1. NAME: Gary Wainwright
RESIDENCE: Nottingham
EDUCATION: B.Eng. (Hons) in Civil Engineering
CONTACT: 07919833830 gary_wainwright_uk@yahoo.com
• I have 18 years of NHS experience working in the acute sector, PCT’s, Mental Health and
public Health services reporting to all levels within these organisations.
• I can help you achieve better integration of health, social care and 3rd sector providers
• I can quickly understand the issues within your organisation and 'hit the ground running'.
• I can help you better understand your performance indicators and help you look at them
differently.
• I am highly numerate and can explain what the data is really telling you.
• I can be the link between clinicians, admin and IM&T to improve your organisations data
quality
• I can help you better understand the demand on your services and the capacity of them

2. MOST RECENT EMPLOYER: Northamptonshire Healthcare NHS Foundation Trust
START DATE: 3rd
January 2012 – 31st
March 2015
POSITION: Mental Health Payment System Project Manager
KEY RESULT AREAS:
• To project manage the Trusts readiness for the introduction of Mental Health Payment by
Results with particular emphasis on clustering, validation and audit of clusters, outcomes, care
pathway development, tariff development
• To raise the profile of MHPBR within the Trust including delivery of training sessions to clinical
staff, improving clinical engagement and managing commissioner expectations.
• Ensure the collection, maintenance, interpretation and distribution of quality information which
is relevant to the Service / Teams
OTHER PROJECT AREAS:
• Development of a Single Point of Access (SPoA) for Adult Mental Health Services
• Embedding of routine Physical Health Checks in patients with Severe Mental Illness (CQUIN)
• Supporting the role out of Personal Health Budgets (NHFT are a ‘go further faster‘ site)
• Trust Lead for the transfer of Non Emergency Patient Transport Services to a private provider
• Mental Health Wellbeing Project Lead (QIPP)
• Community Older Adults Redesign Project Lead (QIPP)
• Acute Psychiatric Liaison Service Project Lead
• Photographic ID Project Lead
• Extensive bed modeling for In-Patient transformation scheme (CIP)

3. CURRICULUM VITAE
PERSONAL DETAILS:
Name: GARY WAINWRIGHT
Computer Literacy: Microsoft Word, Excel, Access, Powerpoint, Formic, SPSS,
Microsoft Project
EDUCATION:
1990-1994 University of Liverpool
Degree B.Eng. (Hons) in Civil Engineering.
COURSES ATTENDED:
Basic Audit Training - PMK Training Associates - January 1997
ISM Introductory Certificate in Management - ISM - August 1997
Formic data capture - Formic Ltd - August 1997
Essentials of Project Management - Gatehouse Courses - January 1998
Clinical Audit a Practical Approach - B’ham University - February 1998
Clinical Effectiveness Trade Fair - EMU - March 1998
Security & Confidentiality of Patient Information - Trust - March 1999
ISM Certificate in Management - ISM - September 1998 - June 1999
ICP’s in Obstetrics & Gynaecology – Healthcare Events – March 2001
Data Protection & Caldicott – Trust – June 2001
West Midland Information Service for Health (WISH) Training – Trust – June 2001
Disability & Employment (Positive about Disabled People) – Trust – September 2001
Capacity & Demand – Modernisation Agency – May 2003
Process Mapping – Modernisation Agency – May 2003
The Human elements of Change – Modernisation Agency – June 2003
PRINCE2 Foundation – PRINCE2 – November 2003
Accelerated Redesign – Modernisation Agency – April 2004
Statistical Process Control – Modernisation Agency – July 2004
Leadership Academy – Advisory Board – December 2005
Introduction to Civil Protection – Cabinet Office – March 2006
Statistics and SPSS – Lincoln University – January 2010
Microsoft Project – Northamptonshire Healthcare – September 2012
HoNOS Train the Trainer – Royal College of Psychiatry – November 2012

4. PREVIOUS EMPLOYMENT HISTORY:
October 4th
2010 – March 31st
2011
United Lincolnshire Hospitals
Clinical Improvement Facilitator - VTE
KEY RESULT AREAS:
• To project manage the delivery of the VTE CQUIN quality indicator
• To raise the profile of VTE within the Trust including delivery of training sessions to clinical
staff, raising public awareness and regular feedback on performance
• Ensure the collection, maintenance, interpretation and distribution of quality information which
is relevant to the Service
• To promote and advise on clinical audit projects
• To liaise with external agencies (e.g. drug companies, medical supplies, other Trusts) where
appropriate
October 6th
2009 – December 17th
2009
NHS Wirral – Public Health Provider services
Programme Manager / Service Lead – Lifestyle and Weight Management Services
KEY RESULT AREAS:
• To ensure the continuation of the service after threatened decommissioning.
• To lead and manage the Lifestyle and Weight Management Service as part of Public Health
Provider Services
• To negotiate a balanced scorecard of performance indicators and outcome measures and
provide monthly reports on this
• Managing the contract on behalf of NHS Wirral to deliver a high quality evidence based
Lifestyle and Weight Management Service, overseeing its implementation, and taking
appropriate action to ensure deadlines are met, and that the project is within budget
• To have overall responsibility for leadership, strategic direction, service development,
performance management, data quality and recruitment and development of staff.
• Ensure the collection, maintenance, interpretation and distribution of quality information which
is relevant to the Service
Quote from reference from the Head of Public Health Provider Services.
"He's a very focused professional who turned around the service in a very short time and delivered
everything we needed of him and more" – Head of Public Health Provider Services, NHS Wirral
June 2nd
2009 – September 4th
2009
Derby Hospitals NHS Foundation Trust
Patient Safety and Risk Facilitator
KEY RESULT AREAS:
• To ensure appropriate reporting and completion of root cause analysis for all amber / red
incidents
• To review and implement improvements for the electronic filing system
• To prepare reports on incidents for the Quality Improvement Steering group
• To attend the Incident Review Group and Risk Committee
• To oversee the risk register and ensure risks are reviewed in a timely manner and additional
risks are added
• Develop reports from the risk register to the service managers

