Gary Walker

Consultant
London, United KingdomManagement Consulting
Current
. Public Concern at Work
Previou
s
. Modern Leader Ltd, Full time education, United
Lincolnshire Hospitals NHS Trust
Educati
on
. The Open University
364
connections
Summary
Strategic leader with a proven record of delivering operational and
organisational turnaround in many of the most challenging operational
environments with budgets in excess of 350m Trusted Board advisor
delivering significant improvements in governance in highly regulated
systems .
Respected by employees and customers/patients/clients for putting
them first and never compromising on safety or quality Skilled problem
solver able to implement creative solutions by identifying and
developing talent.
Most recently, I have had a high media profile promoting improved
governance, patient safety and public sector reform. Im collaborative,
a communicator, a problem solver, decisive, full of energy and ideas,
and inspiring to work with.



Experience
Member Board Of Trustees
Public Concern at Work
February 2014 Present (7 months)London
Governance and financial accountability of the charity
Appearances in the media including The BBC Politics Show, ITV
Daybreak, ITN News, BBC R4 Today, Newsnight, to promote PCAW
and whistleblowing

Director
Modern Leader Ltd
August 2011 April 2014 (2 years 9 months)
Campaigned for a national review on gagging clauses, now banned in
the public sector.
Coaching and advisory work to a variety of organisations from HM
Treasury to regional private sector groups on fraud, governance, and
safety
Charity and not-for-profit support for marketing and business
development for start-ups
Consultant / Interim Director Social Change Ltd
Public Concern at Work (PCAW) Commissioner: UK-wide review into
whistleblowing across all sectors
Promoting patient safety and public sector accountability, appearing in
the media such as Newsnight, and speaking at national/international
conferences

Lincoln University / Open University
Full time education
February 2010 August 2011 (1 year 7 months)
Masters in Business Administration Graduate Diploma in Law


Chief Executive
United Lincolnshire Hospitals NHS Trust
October 2006 February 2010 (3 years 5 months)
NHS Acute Hospitals Trust with a turnover of 340m, 7100 employees
and 800 volunteers, providing over 100 services from nine hospitals and
40 other locations in the community, serving a 650,000 population in
one of the most rural environments in the UK covering c.1,500 square
miles.
Main Responsibilities:Strategic leadership and overall performance of
the organization


Achievements:
Increased turnover by 16% (45m) from 2006/07 to 2008/09 whilst also
reducing operating costs by 15m in real terms.
On arrival the organisation had an annual deficit of 13.8million
(2006/07) and this was increasing. In 12 months this deficit was turned
into a 12.5million surplus (2007/08). By March 2009 the Trust
achieved its 5-year breakeven duty, first time without
external borrowing since its creation in April 2000
Created a new clinically led organisation replacing 80% of
director/senior posts with clinical directors managing a business unit
between 30-50m per unit - whilst keeping management costs to 30%
lower than other NHS Trusts
Increased the workforce by over 400
Reduced surgical waiting times by 45%; reduced diagnostic waiting
times by 90%
Cut hospital acquired infections by 40%. The Trust now has one of the
lowest infection rates in England
Met and exceeded A&E targets for a full 12 months (2007/08) for the
first time since the Trusts creation in April 2000
Restored public confidence with a high profile public relations
programme (national award runner up)
Invested 32m between 2006-2008 on improving estates and
equipment
Renewed all governance arrangements including the replacement of
most board level positions and the appointment of a company
secretary
Represented all Acute Hospitals in England on the National Pandemic
Operational Group
Worked on various region wide projects in partnership with the
Strategic Health Authority, Primary Care Trusts and Local Government


