. Development of business cases to support service re-design to aid innovative transformation and financial sustainability. Close working with divisional directors and governance team to provide formal and informal monthly performance and compliance. reporting. Leading CDG complaints and incidents, including supporting staff attending serious case reviews. This role also required silver on-call commitments on a bi-monthly basis, taking silver command responsibilities for Colchester Hospital and North East Essex Community Services.

This was a secondment opportunity to operationally and clinical lead a large inpatient and outpatient Physiotherapy and Occupational Therapy service at Colchester Hospital. Day-to-day management of clinical team, ensuring resource was appropriate managed, according to acuteness of patients on the ward. Close working with hospital site team to inform and support in times of bed pressures. Budget management of the service, including re-structure of therapy assistant roles to promote integrated working across clinical teams. Transfer of musculoskeletal (MSK) outpatient physiotherapy service into existing MSK outpatient service within community division. Well-being support of therapy staff as part of post-pandemic recovery.

Operational leadership of children's Physiotherapy, Occupational Therapy, Speech and Language Therapy, Dietetic and Continence services. This role included budget management of each service, line management of 8 clinical leads and day-to-day management of the services. Supported the initial work of the Balanced System project, as part of the Essex wide Special Educational Needs transformation following CQC and Ofsted review.

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