Hamish Dibley

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Hamish is an experienced business change and operational improvement professional with a background in patient-centred transformation in the NHS and care services. He has delivered service improvement and cost reductions across health and social care.

He is able to fuse operational research and operational improvement expertise with strategic vision. He possesses the capability to manage demanding programmes and projects to achieve better service at less cost.

Hamish’s focus is on business change and performance improvement. He has pioneered and deployed a ‘game-changing’ improvement approach – The Humanising Healthcare Methodology. He has extensive experience of working in healthcare sectors and asa management  consultant with Capgemini, Vanguard Consulting and Ernst & Young (EY).

Educated at a number of leading universities, Hamish has a BA (First Class Hons) in Politics from Essex University, MSc in European Politics and Policy at LSE and a Diploma in Applied Management with Warwick Business School. He was formerly a post-graduate tutor and researcher on British politics and public administration at Oxford University.

Competencies
  • Systems, lean and design thinking and operational performance improvement
  • Cost reduction and service redesign
  • Service turnaround and organisational transformation
  • Research and analytical problem-solving
  • Change and people management
  • Stakeholder relationship management with senior leaders
  • Programme and project management including workshop design and delivery
  • Strategic development and operational delivery
  • Leadership and communication skills including public speaking
  • Executive and staff coaching, mentoring, managing and leading teams
Professional Experience
  • Programme directed system-wide and end-to-end reviews of adult social care, NHS community and primary health services, leading a matrix team of staff. Work proposed service and process design improvements to personalise care for service users, opportunities to modernise workforce and property together with the identification of cost efficiencies totalling £3.68 million
  • Directed an innovative programme of service improvement across urgent and planned care systems delivering improved person outcomes and project cost savings of between 25-75% by providing customised care responses for a cohort of the high-consuming patients
  • As Programme Director led a pioneering integration work programme that, for the first time, linked acute, community and primary care data on patient demand to inform service improvement work-streams including radically reconfiguring successive CIP and patient flow programmes to achieve cash releasing benefits to reduce non-elective pressures
  • Instigated innovative patient cohort ‘streaming’ in an emergency department resulting in improved operational performance against the 4-hour access time target, fewer queues and better patient service
  • Programme Director for a large teaching hospital, led an innovative programme to understand patient demand. Work revealed stable and predictable demand with 5% of patients responsible for 100% of the multi-million Trust deficit. Resulting improvement work focused on developing change schemes for specific patient cohorts to improve service and reduce cost
  • Programme Director of a pioneering work into patient-level healthcare demand, using a pioneering patient demand methodology. The programme challenged conventions, redesigned services and saved £1.3 million in paediatric urgent care, identified savings potential in secondary care such as A&E, DTOC and primary care, and influenced a series of demand-led improvement projects
  • Project Director for an integrated care service redesign pilot in a large general hospital. The data analytics and operational performance work achieved a reduction in hospital length of stay and consumption, and improvement in patient outcomes at less cost
  • Helped a healthcare commissioner and large hospital trust recover its falling QIPP programme, establish and enact a turnaround plan. Comprehensive review of improvement projects closed, revised and redesigned schemes and identified £2.7 million of savings

 

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