Chief Executive
and Sussex Healthcare NHS Trust
September 2005 October 2006 (1 year 2 months)
Surrey and Sussex Healthcare is a small NHS trust that had failed to
achieve almost all national targets for over five years and was trading at
a loss of 3.2m per month in April 2005. Achievements:
Led the organisation turning around the most failed NHS Hospital in
the UK (zero stars since 2002 and with the largest overspend in the
history of the NHS). In March 2005 the Trust was the worst national
performer on access to cancer services, accident and emergency
waiting times, and inpatient and day case waiting times and had failed
most other targets for some years. From January 2006, all operational
performance targets were met
Reduced the monthly overspend by 2.0m each month, recurrent
balance achieved in mid 2007
Developed a whole systems turnaround plan to achieve full financial in-
month balance by June 2007, endorsed by the Department of Health
Created clinical leadership at executive level for the first time in the
organisations 7 year history shifting the culture from purely managerial
to integrated clinical leadership
Restructured and rebuilt the executive team including replacing all of
the executive directors, and the senior operational and clinical
management staff. Through effective leadership, developed a dynamic
and cohesive management team. The chairman and non- executive
directors were all replaced by the appointments commission during
2005/06
Used an open and transparent approach to move the culture of the
organisation from one where failure at every level was the norm, with
no recognised accountability or responsibility to one that is responsive,
creative and driven by an evidence of success
Repaired the damaged external relations with PCTs, SHA, Social Care,
PPI forums (seven), HOSCs, and rebuilding public confidence though
active engagement of the local community, media, and staff


Chief Operating Officer
Quo Health Ltd
January 2005 September 2005 (9 months)
Various public and confidential assignments on operational turnaround,
performance improvement and coaching


Consultant
Whipps Cross Hospitals NHS Trust
November 2004 December 2004 (2 months)
Independent consultancy to improve A&E performanceDiagnosed
process constraints, managed team workshops, and coached existing
staff in the implementation of operational changes
Facilitated the improvement of A&E performance from 88% to 96%
(98% occurred in February 2005)
Supported the newly appointed CEO in developing the executive team

Director of Service Delivery
Brighton and Sussex University Hospital
July 2004 November 2004 (5 months)
Directed the recovery of Brighton and Sussex Hospitals waiting
list following 360 breaches of the national waiting time standard
as a result of inappropriate adjustments to waiting times records
Appropriately commissioned treatment for 1,500 patients (largely
though multiple private sector organisations) within 6 weeks from
arrival
Developed new hospital-wide operational systems, including
scheduling, daily operational management Improved productivity
(e.g. in Orthopaedics by 10%)
Worked effectively with multi-agency teams from the Department
of Health, Primary Care Trusts, Strategic Health Authority and
Audit Commission
Effectively engaged clinical staff and existing operational teams in
the management of Orthopaedic Services Developed a business
case for the centralisation of trauma services which was
implemented in 2005
Managed the political interest during Labour Party Conference
Week in Brighton with little adverse media coverage


Deputy Director of Clinical Services, Assistant
Director (Surgery), General Manager
Norwich University Hospital NHS Trust
March 2002 July 2004 (2 years 5 months)
Implemented the Trust's Operations Centre (national exemplar)
Developed the Norfolk health system escalation plan
Achieved all the operational targets within the agreed resources
(c.65m)
Implemented patient choice in orthopaedics in May 2003 offering
2,500 patients choice
Created and implemented the Trust's Performance Management
Framework
Overhauled the Trust's waiting list management
processes Managed projects across a large number of
specialties/pathways (e.g. pooling of urology waiting lists,
reprioritising clinical workload, and reducing urgent inpatient
waiting times from 6 months to under 8 weeks) Managed the
national Team Bonus pilot (2.4m) Led the Trust's modernisation
programme
Led capacity planning and LDP (Annual Planning) process
Piloted the national Performance Assessment Framework
Advised, briefed and prepared speeches for Ministers on regional
health issues

Head of Performance and other posts
Department of Health
February 1999 March 2002 (3 years 2 months)
Performance Managed East and North Hertfordshire Health
System
Lead the process to establishing seven Primary Care Trusts
Piloted the national Performance Assessment Framework
Advised, briefed and prepared speeches for Ministers on regional
health issues


Various Senior Management Positions
Barnet and Chase Farm Hospitals NHS Trust
October 1992 February 1999 (6 years 5 months)
Implemented a Trust-wide 24 million cost reduction programme
in one year
Led the development of a new 8 million community hospital
Led the operational planning for the Edgware change programme
(closure of an acute hospital)
Project managed the merger of Chase Farm Hospitals and
Wellhouse NHS Trusts

Education

The Open University
MBA, Masters in Business Administration
2011 2011

University of Lincoln
Graduate Diploma in Law (eq to LLB)
2010 2011

University of Luton
PG Dip, PG Dip Marketing CIM
1996 1998
Additional Info
. Interests
Sailing (Qualified Yachtmaster) RYA Instructor