Ali El-Eleimi, CV

**, ******* *******, ******, **** 7FG, +447*********

adnge0@r.postjobfree.com

I am a clinical director, who comes from wide and deep experience within health care, I have the quality, strategical and the operational skills to lead services or hospitals towards their aimed efficiencies, performance and outstanding CQC rating.

I am trained on designing and redesigning services to become more responsive to service users’ needs and the trusts’ operational objectives, Through transformation projects and direct savings from the budget. Also, I have the skills to work with teams on strategy, philosophy, competencies, governance, appraisals, safer staffing agenda, patients’ satisfactions and other national nursing initiatives such as “Hello My Name Is”, 6C’S model, Schwartz Rounds, leading change/ added values and Interdisciplinary Learning & Education (IDLE).

Additionally, I am able to lead teams towards safe performance during major incidents, and now the pandemic environment.

As healthcare operations director, I promote a culture of inclusiveness, and the collaborative work between teams and departments, so everyone feels equal and part of wider team, where we all can perform towards the organisational objectives

Employment History:

Start date: March 2020- Current

Provide CIC

Job Title: Assistant Clinical and Operations Director

Provide CIC is healthcare provider that deliver the community NHS contract. It runs inpatient wards, specialist and community services as well.

This is a very recognised company within UK that delivers healthcare services across Mid and South Essex. And the current CQC rating is outstanding.

My role is responsible for both the nursing, HCPs and the operational aspects within the directorate. I am responsible for 145 WTE, and I manage 8 senior managers within the directorate.

I manage a budget of 10 million pounds, and also, I lead the company on managing our performance during the covid-19 pandemic.

Regionally, I am heavily involved in transforming the community services and the interface with the acute NHS trusts.

Key Achievements:

1.Achieved £700000 (10%) of my assigned budget. Through direct and indirect savings on current budget, and CIP projects

2.Leading on development of the Urgent Care Rapid Response Team within the company, where we managed to reduce unnecessarily hospital admissions and A&E attendances.

3.Implemented Discharge to assess model, where we managed to reduce the length of stay from 14 days to 7-8 days.

4.Leading on designing and implementing the respiratory viral ward.

5.Established the regional Bed Bureau within mid and south Essex region.

6.Leading on opening new wards including HDU to be able to cope with the current pressures and in response to the pandemic.

7.Participated on national projects like the Emergency Response Vehicle, NHS 111 and the interface with GPs, UCRT, Home first, SDEC, DN and other services.

8.Heavily involved in designing the utilisation of IMC and stroke beds and pathways within the region.

9.Leading on investigating Covid 19 outbreaks.

10.Leading on commissioning new hospitals, medical centres and services.

11.Securing new contracts, where generating revenue contributed to the company EBDITA.

12.Leading on investigating Sis and implementing learns.

13.Leading on quality projects and clinical audits within clinical services.

14.CQC preparations.

15.Introducing the Human Factors Training.

16.Introduced using technology to enhance F&FT returns

17.Achieved delivering care 70& of our outpatient care virtually.

Start date: February2019- March 2020

Homerton University Hospital/ NHS Trust

Job Title: Head of outpatients Services

The Homerton University Hospital is a well-known and internationally recognised facility, with a CQC ratings of good. It provides acute care services for the borough of Hackney within London. It has got more than 500 beds.

My role includes both operational and strategic management of the Out-patient services. It also involves leading on local transformation projects, national audits, governance/ Quality agenda and ensuing teams are working with LEAN operating environment. Additionally, I contribute to the work that the trust completed to meet the CQC regulations, and the Good Ratings.

I am responsible for the pre surgery assessment, phlebotomy, administration, healthcare records and community reception teams. I line manage five managers and responsible for 120 employees within the service.

I work directly with the Divisional Director of operation and the Chief Nursing Officer on the day-to-day running of the service, and on the strategic planning for the business. I manage yearly budget of three million pounds, which I continuously monitor and deliver savings through the Capital Improvement Plan (CIPs).

