Glenn McPeak has over 20 years of experience in ambulance services in Northern Ireland and England. He currently serves as Head of Ambulance Contracts for North West Surrey Clinical Commissioning Group, where he established a new team to manage ambulance contracts and supported contract extensions. Prior to this role, he held several leadership positions within ambulance services, including Head of Performance Improvement for Yorkshire Ambulance Service and Locality Director for South Yorkshire, where he improved performance and relationships. He has a proven track record of delivering targets and leading change management initiatives to enhance patient care and outcomes.

1. Glenn McPeak
18 Clarke Crescent
Countesthorpe
Leicestershire
LE8 5XT
Mob 07530166119
Operationally, Business and Clinically focused professional with extensive
staff and change management skills. Experienced in Operations
Management with several Ambulance Services throughout the UK, and also
including commissioning and contracting experience.
North West SurreyClinicalCommissioning Group
Head of Ambulance Contracts 2015(August) – Present
Reporting to Deputy Director of Strategic Commissioning, and responsible for a
newly formed team whose main role is to manage and monitor contracts for 999,
111, Out of Hours and Patient Transport Service.
Achievements:
 Established a new team specifically focused on managed all
ambulance related contracts for the lead CCG for Surrey.
 Supported in the planned extension of the PTS service for Surrey
and also the switching of the Call Booking Service to an
alternative provider for the term of the extension.
 Established meeting and reporting structure for associate CCGs.
 Established improved engagement with key providers through
regular meeting structure.
 Leading on all performance management processes with the
provider and associated remedial action plans in place, for
Surrey CCG’s.
Erewash ClinicalCommissioning Group
Contract& Performance Manager 2014(December) -2015
(July)
Reporting to the Director of Ambulance Commissioning and responsible for the
contract and performance monitoring and management. This included the
coordination of performance reports and updates provided to all associate CCGs and
all relevant meeting groups.
Achievements:
 Setting up joint meeting structure for divisional/county meeting
between commissioners and ambulance provider
 Creation and completion of monthly reports supporting new
meeting structure.

2.  Working with individual divisional ambulance teams to support
improved performance initiatives.
 Joint working with ambulance provider to coordinate local
changes to management of Green calls.
 Joint working with ambulance provider to support canges to the
management of inter hospital transfers, with the introduction of a
new system.
YorkshireAmbulanceService NHS Trust
Locality Director (Interim) 2014(March) – 2014 (December)
Reporting to the Director of Operations, and responsible for South Yorkshire
Locality, the management and leadership of 40 operational managers, and 540
operational staff. Ensuring delivery of all performance and clinical targets for the
locality. Leading all engagement both internally and externally. Building positive
working relationships with CCG colleagues across the locality and leading on
initiatives that further support better patients care and outcomes, as well as
supporting performance improvements.
Achievements:
 Review of locality team and the introduction of development for
Clinical Supervisor to experience Locality Manager role and
therefore increasing locality team ability to deliver on key targets
due to additional capacity.
 Improved relationships with CCG leads to include increased
frequency of engagement to establish joint working groups to
explore initiatives to improve timely delivery of patient care.
 Establishing regular staff forums to offer manager/staff
engagement at a local level.
 Introduction of initiatives, to target keys areas within
underperforming CCGs, demonstrating positive performance
improvements.
 Leading on the Trust wide introduction of an ‘Urgent Tier’
specifically to target low acuity patients.
 Undertook the role of Gold(Strategic) Liaison during the Tour de
France in Yorkshire, supporting successful delivery from a health
perspective.
YorkshireAmbulanceService NHS Trust
Head of Performance Improvement 2012(Sept) – 2014 (March)
Reporting to the Deputy Director of Field Operations, and responsible for the day
to day delivery of A&E performance targets, coordination of resource planning and
management of the resource budget for field operations. Planning for key dates
and periods through the year to ensure successful delivery of key performance
targets. Engagement with private providers to support the Trust core resourcing.