5. • To be the first point of contact for safety alert bulletins and ensure they are acted upon
Quote from reference from the Head of Nursing for Medicine. “He has streamlined the systems
and processes within the risk management agenda and has added a great deal of value to everything
the directorate does. We now have fewer outstanding roots cause analysis than we have had in the
last four years. He is great with IT and helped with the complaints system and his reporting is
excellent.”
January 19th
2009 – May 22nd
2009
Leicestershire County & Rutlands PCT
Information Project Manager
KEY RESULT AREAS:
• To develop robust reporting to ensure services are performing to the standards required in line
with KPI’s
• Process mapping current ways of working – rationalise and update where necessary
• Facilitating the build of clinics for Physiotherapy, Podiatry and OT
• Facilitate the change in processes for booking staff to ensure all OP and Community patients
go on the waiting list
• Organise training workshops for Therapists
• Gauge equipment and network requirements
• Development of quality reporting with information colleagues for the above three services to
ensure consistency and accuracy of data, and reporting fit for purpose
• Set up a project group to govern progress to Include ITM’s and all other key stakeholders
• Provide relevant feedback information for staff
• Put processes in place to ensure reports are created and fed back to all staff
• Provide activity figures reports to booking and administrative staff
• Plan of action to rigorously implement the patient access policy in therapy services
• Weekly & monthly updates for stakeholders (as relevant)
August 27th 2008 – January 16th 2009
NHS Leicester City
Acting Operations Manager – Customer Services
July 13th 2006 - April 27th 2007
Nottingham University Hospitals
Operational Services Manager – General Medicine
January 4th 2005 – July 7th 2006
Nottingham University Hospitals
Operational Support Manager – Emergency Planning
April 7th 2003 – January 3rd 2005
The Royal Wolverhampton Hospitals Trust
Service Improvement Facilitator for the Black Country Cancer Network
April 1st 1996 - April 4th 2003
The Royal Wolverhampton Hospitals Trust
Clinical Audit Officer for Women & Children’s Services and PAMs
Oct 31st 1994 - March 29th
1996
The Royal Wolverhampton Hospitals Trust
Health Records Clerk in Health Records Department at New Cross Hospital

6. August 1st-31st 1994
The Royal Wolverhampton Hospitals Trust
Health Records Clerk in the Renal Unit. (Temporary post)

7. SUPPORTING INFORMATION
I have worked in the NHS since leaving University in 1994 in a range of roles including clinical audit,
service improvement, business and staff management, customer services, risk management, project
management and service lead. I have worked in the acute sector, PCT’s, Mental Health and public
Health services reporting to all levels within these organisations and working with all levels of staff
from admin and clerical to chief executive.
Most of my roles have required strong networking skills and the ability to turn data from various
sources into useful information and present it back at a senior level.
My current role is to project manage the introduction of a Payment by Results (PbR) system for mental
health as mandated by health reforms. This is worth approximately one third of the total budget of
Northamptonshire Healthcare NHSFT (circa £45 million) so poses a considerable risk to the
organisation. A key element of this is making sure that our patients are assigned into a classification
system (clustering) on which to base payments. Our performance has improved to about 93% where
currently the National picture looks more like 78% (as of December 2012)
We have achieved this improvement by regular meetings with clinicians, management and information
services and by targeting the most influential areas with spot audits and regular feedback. My
networking skills have allowed me to contact other organizations for advice and this has helped us to
realise this improvement.
My previous post was ‘Clinical Improvement Facilitator’ working to achieve the National VTE CQUIN
quality indicator. When I came into post performance against this indicator was 22%. It had risen to
75% when I left (fixed term contract). I was the only non-clinician to be interviewed and this
demonstrates how clinically aware I have become.
My role with NHS Wirral provided an interesting challenge as I was brought in on an interim basis after
the Lifestyle and Weight Management Service was threatened with being decommissioned. As well as
successfully ensuring the continuation of the service, I was responsible for leadership, strategic
direction, service development, performance management, data quality and recruitment of staff.
My role in Derby almost didn’t happen at all! They wanted somebody with a clinical background and
the agency shouldn’t have sent me for interview. After being interviewed I was offered the post and the
key result area was to ensure there was appropriate reporting and completion of root cause analysis
for all amber / red incidents.
The key result area of my Project Manager role With Leicestershire County and Rutlands PCT was to
develop robust reporting to ensure therapy services were performing to the standards required in line
with their clinical performance indicators. This role relied on liaising between the therapists,
management and Information departments to improve data quality and performance around access
times for routine and urgent patients.
My role of Operational Services Manager at Nottingham gave me my first real exposure to budgetary
and staff management. I had 31 staff mainly consisting of medical secretaries. This was a particularly
difficult time as Queens Medical Centre and Nottingham City Hospital were in the process of becoming
the University Hospitals of Nottingham and we were implementing Agenda for Change. The principal
components of this role were to manage and develop the directorate information systems, to monitor
performance against targets and instigate change/improvements as required, and to contribute
towards development of business plans and the planning and delivery of services.
As part of my ongoing professional development I have attended the full range of training days
provided by the Modernisation Agency and completed PRINCE2 Foundation Level along with the ISM
certificate in Management and the Leadership Academy. However, I feel that my strongest asset is my
ability to effectively work with a wide range of staff including administrative, management and
clinicians. Further to this, I believe that I am resourceful, good humoured and deal well in situations
requiring diplomacy and negotiation.