Key achievements:

1. Reviewed the five departments financially and from quality point of view as well, and led on implementing a LEAN operating environment, where teams had managed to up our patients’ and staffs’ satisfaction.

2. Leading on Cost Improvement Plan, through immediate saving schemes (5% within first quarter of 2019). This was completed through direct savings from budgets, such as maintaining adequate but safe staffing levels, reviewing the skills mix status, implement new process when approving purchases, and by working with procurement team to source out suppliers who can supply consumables and equipment at cheaper rates.

3. Leading on transformation projects, like hospital paperlite, stop making new patients’ notes and utilisation of FP10 prescriptions within Outpatients department. This had projected £250k in savings for the year 2019-2020.

4. Improved patients’ experience (Friends and Family Tests), in-terms of recommending the service to others from 80% to 92%, also through introduction

of kiosks self-check in and Patients coffee mornings within Outpatients.

5. Lead on quality improvement initiatives like

a.Patients’ first impression, where patients would feel ease and welcome from the first moment, they enter the hospital, this includes staffs working with smile, signages, availability of leaflets and the follow up appointments around patients’ preferences.

b.Patients’ questions cards during consultations, this initiative supported patients during the consultation, where most patients attend the hospital already stressed out, and can’t think how to use their time during the consultation, which also might lead to rover un clinics. We implemented the question cards to help patient on what questions to ask during the consultation.

c.Quality action plan and Champions, this is part of the larger quality work across the hospital, within OPD I managed to push our F&FT percentages, through sharing learns with teams, introducing the IPAD during consultations, moving around standalone feedback stations and implementing the quality champions on each shift.

d.Governance agenda, for the first time in many years, the OPD started their own governance monthly agenda and meeting, to empower teams and services users through regular audits, surveys and learns from complaints and incidents.

6. Leading on hospital serious incidents investigations and create and amend policies and practices.

7. Starting new services like the dental extractions and the virtual fracture clinics.

8. Leading on Outpatient user group, where we work with service managers and departments leads on operational efficiencies of the service, this resulted in improving clinics utilisation, engagement between users & OPD services teams, and more dynamic service.

9. Improved clinics utilisation, waiting times, RTT and PTL breaches, by introducing the dynamic clinic, rooms bookings software, and clinics cancellations SOP. Moved from 84% to 95%.

10. Carried out regular departmental CQC Mock surveys, completed the business contingency plan and lead on audits/ compliances.

Start date: July 2018- current

Observe care limited

Job Title: Director of nursing and compliance

Observe care limited is a recruitment and training company, supplies senior nurses, nurses, healthcare assistants and care providers to NHS hospitals/ general and mental health facilities. It also provides training and development courses, and develop providers profiles, strategies and visions. Additionally, it helps hospitals, nursing home and treatment centres to go through CQC inspections and other accreditations.

Key achievements:

1. Set up the company profile, vision and mission.

2. Monitor company compliance to CQC regulations

3. Formulate SLAs with care providers and monitor standards

3. Course director for Mandatory training, safe guarding adult level 1 &2, safe guarding children level 1&2, mental capacity act and Root cause analysis

5. Developed governance structures for clients

6. Developed and implemented audit calendars, and nursing quality initiatives, like best care always, Inter disciplinary learning and education (IDLE)

as part of schwartz rounds.

7. Organised and led on expo events.

8. Developed sites review matrix and preparation for accreditations (CQC, JCI and)

Start date: Nov .2015 till June 2018

Hospital Name: The Clementine Churchill Hospital

BMI Healthcare

Job Title: Associate Director of Clinical Services

BMI’s Flagship hospital in London, with 120 operational beds, 9 theatres (5 major theatres, 2 endoscopy theatres and 2 ambulatory theatres), 6 bed level 3 intensive care unit, 26 Consulting rooms and imaging suite with MRI, CT, FFDM, ECHO. Revenues of £65m and EBITDA of £17m, Direct reports: 3 surgical and 1 medical Wards clinical Managers, Outpatients clinical Manager, Pre-Operative Assessment clinical lead, ITU clinical Manager, Urgent Care Centre clinical Manager, practice educators and specialist nurses ( breast care, allergy nurse, tissue viability, and infection control), In 2015 I was promoted to ADCS following our good CQC inspection, and on rotation I have led both inpatients and outpatient services, including paediatric and young people service, cardiology department, pathology, audiology, practice educators and neurophysiology services.

