Will Reynolds has over a decade of experience in health and social care, specializing in demand management and developing creative solutions. He currently works as Senior Delivery Manager for NHS Central London CCG, where he manages an £8 million budget and leads projects to improve care and achieve savings. Previously he held management roles consulting on integration projects, personal health budgets, and service redesigns achieving significant benefits. Reynolds has strong relationships across public and third sector stakeholders in health and social care.

1. Will Reynolds
Personal summary
 A specialist in demand management who enjoys tackling complex
problems and developing creative solutions.
 Passionate about the public sector, with a deep understanding of both
health and social care; commissioners and providers.
 With over a decade of experience working directly for the public sector
and as a senior management consultant, Will offers knowledge and
expertise which spans health and social care.
 A track record of putting patients first by simultaneously delivering
service quality improvements and financial benefits.
 Strong relationships and credibility with some of the most senior
stakeholders in the public and third sector.
Professional qualifications
 MSP
 PRINCE 2
 MA (Cantab) SPS: Social and Political Sciences (First class), University of Cambridge
Employment history
2015- Senior Delivery Manager: Head of Planned Care; CCG Turnaround Team
2014-2015 PPL Consulting, Manager
2009-2014 iMPOWER Consulting, Manager
2006-2009 Cordis Bright Consulting, Research consultant
2005-2006 British Transport Police, Research officer
NHS Central London CCG (2015- present): Senior Delivery Manager
(Head of Planned Care; Turnaround team)
 Will joined NHS Central London CCG having worked closely with the CCG when leading the
Better Care Fund Programme for Triborough.
 As Head of Planned Care he directly manages an £8m budget (and contributes indirectly to the
management of a wider Planned Care system with a budget of over £150m, including numerous
acute trusts and a range of community providers).
 Line manages a team of four people and works closely with commissioners and providers across
the CWHHE and NWL CCG footprint.
 Chairs the CWHHE-wide IT/IG Standardisation group, which has helped to significantly improve
data quality and reporting whilst equipping CWHHE for the imminent move to Accountable Care.
 Will was hand-picked for the CCG’s Turnaround team by the CCG MD. The Turnaround team was
formed to tackle the CCG’s £17m deficit by developing long-term solutions to rising demand.
Head of
Planned
Care
 Contract manages several community services, the CCG’s Diagnostics provider
and has overseen the mobilisation and launch of several services.
 Leading on a CWHHE Diagnostics and Pathology re-design programme which is
aiming to deliver in excess of £2m savings across the collaborative in 17/18.
 Currently leading on the re-design of five clinical pathways across CWHHE,
working collaboratively with commissioners and providers to deliver genuinely
integrated care and whole system benefits.
Turnaround
Team
 The team has already identified and delivered £8m worth of in-year savings.
 Helping to shape a system-wide transformation programme to equip the CCG to
deliver sustainable services for the CCG’s population in the coming years.
 CLCCG’s Turnaround team is focusing on organisational re-design, re-framing of
the CCG’s financial relationship with providers, a root and branch contract review,
development of a whole pathway system focus, supporting improvements in
clinical performance and reducing unwarranted variation in outcomes and cost.
PPL Consulting (2014-15): Summary
 Will worked for PPL Consulting for 12 months before moving to a substantive role in the NHS.
 Sitting on the management team, Will contributed to PPL’s corporate strategy, supported sales
activity and line managed five direct reports and two indirect line reports.
 Working as Better Care Fund programme manager- Will supported the CWHHE collaborative to
develop a range of health and social care integration projects across Triborough which delivered
transformational change and financial savings.

2. Will Reynolds
Better Care
Fund (BCF)
Programme
Manager:
Multi-site
 Programme manager for the Triborough BCF programme: Triborough’s Better
Care Fund programme involved the design and delivery of 10 different projects.
 The key project in the BCF portfolio was the Community Independence Service
(CIS) which provides rapid response health and social care provision including
swift access to nursing support in the patient’s home to avoid unnecessary non-
elective admissions and rapid access domiciliary rehab and reablement.
 CIS also offers an ‘In Reach’’ service to pull patients out of secondary care that
could be cared for more effectively in the community. This standardised In-Reach
approach has since been rolled out across the whole of the NWL footprint.
 The role required intensive stakeholder and relationship management to ensure
that Health and Social Care leaders across Triborough worked together
constructively. This meant identifying and emphasising the common benefits that
could be delivered through close partnership working and mediating between the
various parties where tensions and misaligned incentives emerged.
 The role involved regularly presenting to the Joint Executive Team board (which
included all of the H&SC executives across Triborough) and regularly attending
the BCF Board (local authority leaders and CCG Chairs) to provide updates.
iMPOWER Consulting (2009-14): Summary
 Will was a Manager at iMPOWER for five years - between January 2009 and January 2014 –
before embarking on a short career break, volunteering and travelling around South Asia.
 At iMPOWER, Will worked on a range of projects across the public sector including managing
three waves of an innovative health and social care integration programme, helping to develop the
first Personal Health Budgets in the UK as well as assisting councils in the development of mould-
breaking approaches to the delivery of vital Children’s, Adults and environmental services.
 The main focus of Will’s work at iMPOWER was working at the forefront of the consultancy’s
market-leading demand management and behaviour change offer. Will was a key part of two MCA
Award winning teams. He also made important contributions to iMPOWER’s product R&D.
Home
Truths
programme:
Multi-site
 Programme manager for the Home Truths programme, a three wave, multi-
site programme (involving 12 sites across England and Scotland) focusing
on improving joint-work and integration between health and adult social care.
 The main focus of the programme was to encourage greater cooperation and trust
between health (CCGs and providers) and social care organisations in order to
deliver better outcomes for older people. This involved close working with GPs,
ASC, community nursing, hospitals, care homes and the third sector in order to
improve service delivery. Learning was shared across the sites.
Foster Care
Recruitment
projects:
Staffordshire
County
Council and
Bucks
County
Council
 One of two Managers working on the award-winning Foster Care Recruitment
projects in Staffordshire, Buckinghamshire and Hertfordshire (MCA Award
for ‘Customer Engagement’ 2013).
 These projects critiqued the councils’ recruitment approaches and developed new
strategies to tap into the attitudes and motivations of would-be foster carers.
 The team significantly increased demand for foster caring in the target areas and
improved retention of applicants which helped to manage the local authority’s
costs by reducing the need for Independent Fostering Agencies.
SEN Travel
Assistance
project:
Coventry City
Council
 Member of the award-winning Coventry SEN Travel Assistance project team
(MCA Award for ‘Change Management in the Public Sector’ 2012).
 The project involved understanding the values of customers of the SEN Transport
service by segmenting their motivations using Values Modes.
 Using this insight and following detailed analysis of current supply and demand
patterns, the team developed alternative demand and supply-side management
strategies (aiming to improve service quality and reduce cost).
 Delivered 15% savings to the service compared with the original service cost.
Personal
Health
Budget
Pilots:
BHWP
 Programme Manager of Birmingham Health & Wellbeing Partnership’s (BHWP)
Personal Health Budget (PHB) Pilot
 Part of the Department of Health’s nationwide PHB pilot programme, three of the
four pilot sites across the three PCTs within BHWP’s programme were chosen as
one of 20 core sites to participate in an in-depth evaluation.