Tracey Cammish

• Overall responsibility leadership and direction setting of the end-to-end proactive and reactive product safety systems and processes within NHSSC including :
  architectural design and implementation of the NHSSC flagship holistic product
• Architectural design and development of a proof of concept product segmentation tool to support product resilience and availability ensuring continuity of care delivery on the front line.
• Embedding patient safety as part of the NHS SUpplychain principles of business. across all directorates across the business.
• Initial architectural design and proof of concept development of essential specification due diligence framework approach to product procurement. This has now evolved and grown and is part of commercial BAU and part of the procurement centre of excellence suite of tools.
  • Provide senior clinical strategy, direction scrutiny and challenge regarding product safety, quality and fit for purpose
  • Senior clinical support to the NHSSC executive clinical director.
  • Provision of a senior point of clinical escalation and subsequent decision-making relating to product patient safety and product quality assurance-related issues.
  • The senior clinical contact for NHS Supply chain within the wider NHS patient safety community. Collaborating and codesigning resolutions to product safety issues. Partners such as NHSE EPRR,
  NHSE Patient Safety, DHSC NSDR, MHRA, UKHSA, HSSIB, Patient Safety Learning Hub, HSE, Patient Safety Commissioners Office and BSI,

A senior member of the Pacific Programme team responsible for the realisation and delivery of £1.166 billion of recurrent NHS savings for reinvestment back into frontline care

Responsible for the design and implementation of the NHSBSA corporate due diligence framework.

Responsible for the design and development of NHSBSA Customer Experience Excellence framework.

Overall accountability and operational responsibility for the effective service delivery of paediatric and neonatal services covering both acute and community care across 4 sites.

The service had a headcount of circa 384 WTE including 40
consultants and had an annual budget of £20 million with a 1.9 million recurrent CIP delivery requirement.

Senior manager based in the Northeast risk advisory sector specialising in clinical leadership in health care system efficiency cost improvement and clinical service redesign opportunities.

examples of some of the organisations worked with:

Barts Health

South Tyneside and Sunderland NHSFT

Great Western NHSFT

NHS Scotland Greater Glasgow and Clyde

NMC

Mid York NHSFT

Dudley Group NHSFT

Built and led a central team of quality and service improvement expertise to support the trust's operational and executive leaders in delivering the annual cost improvement programme, quality care agenda and service redesign planning and programming.

Leading service improvement projects using LEAN Six Sigma methodology and acting as the clinical subject matter expert within a team of service improvement Lean Six Sigma master belts.

Strategic planning and overall delivery of progressive learning and development environment within the division of rehabilitation and elderly medicine for all grades of nursing staff within the directorate.

Trust operational expert and educator for all aspects of resuscitation medicine. Including Adult, Paediatric, Neonatal, Maternity and Trauma.

Same as South Tyneside and Sunderland NHSFT

Responsible for the design, business planning, commissioning and delivery of a brand new level 2 critical care facility with a private hospital to enable higher complexity of procedures offered and provision of greater levels of quality and
safety of care for patients.

Responsible for the training and development of staff to work within the level 2 facility

Negotiation and SLAs for level 3 transfer with 3 of the surrounding NHSFTs.