Key Achievements:

1.Prior to me starting, the hospital had a poor CQC inspection in January 2014 with a CQC rating of ‘Inadequate’, having not met 10 out of 11 outcomes. Through leading, advising and implementing a work stream of clinical improvements, The facility had achieved 17 out of 24 ‘Good’ scores and was ‘1 box away’ from an overall rating of ‘Good’ in our CQC visit in August 2015 (22 inspectors over 3 days). The Lead Inspector said we had “moved from an inadequate hospital to being on the cusp of Good.”

2.After not being recognised by CCGs as a result of the poor CQC inspection in January 2014, we have grown NHS work this year by 67% versus BMI’s London region’s 23%, due to positive feedback from the CQC in August 2015.

3.Developed The Clem’s Nursing Strategy through “Be part of It” initiative where all nurses and Allied Health Care Professionals have opportunity to contribute to the nursing strategy coupled by hearing from patients at the ‘nurses day’ event at the Clem in May 2015.

4.Stopped unsafe services – paediatrics in patients and oncology which She did stop. Gained recognition from the CQC that this was the right decision

5.Work in a Lean operating environment at The Clem where we have a focus on productivity and sustaining / making operational efficiencies.

6.Introduced ‘Weekly Learns’ to ensure learning is implemented well and safety systems are known and reviewed from incidents or near misses.

7.Introduced ‘Best Care Always’ To pull all the teams together to view the clinical dashboards, learns from Incidents and have guest speakers to discuss current topics both from national policy and within the NHS and protected time to develop relationships.

8.Introduced IDLE (interdisciplinary learning and education) this group is led by a consultant physician and is the embryotic stages of ‘Schwartz rounds’. The group takes a complaint or clinical incident and reviews it from all disciplines. E.g. A drug error – pharmacy, physiotherapy and wards, and the important learns to deliver but also the impact of the event on the teams.

9.Introduced Barbara’s Story as part of training about dementia which is a national drive. Barbara’s story was originally introduced by Chief Nurse, Eileen Sills, of Guy’s and St Thomas’ NHS Foundation Trust) and is a short film about Barbara and her experiences during a hospital stay. It highlights that it is the ‘smallest things that make the biggest difference from the receptionist to the consultant. The local CCG have now taken this as a CQUIN (Commission for Quality and Innovation).

10.Worked with ED and Consultants to redesign pathways so that pathways become profitable while still being safe e.g. NHS spinal pathway where spinal surgeon bringing in £4m/year in revenue and causing a decrease in EBITDA, promote the usage of 2 and 4 hours EPD for the day cases, and reduced the length of stay for none clinical reasons significantly.

11.Supported the ED to significantly improve the financial position of The Clem which is currently the most profitable BMI hospital in BMI’s London region of 11 BMI hospitals.

12.Together with the DON, we have taken The Clem out of the bottom 10 hospitals of BMI’s 59 hospitals for the first time in 4 years and increased excellence scores for quality of care from 69% to 82% and improved staff retention from 34% to 55% in 18 months.

13.Regularly meet all my direct reports every week to go through their WIP (work in progress) sheet with each of them and this information is also used in their appraisals.

14.Member of the special interest groups, Urgent care centres project and developments across the company.

15.Member of the Medical pathway advisory group.

16.Member of the friendly dementia hospital advisory groups (project lead), and the hospital dementia lead

17.Driving the international business up through achieving higher patient’s satisfaction.