3. Management of a team of Regional Performance Managers, operating 24/7, and
the Real Time Analyst’s that support them.
Achievements:
 Creation of a real time performance team specifically to
coordinate successful delivery of performance on a daily basis
acting as a conduit for Field Operations and the Emergency
Operations Centre’s, and when required coordinating command
structures to all incidents including adverse weather.
 Development of a succession plan to ensure the performance
team can maintain robust levels of cover throughout challenging
incidents and potential periods of absence.
 Setting up of weekly performance and resource meetings for all
Localities to coordinate more robust Trust wide planning.
Creating a positive performance culture.
 Introduction of overtime spend controls within Field Operations
to ensure successful financial stability linked to performance and
resource planning and CIP delivery 12/13
 Managed the delivery of the Trust’s performance targets for the
second successive year, which had never been achieved
previously, and also ensured that all locality areas achieved their
individual commissioned performance targets.
YorkshireAmbulanceService NHS Trust
Head of Emergency Operations 2012(Feb) – 2012(Sept)
Reporting to Locality Director for West Yorkshire, and responsible for ensuring
operational delivery linked to performance and clinical targets. Management of a
team of Locality Managers and the 440 staff within the Airedale, Bradford & Leeds
Cluster of West Yorkshire.
Achievements:
 Supporting the delivery of performance targets for West Yorkshire
Locality, the first time that had been met since forming part of
Yorkshire Ambulance Service.
 Ensuring the successful introduction of a Police/Paramedic
Scheme for the Bradford area, to help deliver city center
performance as part of a joint initiative. This also support the wider
patient safety initiatives within the trust and external stakeholders.
 Providing advice and support to set up Static Medical Units in
some of the main urban areas of YAS to support patient
engagement and A&E avoidance.
 Supported the creation of a Trust Performance Cell to coordinate
dynamic resource movement and Trust wide conference calls.
GreatWestern Ambulance ServiceNHS Trust 2009 - 2012

4. Performance,Operationsand ProjectManagement
Responsible for the delivery of 999 services within the busiest locality in GWAS NHS
Trust. Ensuring successful implementation of all clinical initiatives linked to A&E
avoidance while ensuring continued improvement in patient care. Responsible for
improving performance and staff relations while bringing about a cultural change.
Achievements:
 Project Manager for the implementation of the A&E Redesign
Project. This was a whole system change which resulted in GWAS
NHS Trust becoming the highest performing ambulance trust in
England.
 Project Lead for the Clinical Team Leader Review
 Creation of documents and policies to support successful
engagement with union colleagues through ACAS discussions.
 Rota development to support Trust wide changes in operational
delivery.
 Developing ‘Duty Officer’ role to support Trust wide performance.
Management.
 Creation of a new operational management team in Avon Locality
to support successful implementation of change management
program.
East Midlands Ambulance ServiceNHS Trust
Service Delivery Manager 2007 - 2009
Reporting to General Manager for Leicestershire, and responsible for ensuring
operational delivery linked to performance and clinical targets. Management of a
team of Operational Support Managers and the 340 staff within Leicestershire
Division.
Achievements:
 Successfully delivered a number of delivery model changes to
make Leicestershire the consistently highest performing division in
EMAS NHS Trust.
 Implemented rota changes including annualised hours and
ensured robust management of these changes, and supported
improvements in clinical skill mix.
 Delivery of a number of estates development initiatives within
Leicestershire including a shared Operations (A&E, PTS), Fleet
and Make Ready facility. This also included the closure of an
operational Ambulance Station.
 Integration of DCA and RRV teams to deliver a robust model of
delivery, cited within a DoH paper as best practice.

5. OperationalSupportManager 2005 – 2007
Responsible for managing two of the largest station in Leicestershire Division and all
associated management linked to the stations and staff based there.
Achievements:
 Created successful liaison with Leicester Royal Infirmary A&E
management team to promote better joint working and improved
patient care.
 Liaised directly to Associated Director of Operations as lead
OSM for a period while the division did not have a General
Manager
 Seconded to Northamptonshire Division to support their
management team in carrying out rota changes and integration
to EMAS NHS Trust.
ResponseManager 2003 - 2005
Responsible for the coordination of all Rapid Response Vehicle (RRV) teams within
the five divisions of EMAS and Community First Responder (CFR) schemes totalling
in excess of 100 across EMAS NHS Trust.
Achievements:
 Secured funding as part of phase 2 of the Defibs in Public Places
Initiative (DiPPI) to fund the role of Community Defib Officer as well
as additional funding for a number of AEDs to support planned
schemes.
 Through analysis created additional RRV teams to produce
improved performance in key areas across the Trust.
 Targeted a number of key areas throughout EMAS NHS Trust to
promote and introduce CFR schemes.
General Information:
I have experience in working in Ambulance Service for over 20 years both in
Northern Ireland and England. This has offered me exposure to a wide range of
experiences from being an operational Paramedic in Belfast and the challenges that
brought to project managing a whole system change affecting 1000 operational staff.
Further Education – ProfessionalDevelopment
The Elizabeth Garrett Anderson Programme 2014-16
(Masters Degree –NHS Leadership Academy)
Common Purpose Graduate 2013
Post Graduate Certificate in Leadership and 2011-12
Management in Health and Social Care
Finance for Non Financial Directors 2009

6. Prince 2 Foundation Level 2007
Major Incident Records, Statements & Documents 2007
Multi Agency Tactical Silver Training 2007
LEO Programme 2004
State Registered Paramedic 1993
SchoolEducation
11 GCE O Levels including Maths and English 1986-88
Educated to A Level Standard 1989