Lisa Warrender

• Day to day running of my portfolio of Mental health services- 24 hrs Crisis Helpline, Peripatetic Crisis and Support Team, NHS111 Mental Health Option, Chathealth Crisis Text
• Conducting thorough audits on services provided, maintaining top-quality standards consistently.
• Chairing service wide meetings to set performance goals and review progress regularly.
• Establishing clear lines of communication between management and staff, fostering a harmonious working environment.
• Reviewing operational policies periodically for improvements in efficiency and effectiveness.
• Fostering strong relationships with external stakeholders through excellent customer service skills.
• Coordinating staff development and training to improve overall service delivery.
• Identifying training needs and opportunities to provide Continued Professional Development (CPD) for staff.
• Overseeing workforce recruitment and development processes to guarantee service delivery
• Identifying service gaps, developing plans to strengthen or expand the offer to address or improve any gaps.
• Reporting into Trust workstreams to provide assurance on quality, clinical effectiveness, patient safety and financial integrity.
• Monitoring service performance for achievement of Key Performance Indicators. Escalating any challenges or blockers that I am unable to address
• Driving service improvement and innovation.
• Supporting management team to deliver services across the portfolio. Supervise, performance manage and develop management team.
• Sourcing and developing systems to provide functionality to the service. Supporting staff through training to utilise systems. Problem solving issues and challenges.

• Day to day running of telephone helpline, shift coordination.
• Clinical support of staff during high risk or complex calls. Debrief and support of staff
• Supervision and appraisal of staff team
• Clinical management of regular callers. Management planning, collaboration with service users and their clinical teams.
• Communicated changes, updates, improvements to the staff team.
• Chaired staff meetings to discuss challenges, changes, data and performance.
• Assisted in recruitment processes to ensure selection of competent clinical staff.
• Led training programmes to enhance the clinical skills of junior team members.
• Fostered a positive work environment through transparent communication and fair decision-making processes.

• Analysing and defining current clinical and operational processes of Trust services and Teams
• Identifying possible future states of processes. Ratifying optimal future processes
• Designing and Specifiying Forms, tools and documents in an Electronic Patient Record ( EPR)
• Assisting with coding of new documents into the Electronic Patient Record
• Testing and sign-off of new tools. Demonstration of tool to the service requiring the build.
• Training the service or team in the use of the new build.
• Identifying staff requiring any extra support or staff resistance to the change. Putting measures in place to support and address.
• Designing the supporting guide and document to assist staff in using new tools.
• Floor walking during Go Live of new systems, documents or tools to support and train staff teams. Problem solving any issues.
• Writing Business continuity plans for loss of services.

Seconded into the Modern Matron post for 12 months and was responsible for specialist services.
The job entailed maintaining clinical quality across the footprint in terms of clinical skills, documentation, health and safety and incident management.
I was a regular presence on the wards modelling good practice. I also used the time on the wards to identify areas of improvement and drive that improvement through training, procurement of equipment or services, environmental monitoring and facilitating/ expediting improvements. I also represented the clinical workforce at Board level and was the conduit between Trust and Clinical, providing information, data and requirements in both directions.

Day to day running of the mental health ward. Supporting the staff team, chairing staff meetings and carrying out supervision. Audit of areas of the ward and actions falling out of audit results. Supporting service user involvement and service user led practice

Day to day running of the ward. Risk assessment of service users prior to activities or access off the ward.

Mental Health assessment of service users.

Caseload management of service users, compiling CPA, tribunal reports and presenting them.

One to one time with service users. Deescalation of aggressive and violent incidents. Supporting staff day to day. Medication administration, clinical observations, first aid.