18.Hospital VTE lead

19.Hospital clinical audits lead, like safety thermometer, CQUIN, Resuscitation and CQC mock audit

20.Leading the paediatric and young people outpatient services project - including safe guarding, operational policy, pathways and recruitment

Currently Assisting in providing overall nursing strategic direction for BMI The Clementine Churchill Hospital (The Clem), Co-ordinate and maintain the delivery of safe clinical quality and care standards and ensure compliance with appropriate regulatory and best practice frameworks. Develop effective systems and processes to regularly review and improve patient satisfaction and quality audits. I work closely with the quality and risk team to deliver the governance framework within the hospital. At The Clem the Quality Governance manager reports directly into the ED. Ensure effective systems and processes are in place to satisfy CQC requirements consistently.

Start date: 29 Sep 2014 till Nov 2015

Hospital Names: Clementine Churchill Hospital (BMI)

Job Title: Lead Nurse for Acute Medical, Neurorehabilitation ward, international patients and specialist nurses.

120 bed private hospital, it is part of BMI, this is the second largest private hospital in London, provide specialized surgical procedures, internal medicine treatment and 5 operating rooms, ITU, Radiology department and Physiotherapy department as well.

As a lead Nurse, for medical wards and International Services, I report to the director of nursing, develop services as per our business plan, and trouble shoot the day to day activities of the clinical areas.

Duties and responsibilities:

1.Leading and developing managers of assigned wards to ensure that they are on top of all quality drivers and audit projects.

2. Managing medical wards workforce within the nursing department through the ward managers and charge nurses, ensuring that staff, nursing staff, interns and residents’ practices is established within the policies and guidelines. And all are engaged with the infection control and prevention strategies.

3.Participate in the executive meetings of the hospital on regular basis.

4. Ensure the smooth running of the services, and promoting the safe and effective delivery of care, by supervising and supporting the nursing teams, through daily rounds, regular meetings with the managers/charge nurses and being highly visible in the clinical areas.

5. Reviewing and managing the department budget regularly, and maintaining the efficient use of our resources.

6.Participating in expanding programmers.

7.Facilitating staff development by completing regular and timely mannered appraisals for managers, and trained managers to complete the charge nurses’ appraisals, then the charge nurses to complete the nurses appraisal.

8.Recruiting and retaining staff, a member of the recruitment committee.

9. Participate in the quality management activities, ensuring the correct actions are taken and maintained when change is needed, we are preparing to pass our CQC accreditation.

10. Heavily involved in delivering teaching at managers level, and staff education as required, including orientation packages, training programmers for nurses and physicians.

11.Working closely with the infection control department to keep our infection rates to zero.

Start date: Oct.2011 to, End date: 20 Sep.2014

Hospital name:

Prince Mohammad Bin Abdul Aziz Hospital (National Guard Hospital)

320 beds, tertiary hospital.

Job Title: Nurse Manager, Full time, (45 hours/week)

Reporting to: Director of nursing

I am a nurse manager, worked as a member of the executive nursing team, during commissioning PMBAH-Medina, mainly I provide advice/proposals and written reports to the Executive Nurse Director and the Executive Operation Director as required, Also, I work on short and long terms assignments.

I participated heavily in commissioning the Prince Mohammed Bin Abdul-Aziz Hospital, NGHA facility. This includes set up the operating system of the nursing directorate, the general policies and procedures of the clinical practice, the scope and the philosophy of the nursing services directorate, nursing quality derivers, clinical forms and recruitment.

Also, I commissioned the Emergency Department, it consists of 17 beds, two triage rooms, one resuscitation room, one Plaster room, one trauma room and male/female treatment areas.

The total number of staff nurses is 48, all trained to provide class A, ER services. In addition, too, a team of 6 physicians including the chairman, this center is considered as one of the main resources of the western region within the KSA.

And as part of the executive nursing team, I commissioned the renal dialysis unit it is part of the outpatient department, to gather with the day surgery and endoscopy as well, which is16 bedded unit including outer beds. The team consists of 30 staffs, nurses, unit assistants, technicians and Renal Chairman and physicians. This renal center is considered a regional referral for renal services.

