Qualifications BA Mod (Hons), Ancient and Modern Languages, Dublin University, TCD Graduate – Ecole Nationale d’Administration, Paris (Public Sector Management Programme)
Areas of Expertise
- Health System Design and Financing
- Strategy Development and Implementation
- Governance Structures and Processes
- Business Planning and implementation
- Public Sector Policymaking and Review
- Organisation Development and Change Management Support
Since joining Prospectus in 2001 I have been involved in over 300 projects across the health, social care, public, private and non-profit sectors. Amongst these, I have led the design and execution of:
- Corporate Strategies and implementation plans for numerous organisations, particularly major healthcare providers (Academic Teaching Hospitals and non-acute specialist providers).
- Commercial strategies for enterprises with an existing or planned major presence in the Health sector such as Pharmaceutical companies, ICT companies or Med-Tech firms.
- Governance and organisational reviews across a range of public, private and non-profit Voluntary organisations.
- National Reviews such as an Audit of Structures and Governance of the Irish Health Service, Review of Critical Care Services in Ireland, Review of Long-Term Residential Care Needs and the National Action Plan for Palliative Care in Ireland
- Bid Management Projects in the health and social care sector on both Public Procurer and Private Bidder sides in a range of commissions including Co-located Hospitals, Radiation Oncology services, National Paediatric Hospital and All-Ireland Institute for Palliative Care
Title: Design and Development of a Voluntary Hospital Group
About the organsiations:
Mater University Hospital (major acute general) Children’s University Hospital (paediatrics), Rotunda Hospital (maternity), Cappagh National Orthopaedic Hospital (orthopaedics) and St Vincent’s Hospital, Fairview (acute psychiatry) are all Voluntary Hospitals located in the North City Centre area of Dublin.
The project involved bringing together a group of independently owned and governed healthcare facilities around a common strategic agenda and a practical programme of collaboration.
Key learnings or insights from the project:
An initiative as complex as this requires strong and sustained ladership from the very top. In this case the Chairs of the five organisations sponsored the original concept – but also stayed very close to it as it evolved to include CEOs and Clinical leads. As the health landscape shifts rapidly under political and policy changes this continuity of purpose proved indispensable.
Keeping sight of core values really does serve to anchor an undertaking of this scale. As programme management demands multiply (along with opportunities and challenges) it is easy to lose sight of the original inspiration and the fundamental values behind the initiative. Referring back to these regularly is essential.
Title: Strategic Plan
About the organisation:
The Rotunda Hospital was founded in 1745 as a maternity training hospital, the first of its kind. It cares for approx. 9,000 mothers and newborn babies annually, as well as providing gynaecology, neonatology and fertility services. It also hosts a Sexual Assault Treatment Unit.
The development of the comprehensive 3-year Strategy came at a time of particular challenge to all hospitals, not least specialist stand-alone units. The Board wished the process to be thorough, inclusive and challenging.
Key Learning or Insights from the project:
This was not the Rotunda’s first formal Strategy – but on this occasion they were keen to see that full transfer of knowledge and skills in the strategising process happened. We built this into the project design and it enriched the output significantly.
The challenge in professional service bodies is often around making real choices, especially about what not to do – or at very least what to really emphasise and drive after. Recognising this, the Rotunda developed a comprehensive Strategy, but within that picked out three or four distinctive themes to emphasise over the next three years, and followed through on them.
Title: Strategic Framework for Vision Health
About the organisation:
The Coalition for Vision Health brought together a range of organisations with an interest in the area of vision and eye health generally, including National Council for Blind, Fighting Blindness, Irish College of Ophthalmology and a number of others. Pharmaceutical Industry support was secured to allow the coalition to design and execute its ambition to raise the profile of eye health issues on the national policy agenda.
The project involved guiding the coalition members through the process of establishing common perspectives and strategic interests, which would allow them to adopt a shared view of what a National Strategy for Vision should include. That done, we supported the Coalition in launching and sustaining the initiative with policymakers, funders and the political system.
Key Learning or Insights from the Project:
It quickly became apparent in this project that the core shared concern of all – better eye health and reduced sight-loss – was so achievable that we needed to simplify, rather than complicate our strategic thinking. Cutting to the core issues early allowed a very diverse group to set aside their traditional perspectives around a common set of clear objectives.
Setting very clear and very demanding short-term targets can galvanise a strategy process and make it real for all. In this case the Coalition set a First 100 Days milestone. A lot less comfortable than the ‘traditional’ 5-year strategy timeframe!
- Institute of Management Consultants & Advisers
- Health Management Institute
- Irish Society for Quality and Safety in healthcare
- Irish French Chamber of Commerce
- Association des Anciens Eleves de l’ENA
- Association des Anciens Eleves de l’Ecole Normale Superieure (Paris)
- Mobile telephone: +353 87 9290040
- Direct: + 353 1 290 2845
- Office: + 353 1 290 2800
- Email: firstname.lastname@example.org
- Fax: + 353 1 290 2899