Also, I was leading commissioning a brand new Hemodialysis center in Makkah, as part of King Abdullah International Foundation-NGHA. I commissioned 90 dialysis bedded state of the art unit.

The followings are the specific description of my current role:

Managerial/supervisory/ at executive experience:

Main duties and responsibilities

My role incorporates assuming 24 accountabilities in providing a leadership role in the overall co-ordination of the two nursing units, through the vision, mission and value of NGHA.

12.With the nursing executive director of the hospital, I was Heavily involved in planning, and commissioning the hospital as new, including policies and job description, guidelines creation, also equipment and supplies purchasing, safety measure, staff recruitment, relocation and accommodation, set up the nursing department structure, and commissioning and designing nursing services within the Emergency Department and Haemodialysis as new.

13. Managing renal, OPD/ Primary care centre clinics and ER nursing workforce within the nursing department through the ward managers and charge nurses, ensuring that staff, nursing staff, interns and residents practices is established within the policies and guidelines. And all are engaged with the infection control and prevention strategies.

14.Set up working relationship with ministry of health hospitals within the area.

15. Ensure the smooth running of the services, and promoting the safe and effective delivery of care, by supervising and supporting the nursing teams, through daily rounds, regular meetings with the managers/charge nurses and being highly visible in the clinical areas, Including our primary care centre clinics.

16. Reviewing and managing the department budget regularly, and maintaining the efficient use of our resources.

17.Participating in expanding programmers, recently I managed to complete the expansion of Hemodialysis facility by 50%, including structure plans, staffing, supplies, guidelines and opening. Also developed and implemented contract to treat our client externally, but under our care guidelines and policies.

18.Facilitating staff development by completing regular and timely mannered appraisals for managers, and trained managers to complete the charge nurses’ appraisals, then the charge nurses to complete the staff nurses’ appraisals. 2013-2014.

19.Recruiting and retaining staff, a member of the international recruitment committee, this year so far participated in recruiting 62 staff.

20. Participate in the quality management activities, ensuring the correct actions are taken and maintained when change is needed, we just passed our JCI mock survey. Including the disaster plans.

21. Heavily involved in delivering teaching at managers level, and staff education as required, including orientation packages, training programmers for nurses and physicians.

22.Member on different committees like Infection control, patient safety, Pharmacy-Nursing and transfusions committee.

23.Leading establishing regional outpatient dialysis center, consisting of 48 stations.

July 05 – September 2011

Imperial college health care NHS Trust,

Ducane road, w12 0hs, London.

Band 7, Charge nurse (Unit manager) (haemodialysis centre- OPD)

Report to: Lead Nurse.

Ward/Unit/Service info: Hemodialysis unit consisted of 36 stations, provided chronic renal replacement therapy. I managed a team of nurses consisted of 25 (charge nurses, senior staff nurses, staff nurses and health care assistant) I used to be charge of the unit on every day basis, responsible of managing the place during the whole month.

Main responsibilities:

1.Member of the education committee for the nursing department.

2.I am a senior sign off mentor.

3.I assess pre and post registration students, in collaboration with the college.

4.I lead research projects within the renal and transplantation directorate.

5.With the support of the nursing team, I manage the satellite unit,

and being the first point of contact for patients, staff and other in the trust, AS THIS SERVICE IS A NURSE LED.

6.Provide clinical, professional and managerial leadership to the unit

team, ensuring high standards of patient care in response to service needs and within the clinical governance framework. Through monthly audits of our practices, monitoring the scope of care we provide as well as the achieved standards, and patient satisfaction.

7.Supporting teaching, facilitation and supervisory skills to develop and

Maintain safe competent practice within the clinical environment conducive to reflective practice. I am a member of the patient group direction committee within Imperial College Health care, and a sign off mentor for graduated students through Bucking Ham Shire University- London.

8. Responsible for effective budgetary management of the clinical area within the agreed budgetary and activity levels, reporting through the Lead Nurse. Support more junior nursing grades in, resource management, budgets and cost awareness in respect of areas of responsibility, within allocated resources. Also a member of products evaluating purchasing committee.

9. Responsible for all nursing grades in the appraisal cascade ensuring timely appraisal and review. And lead the recruitment processes to maintain a quality nursing establishment within the service. 2010-2011 recruited 2 charge nurses for the ward and 4 senior staff nurses and 4 staff nurses for the different areas of renal care. Also recruited 9 staff nurses for the post graduate courses and modules within the college of nursing.

10. Acting as the patient’s advocate and ensures the advocacy role is understood by all staff, liaising with the Patient Liaison Office.

11. Actively take part in and support Departmental initiatives and issues. Lead for the diabetic foot assessment project at a hospital level. (Completed 2010, compliance tare 91% at hospital level)

12. Ensure that accurate and legible patient records are kept in line with professional and legal requirements, by undertaking regular audit to improve the current practices and sending staff to study days to increase their awareness.

13. Promoting and maintain effective working relationships and communications with Consultants, medical staff, nurse colleagues and other multi-agency professionals, by keeping communication systems in place and having regular meetings with staff and the team.

14. Leading the infection control committee, ensuring that infections are kept at lower rates by encouraging staff to implement the hospital/unit policies and regular audits to maintain the aimed practices. I lead the holiday dialysis project at the hospital level (8 dialysis units and four renal wards) completed successfully and our compliance rate is 100%.

March 02 - July 05

Royal free Hampstead- NHS Trust,

Pond Street, Hampstead, NW3 2QG, London

E Grade (senior staff nurse renal unit).

Report to: Unit manager

Ward/Unit/Service info: Acute/Chronic renal unit, provided haemodialysis, peritoneal dialysis and transplant coordination. I used to undertake clinical procedures independently, work as a part of the MDT.

Main Responsibilities:

1. Ensure nursing care is assessed, planned, implemented and evaluated using research evidence as appropriate.

2. Provide leadership, motivating the ward /department team to ensure excellent nursing care, providing support and the supervision of more junior staff

3. Ensure that nursing procedures are carried out in accordance with the trust policies taking appropriate action in emergency situations.

4. In conjunction with the multidisciplinary team, be responsible for setting, monitoring and maintaining excellent standards of care particularly for patients with multiple needs who require complex packages of care

5. Maintain personal contact with patients, relatives and carers, being sensitive to their needs for courtesy, dignity and privacy and ensuring a friendly environment at all times

6. Ensure accurate and timely nursing records are maintained, monitoring standards and taking appropriate corrective action as necessary.

7. Work in an unsupervised capacity throughout all areas of the speciality including wards and outpatients.

8. Communicate with and assist the multidisciplinary team to promote excellence in the delivery of patient care.

2000- 2002.

Reason for leaving: Upgrade myself to higher post.

The Ipswich Hospital, Ipswich, UK

Staff Nurse.

Report to: Ward Manager.

I completed my adaptation course as a preparation for the registration by the NMC, and then started to practice nursing.

Professional Qualifications:

1. Master in Nursing Sciences

−City University-London.

−Two years

−June-2009 till Jan-2012

2. Degree in General Nursing

Applied Sciences University, Amman, Jordan

−B.Sc.

−Four years

−Oct.1992 till .1996

−July, 1996

Training courses:

1.Referral to Treatment training (RTT) Oct 2019

2.RCA training, Sep 2019

3. Human factors training, May 2019

4.Manchester triage course. Jan 2017

5.Seven Habits for Steven Covey. May, 2016.

6.Pre- Operative Assessment course. March Dec. 2016

7.Health and safety/ risk management. 2010. Imperial College- London.

8.Mentorship in practice (Teaching and Assessing), 2008. Buckinghamshire University- London.

9.Charge nurse development programme, 2008. Imperial College Health care, Royal College of Nursing- London.

10. Exploring Leadership, 2006. Thames Valley University-London.

11.Renal nursing course, 1996. Jordan Hospital University-Amman, Jordan.

NMC Registration: PIN: O1G1869O Part-1, Adult Nursing

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